America’s Expeditionary Force in Readiness

CONCEPTS & PROGRAMS 2011

U.S. MARINE CORPS

INCLUDES THE MARINE CORPS ALMANAC
2011

CONCEPTS & PROGRAMS

U.S. MARINE CORPS
ii | USMC CONCEPTS & PROGRAMS 2011 

The United States Marine Corps continues to defend 

our Nation amidst a world of ever-increasing instability and 

conflict. In the rugged Helmand River Valley of Afghanistan, onboard naval amphibious ships and in countless other 

locations, Marines are fighting our enemies and assisting 

our friends. All the while, we remain poised to respond to 

crisis in any clime or place. As America’s Expeditionary Force 

in Readiness, we have a statutory responsibility to be prepared 

at a moment’s notice to respond “as the President may direct” 

across the range of military operations, from humanitarian 

assistance missions to major combat operations. Our notion 

of “Expeditionary” is more than a slogan. It is a state of mind 

that drives the way we organize our forces, how we train, and 

what kind of equipment we buy.

A MESSAGE FROM THE COMMANDANT 

OF THE MARINE CORPS
FORWARD | iii

This past fall, our Corps conducted 

a comprehensive force structure review 

to ensure we are optimally postured for 

the emerging and future security environment. The results of that detailed 

study will have bearing on the programs 

and equipment we procure, now and 

into the future. This edition of Concepts 

and Programs serves as an encyclopedic 

reference of all our major programs 

and operational concepts for 2011. 

Yet, let me be clear... our focus is not 

only on equipment. Marines and their 

families are central to everything we do. 

This publication also includes a comprehensive Almanac, detailing demographics and other important statistics 

of our force.

America’s Marines provide a large 

range of capabilities for the modest 

investment of our nation’s scarce resources. In the most recent months and 

years, in locations all over the globe – 

Pakistan, Haiti, the Caribbean, the U.S. 

Gulf Coast, South America, the Gulf of 

Aden, the Philippines, and Afghanistan 

– Marine Corps forces were either engaging with our allies, conducting full 

spectrum counter-insurgency operations, enabling the Joint Force and Interagency Non-governmental Agency 

elements, providing humanitarian assistance and disaster relief, deterring 

aggression or contributing to assured 

access. Today’s Marine Corps is a “middleweight force.” We fill the void in our 

nation’s defense for an agile force that 

is comfortable operating at the high 

and low ends of the threat spectrum 

or the more likely ambiguous areas in 

between. We will continue to support 

our national objectives in Afghanistan. 

Concurrently, we will modernize, reset 

and reconstitute our equipment in order to provide a balanced air-groundlogistics team that is forward deployed 

and forward engaged; shaping, training, 

deterring and responding to a wide variety of global crises and contingencies.

As an elite and balanced airground-logistics team, the Marine 

Corps is ready to respond, along with 

the Navy — and as part of the joint 

force — to any crisis ... to any threat. 

Despite the challenges of the future, 

one thing will remain constant... the 

United States Marine Corps will continue to be “the most ready when the 

nation is least ready.”

Semper Fidelis,

James F. Amos

General, U.S. Marine Corps
iv | USMC CONCEPTS & PROGRAMS 2011 

A MESSAGE FROM THE COMMANDANT OF THE MARINE CORPS ...ii

CHAPTER 1: America’s Expeditionary Force in Readiness . . . . . . . . . . . . . . . . . . . . . . . .1

CHAPTER 2: Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Marine Air Ground Task Force (MAGTF) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Headquarters, U.S. Marine Corps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Operating Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

Supporting Establishment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44

Marine Corps Embassy Security Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54

Marine Barracks, Washington, D.C. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55

CHAPTER 3: Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57

Part 1: Equipping the Marine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60

Infantry Automatic Rifle (IAR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62

Modular Weapons System (MWS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63

Semi-Automatic Sniper System (SASS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64

Multi-Shot Grenade Launcher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65

Shoulder Launched Multi-purpose Assault Weapon (SMAW II) . . . . . . . . . . . . . . . . . . . . . .66

Handheld Radios Family of Systems (FOS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67

Marine Enhancement Program (MEP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69

TABLE OF CONTENTS

CONCEPTS & PROGRAMS 2011

U.S. MARINE CORPS 
TABLE OF CONTENTS | v

Marine Expeditionary Rifle Squad (MERS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70

Infantry Combat Equipment (ICE) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72

Tactical Hydrographic Survey Equipment (THSE) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75

Day Optics Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76

Thermal Optics Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78

Laser Targeting and Illumination Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .79

Part 2: Command and Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .80

Marine Corps Information Enterprise (MCIENT) Strategy . . . . . . . . . . . . . . . . . . . . . . . . . .82

Marine Corps Enterprise Information Technology Services (MCEITS) . . . . . . . . . . . . . . . .86

Global Command and Control System (GCCS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87

Global Combat Support System – Marine Corps (GCSS-MC) . . . . . . . . . . . . . . . . . . . . . . . .88

Defense Readiness Reporting System – Marine Corps (DRRS-MC) . . . . . . . . . . . . . . . . . . .90

Common Aviation Command and Control System (CAC2S) . . . . . . . . . . . . . . . . . . . . . . . .91

Theater Battle Management Core System (TBMCS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .92

Tactical Combat Operations (TCO) System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93

Composite Tracking Network (CTN) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .94

Combat Operations Center (COC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95

Mobile Modular Command and Control (M2C2) System . . . . . . . . . . . . . . . . . . . . . . . . . . .97

Joint Battle Command Platform (JBC-P) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .98

Joint Tactical Common Operational Picture (COP) Workstation (JTCW) . . . . . . . . . . . . . .99

Blue Force Tracker (BFT) Family of Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .100

Warfighter Network Services–Tactical (WFNS-T) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101

The Assault Amphibious Vehicle–Command; C2 Upgrade Program . . . . . . . . . . . . . . . . .102

Multi-Band Radio (MBR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .103

High Frequency Radio (HFR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104

Part 3: Intelligence, Surveillance, and Reconnaissance . . . . . . . . . . . . . . . . . . . . . . . . . . . .106

Marine Corps Intelligence, Surveillance, and Reconnaissance Enterprise (MCISR-E) . . . .107

Distributed Common Ground System–Marine Corps (DCGS-MC) . . . . . . . . . . . . . . . . . .111

Communication Emitter Sensing and Attacking System (CESAS) . . . . . . . . . . . . . . . . . . . .112

Joint Surveillance Target Attack Radar System (JSTARS) 

 Common Ground System (CGS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113

Counterintelligence (CI) and Human Intelligence (HUMINT) 

 Equipment Program (CIHEP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .114
vi | USMC CONCEPTS & PROGRAMS 2011 

Sensitive Compartmented Information Communications (SCI Comms) . . . . . . . . . . . . . .115

Intelligence Analysis System (IAS) Family of Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .117

Technical Control and Analysis Center (TCAC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .118

MAGTF Secondary Imagery Dissemination System (MSIDS) . . . . . . . . . . . . . . . . . . . . . . .119

Team Portable Communications System-Multi Platform Capable (TPCS-MPC) . . . . . . .121

Expeditionary Intelligence Support (EIS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123

Part 4: Ground Combat and Tactical Vehicles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .124

Ground Combat Tactical Vehicle (GCTV) Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .125

Amphibious Combat Vehicle (ACV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .127

Assault Amphibious Vehicle (AAV7A1) Family Of Vehicles (FOV) Survivability Initiative . .128

Mine-Resistant Ambush-Protected (MRAP) Vehicle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .129

Marine Personnel Carrier (MPC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132

Internally Transportable Vehicle (ITV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134

Light Armored Vehicle (LAV) Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .135

High Mobility Multipurpose Wheeled Vehicle (HMMWV) 

 Expanded Capacity Vehicle (HMMWV ECV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137

Joint Light Tactical Vehicle (JLTV) Family of Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138

Medium Tactical Vehicle Replacement (MTVR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .140

Logistics Vehicle System Replacement (LVSR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .142

Route Reconnaissance and Clearance (R2C) Family of Systems . . . . . . . . . . . . . . . . . . . . .143

Part 5: Fire Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .144

Ground Indirect Fires . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .145

Lightweight 155mm Howitzer (LW155) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .146

High-Mobility Artillery Rocket System (HIMARS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .148

Expeditionary Fire Support System (EFSS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .149

Advanced Field Artillery Tactical Data System (AFATDS) Family of Systems . . . . . . . . . . .150

Target Location, Designation, and Hand-off System (TLDHS) . . . . . . . . . . . . . . . . . . . . . .152

Family of Target Acquisition Systems (FTAS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .153

Joint Non-Lethal Weapons Program (JNLWP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .154

Hailing and Warning Green Beam Laser Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .155

VENOMTM Non-Lethal Tube Launched Munitions System (NL/TLMS) . . . . . . . . . . . . . . .156

Mission Payload Module Non-Lethal Weapons System (MPM-NLWS) . . . . . . . . . . . . . . .157

Escalation of Force Mission-Module (EoF-MM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .158
TABLE OF CONTENTS | vii

Part 6: Aviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .160

Aviation Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .161

Aviation Combat Element (ACE) Legacy Aircraft Modernization . . . . . . . . . . . . . . . . . . . .162

Aviation Ground Support (AGS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .166

Aviation Training Systems (ATS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .169

F-35B Lightning II Short Take-Off Vertical Landing (STOVL) 

 Joint Strike Fighter (JSF) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .171

Joint Strike Fighter (JSF) Transition Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .173

MV-22B Osprey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .174

H-1 Upgrade (UH-1Y Venom/AH-1Z Viper) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .176

KC-130J Hercules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .178

CH-53K Heavy Lift Helicopter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .179

Unmanned Aircraft Systems (UAS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .180

Operational Support Airlift (OSA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .183

Marine Aviation Logistics Transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .185

Ground/Air Task Oriented Radar (G/ATOR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .186

Marine Air Command and Control System (MACCS) Sustainment . . . . . . . . . . . . . . . . . .188

Mobile Tactical Air Operations Module (MTAOM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .189

Remote Video Viewing Terminal ...............................................190 

P-19 Aircraft Rescue and Firefighting (ARFF) Vehicle Replacement . . . . . . . . . . . . . . . . . .191

Part 7: Expeditionary Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .192

Expeditionary Logistics Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .193

Logistics Modernization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .198

Total Life Cycle Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .199

Sense and Respond Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .200

Electronic Maintenance Support System (EMSS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .202

Embedded Platform Logistics System (EPLS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .203

Autonomic Logistics – Marine Corps Services (ALS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .204

Naval Logistics Integration (NLI) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .205

Joint Precision Aerial Delivery System – Ultra Light Weight (JPADS-ULW) . . . . . . . . . . .206

Marine Air Ground Force (MAGTF) Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .207

Feeding Marines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .208

Mobile Trauma Bay (MTB) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .209
viii | USMC CONCEPTS & PROGRAMS 2011 

Family of Field Medical Equipment (FFME) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .210

Marine Corps Family of Power and Family of Environmental Control Equipment . . . . . .211

Test Measurement and Diagnostic Equipment (TMDE) . . . . . . . . . . . . . . . . . . . . . . . . . . . .212

Expeditionary – Water Packaging System (E-WPS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .213

Lightweight Water Purification System (LWPS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .214

Conventional Ground Ammunition (CLASS V (W)) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .215

Communication Electronics Equipment Maintenance 

 Complex (CEEMC) Rigid Wall Shelter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .217

Family of Tactical Soft Shelters (FTSS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .219

Part 8: Maritime Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .220

Maritime Support to Expeditionary Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .221

Amphibious Warships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .225

Joint High Speed Vessel (JHSV) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .227

Landing Craft Air Cushion (LCAC)/Ship-to-Shore Connector (SSC) . . . . . . . . . . . . . . . . .228

Evolution of Maritime Prepositioning ..........................................229 

Naval Surface Fire Support (NSFS) Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .231

Mine Countermeasures (MCM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .233

Part 9: Training and Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .236

Individual and MAGTF Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .238

Joint, Interagency, and Multinational (JIM) Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .241

Pre-deployment Training Program (PTP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .242

Mission-Capable Training Ranges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .244

Modeling and Simulation (M&S) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .246

Collective Training Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .248

Range Training Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .250

Individual Training Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .265

Marine Corps Distance Learning (MCDL) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .267

Marine Corps University and (MCU) and Professional Military Education (PME) . . . . .268

Marine Corps History Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .270

National Museum of the Marine Corps (NMMC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .271

Part 10: Installations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .274

Installations and Military Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .276
TABLE OF CONTENTS | ix

Environmental, Natural, and Cultural Resources Stewardship . . . . . . . . . . . . . . . . . . . . . . .277

Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .278

Continuous Process Improvement (CPI) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .279

Part 11: Force Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .280

MAGTF CBRN Assessment and Consequence Management Set 

 (MAGTF CBRN ACM Set) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .282

Ground-Based Air Defense Transformation (GBAD-T) . . . . . . . . . . . . . . . . . . . . . . . . . . . .283

AN/TPS-59(V)3 Radar System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .284

Identity Dominance System (IDS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .285

Counter Radio-Controlled Improvised Explosive Device (RCEID) 

 Electronic Warfare (CREW) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .286

Improvised Explosive Device Detector Dog (IDD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .287

Ground-Based Operational Surveillance System (Expeditionary) (G-BOSS(E)) . . . . . . . .288

Mission Assurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .289

Part 12: Marines and Families . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .290

Taking Care of Marines and Families . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .291

Quality of Life (QOL) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .294

Manpower Recruiting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .295

Marine Corps Recruiting Information Support System (MCRISS) . . . . . . . . . . . . . . . . . . .298

Marine Corps Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .299

Civilian Marines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .301

Marine Corps Reserve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .303

Wounded Warrior Regiment (WWR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .304

Part 13: Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .306

Expeditionary Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .307

Installations Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .310

CHAPTER 4: Marine Corps Almanac . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .312

INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .332
CHAPTER 1
CHAPTER 1: THE USMC AMERICA’S EXPEDITIONARY FORCE IN READINESS | 1

Our experiences since September 11, 2001 — at home and abroad, in crisis-response operations and in combat — have earned today’s Marines the right to stand 

proudly in the long and illustrious line of those who have gone before. In Al Anbar 

Province, we defeated a determined insurgency, proved to the world that Al Qaeda’s 

violent extremism could be beaten, and helped shape a brighter future for the Iraqi 

people. We then rapidly re-deployed to Afghanistan, where 20,000 Marines continue 

to fight our Nation’s battles in another tough “neighborhood,” the Helmand Province. 

Just as important, is the fact that since September 11, 2001 the Navy-Marine Corps 

Team has been the Nations primary response force for the world outside Iraq and Afghanistan. Since 1990, the Marine Corps has conducted over 104 amphibious operations for over 122 missions throughout the world. These missions ranged from Humanitarian Assistance/Disaster Relief in such varied places as New Orleans, Haiti and 

Pakistan; to Crisis Response in Lebanon and the Ivory Coast and Security Cooperation 

and Counter Terror operations in Latin American, Georgia, the Philippines, Horn of 

Africa and others. All of these took place while we were also operating in Iraq and Afghanistan. Tomorrow, America’s Marines will continue to stand ready to respond to a 

broad spectrum of challenges and threats to our homeland, our citizens, our interests, 

and our allies and friends.

In short, we are America’s Expeditionary Force in Readiness, organized, trained, and 

equipped to rapidly respond to crisis, yet also able to conduct discrete engagement activities with an expanding set of international partners or to merge with other members of the joint team to conduct major operations and campaigns. While we remain 

focused on combat operations in Afghanistan, we must consider the likely challenges 

of the future and how the Corps will meet them. The security environment is different 

from the world we knew prior to the attacks of September 2001 and through innovation 

and a willingness to adapt, so is the Marine Corps. As such the Marine Corps has developed certain critical specialized capabilities commonly referred to as “enablers.” When 

provided to a general purpose force in relatively small proportions, enablers provide 

THE UNITED STATES MARINE CORPS

AMERICA’S EXPEDITIONARY FORCE IN READINESS
2 | USMC CONCEPTS & PROGRAMS 2011 

that force the ability to execute a mission 

very different from its original purpose. 

As an example, providing trained advisors from the Marine Corps Training and 

Advisory Group (MCTAG) to a general 

purpose force unit, enhances that units 

ability to conduct theater security cooperation on a wider scale. By making good 

use of our enablers, we increase the aggregate utility of standard Marine units to 

the geographic combatant commanders 

because they can be better task-organized 

for the precise responses required. We will 

ensure our Marines maintain the counterinsurgency skills they honed in Iraq and 

Afghanistan, while also staying true to our 

traditional expeditionary ethos. We will 

shape the Corps to be our Nation’s “middleweight” force, optimized for forwardpresence and rapid crisis response. We 

will be light enough to leverage the flexibility and capacity of amphibious ships, 

yet heavy enough to accomplish the mission when we get there. Sea-based forces, 

in particular, will be invaluable for discreet engagement activities, rapid crisis response, and sustainable power projection.

The current fiscal realities of the 

Nation will drive us to address difficult 

choices. At the end of the day, however, 

the Marine Corps will make the necessary adjustments in force structure, procurement objectives, and posture to continue to provide a viable, agile, and lethal 

fighting force capable across the range of 

military operations and able to operate in 

austere environments. 

THE FUTURE SECURITY 

ENVIRONMENT

As we look ahead, we see a world of 

instability, crisis, and conflict, characterized by poverty, competition for increasingly scarce resources, urbanization, overpopulation, and extremism. Failed states 

or those that cannot adequately govern 

their territories can become safe havens for 

terrorists, insurgents, and criminals that 

threaten the United States and our allies.

Globalization will continue to increase interdependence among nations 

and place a premium on access to the 

global commons — sea, air, space, and cyber. Furthermore, the maritime and land 

domains converge in the littorals, where a 

majority of the world’s population lives. 

These densely populated, turbulent urban littorals can, if left unattended, provide sanctuary for our adversaries.

The developing world is trending 

toward a more youthful demographic. 

Already pressurized by lack of education and job opportunities, the marked 

increase of radicalized young men and 

women in underdeveloped countries may 

swell the ranks of disaffected groups, generating even greater distinctions between 

the “haves” and “have-nots.” At the same 

time, increasing competition for scarce 

natural resources — fossil fuels, food, and 

clean water — will likely lead to tension, 

crisis, and conflict.

The rise of new powers and shifting geopolitical relationships will create 

greater potential for competition and 

friction. The rapid proliferation of new 

technologies, cyber warfare and advanced 

precision weaponry amplify the risks and 
CHAPTER 1: THE USMC AMERICA’S EXPEDITIONARY FORCE IN READINESS | 3

THE ROLE OF THE MARINE CORPS

The Marine Corps is America’s Expeditionary Force in Readiness — a 

balanced air-ground-logistics team. We are forward deployed and forward 

engaged: shaping, training, deterring, and responding to all manner of crises 

and contingencies. We create options and decision space for our Nation’s leaders. Alert and ready, we respond to today’s crisis with today’s force...Today!

Responsive and scalable, we team with other Services, interagency partners, 

and allies. We enable and participate in joint and combined operations of any 

magnitude. A middleweight force, we are light enough to get there quickly, but 

heavy enough to carry the day upon arrival, and capable of operating independent of local infrastructure. We operate throughout the spectrum of threats 

— irregular, hybrid, conventional — or the shady areas where they overlap. Marines are ready to respond whenever the Nation calls...wherever the 

President may direct. 

– 35th Commandant’s Planning Guidance

The Marine Corps has long provided the Nation with a force adept at 

rapidly and effectively solving complex, 

multifaceted, and seemingly intractable 

security challenges — so much so that 

“Send in the Marines” connotes both a 

demand for action and a presumption of 

success. While the American public may 

not be conversant with what exactly the 

Marine Corps is or does, our fellow citizens display an intuitive understanding 

that in times of trouble the Marines stand 

ready to do whatever has to be done. In 

recent years, their confidence has been reinforced by the performance of Marines 

in toppling the regime in Iraq, eradicating the ensuing endemic violence within 

that country’s Al Anbar Province, and in 

numerous humanitarian-assistance operations worldwide. This flexibility and 

empower state and non-state actors as 

never before.

These trends will influence significantly the future security environment 

and, in turn, the ever-changing character 

of warfare, which looks to be a “hybrid” 

mix of the conventional, unconventional, 

and irregular threats. The Secretary of 

Defense has described “hybrid” warfare 

as the “lethality of state conflict with the 

fanatical and protracted fervor of irregular warfare, where Microsoft coexists with 

machetes, and stealth is met by suicide 

bombers.” This is the world in which we 

will live. This is where we will defend our 

citizens, our interests, and our allies and 

friends. This is where America’s Marines 

will operate. 
4 | USMC CONCEPTS & PROGRAMS 2011 

dependability has been captured in the 

expression, “No better friend, and no 

worse enemy.” While Marine Corps forces 

perform a variety of missions across the 

range of military operations, two stand at 

the forefront of what we do.

First, as part of the naval team we are 

partnered with the joint community to 

assure littoral access by bridging the difficult seam between operations at sea and 

on land. This is accomplished through a 

combination of activities ranging from 

military engagement, crisis response, 

and power projection –– both “soft” and 

“hard.” This capability contributes to 

overcoming diplomatic, geographic, and 

military challenges to access and assists 

the Nation in achieving the strategic objectives of preventing conflict, protecting 

national interests, assuring access to engage partners, and defeating aggression. 

Second, we respond to crisis, which 

includes fighting what have historically 

been called “small wars.” Responding to 

crisis — whether humanitarian assistance 

at one end of the spectrum or small wars 

at the other — has traditionally required 

a high degree of adaptability along with 

versatile, comprehensive skills. We have 

a long track record of success spanning 

the Barbary Wars and suppression of the 

slave trade in the early 19th century to the 

Al Anbar and Helmand provinces in the 

early 21st. These are complex problems 

for which purely military solutions will 

not suffice — because the fundamental 

causes of the conflict are often a complicated combination of security, economic, 

political, cultural, and social issues. Additionally, the USMC is tasked in several 

contingency plans to execute high-end 

conventional missions.

CONCEPTUAL BASIS FOR 

CAPABILITY DEVELOPMENT 

In meeting those missions, numerous strategy, policy, and concept documents guide future capability development. Within the framework provided 

by national strategy and Department 

of Defense publications — and consistent with the role articulated by the 35th 

Commandant — three key documents 

guide Marine Corps capability development. The first of these, A Cooperative 

Strategy for 21st Century Seapower (the 

maritime strategy), was co-signed by the 

Chief of Naval Operations, Commandant 

of the Marine Corps, and Commandant 

of the Coast Guard in 2007. The others 

include another tri-Service publication, 

Naval Operations Concept 2010: Implementing the Maritime Strategy (NOC), 

and our concurrently published Marine 

Corps Operating Concepts (MOC) Third 

Edition. 

The maritime strategy notes that 

while the Sea Services perform many 

missions, six comprise our core capabilities. The NOC elaborates on these missions in a sequence designed to describe 

how globally dispersed naval forces con-
CHAPTER 1: THE USMC AMERICA’S EXPEDITIONARY FORCE IN READINESS | 5

ducting an array of steady state activities 

designed to prevent war will, when required, come together to prevail in crisis 

response or combat operations. Forward 

presence enables building partner capacity while facilitating our ability to perform 

all other missions. Maritime security involves partnering with others to promote 

safety, economic security, and homeland 

defense in depth. Humanitarian assistance and disaster response applies naval 

power to mitigate human suffering. The 

ability to establish sea control and conduct power projection is essential to conducting expeditionary operations, which 

may take place under conditions ranging 

from permissive, to uncertain, to openly 

hostile. The ability of naval forces to perform all of these missions contributes to 

an expanded concept of deterrence. 

The Marine Corps Operating Concepts

provides our Service-specific conceptual 

basis for force development. It calls for 

embracing our enduring characteristics 

while evolving the capabilities necessary 

to ensuring the Marine Corps is relevant 

to the current and future security environment. Five major, inter-related Marine Corps tasks can be distilled from the 

content of the MOC. 

sConduct military engagement. The 

routine contact and interaction between individuals or elements of the 

Armed Forces of the United States and 

those of another nation’s armed forces, 

or foreign and domestic civilian authorities or agencies builds trust and 

confidence, shares information, coordinates mutual activities, and maintains 

influence. Our ability to conduct military engagement is essential to building 

partner capability and capacity, forging 

solid relationships across cultural barriers, and promoting diplomatic access. 

Sea-based military engagement also 

facilitates interaction while treading 

lightly on partner-nation sensibilities. 

Our forward posture is critical to providing effective engagement, as well as 

ensuring responsiveness. 

sRespond to crises, whether natural or 

man-made. Crisis-response operations 

are conducted to alleviate or mitigate 

the impact of an incident or situation 

that threatens a nation, its territories, 

citizens, military forces, possessions or 

vital interests. Crises usually develop 

rapidly and create a condition of such 

diplomatic, economic, political, or military importance that the commitment 

of military forces and resources is warranted to achieve national objectives. 

In addition to those forces postured 

forward, a high state of expeditionary 

readiness is essential to rapidly project 

additional Marine Corps capabilities in 

response to crises.

s Project power, either “soft” or “hard” 

as the situation requires. Power projection comprises the ability of a nation 

to apply all or some of its elements of 

national power –– political, economic, 

informational, or military — to rapidly and effectively deploy and sustain 

forces in and from multiple dispersed 

locations to respond to crises, contrib-
6 | USMC CONCEPTS & PROGRAMS 2011 

ute to deterrence, and enhance regional 

stability. The Marine Corps leverages 

and contributes to a larger, “whole-ofgovernment” system of power projection to support the range of military 

operations.

sConduct littoral maneuver, the ability to transition ready-to-fight combat 

forces from the sea to the shore in order 

to achieve a position of advantage over 

the enemy. It can be applied to deny 

adversaries such as terrorists sanctuary, 

seize or destroy critical enemy capabilities, recover personnel or sensitive 

equipment, safeguard weapons of mass 

destruction or associated materials, 

seize infrastructure or lodgments for 

the introduction of additional joint or 

combined forces, or to pose a continuous coastal threat which causes an adversary to dissipate his forces. 

sCounter irregular threats, the modern 

manifestation of our “small wars” legacy. 

These military operations are undertaken under executive authority — usually 

in combination with the other elements 

of power — in the internal or external affairs of another state whose government 

is unstable, inadequate or unsatisfactory 

for the preservation of life and of such 

other interests as are determined by the 

foreign policy of the Nation. The application of purely military measures might 

not, by itself, restore peace and orderly 

government because the fundamental 

causes of the condition of unrest may 

be economic, political, cultural or social. 

Often these operations occur in response 

to crisis and are carried out in austere 

conditions, conditions that frequently 

result in the direction to “send in the 

Marines!”

THE WAY FORWARD 

From our historic assault 400 miles into 

land-locked Afghanistan from six amphibious ships in response to the terrorist attacks of September 2001, to the rapid attack 

north to Baghdad in March 2003; from successful counter-insurgency operations in Al 

Anbar, to ongoing operations in Helmand; 

from Hurricane Katrina, to earthquake relief in Haiti; and from humanitarian-aid 

operations in monsoon-flooded Pakistan 

to the recapture of the pirated ship Magellan Star...by partnering with our Navy 

brethren we have stayed true to our naval 

heritage roots and answered the Nation’s 

call...we have met every challenge. Our 

past is prologue for our future.

Looking ahead, our Marine Corps Vision and Strategy 2025 is clear. “To remain 

the Nation’s force in readiness,” our Vision 

states, “the Marine Corps must continuously innovate. This requires that we look 

across the entire institution and identify 

areas that need improvement and effect 

positive change.”

Indeed, new challenges, requiring spirited innovation and institutional flexibility, 

await us. To meet these challenges and to 

continue to engage with success across the 

range of military operations in an ambiguous yet dangerous future require us to 

focus on key priorities that will guide all 

that we do.
CHAPTER 1: THE USMC AMERICA’S EXPEDITIONARY FORCE IN READINESS | 7

Priorities of the 35th Commandant of the Marine Corps:

s7E WILL CONTINUE TO PROVIDE

the best-trained and -equipped 

Marine units to Afghanistan. 

This will not change. This remains our top priority!

s7E WILL REBALANCE OUR #ORPS

posture it for the future and 

aggressively experiment with 

and implement new capabilities and organizations.

s7E WILL BETTER EDUCATE AND

train our Marines to succeed in distributed operations 

and increasingly complex 

environments.

s7E WILL KEEP FAITH WITH OUR

Marines, our Sailors, and our 

families.

Provide the Best-Trained and 

-Equipped Marines

Our top priority is to ensure that the 

Marine units that deploy to Afghanistan 

are the best-trained and -equipped units 

in the Corps. We have made great progress 

in Afghanistan during the past year. Our 

fellow citizens expect no less of us for the 

duration of the war. We will ensure that 

every Marine and Sailor are prepared to 

succeed in the many types of missions we 

are conducting in this complex, dynamic, 

and dangerous operating environment.

The Marine Corps is resourcing its 

best-trained and most-ready forces to 

meet global combatant commander requirements. Consequently, deployed units 

report the highest levels of readiness for 

their assigned missions. However, highdeployed unit readiness has come at the 

expense of non-deployed units, which 

have resourced unstructured equipment 

and personnel requirements to meet the 

needs of our deployed forces. Many nondeployed units thus have reported degraded or non-deployable levels of readiness. The largest contributing factor to 

decreased readiness in non-deployed units 

is a shortage of equipment supply. This 

lack of equipment constrains the ability of non-deployed forces to respond to 

other potential contingencies and to train 

to its mission-essential tasks. The impact 

of nine years of war has been significant, 

and the wear and tear on our equipment 

has taken a toll. The Marine Corps will require additional funding for several years 

after the end of operations in Afghanistan 

to reset our equipment.

That said, we will continue to ensure 

that our Marines deployed in harm’s way 

have everything they need to fight and 

win. This means looking to their welfare 

and providing them the absolute best 

training, equipment, and support.

Rebalance the Corps and 

Posture for the Future

The U.S. National Security Strategy 

underscores the need for rebalancing the 

force and preparing for the future: “We 

will continue to rebalance our military 

capabilities to excel at counterterrorism, 

counterinsurgency, stability operations, 

and meeting increasingly sophisticated 
8 | USMC CONCEPTS & PROGRAMS 2011 

security threats, while ensuring our force 

is ready to address the full range of military operations. This includes preparing 

for increasingly sophisticated adversaries, deterring and defeating aggression in 

anti-access environments, and defending 

the United States....”

To meet combatant commander 

needs and to satisfy strategic objectives, 

we have conducted a comprehensive 

force structure review. Our purpose was 

to develop the organization, posture, and 

capabilities that will preserve and enhance America’s Expeditionary Force in 

Readiness in a post- Operation Enduring 

Freedom-Afghanistan and fiscally-constrained environment. The entire Marine 

Corps — active, reserve, and civilian — 

was examined in this evaluation which incorporated recent lessons learned in wars 

in Iraq and Afghanistan and addressed 

evolving threats and their impact on the 

future force. This will provide us with the 

“ammunition” needed to improve our 

ability to function as a lead element of a 

joint force, to execute distributed operations, to provide command and control, 

and to conduct persistent engagement 

missions throughout the world.

The demand for military forces with 

irregular warfare capabilities will continue to expand. To help meet this demand, 

we will better resource organizations like 

the Marine Corps Training and Advisory 

Group (MCTAG) and consolidate others to improve their synergies and reduce 

redundancies. We will also further institutionalize the Marine Corps Tactics and 

Operations Group (MCTOG) to enhance 

its contribution and relevance to the training of our Ground Combat Element. We 

will fully embrace the Marine Corps Special Operations Command (MARSOC) 

and capitalize on its unique capabilities, 

while we strengthen the relationships between our operating forces and all U.S. 

special operations forces. We will increase 

our capability and capacity to conduct cyber warfare and meet joint and Marine Air 

Ground Task Force (MAGTF) demands.

We will further organize and deploy 

forces in a manner that better promotes 

development of the partnerships required 

for effective engagement. This will include 

expanding forward-presence force operations, exploiting all forms of lift (organic, 

theater and strategic), developing a regional focus within each major command 

and establishing habitual relationships 

with other members of the joint team, especially our Navy and special operations 

forces counterparts.

The future security environment 

also requires a mindset geared toward 

increased energy efficiency and reduced 

consumption. The Marine Corps recognizes that a central enhancement across 

all elements of the MAGTF is reducing 
CHAPTER 1: THE USMC AMERICA’S EXPEDITIONARY FORCE IN READINESS | 9

operational energy requirements. Reduced dependence on traditional sources 

of energy will allow the MAGTF to travel 

lighter and faster in a distributed manner 

under austere conditions. It will also save 

lives by getting Marines out of harm’s way 

when transporting fuel and water across 

main supply routes. The Marine Corps 

will aggressively continue its pioneering 

efforts in energy efficiencies through the 

Expeditionary Energy Office, with goals 

of reduced demand in our platforms and 

systems, self-sufficiency in our battlefield 

sustainment, and a reduced expeditionary 

footprint on the battlefield.

Lessons learned during the past decade in Afghanistan and Iraq confirm the 

importance of unit cohesion. Combat effectiveness and the lives of our Marines 

and Sailors depend on it. There is no substitute for having the right people, particularly key leaders, in deploying units at the 

right time. Accordingly, we will change 

our manpower management, education 

and training processes to achieve this goal. 

Having the right equipment, systems and 

technologies is critical to operational success, as well. 

Procuring new aircraft, vehicles, systems, and equipment, while maintaining current readiness, is a continual and 

long-term process of balancing demands 

on resources to man, train, and equip 

the Marine Corps. The eventual reset of 

equipment from Afghanistan, coupled 

with required procurement to replace 

equipment destroyed or damaged beyond 

economical repair, will help increase our 

home-station readiness levels. Within 

that reset effort, we will prioritize equipment that will allow us to quickly fill 

our updated equipment requirements for 

a “middleweight” capability. Lightening 

the MAGTF is imperative to remaining 

an expeditionary, middleweight force. To 

better coordinate our procurement and 

modernization efforts, the Marine Corps 

is pursuing several functional strategies to 

achieve rebalancing and posturing of the 

force for the future. These strategies and 

their associated programs are highlighted 

in Chapter 3. 

Enhance Education and Training

The conflicts of the 21st Century place 

tremendous burdens on Marines and Sailors, but these are not the only sources of 

great stress on our men and women. To 

improve their resilience, we will work aggressively and creatively to build a training 

continuum that better prepares them for 

the inevitable stress of combat operations 

and to equip them with the necessary skills 

required to deal with the widely varying 

challenges of life as a Marine. Instruction 

founded and focused on our core values 

helps provide some of this resilience and 

enables effective operations, especially 

in a complex irregular or hybrid warfare 

environment. Our Values-Based-Training 

thus will be central to a Marine’s professional development and expanded beyond 

its current entry-level focus. We will infuse 
10 | USMC CONCEPTS & PROGRAMS 2011 

it throughout our training and education 

system, ensuring our core values remain 

central throughout our service.

We will better educate and train our 

Marines to succeed in distributed operations and increasingly complex, dynamic 

and fluid environments. We will invest 

more in the education of our non-commissioned officers and junior officers, as 

they have assumed vastly greater responsibilities in both combat and garrison. We 

will markedly increase opportunities for 

Marines to attend resident Professional 

Military Education, civilian fellowships, 

and advanced education programs, as 

well as to serve in Foreign Area Officer, 

Regional Area Officer and other joint and 

interagency assignments. We will also develop the Marine Corps University into a 

world-class institution.

Keep Faith with Marines, 

Sailors, and Families

We will keep faith with our Marines, 

our Sailors, and our families. The strains of 

war require robust, effective support for the 

needs of our families and Marines. These 

efforts will not be reduced when combat 

operations in Afghanistan conclude. They 

will require sustained support to ensure 

that we honor the sacred trust the Nation 

has with those who serve, but particularly 

those who pay the heaviest price.

The essential elements impacting the 

quality of life for our Marines, Sailors, 

and families are deployment-to-dwell 

time, housing, schools, medical care, and 

community services. Our quality-of-life 

goals are to ensure that our people and 

their families have availability and access 

to quality facilities and family-support 

programs and resources and benefits that 

afford a respectable, decent and healthy 

standard of living.

We must ensure that we maintain a 

deployment-to-dwell ratio of about 1:2 

for our force while fighting a war. Below this level increases the stress on our 

people and their families and limits our 

ability to be ready for the broad range 

of threats and challenges the Nation will 

face. Despite high operational tempo and 

multiple combat operations, retention of 

active duty and reserve Marines has not 

been adversely affected. We are meeting our retention goals across the Marine 

Corps, and some of our highest retention 

rates come from units that have deployed, 

including some that have experienced 

multiple deployments. Although our goal 

during peace is a 1:3 deployment-to-dwell 

ratio, as long as we maintain a deployment-to-dwell ratio of about 1:2 we do 

not foresee adverse impacts on retention 

or quality of life.

Our approach to caring for Marines, 

Marine families, and relatives of our fallen 

Marines is based on our unwavering loyalty; this will not change. For example, we 

will enhance the capabilities of the highly 

successful Wounded Warrior Regiment 

to provide added care and support to our 

wounded, injured and ill. The Wounded 

Warrior Regiment provides non-medical 

care management services to wounded, 

ill, and injured Marines and their families 

throughout the phases of recovery. Additionally, our assessments have shown 

positive satisfaction levels in important 

care areas, such as our Recovery Care Coordination Program –– executed by the 

Regiment’s Recovery Care Coordinators 

–– and our family-support staff. We will 
CHAPTER 1: THE USMC AMERICA’S EXPEDITIONARY FORCE IN READINESS | 11

also advocate for better diagnostic and 

increased treatment options for Marines 

with severe injuries, including Post-Traumatic Stress and Traumatic Brain Injury.

We will ensure that Marines, Sailors, 

and their families have availability and access to quality facilities and support programs, as well as resources and benefits 

that provide a quality standard of living. 

This same effort will be applied equally to 

our single Marines, who comprise half of 

our Corps. We will focus on the sustainment of vital Marine Corps Community 

Services programs and expansion of newer programs showing promising signs of 

success, particularly programs supporting 

our single Marines.

To ensure continued effectiveness and 

efficiency, however, we will evaluate all 

Marine and family support programs to 

determine where they require expansion 

to assist more effectively our families and 

where they can be streamlined to reduce 

redundancy. We will make concerted efforts at attracting, mentoring and retaining the most talented men and women 

who bring a diversity of background, 

culture and skill in service to the United 

States. Finally, we are focusing efforts to 

more fully integrate Behavioral Health 

programs to protect and strengthen the 

health and well being of Marines and 

their families. We are also conducting a 

thorough “bottom up” assessment of our 

Transition Assistance Program to ensure 

we are providing the right educational and 

occupational assistance to Marines leaving our active-duty ranks, thus fulfilling 

our commitment to return better citizens 

to communities throughout the Nation.

THE NATION’S EXPEDITIONARY 

FORCE OF CHOICE 

The major challenges we face today 

center on continuing to provide America’s 

Marines fighting in Afghanistan the very 

best training, equipment, and support 

possible while ensuring the Marine Corps 

is ready for the uncertain threats of the 

future, all during what will be a very challenging fiscal climate at home.

We are at war and that must be our 

highest priority. At the same time, we 

must balance our capabilities to do what 

the nation will likely ask of its Marines in 

the coming decades. As the Nation’s Expeditionary Force of Choice, the Marine 

Corps must always be ready to answer the 

President’s call to “Send in the Marines!”
CHAPTER 2
CHAPTER 2: ORGANIZATION | 13

ORGANIZATION

INTRODUCTION

The Marine Corps is a task-organized, multi-capable military organization. It 

is a middleweight force that lies between our Special Operations Forces and our nation’s heavier forces in the Army with a force that compliments both. It is scalable and 

adaptive and it provides our Nation with a force capable across the range of military 

operations. As the Marine Corps grew during the last several years to 202,100 Active 

Component Marines, the organization of the Corps has changed and adapted to the 

current fight, while retaining the flexibility and agility to respond to future needs. 

During this period of rapid growth, the Marine Corps has maintained balanced, 

combined arms capabilities adapted to the new demands of recent conflicts while 

developing agile and capable forces to meet future hybrid threats as well. 

Chapter 2 outlines the Marine Corps’ combined-arms structure and organization 

and highlights the unique capabilities that Marines bring to the fight.
14 | USMC CONCEPTS & PROGRAMS 2011 

The MAGTF is the Marine Corps’ principal organization for conducting missions 

across the range of military operations. 

MAGTFs provide combatant commanders with scalable, versatile expeditionary 

forces able to respond to a broad range of 

contingency, crisis and conflict situations. 

They are balanced combined-arms force 

packages containing organic command, 

ground, aviation, and logistics elements. A 

single commander leads and coordinates 

this combined-arms team from pre-deployment training through all phases of deployment and employment. MAGTF teams live 

and train together, further increasing their 

cohesion and fighting power. 

MULTI-CAPABLE MAGTFS 

MAGTFs will effectively respond 

across the range of military operations 

with their capacity tailored to combatant 

commanders’ requirements. They will be 

optimized to operate as an integrated system through the air, land, maritime and 

cyberspace domains, as well as the information environment. The naval character 

of MAGTFs enhances their global mobility, lethality, and staying power. Embarked 

on board amphibious ships, multi-capable MAGTFs provide U.S. civilian and 

military leaders with the ability to do the 

following:

s-OVEFORCESINTOCRISISAREASWITHOUT

revealing their exact destinations or 

intentions 

s0ROVIDECONTINUOUSPRESENCEININTERnational waters 

s#OMMENCEEXECUTIONOFAMISSION

within six to 48 hours of receiving a 

warning order

s0ROVIDEIMMEDIATENATIONALRESPONSE

in support of humanitarian and natural disaster-relief operations 

s0ROVIDECREDIBLEBUTNON
PROVOCATIVE

combat power over the horizon from a 

potential adversary for rapid employment as the initial response to a crisis

s3UPPORTDIPLOMATICPROCESSESFOR

peaceful crisis resolution before employing immediate-response combat 

forces

s2ESPONDTOCRISESTHROUGHMEASURED

degrees of combat power ashore — day 

or night and under adverse weather 

conditions

s)NTRODUCEADDITIONALFORCESSEQUENtially into a theater of operations

s/PERATEINDEPENDENTOFESTABLISHED

airfields, basing agreements, and overflight rights

s#ONDUCTCOMBATOPERATIONSASHOREUSing organic combat service support that 

is brought into the area of operations 

MARINE AIR GROUND TASK FORCE (MAGTF)
CHAPTER 2: ORGANIZATION | 15

s%NABLETHEINTRODUCTIONOFFOLLOW
ON

forces by securing staging areas ashore

s/PERATEINRURALANDURBANENVIRONments, and during chemical, biologiCALRADIOLOGICALANDNUCLEAR#"2.	

situations

s7ITHDRAWRAPIDLYATTHECONCLUSIONOF

operations

s0ARTICIPATEFULLYINTHEJOINTPLANNING

process and successfully integrate 

MAGTF operations with those of the 

JOINTFORCE

s0ROVIDEABROADRANGEOFSUPPORTTO

Special Operations Forces

s3UPPORT3ERVICEJOINTANDNATIONALEFforts to maintain freedom of action in 

cyberspace

MAGTF COMPOSITION

The Marine Corps task-organizes for 

combat in accordance with its statutory 

mandate to provide forces of combined 

arms, including aviation, by forming integrated combined-arms MAGTFs. As 

the name indicates, MAGTFs are organized for the specific tasks at hand and 

specifically tailored by mission, for rapid 

deployment by air and/or sea. However, 

no matter what their mission or mode 

of deployment, MAGTFs comprise four 

deployable elements that are supported 

from Marine Corps bases and stations.

Command Element (CE): The CE 

contains the MAGTF headquarters and 

other units that provide intelligence, 

communications, and administrative 

support. As with all other elements of the 

MAGTF, the CE is scalable and task organized to provide the command, control, 

communications, computers, intelligence 

#)	 AND JOINT INTEROPERABILITY NECESsary for effective planning and execution 

of operations.

Ground Combat Element (GCE): 

The GCE is task organized to conduct ground operations to support the 

MAGTF mission. This element includes 

infantry, artillery, reconnaissance, armor, 

light armor, assault amphibian, engineer, 

and other forces as needed. The GCE can 

vary in size and composition. It can consist of a light, air-transportable reinforced 

company; a relatively heavy and mechanized unit that includes one or more Marine divisions; or other type of Marine 

Corps ground combat unit that meets the 

demands of a particular mission.

Aviation Combat Element (ACE): 

The ACE conducts offensive and defensive air operations and is task organized 

to perform the six functions of Marine 

aviation required to support the MAGTF 

mission — Assault Support, Anti-Aircraft 

7ARFARE /FFENSIVE !IR 3UPPORT %LECTRONIC 7ARFARE #ONTROL OF !IRCRAFT AND

-ISSILESAND!ERIAL2ECONNAISSANCE4HIS

element is formed around an aviation 

headquarters with appropriate air-control agencies, combat, combat-support, 

and combat-service support units. The 

ACE can vary in size and composition 

from an aviation detachment of specifically required aircraft to one or more MaRINE AIRCRAFT WINGS -!7	 COMPRISING

multiple fixed- and rotary-wing aircraft 

of several types and capabilities.

Logistics Combat Element (LCE): 

The LCE is task-organized to provide the 

full range of combat logistics functions 

and capabilities necessary to maintain 

the continued readiness and sustainability of the MAGTF as a whole. It is formed 

around a combat logistics headquarters 

and may vary in size and composition 

from a support detachment to one or 

MORE-ARINELOGISTICSGROUPS-,'	
16 | USMC CONCEPTS & PROGRAMS 2011 

TYPES OF MAGTFS

Four types of MAGTFs can be task organized: the Marine Expeditionary Force; 

Marine Expeditionary Brigade; Marine 

%XPEDITIONARY 5NIT AND 3PECIAL 0URPOSE

MAGTF.

Marine Expeditionary Force (MEF). 

The MEF is the principal Marine Corps 

warfighting organization during larger 

crises or contingencies. It is normally 

commanded by a lieutenant general. A 

MEF can range in size from less than one 

division and aircraft wing to multiple divisions and aircraft wings, together with 

one or more logistics groups. MEFs are 

capable of amphibious operations and 

sustained operations ashore in any geoGRAPHIC ENVIRONMENT 7ITH APPROPRIATE

augmentation, the MEF command eleMENTISCAPABLEOFPERFORMINGASAJOINT

TASKFORCE*4&	HEADQUARTERS

MEFs are the primary “standing 

MAGTFs” in peacetime and wartime. In 

2011, the Marine Corps is organized with 

three standing MEFs, each with a Marine division, aircraft wing, and logistics 

group. The I Marine Expeditionary Force 

)-%&	ISLOCATEDATBASESIN#ALIFORNIA

and Arizona. The II Marine ExpeditionARY&ORCE))-%&	ISLOCATEDATBASESIN

North Carolina and South Carolina. The 

)))-ARINE%XPEDITIONARY&ORCE)))-%&	

is located at bases in Okinawa, mainland 

Japan, and Hawaii, with future plans 

for Guam. 

MEFs are the “reservoirs” from which 

all other Marine Corps capabilities emanate. Marine component headquarters, 

-ARINE #ORPS &ORCES #OMMAND -!2-

&/2#/-	 AND -ARINE #ORPS &ORCES

0ACIlC-!2&/20!#	CANFORMSMALLER

MAGTFs from these MEFs. A MEF will 

normally deploy in echelon and will 

designate its lead element as the MEF 

&ORWARD	

Marine Expeditionary Brigade 

(MEB) or MEF (Forward). The MEB 

is the mid-sized MAGTF (up to 20,000 

-ARINES	 AND IS NORMALLY COMMANDED

by a brigadier general. The MEB provides transitional capability between the 

forward-deployed Marine expeditionary 

UNIT -%5	 AND THE -%& WHICH IS THE

Marine’s principal warfighting force. A 

reinforced infantry regiment, a composITE -ARINE AIRCRAFT GROUP -!'	 AND A

COMBAT LOGISTICS REGIMENT #,2	 COMprise a notional MEB. The command element of the MEB is embedded within the 

command element of its parent MEF; the 

deputy MEF commander normally serves 

as the MEB commander. 

MEBs provide supported combatant 

commanders with a scalable warfighting 

capability across the range of military 

operations. As an expeditionary force, it 
CHAPTER 2: ORGANIZATION | 17

is capable of rapid deployment and employment via amphibious shipping (norMALLYAMPHIBIOUSSHIPS	STRATEGICAIR

sealift, geographic or maritime pre-positioning force assets, or any combination 

OFTHESE7ITHDAYSOFACCOMPANYING

supplies, MEBs can conduct amphibious 

assault and sustained operations ashore 

in any geographic environment. A MEB 

can operate independently or serve as the 

FORWARD ECHELON OF A -%& 7ITH ADDItional MEF command element augmentation, a MEB is also capable of acting as a 

JOINTTASKFORCE*4&	HEADQUARTERS#URrently, all three MEFs source MEB command elements with personnel from the 

MEF staff, it subordinate commands, and 

through individual augmentation.

Marine Expeditionary Unit. Forward-deployed MEUs embarked aboard 

AMPHIBIOUSREADYGROUPS!2'	OPERATE

continuously in the areas of responsibility of various unified combatant commanders. Overall these units provide 

THE0RESIDENTANDTHEUNIlEDCOMBATANT

commanders a forward-deployed, flexible sea-based MAGTF, capable of conducting amphibious operations, crisis 

response, limited contingency operations, 

the introduction of follow-on forces, and 

designated special operations forces. In 

effect they provide an afloat “on-station” 

force capable of responding to any situation that may arise. MEUs are characterized by their sea-based forward presence, 

expeditionary nature, ability to plan and 

GEOGRAPHIC COMBATANT COMMANDS
18 | USMC CONCEPTS & PROGRAMS 2011 

respond to crises, combined arms integraTIONANDTHEIRINTEROPERABILITYWITHJOINT

combined and special operations forces. 

The MEU is commanded by a colonel 

and deploys with 15 days of accompanyINGSUPPLIES0RIORTODEPLOYMENTA-%5

undergoes an intensive six-month training 

program, focusing on its mission essential 

TASKLIST-%4,	ANDINTEROPERABILITYWITH

-!23/& 4HE TRAINING CULMINATES WITH

a thorough evaluation and certification 

ASh/PERATIONALLY 2EADY TO $EPLOYv 4HE

organic capabilities of the MEU are as 

follows:

s!MPHIBIOUS/PERATIONS

- Amphibious Assault


!MPHIBIOUS2AID


3MALL"OAT2AID3PECIlC4O

ST-%5	

- Maritime Interception Operations

- Advance Force Operations 

s%XPEDITIONARY3UPPORTTO/THER

/PERATIONS#RISIS2ESPONSEAND

Limited-Contingency Operations

- Noncombatant Evacuation 

Operations

- Humanitarian Assistance

- Stability Operations


4ACTICAL2ECOVERYOF!IRCRAFTAND

0ERSONNEL

- Joint and Combined Operations

- Aviation Operations from 

Expeditionary Sites

- Theater Security Cooperation 

Activities 


!IRlELDAND0ORT3EIZURES

- Visit, Board, Search and Seizure 

0RIOR TO DEPLOYMENT THE -%& COMmander exercises full command of his 

organic MEU. Command relationships 

of the MEUs once embarked will be as 

delineated by the geographic combatANTCOMMANDER'##	ASARTICULATEDIN

*OINT 0UBLICATION *0	 
 Amphibious 

Operationsh7HILETHEFULLRANGEOFCOMmand relationship options as outlined 

IN*0Doctrine for the Armed Forces of 

the United States, are available, in amphibious operations, service component 

commanders normally retain operaTIONALCONTROL/0#/.	OFTHEIRRESPECTIVEFORCES)FTHEJOINTFORCECOMMANDER

*&#	 ORGANIZES ALONG FUNCTIONAL LINES

functional component commanders will 

NORMALLYEXERCISE/0#/.OVERALLTHEIR

parent Services’ forces and tactical conTROL4!#/.	OVEROTHER3ERVICESFORCES

attached or made available for tasking.”

Special Purpose MAGTF (SPMAGTF).

! 30-!'4& IS TASK ORGANIZED TO ACcomplish a specific mission, operation, 

or regionally focused exercise. They are 

DESIGNATEDAS30-!'4&WITHAMISSION

location, or exercise name for example, 

h30-!'4& !FGHANISTANv  30-!'4&S

can be organized, trained, and equipped 

with Marine forces to conduct a wide variety of expeditionary operations ranging from peacetime missions, to training 

exercises, and responses to contingencies 

ANDCRISES30-!'4&SCANSUPPORTCOMbatant commander engagement, security 

cooperation, and civil military operations 

REQUIREMENTS 4HE 30-!'4& WILL HAVE

capabilities, mobility, and sustainability 

commensurate with its requirements to 

increase interoperability with, and provide training to, less developed military 
CHAPTER 2: ORGANIZATION | 19

FORCES4HE30-!'4&CANBETASKEDWITH

building partner nation security capacity and supporting partner nation security efforts in specific regional areas. 

4HE 30-!'4& PROVIDES THE COMBATANT

commander with a flexible expeditionary force employment option that further 

augments the traditional capabilities provided by the Marine Corps.

The Nation’s MAGTFs thus provide a 

continuum of capabilities to support naval, unified combatant commander, and 

national requirements. These MAGTFs 

AREJOINEDBYOTHERSPECIAL
PURPOSEFORCes and unique Marine forces to help the 

Corps deal with a full range of conventional, unconventional, and irregular/hybrid threats and assignments. 

UNIQUE COMBATANT 

COMMANDER SUPPORT

A combatant commander or suborDINATEJOINTFORCECOMMANDERMIGHTALSO

require Marine forces that do not have all 

elements of a MAGTF. These forces are 

not given a specific MAGTF designation. 

Examples are installation security forces, 

engineer and medical support teams for 

humanitarian operations, deployments 

for training and mobile training teams, 

and law-enforcement operations. 

Three regionally-oriented Marine 

Expeditionary Brigade Command core 

elements and two embedded JTF core 

COMMAND ELEMENTS ONE IN -!2#%.4

AND ONE IN -!2&/2!&	 THAT PROVIDE

the nucleus of a JTF HQ. As the Marine Corps increasingly orients on the 

future hybrid threat, it is drawn to the 

ideas of smaller combined arms task 

forces where it can continually push 

more capabilities to lower levels for 

distributed operations at increasing 

distances. These units will depend upon 

increased tactical mobility and must 

maintain a high state of readiness. At the 

same time, they must retain the capability 

to quickly aggregate these smaller units 

to provide a larger, more lethal punch 

on short notice. Because of the Marine 

Corps’ ethos, training and warfighting 

philosophy, Marines are ideally suited to 

these types of units and operations; but 

they must ensure that organizational designs, as well as planning and command 

and control capabilities, preserve the operational agility required to answer the 

demands of the complex future operating 

environment and consistently fulfill the 

needs of our Combatant Commanders.

MAGTF SUSTAINABILITY

A fundamental characteristic of a 

MAGTF is its ability to operate for extended periods as an expeditionary 

force, relying on internal resources for 

sustainment. All MAGTFs have inherent sustainability that allows them to be 

self-sufficient for planned periods. Larger MAGTFs have a deeper, broader, and 

more capable organic support capability. 

Different-sized MAGTFs deploy with sufficient accompanying supplies to support 

JOINT OPERATIONS -!'4&S CAN AUGMENT

their organic sustainability by using external support from Navy organizations, 

host-nation support agreements, interservice support agreements, and in-theater cross-service agreements.
20 | USMC CONCEPTS & PROGRAMS 2011 

MARITIME PREPOSITIONING 

FORCE (MPF)

4HE -0& IS A STRATEGIC POWER
PROJECTION CAPABILITY THAT COMBINES THE LIFT

capacity, flexibility, and responsiveness of 

surface ships with the speed of strategic 

airlift. Strategically positioned around the 

globe, the maritime prepositioning ships 

-03	 OF THE -0& PROVIDE GEOGRAPHIC

combatant commanders with persistent 

forward presence and rapid crisis response 

by prepositioning the combat equipment 

and supplies to support up to three MEBs 

FOR  DAYS 4HE -0& IS ORGANIZED INTO

THREE -03 SQUADRONS -032/.	 COMPRISINGSHIPS-032/.
ISBASEDIN

THE-EDITERRANEAN-032/.
ISBASED

at Diego Garcia in the Indian Ocean; and 

-032/.
ISBASEDINTHE'UAM
3AIPAN

AREAOFTHE0ACIlC/CEAN4HESETHREEINTEROPERABLE-032/.SAREEACHDESIGNED

to couple with a fly-in echelon to support 

THERAPIDCLOSUREOFA-%"4HE-0&CAN

also support smaller or larger MAGTFs 

by employing as few as one or as many 

AS  -03 4HE -0& INCLUDES GOVERNment owned ships and one long-term 

leased ship that operate under charters to 

-ILITARY3EALIFT#OMMAND-3#	7HEN

needed, these ships move to a crisis region 

and offload either in port or offshore via 

in-stream offload. Offloaded equipment 

and supplies are then married up with 

Marines arriving at nearby airfields. The 

end result is a combat-ready MAGTF rapidly established ashore, using minimal incountry reception facilities. The MAGTF 

COMBATCAPABILITYPROVIDEDBY-0&SUPports geographic combatant commander 

military operations that defeat adversaries and win wars, but has also supported 

regional crises that require rapid and 

effective humanitarian assistance and 

disaster relief. 

MARINE CORPS 

PREPOSITIONING PROGRAM– 

NORWAY (MCPP-N)

-#00
. ENHANCES ALL GEOGRAPHIC

combatant commanders’ operational responsiveness by providing mission-tailored, prepositioned war-reserve materiel 

that supports global Marine Corps expeDITIONARYOPERATIONS-#00
.MATERIELIS

stored in six caves and two airfields spread 

across Norway and is available for rapid 

preparation and marshalling at aerial, 

sea, or rail ports of debarkation in support of deploying MAGTFs. This forward 

prepositioning reduces reaction time 

ANDCONTINENTAL53#/.53	
BASEDLIFT

requirements. 
CHAPTER 2: ORGANIZATION | 21

HEADQUARTERS, U.S. MARINE CORPS (HQMC)

DC, PLANS, POLICY 

& OPERATIONS

DC, COMBAT DEVELOPMENT 

& INTEGRATION

DIRECTOR 

HEALTH SERVICES

LEGISLATIVE ASSISTANT TO 

THE COMMANDANT

STAFF JUDGE ADVOCATE 

TO THE MARINE CORPS

DC, MANPOWER & 

RESERVE AFFAIRS

DC, INSTALLATIONS 

& LOGISTICS

DIRECTOR COMMAND, CONTROL, 

COMMUNICATIONS & COMPUTERS

DIRECTOR 

INTELLIGENCE

DIRECTOR EXPEDITIONARY 

ENERGY OFFICE

DC, AVIATION

DC, PROGRAMS 

& RESOURCES

INSPECTOR GENERAL OF 

THE MARINE CORPS

DIRECTOR 

PUBLIC AFFAIRS

DIRECTOR 

SAFETY DIVISION

ASSISTANT COMMANDANT 

OF THE MARINE CORPS

DIRECTOR 

MARINE CORPS STAFF

COMMANDANT OF THE 

MARINE CORPS

Headquarters, U.S. Marine Corps 

(1-#	CONSISTSOFTHE#OMMANDANTOF

the Marine Corps and those staff agencies 

that advise and assist him in discharging 

his responsibilities prescribed by law. The 

Commandant is directly responsible to 

the Secretary of the Navy for the total 

performance of the Marine Corps. This 

includes the administration, discipline, 

internal organization, training, requirements, efficiency, and readiness of the service. Also, as the Commandant is a member of the Joint Chiefs of Staff, HQMC 

supports him in his interaction with the 

Joint Staff. The Commandant also is responsible for the operation of the Marine 

Corps material support system.

COUNSEL FOR THE 

COMMANDANT

CHAPLAIN OF 

THE MARINE CORPS

SERGEANT MAJOR OF 

THE MARINE CORPS

MARINE CORPS COMBAT

DEVELOPMENT COMMAND

MARINE CORPS

NATIONAL CAPITAL

REGION COMMAND

MARINE CORPS

RECRUITING COMMAND

MARINE BARRACKS 

WASHINGTON, D.C.

MARINE CORPS 

SYSTEMS COMMAND

ASSISTANT SECRETARY OF 

THE NAVY RESEARCH 

DEVELOPMENT & ACQUISITION
22 | USMC CONCEPTS & PROGRAMS 2011 

MANPOWER & RESERVE 

AFFAIRS (M&RA)

,OCATED IN 1UANTICO 6! -2! IS

the largest department within HQMC. 

4HEMISSIONOF-2!ISTOPROVIDECOMmanders with the right Marines — in a 

timely manner — and using a process 

that is fair, that maximizes the potential 

of the force and the individual Marine, 

and that incorporates effective quality 

of life programs and services for all who 

serve and their families. To accomplish 

this mission, the Deputy Commandant, 

-2! IS IN CHARGE OF A FAR
REACHING

slate of manpower and personnel activities including: active and reserve assignments, promotions, and retention; senior 

leadership management; military awards; 

military and civilian personnel policies 

and plans; personnel and family readiness; casualty assistance; Marine Corps 

#OMMUNITY 3ERVICES -##3	 PAY AND

personnel administration; wounded warrior non-medical care and support; and 

reserve personnel policies and plans. 

MARINE CORPS RECRUITING 

COMMAND (MCRC)

Headquartered in Quantico, VA, 

-#2# CONDUCTS OPERATIONS TO RECRUIT

qualified individuals for enlistment or 

commissioning into the United States 

-ARINE#ORPSAND-ARINE#ORPS2ESERVE

The goal is to attain the assigned Total 

Force personnel requirements by component and category in accordance with the 

applicable fiscal year Marine Corps accessions strategy (Manpower Accessions 

0LAN -EMORANDA	 THE -ILITARY 0ERSONNEL 0ROCUREMENT -ANUAL AND AS OTHERwise directed by the Commandant of the 

-ARINE #ORPS -#2# CONSISTS OF TWO

recruiting regions with three recruiting 

DISTRICTSEACH-#2#HASAPPROXIMATELY

-ARINE#ORPSRECRUITERSOPERATING

out of 48 recruiting stations, 616 recruiting sub-stations, and 72 officer-selection 

sites throughout the continental United 

3TATES !LASKA (AWAII 0UERTO 2ICO AND

Guam.
CHAPTER 2: ORGANIZATION | 23

MARINE CORPS COMBAT 

DEVELOPMENT COMMAND 

(MCCDC)

Located in Quantico, VA, the Deputy 

Commandant, Combat Development 

and Integration is also the Commanding 

General, MCCDC. He is tasked to develop 

fully integrated Marine Corps warfighting capabilities — doctrine, organization, 

training and education, materiel, leadership, personnel, and facilities (DOTM-

,0&	  TO ENABLE THE -ARINE #ORPS TO

field combat-ready forces. In addition to 

these duties, he is Commander, Marine 

Corps Forces Strategic Command and 

Marine Corps Forces Cyber Command. 

EDUCATION 

COMMAND, 

QUANTICO, VA

MARINE CORPS 

RECRUIT DEPOT, 

PARRIS ISLAND, SC

MARINE CORPS 

RECRUIT DEPOT, 

SAN DIEGO, CA 

TRAINING 

COMMAND, 

QUANTICO, VA

MAGTF TRAINING 

COMMAND, 

29 PALMS, CA

DEPUTY COMMANDANT,

COMBAT DEVELOPMENT & INTEGRATION

JOINT CAPABILITIES

ASSESSMENT AND

INTEGRATION

DIRECTORATE

CAPABILITIES 

DEVELOPMENT 

DIRECTORATE

MARINE CORPS 

BASE, 

QUANTICO, VA

TRAINING AND 

EDUCATION 

COMMAND

MARINE CORPS

WARFIGHTING 

LAB

OPERATIONS 

ANALYSIS 

DIVISION

CENTER FOR 

IRREGULAR 

WARFARE

DEPUTY CG

MCCDC

CHIEF OF STAFF

MCCDC

STRATEGIC 

VISION GROUP
24 | USMC CONCEPTS & PROGRAMS 2011 

OPERATING FORCES

Operating forces — the heart of the 

Marine Corps — comprise the forward 

presence, crisis response, and combat 

power that the Corps makes available 

to U.S. unified combatant commanders. 

The Marine Corps has established three 

permanent combatant-level service components in support of unified commands 

with significant Marine forces assigned: 

U.S. Marine Corps Forces Command 

-!2&/2#/-	 53 -ARINE #ORPS

&ORCES0ACIlC-!2&/20!#	AND53

Marine Corps Forces, Special Operations 

#OMMAND-!23/#	4HE#OMMANDER-!2&/2#/-ISCURRENTLYASSIGNED

to the Commander, U.S. Joint Forces 

#OMMAND *&#/-	  -!2&/2#/-

will revert to service control during 

1 August 2011. He provides the II Marine 

%XPEDITIONARY&ORCE))-%&	ANDOTHER

unique capabilities to JFCOM. LikeWISE THE #OMMANDER -!2&/20!#

IS ASSIGNED TO THE #OMMANDER 53 0Acific Command. He provides I MEF and 

))) -%& TO 0!#/- 4HE #OMMANDER

-!23/#ISASSIGNEDTOTHE#OMMANDER

3PECIAL/PERATIONS#OMMAND3/#/-	

and provides assigned forces to SOCOM. 

These assignments reflect the peacetime disposition of Marine Corps forces. 

Marine forces are apportioned to the 

remaining geographic combatant commands — the U.S. Southern Command 

3/54(#/-	53.ORTHERN#OMMAND

./24(#/-	 53 %UROPEAN #OMMAND%5#/-	53#ENTRAL#OMMAND

#%.4#/-	 53 !FRICA #OMMAND

!&2)#/-	 53 3TRATEGIC #OMMAND

342!4#/-	 AND 53 &ORCES +OREA

53&+	FORCONTINGENCYPLANNINGAND

are provided to these commands when directed by the Secretary of Defense. 

The following sections highlight 

some of these organizations and several 

of the other unique organizations in the 

operating forces. 
CHAPTER 2: ORGANIZATION | 25

MARINE CORPS FORCES 

COMMAND (MARFORCOM) 

,OCATED IN .ORFOLK 6! -!2-

&/2#/- IS THE -ARINE COMPONENT

TO *&#/- 4HE #OMMANDER -!2-

&/2#/- COORDINATES -ARINE #ORPS

support to JFCOM in the development of 

JOINTTRAININGINTEGRATIONREADINESSJOINT

concept development and experimentation efforts, and in executing global force 

management to synchronize the generation and provision of mission-ready, 

JOINT
CAPABLE -ARINE FORCES FOR PRESENT

ANDFUTUREJOINTFORCEREQUIREMENTSINORder to support combatant commanders’ 

global execution of the National Military 

Strategy. The Commander’s peacetime 

combat forces and supporting establishment total approximately 55,000 Marines 

and Sailors.

The future structure and mission of 

-!2&/2#/- WILL BE AFFECTED BY THE

disestablishment of JFCOM in FY12. ExACTLYHOW-!2&/2#/-WILLBEAFFECTed has yet to be determined, but details 

from the JFCOM disestablishment plan 

along with recommendations from the 

&ORCE 3TRUCTURE 2EVIEW 'ROUP WILL HELP

shape the future structure and direction 

OF-!2&/2#/-
26 | USMC CONCEPTS & PROGRAMS 2011 

2D

MARINE DIVISION

2D

MARINE AIRCRAFT WING

2D MARINE

LOGISTICS GROUP

2D MARINE 

EXPEDITIONARY BRIGADE

22D, 24TH, 26TH

MARINE EXPEDITIONARY 

UNITS

CHEMICAL BIOLOGICAL 

INCIDENT RESPONSE FORCE

MARINE CORPS SECURITY 

FORCE REGIMENT

MARINE CORPS 

AIR STATION

CHERRY POINT, NC

MARINE CORPS 

AIR STATION

BEAUFORT, SC

MARINE CORPS 

AIR STATION

NEW RIVER, NC

MARINE CORPS 

AIR FACILITY 

QUANTICO, VA

US MARINE 

CORPS FORCES

COMMAND

US MARINE CORPS 

TRAINING AND 

ADVISORY GROUP

II MARINE 

EXPEDITIONARY 

FORCE

MARINE CORPS 

LOGISTICS BASE

ALBANY, GA

MARINE CORPS 

SUPPORT FACILITY

BLOUNT ISLAND, FL

MARINE CORPS BASE

CAMP LEJEUNE, NC

US MARINE 

CORPS BASES 

ATLANTIC

MARINE CORPS 

INSTALLATIONS 

EAST

U.S. MARINE CORPS FORCES COMMAND, MARINE CORPS BASES ATLANTIC

COMMARFORCOM
CHAPTER 2: ORGANIZATION | 27

II Marine Expeditionary Force 

II MARINE EXPEDITIONARY FORCE

 MARINE CORP BASE, CAMP LEJEUNE, NC

II Marine Expeditionary Force Headquarters Group

 8th Communications Battalion

 2d Intelligence Battalion

  D2ADIO"ATTALION

 2d Air and Naval Gunfire Liaison Company

2d Marine Expeditionary Brigade

22d Marine Expeditionary Unit

24th Marine Expeditionary Unit

26th Marine Expeditionary Unit

-ARINE#ORPS3ECURITY&ORCE2EGIMENT 

 Norfolk, VA

#HEMICAL"IOLOGICAL)NCIDENT2ESPONSE&ORCE 

 Indian Head, MD

2D MARINE DIVISION 

 MCB CAMP LEJEUNE, NC

Headquarters Battalion

D-ARINE2EGIMENT

 1st Battalion 

 2d Battalion

  D"ATTALION

 2d Battalion, 9th Marines 

TH-ARINE2EGIMENT

 1st Battalion

 2d Battalion 

  D"ATTALION

  D"ATTALIONTH-ARINES

TH-ARINE2EGIMENT

 1st Battalion 

 2d Battalion 

  D"ATTALION

 1st Battalion, 9th Marines 

TH-ARINE2EGIMENT

 1st Battalion 

 2d Battalion 

  D"ATTALION

 5th Battalion 

2d Tank Battalion

2d Assault Amphibian Battalion

D,IGHT!RMORED2ECONNAISSANCE"ATTALION

2d Combat Engineer Battalion

D2ECONNAISSANCE"ATTALION

2D MARINE AIRCRAFT WING 

 MARINE CORPS AIR STATION, 

 CHERRY POINT, NC

-ARINE7ING(EADQUARTERS3QUADRON

Marine Aircraft Group 14

 Marine Aviation Logistics Squadron 14

  -ARINE4ACTICAL%LECTRONIC7ARFARE3QUADRON

  -ARINE4ACTICAL%LECTRONIC7ARFARE3QUADRON

  -ARINE4ACTICAL%LECTRONIC7ARFARE3QUADRON

  -ARINE4ACTICAL%LECTRONIC7ARFARE3QUADRON

  -ARINE!TTACK3QUADRON

  -ARINE!TTACK3QUADRON

 Marine Attack Squadron 542

  -ARINE!TTACK4RAINING3QUADRON

  -ARINE!ERIAL2EFUELER4RANSPORT3QUADRON

 

Marine Aircraft Group 26 

 -#!3.EW2IVER.#

 Marine Aviation Logistics Squadron 26

 Marine Medium Tiltrotor Squadron 162

 Marine Medium Tiltrotor Squadron 261

  -ARINE-EDIUM4ILTROTOR3QUADRON

 Marine Medium Tiltrotor Squadron 264

 Marine Medium Tiltrotor Squadron 266

U.S. MARINE CORPS FORCES COMMAND UNITS
28 | USMC CONCEPTS & PROGRAMS 2011 

II Marine Expeditionary Force (cont.) 

  -ARINE-EDIUM4ILTROTOR3QUADRON

 Marine Medium Tiltrotor Training Squadron 204

Marine Aircraft Group 29 

 -#!3.EW2IVER.#

 Marine Aviation Logistics Squadron 29

 Marine Light Attack Helicopter Squadron 167

 Marine Light Attack Helicopter Squadron 269

 Marine Light Attack Helicopter Squadron 467 

   -#!3#HERRY0OINT.#

 Marine Light Attack Helicopter Squadron 567

  -ARINE(EAVY(ELICOPTER3QUADRON

   -#!3#HERRY0OINT.#

 Marine Heavy Helicopter Squadron 461

 Marine Heavy Helicopter Squadron 464

  -ARINE(EAVY(ELICOPTER4RAINING3QUADRON

-ARINE!IRCRAFT'ROUP  

 MCAS Beaufort, SC

  -ARINE!VIATION,OGISTICS3QUADRON

 Marine Fighter Attack Squadron 115

 Marine Fighter Attack Squadron 122

 Marine Fighter Attack Squadron 251

  -ARINE&IGHTER!TTACK3QUADRON

  -ARINE!LL7EATHER&IGHTER!TTACK3QUADRON

  -ARINE!LL7EATHER&IGHTER!TTACK3QUADRON

 Marine Fight Attack Training Squadron 501 

 Eglin Air Force Base, FL

Marine Air Control Group 28

 Marine Tactical Air Control Squadron 28

 Marine Air Control Squadron 2

 Marine Aircraft Support Squadron 1

  -ARINE7ING#OMMUNICATIONS3QUADRON

 2d Low Altitude Air Defense Battalion

 Marine Unmanned Aerial Vehicle Squadron 2

-ARINE7ING3UPPORT'ROUP

  -ARINE7ING3UPPORT3QUADRON

  -ARINE7ING3UPPORT3QUADRON 

   -#!3.EW2IVER.#

  -ARINE7ING3UPPORT3QUADRON 

 MCAS Beaufort, SC

  -ARINE7ING3UPPORT3QUADRON

2D MARINE LOGISTICS GROUP 

 MCB CAMP LEJEUNE, NC

#OMBAT,OGISTICS2EGIMENT

 Combat Logistics Battalion 2

 Combat Logistics Battalion 6

 Combat Logistics Battalion 8

#OMBAT,OGISTICS2EGIMENT

 2d Maintenance Battalion

 2d Medical Battalion

 2d Supply Battalion

 Combat Logistics Company 21 

   -#!3#HERRY0OINT.#

  #OMBAT,OGISTICS#OMPANY 

 MCAS Beaufort, SC

#OMBAT,OGISTICS2EGIMENT

 Combat Logistics Battalion 22

 Combat Logistics Battalion 24

 Combat Logistics Battalion 26

8th Engineer Support Battalion

2d Dental Battalion

U.S. MARINE CORPS FORCES COMMAND UNITS
CHAPTER 2: ORGANIZATION | 29

MARINE CORPS FORCES, 

PACIFIC (MARFORPAC) 

Located at Camp H. M. Smith, HI, 

-!2&/20!#ISTHE-ARINECOMPONENT

TO0!#/-4HE#OMMANDER-!2&/2-

0!#COMMANDSALL-ARINE#ORPSFORCES

ASSIGNED TO 0!#/- ACCOMPLISHES ASsigned operational missions, advises the 

0!#/-COMMANDERONTHEPROPEREMployment, capabilities and support of 

Marine Corps forces and provides combat ready forces to other commands, as 

required. He also serves as CommandING'ENERAL&LEET-ARINE&ORCES0ACIlC

and Commander for U.S. Marine Corps 

"ASES0ACIlC-!2&/20!#ISTHELARGEST

field command in the Marine Corps. The 

Commander’s peacetime combat forces 

and supporting establishment total approximately 86,000 Marines and Sailors.
30 | USMC CONCEPTS & PROGRAMS 2011 

I MARINE EXPEDITIONARY 

FORCE

1ST

MARINE DIVISION

3D

MARINE AIRCRAFT WING

1ST MARINE 

LOGISTICS GROUP

1ST

MARINE EXPEDITIONARY 

BRIGADE

11TH, 13TH, 15TH

MARINE EXPEDITIONARY 

UNITS

31ST MARINE 

EXPEDITIONARY UNIT

MARINE CORPS BASE

CAMP PENDLETON, CA

MARINE CORPS AIR 

GROUND COMBAT CENTER 

(MCAGCC)

29 PALMS, CA

MARINE CORPS MOUNTAIN 

WARFARE TRAINING 

CENTER, BRIDGEPORT, CA

MARINE CORPS AIR STATION

MIRAMAR, CA

MARINE CORPS 

LOGISTICS BASE

BARSTOW, CA

MARINE CORPS 

BASES KOREA

CAMP MUJUK

FLEET MARINE 

FORCES, PACIFIC

US MARINE CORPS 

FORCES, PACIFIC

US MARINE CORPS 

BASES, PACIFIC

US MARINE CORPS 

FORCES,

KOREA

MARINE CORPS BASE

CAMP BUTLER

MARINE CORPS AIR STATION

IWAKUNI

MARINE CORPS AIR STATION

FUTENMA

COMBINED ARMS TRAINING 

CENTER, CAMP FUJI

III MARINE EXPEDITIONARY 

FORCE

MARINE CORPS BASES

JAPAN

MARINE CORPS 

INSTALLATIONS

WEST

MARINE CORPS BASE

HAWAII

MARINE CORPS AIR STATION

YUMA, AZ

MARINE CORPS AIR STATION

CAMP PENDLETON, CA

3D

MARINE DIVISION

1ST

MARINE AIRCRAFT WING

3D MARINE LOGISTICS 

GROUP

3D MARINE 

EXPEDITIONARY BRIGADE

U.S. MARINE CORPS FORCES PACIFIC, MARINE CORPS BASES PACIFIC

COMMARFORPAC
CHAPTER 2: ORGANIZATION | 31

I Marine Expeditionary Force 

I MARINE EXPEDITIONARY FORCE

 MARINE CORP BASE, CAMP PENDLETON, CA

I Marine Expeditionary Force Headquarters Group

 9th Communications Battalion

 1st Intelligence Battalion

 ST2ADIO"ATTALION

 1st Air and Naval Gunfire Liaison Company

1st Marine Expeditionary Brigade

11th Marine Expeditionary Unit

TH-ARINE%XPEDITIONARY5NIT

15th Marine Expeditionary Unit

1ST MARINE DIVISION MCB CAMP PENDLETON, CA

Headquarters Battalion

ST-ARINE2EGIMENT

 1st Battalion 

 2d Battalion

  D"ATTALION

 1st Battalion, 4th Marines 

TH-ARINE2EGIMENT

 1st Battalion

 2d Battalion 

  D"ATTALION

 2d Battalion, 4th Marines 

TH-ARINE2EGIMENT 

 Marine Corps Air Ground Combat Center, 

 0ALMS#!

 1st Battalion 

 2d Battalion 

  D"ATTALION

  D"ATTALIONTH-ARINES

TH-ARINE2EGIMENT

 1st Battalion 

 2d Battalion 

  D"ATTALION   

   -#!'##0ALMS#!

  TH"ATTALION()-!23	

1st Tank Battalion 

 -#!'##0ALMS#!

D!SSAULT!MPHIBIAN"ATTALION

 Company D 

 -#!'##0ALMS#!

ST,IGHT!RMORED2ECONNAISSANCE"ATTALION

D,IGHT!RMORED2ECONNAISSANCE"ATTALION 

 -#!'##0ALMS#!

1st Combat Engineer Battalion

D#OMBAT%NGINEER"ATTALION  

 -#!'##0ALMS#!

ST2ECONNAISSANCE"ATTALION

3D MARINE AIRCRAFT WING 

 MARINE CORPS AIR STATION, 

 MIRAMAR, CA

-ARINE7ING(EADQUARTERS3QUADRON

Marine Aircraft Group 11

 Marine Aviation Logistics Squadron 11

  -ARINE&IGHTER!TTACK3QUADRON

  -ARINE&IGHTER!TTACK3QUADRON

  -ARINE&IGHTER!TTACK3QUADRON

  -ARINE!LL7EATHER&IGHTER!TTACK3QUADRON

  -ARINE!LL7EATHER&IGHTER!TTACK3QUADRON

  -ARINE!ERIAL2EFUELER4RANSPORT3QUADRON

 Marine Fight Attack Training Squadron 101

-ARINE!IRCRAFT'ROUP  

 MCAS Yuma, AZ

  -ARINE!VIATION,OGISTICS3QUADRON

 Marine Attack Squadron 211

 Marine Attack Squadron 214

  -ARINE!TTACK3QUADRON

  -ARINE!TTACK3QUADRON

Marine Aircraft Group 16 

 Marine Aviation Logistics Squadron 16

 Marine Medium Tiltrotor Squadron 161

 Marine Medium Tiltrotor Squadron 561 

 Activation planned for FY 2011 

U.S. MARINE CORPS FORCES PACIFIC UNITS
32 | USMC CONCEPTS & PROGRAMS 2011 

I Marine Expeditionary Force (cont.) 

 Marine Medium Tiltrotor Squadron 562 

 Activation planned for FY2012

  -ARINE-EDIUM4ILTROTOR3QUADRON

 Marine Medium Helicopter Squadron 165

 Marine Medium Tiltrotor Squadron 166

  -ARINE(EAVY(ELICOPTER3QUADRON

 Marine Heavy Helicopter Squadron 462

 Marine Heavy Helicopter Squadron 465

 Marine Heavy Helicopter Squadron 466

-ARINE!IRCRAFT'ROUP  

 -#!3#AMP0ENDLETON#!

  -ARINE!VIATION,OGISTICS3QUADRON

 Marine Light Attack Helicopter Squadron 169

 Marine Light Attack Helicopter Squadron 267

  -ARINE,IGHT!TTACK(ELICOPTER3QUADRON

  -ARINE,IGHT!TTACK(ELICOPTER3QUADRON

 Marine Light Attack Helicopter Squadron 469

 Marine Light Attack Helicopter Training 

   3QUADRON

 Marine Medium Helicopter Squadron 268

  -ARINE-EDIUM(ELICOPTER3QUADRON

 Marine Medium Helicopter Training Squadron 164

-ARINE!IR#ONTROL'ROUP

  -ARINE4ACTICAL!IR#ONTROL3QUADRON

 Marine Air Control Squadron 1 

 MCAS Yuma, AZ

  -ARINE!IRCRAFT3UPPORT3QUADRON 

   -#!3#AMP0ENDLETON#!

  -ARINE7ING#OMMUNICATIONS3QUADRON

  D,OW!LTITUDE!IR$EFENSE"ATTALION

   -#!3#AMP0ENDLETON#!

 Marine Unmanned Aerial Vehicle Squadron 1 

   -#!'##0ALMS#!

  -ARINE5NMANNED!ERIAL6EHICLE3QUADRON

   -#!'##0ALMS#!

-ARINE7ING3UPPORT'ROUP

  -ARINE7ING3UPPORT3QUADRON 

 MCAS Yuma, AZ

  -ARINE7ING3UPPORT3QUADRON 

   -#!3#AMP0ENDLETON#!

  -ARINE7ING3UPPORT3QUADRON

  -ARINE7ING3UPPORT3QUADRON 

   -#!'##0ALMS#!

1ST MARINE LOGISTICS GROUP 

 MCB CAMP PENDLETON, CA

#OMBAT,OGISTICS2EGIMENT

 Combat Logistics Battalion 1

 Combat Logistics Battalion 5

 Combat Logistics Battalion 7 

   -#!'##0ALMS#!

#OMBAT,OGISTICS2EGIMENT

 1st Maintenance Battalion

 1st Medical Battalion

 1st Supply Battalion

 Combat Logistics Company 11 

 MCAS Miramar, CA

 Combat Logistics Company 16 

 MCAS Yuma, AZ

#OMBAT,OGISTICS2EGIMENT

 Combat Logistics Battalion 11

  #OMBAT,OGISTICS"ATTALION

 Combat Logistics Battalion 15

7th Engineer Support Battalion

1st Dental Battalion

U.S. MARINE CORPS FORCES PACIFIC UNITS
CHAPTER 2: ORGANIZATION | 33

III Marine Expeditionary Force 

III MARINE EXPEDITIONARY FORCE MARINE CORP BASES, OKINAWA, JAPAN

III Marine Expeditionary Force Headquarters Group

 7th Communications Battalion

 D)NTELLIGENCE"ATTALION

 D2ADIO"ATTALION  

  -#"+ANEOHE"AY()

 5th Air and Naval Gunfire Liaison Company

D-ARINE%XPEDITIONARY"RIGADE

ST-ARINE%XPEDITIONARY5NIT

3D MARINE DIVISION MARINE CORPS BASES, OKINAWA, JAPAN

Headquarters Battalion

D-ARINE2EGIMENT  

  -#"+ANEOHE"AY()

 1st Battalion 

 2d Battalion

  D"ATTALION

TH-ARINE2EGIMENT

  5NITSSOURCEDVIA5NIT$EPLOYMENT0ROGRAM5$0	

TH-ARINE2EGIMENT

 1st Battalion 

   -#"+ANEOHE"AY()

  D"ATTALION

D#OMBAT!SSAULT"ATTALION

D2ECONNAISSANCE"ATTALION

1ST MARINE AIRCRAFT WING MARINE CORPS BASES, OKINAWA, JAPAN

-ARINE7ING(EADQUARTERS3QUADRON

Marine Aircraft Group 12 

 MCAS Iwakuni, Japan

 Marine Aviation Logistics Squadron 12

  -ARINE!LL7EATHER&IGHTER!TTACK3QUADRON

Marine Aircraft Group 24 

 -#!3+ANEOHE"AY()

 Marine Aviation Logistics Squadron 24

  -ARINE(EAVY(ELICOPTER3QUADRON

  -ARINE(EAVY(ELICOPTER3QUADRON

  -ARINE(EAVY(ELICOPTER3QUADRON

  -ARINE7ING3UPPORT$ETACHMENT

 Activation planned for FY2012 

-ARINE!IRCRAFT'ROUP  

 MCAS Futenma, Okinawa, Japan 

  -ARINE!VIATION,OGISTICS3QUADRON

 Marine Medium Helicopter Squadron 262

 Marine Medium Helicopter Squadron 265

  -ARINE!ERIAL2EFUELER4RANSPORT3QUADRON

Marine Air Control Group 18 

 MCAS Futenma, Okinawa, Japan

 Marine Tactical Air Control Squadron 18

 Marine Air Control Squadron 4 

 Marine Aircraft Support Squadron 2

  -ARINE7ING#OMMUNICATIONS3QUADRON

-ARINE7ING3UPPORT'ROUP

 MCAS Futenma, Okinawa, Japan

  -ARINE7ING3UPPORT3QUADRON 

 MCAS Iwakuni, Japan

  -ARINE7ING3UPPORT3QUADRON

3D MARINE LOGISTICS GROUP MARINE CORPS BASES, OKINAWA, JAPAN

#OMBAT,OGISTICS2EGIMENT

  #OMBAT,OGISTICS"ATTALION 

   -#"+ANEOHE"AY()

 Combat Logistics Battalion 4 

  #OMBAT,OGISTICS#OMPANY 

   -#"#AMP0ENDLETON#!

#OMBAT,OGISTICS2EGIMENT

  D-AINTENANCE"ATTALION

  D-EDICAL"ATTALION

  D3UPPLY"ATTALION

  #OMBAT,OGISTICS#OMPANY 

 MCAS Iwakuni, Japan

#OMBAT,OGISTICS2EGIMENT

  #OMBAT,OGISTICS"ATTALION

9th Engineer Support Battalion

D$ENTAL"ATTALION

U.S. MARINE CORPS FORCES PACIFIC UNITS
34 | USMC CONCEPTS & PROGRAMS 2011 

4TH MARINE

 DIVISION

NEW ORLEANS, LA

4TH MARINE

 AIRCRAFT WING

NEW ORLEANS, LA

4TH MARINE 

LOGISTICS GROUP 

NEW ORLEANS, LA

MOBILIZATION 

COMMAND

NEW ORLEANS, LA

3D CIVIL

AFFAIRS GROUP

CAMP PENDLETON, CA

3D ANGLICO

BELL, CA

4TH CIVIL

AFFAIRS GROUP

WASHINGTON, DC

4TH ANGLICO

WEST PALM BEACH, FL

INTELLIGENCE

SUPPORT BATTALION

NEW ORLEANS, LA

MARINE CORPS FORCES, 

RESERVE (MARFORRES) 

Headquartered in New Orleans, LA, 

-!2&/22%3 IS RESPONSIBLE FOR PROVIDing trained units and qualified individuals for active-duty service in times of war, 

national emergency, or in support of contingency operations. Marine Corps force 

expansion is made possible by activation 

OFTHE-ARINE#ORPS2ESERVE)TALSOPROvides personnel and operational tempo 

relief for active component forces during 

times of peace. Like the active compoNENT -!2&/22%3 CONSISTS OF A COMbined-arms force with balanced ground, 

aviation, and logistics combat-support 

UNITS4HISCAPABILITY-ARINES2ESERVES	

IS MANAGED THROUGH -!2&/2#/- IN

meeting his global force-management 

RESPONSIBILITIESTOTHE*OINT&ORCE0ROVIDER*&0	!FTERTHEDISESTABLISHMENTOF*&-

#/-IN!UGUSTOF-!2&/2#/-

will meet his global force-management 

responsibilities to the Joint Staff. ComMANDER-!2&/22%3ISALSO#OMMANDer, Marine Forces Northern Command 

-!2&/2./24(	 AND SERVES AS THE

-ARINECOMPONENTOF./24(#/-

-!2&/22%3 UNITS ARE LOCATED AT

 TRAINING CENTERS IN  STATES 0UERTO

2ICOANDTHE$ISTRICTOF#OLUMBIA4HE

-ARINE #ORPS 2ESERVE IN KEEPING WITH

the Marine Corps’ Total Force concept, 

has been an integral force provider across 

the spectrum of combat and peacetime 

engagement. The ethos for the Marine 

#ORPS2ESERVEISMOBILIZATIONANDCOMbat readiness. This ensures the men and 

WOMEN OF THE -ARINE #ORPS 2ESERVE

stand ready, willing and able to answer 

the Nation’s call at home and abroad at a 

moment’s notice. 

COMMARFORRES
CHAPTER 2: ORGANIZATION | 35

U.S. MARINE CORPS FORCES RESERVE UNITS

Intelligence Support Battalion New Orleans, LA

D!IRAND.AVAL'UNlRE,IAISON#OMPANY "ELL#!

TH!IRAND.AVAL'UNlRE,IAISON#OMPANY 7EST0ALM"EACH&,

D#IVIL!FFAIRS'ROUP -#"#AMP0ENDLETON#!

TH#IVIL!FFAIRS'ROUP 7ASHINGTON$#

4TH MARINE DIVISION NEW ORLEANS, LA

 D-ARINE2EGIMENT 3AN"RUNO#!

 1st Battalion Houston, TX

  D"ATTALION 0ASADENA#!

  D"ATTALION "ELLE#HASSE,!

 

 TH-ARINE2EGIMENT +ANSAS#ITY-/

 1st Battalion Mount Clemens, MI

 2d Battalion Chicago, IL

  D"ATTALION "RIDGETON-/

 

 TH-ARINE2EGIMENT &T$EVENS-!

 1st Battalion Ft. Devens, MA

 2d Battalion Garden City, NY

  D"ATTALION "ROOK0ARK/(

 

 TH-ARINE2EGIMENT &ORT7ORTH48

  D"ATTALION()-!23	 'RAND0RAIRIE48

  D"ATTALION 0HILADELPHIA0!

 5th Battalion Seal Beach, CA

 Anti-Terrorism Battalion Bessemer, AL

 RD&ORCE2ECONNAISSANCE#OMPANY -OBILE!,

 TH&ORCE2ECONNAISSANCE#OMPANY !LAMEDA#!

 4th Tank Battalion San Diego, CA

 4th Assault Amphibian Battalion Tampa, FL

 TH,IGHT!RMORED2ECONNAISSANCE"ATTALION -#"#AMP0ENDLETON#!

 4th Combat Engineer Battalion Baltimore, MD

 TH2ECONNAISSANCE"ATTALION 3AN!NTONIO48

4TH MARINE AIRCRAFT WING NEW ORLEANS, LA

 Marine Transport Squadron

  $ET6-2!NDREWS!&" !NDREWS!IR&ORCE"ASE-$

  $ET6-2"ELLE#HASE *OINT2ESERVE"ASE.EW/RLEANS,!

 -ARINE!IRCRAFT'ROUP *2"&ORT7ORTH48

 Site Support Edwards AFB Edwards AFB, CA

   3ITE3UPPORT&ORTH7ORTH *2"&ORTH7ORTH48

  -ARINE!VIATION,OGISTICS3QUADRON *2"&ORTH7ORTH48

 Site Support MCAS Miramar MCAS Miramar, CA

 Marine Medium Helicopter Squadron 764 Edwards AFB, CA

  -ARINE&IGHTER!TTACK3QUADRON *2"&ORT7ORTH48

  -ARINE!ERIAL2EFUELER4RANSPORT3QUADRON *2"&ORT7ORTH48

 Marine Fighter Training Squadron 401 MCAS Yuma, AZ

 
36 | USMC CONCEPTS & PROGRAMS 2011 

U.S. MARINE CORPS FORCES RESERVE UNITS

 Marine Aircraft Group 49 McGuire AFB, NJ

 Site Support McGuire AFB McGuire AFB, NJ

   3ITE3UPPORT2OBINS!&" 7ARNER2OBINS!&"'!

 Site Support Stewart ANG Base Stewart ANG Base, NY

   3ITE3UPPORT"ELLE#HASSE *2".EW/RLEANS,!

 Site Support NAS Norfolk NAS Norfolk, VA

 Marine Aviation Logistics Squadron 49 Stewart ANG Base, NY

  -ARINE!ERIAL2EFUELER4RANSPORT3QUADRON 3TEWART!.'"ASE.9

 Marine Medium Helicopter Squadron 774 NAS Norfolk, VA

 Marine Heavy Helicopter Squadron 772 McGuire AFB, NJ

  -ARINE,IGHT!TTACK(ELICOPTER3QUADRON 7ARNER2OBINS!&"'!

   $ETACHMENT! *2".EW/RLEANS,!

 Detachment B McGuire AFB, NJ

 Marine Air Control Group 48 Great Lakes, IL

 Marine Tactical Air Control Squadron 48 Great Lakes, IL

  -ARINE!IR#ONTROL3QUADRON "UCKLEY!&"#/

 Marine Air Control Squadron 24 Virginia Beach, VA

  -ARINE!IRCRAFT3UPPORT3QUADRON 7ESTOVER!IR2ESERVE"ASE-!

  -ARINE7ING#OMMUNICATIONS3QUADRON 'REAT,AKES),

 Marine Unmanned Aerial Vehicle Squadron 4 Fort Hood, TX 

 Site Support Fort Hood Fort Hood, TX 

 Det MCAS Yuma MCAS Yuma, AZ

 Site Support MCAS Yuma MCAS Yuma, AZ 

 

 -ARINE7ING3UPPORT'ROUP 3ELFRIDGE!.'"ASE-)

  -ARINE7ING3UPPORT3QUADRON -INNEAPOLIS-.

   $ETACHMENT! *OHNSTOWN0!

 Detachment B Selfridge ANG Base, MI

  -ARINE7ING3UPPORT3QUADRON -C'UIRE!&".*

   $ETACHMENT! 7YOMING0!

   $ETACHMENT" 7ESTOVER!IR2ESERVE"ASE-!

  -ARINE7ING3UPPORT3QUADRON -#!3-IRAMAR#!

 Detachment A Fresno, CA

   $ETACHMENT" *2"&ORT7ORTH48

4TH MARINE LOGISTICS GROUP NEW ORLEANS, LA

 &ORWARD%AST  -#"#AMP,EJEUNE.#

 &ORWARD7EST -#"#AMP0ENDLETON#!

 Headquarters and Service Battalion Marietta, GA

 4th Supply Battalion Newport News, VA

 6th Communications Battalion Brooklyn, NY

 4th Maintenance Battalion Charlotte, NC

 TH,ANDING3UPPORT"ATTALION &ORT,EWIS7!

 4th Dental Battalion Marietta, GA 

 4th Medical Battalion San Diego, CA 

 TH-OTOR4RANSPORT"ATTALION 2ED"ANK.*

 TH%NGINEER3UPPORT"ATTALION 0ORTLAND/2

 
CHAPTER 2: ORGANIZATION | 37

MARINE CORPS FORCES, 

SPECIAL OPERATIONS 

COMMAND (MARSOC) 

(EADQUARTERED AT #AMP ,EJEUNE

.#-!23/#ISTHE-ARINE#ORPSCOMPONENT OF 533/#/- !S SUCH -!2-

SOC trains, organizes, equips, and, when 

directed by the Commander SOCOM, 

deploys task organized, scalable and responsive Marine Corps special operaTIONSFORCES3/&	WORLDWIDEINSUPPORT

of combatant commanders and other 

agencies.

In October 2005, the Secretary of Defense directed the Marine Corps to form 

a service component of SOCOM and begin providing forces to the commander 

of SOCOM. Formally established on 24 

&EBRUARY  -!23/# CURRENTLY HAS

approximately 2,600 Marines, Sailors, and 

civilian employees. In late 2010, based on 

Geographic Combatant Commander demands and USSOCOM’s request, the Marine Corps began developing options for 

INCREASING-!23/#SOPERATIONALLOGIStics, and support capability by assigning 

additional Marines, beyond the current 

build plan. In January 2011, the Commandant of the Marine Corps approved 

A 0RIMARY -/3 FOR -!23/# ENLISTED

operators in order to professionalize the 

force and enable Manpower to effecTIVELY MANAGE THEIR CAREERS -!23/#

includes three subordinate commands: 

THE-ARINE3PECIAL/PERATIONS2EGIMENT

-3/2	WHICHCONSISTSOFTHREE-ARINE

special operations battalions (1st MSOB 

AT #AMP 0ENDLETON #! AND D AND D

-3/" AT #AMP ,EJEUNE .#	 THE -Arine Special Operations Support Group 

-3/3'	 AND THE -ARINE 3PECIAL /PERATIONS3CHOOL-3/3	

!-ARINE#ORPSMAJORGENERALCOMMANDS-!23/#WITHASUPPORTINGSTAFF

designed to be compatible in all functional areas within SOCOM and HeadquarTERS 53 -ARINE #ORPS 4HE -!23/#

headquarters is responsible for identifying Marine special operations-unique 

requirements, developing Marine SOF 

tactics, techniques, procedures and doctrine; and executing assigned missions in 

accordance with designated conditions 

and standards. 

From August 2006 to early 2011, 

-!23/# CONDUCTED  OPERATIONAL

overseas unit deployments, continuously deploying Marine special operations 

TEAMS -3/4S	 AND -ARINE SPECIAL OPERATIONSCOMPANIES-3/#S	INSUPPORT

of the geographic combatant commanders. Missions have included conducting 

combat operations in Afghanistan and 

training foreign SOF in Africa, South East 

Asia, South America, Central Asia, and the 

-IDDLE %AST  )N $ECEMBER  -!2-

SOC deployed its first Special Operations 

4ASK&ORCE(13/4&(1	TO!FGHANIstan, led by the 1st MSOB Commander. 

That SOTF was replaced in July 2010 by 

-!23/#SSECOND3/4&(1LEDBYTHE

D-3/"#OMMANDER4HESE-!23/#

SOTFs have provided command, control, 

coordination and support to multiple 
38 | USMC CONCEPTS & PROGRAMS 2011 

3/& ELEMENTS FROM BOTH -!23/# AND

U.S. Army Special Operations Command 

throughout Afghanistan.

MARSOC Core Activities

-!23/#ISTASKEDBY3/#/-WITH

providing units specially trained in the 

following primary SOF core capabilities:

s$IRECTACTION$!	

s3PECIALRECONNAISSANCE32	

s3ECURITY&ORCE!SSISTANCE3&!	

s#OUNTERINSURGENCY#/).	

s&OREIGNINTERNALDEFENSE&)$	

s#OUNTERTERRORISM#4	

s)NFORMATION/PERATIONS)/	

-!23/# IS ALSO TASKED WITH TRAINING

equipping, planning for and providing 

forces to execute SOF command and conTROL &INALLY -!23/# IS TASKED TO PROvide support for Civil Affairs, Military 

Information Support Operations, and 

#OUNTER0ROLIFERATIONOPERATIONS

MARSOC Subordinate Units

Marine Special Operations Regiment (MSOR).-3/2CONSISTSOFAHEADquarters company and three Marine special operations battalions (1st, 2d, and 

D	 4HE 2EGIMENT PROVIDES TAILORED

military combat-skills training and advisor support for identified foreign forces, 

in order to enhance their tactical capabilities and to prepare the environment as 

directed by SOCOM as well as the capabilITYTOFORMTHENUCLEUSOFAJOINTSPECIAL

operations task force. Marines and SailORSOFTHE-3/2TRAINADVISEANDASSIST

host nation forces — including naval and 

maritime military and paramilitary forces 

— to enable them to support their governments’ internal security and stability; 

to counter subversion; and to reduce the 

risk of violence from internal and external 

THREATS -3/2 DEPLOYMENTS ARE COORDINATEDBY-!23/#THROUGH3/#/-IN

accordance with engagement priorities for 

OVERSEASCONTINGENCYOPERATIONS-3/2

HQ is located at Camp ,EJEUNE.#

INTELLIGENCE 

BATTALION (-)

SUPPORT 

COMPANY

LOGISTICS 

COMPANY

MARINE 

SPECIAL 

OPERATIONS 

SUPPORT 

GROUP

MARINE 

SPECIAL 

OPERATIONS 

REGIMENT

MARINE 

SPECIAL 

OPERATIONS 

SCHOOL

1ST MARINE 

SPECIAL 

OPERATIONS 

BATTALION

3D MARINE 

SPECIAL 

OPERATIONS 

BATTALION

2D MARINE 

SPECIAL 

OPERATIONS 

BATTALION

COMMARFORSOC
CHAPTER 2: ORGANIZATION | 39

Marine Special Operations Battalions (MSOB).4HESTDANDD-3/"S

are organized, trained, and equipped to 

deploy for worldwide missions. The battalions are commanded by a Marine lieutenant colonel and consist of four MSOCs, 

which, when designated for deployment, are task organized with personnel 

uniquely skilled in special equipment support, intelligence, and fire-support. Each 

-3/#ISCOMMANDEDBYA-ARINEMAJOR

and is capable of deploying task-organized, expeditionary Marine SOF providing the SOF core capabilities in support of 

the geographic combatant commanders. 

MSOCs are also uniquely organized and 

tailored to conduct distributed operations 

in the littorals with counter-insurgency 

expertise and language and cultural capability. Each team within the company 

is designed and capable of limited splitteam operations and trained to conduct 

&)$$!AND32MISSIONSBOTHUNILATERally and with partner-nation forces. 1st 

-3/"ISLOCATEDAT#AMP0ENDLETON#!

ANDTHEDANDD-3/"SARELOCATEDAT

#AMP,EJEUNE.#

Marine Special Operations Support 

Group (MSOSG). The MSOSG provides 

support capabilities for worldwide special operations missions as directed by 

THE -!23/# COMMANDER 4HE -3/3'

specifically provides all-source intelligence fusion, combined arms coordination, multi-purpose canine capability, 

special operations communications, and 

limited combat service support capability 

TO-!23/#FORCES4HE-3/3'DEPLOYS

these capabilities in tailored operational 

support detachments, either independently or as part of a MSOC. MSOSG is locatEDAT#AMP,EJEUNE.#BUTALSOMAINTAINSADETACHMENTAT#AMP0ENDLETONTO

provide direct support to 1st MSOB.

Marine Special Operations School 

(MSOS). MSOS screens, assesses, selects, 

and trains Marines and Sailors for speCIALOPERATIONSASSIGNMENTSIN-!23/#

provides both initial and advanced individual special operations training; and 

SERVESAS-!23/#STRAININGANDEDUCATIONPROPONENTINSUPPORTOF-!23/#

requirements. MSOS is located at Camp 

,EJEUNE.#

MARINE CORPS FORCES, 

CYBER COMMAND 

(MARFORCYBER) 

In response to the significance of the 

cyber domain to national security, the Secretary of Defense directed the establishMENT OF 53 #YBER #OMMAND #9"%2-

#/-	 AS A SUB
UNIlED COMMAND UNDER

U.S. Strategic Command. The primary obJECTIVEOF#9"%2#/-ISTOINTEGRATETHE

computer network operations capabilities 

of the services and agencies in support of 

the National Strategy to Secure Cyberspace 

.33#	)NRESPONSETHE-ARINE#ORPSEStablished U.S. Marine Corps Forces Cyber 

#OMMAND -!2&/2#9"%2	 IN /CTOber 2009, with headquarters located at 

&ORT-EADE-$4HEOBJECTIVEOF-!2-

&/2#9"%2ISTOINTEGRATEEXISTING53-#

AND-!'4&CYBERCAPABILITIESWITHJOINT

efforts for unity of effort, a common cyber operating picture, and a more efficient 

construct that permits the MAGTF and 

JOINT FORCES TO OPERATE DEFEND AND RESPONDAThNETWORKSPEEDv-!2&/2#9-

"%2ACHIEVEDINITIALOPERATIONALCAPABILITY

on 1 October 2010.
40 | USMC CONCEPTS & PROGRAMS 2011 

MARFORCYBER Subordinate Units

Marine Corps Network Operations 

and Security Center (MCNOSC). The 

MCNOSC’s mission is to direct global network operations and defense of the MaRINE#ORPS%NTERPRISE.ETWORK-#%.	

and provide technical leadership to facilitate seamless information exchange 

IN SUPPORT OF -ARINE AND JOINT FORCES

operating worldwide. The MCNOSC is 

the Corps’ nucleus for enterprise data 

network operations and defense, network 

support to deploying forces, and technical development of network-enabled 

)NFORMATION 4ECHNOLOGY )4	 SOLUTIONS

The MCNOSC operates and defends 

the enterprise aspects of the MCEN, collects and shares Global Information Grid 

')'	SITUATIONALAWARENESSREPORTSAND

directs actions in response to operational 

incidents, and provides technical leaderSHIP TO ENSURE -ARINE #ORPS AND JOINT

capabilities leverage new technologies to 

the advantage of the Marine warfighter. 

MCNOSC personnel monitor MCEN 

operations around the clock through an 

array of strategically positioned sensors 

to ensure the availability and security of 

the network. Under operational control 

OF-!2&/2#9"%2TODEFENDTHE-#%.

against cyber attack, the MCNOSC conducts preventative actions, attack detection, and incident response to the rapidly 

increasing and complex number of threats 

to Marine Corps’ use of cyberspace. 

Company L, Marine Cryptologic 

Support Battalion. Assigned operational 

CONTROLTO-!2&/2#9"%2#OMPANY,

provides Title 10 full spectrum cyber caPABILITIES IN SUPPORT OF 53#9"%2#/-

and USMC requirements. Company L 

also deploys Marines to provide tailored 

SUBJECT MATTER EXPERTISE IN SUPPORT OF

MEF and MAGTF operations.

MARINE CORPS TRAINING AND 

ADVISORY GROUP (MCTAG)

!SSIGNED TO -!2&/2#/- AND

headquartered at Joint Expeditionary 

Base Little Creek-Fort Story, VA, MCTAG 

will achieve FOC in FY12. MCTAG was 

formed in 2007 to assist in coordinating 

Marine Corps Security Force Assistance 
CHAPTER 2: ORGANIZATION | 41

3&!	 AND 3ECURITY #OOPERATION 3#	

efforts, to provide conventional training 

and advisor support to partner nation 

SECURITYFORCES0.3&	ORTOGENERAL
PURPOSEFORCES'0&	PARTNERINGWITH0.3&

and to provide planning assistance to 

regional Marine component commands 

-!2&/2S	 IN ASSESSING DEVELOPING

and executing partner-nation training 

programs in order to build partner capacity in support of geographic combatANT COMMANDERS '##	 3&! AND 3#

OBJECTIVES -#4!' PROVIDES SPECIALIZED

engagement capability, creates effective 

advisors to conduct SFA/SC missions, 

ASSISTS -!2&/2S IN ASSESSING 0.3& CApabilities and developing and executing 

0. TRAINING PLANS AND ESTABLISHES AND

maintains long-term, persistent relaTIONSHIPSWITHCOUNTRYTEAMSAND0.3&

-#4!' IS THE LINK BETWEEN -!2&/2S

and supporting forces providing assessment, planning, coordination, and liaison 

support. As assigned, MCTAG provides 

oversight, coordination, and synchronization for the execution of Marine Corps 

SFA activities and enabling support to 

the operating forces, supporting establishment, and reserve forces. Advisor and 

trainer teams comprise officers and staff 

non-commissioned officers that are regionally focused, providing support to 

-!2&/2S SUPPORTING THEATER 3&!3#

plans. MCTAG trains and deploys taskorganized advisor and trainer teams to 

support operational requirements. The 

pre-deployment training program for advise, train, and assist teams consists of individual, core, unit, and mission specific 

training based upon region, country, and 

mission requirements as determined by 

THE'##-!2&/2SAND-#4!'

CHEMICAL AND BIOLOGICAL 

INCIDENT RESPONSE FORCE 

(CBIRF) 

The Marine Corps’ Chemical BiologICAL)NCIDENT2ESPONSE&ORCE #")2&	 IS

a unique capability that maintains a high 

state of readiness to respond to asymmetric enemy action at home or abroad. 

Established in 1996 and headquartered in 

)NDIAN(EAD-$#")2&ISASUBORDINATE

unit of II Marine Expeditionary Force, 

Marine Forces Command. Its mission is 

to respond to a credible threat of a chemical, biological, radiological, nuclear, or 

HIGH
YIELD EXPLOSIVE #"2.%	 INCIDENT

in order to assist local, state, or federal 

agencies and designated combatant commanders in the conduct of consequencemanagement operations by providing 

capabilities for agent detection and identification, casualty search, rescue, personnel decontamination, emergency medical 

care, and stabilization of contaminated 

personnel. 

#")2&CONSISTSOFAPPROXIMATELY

Marines, Sailors and civilian employees. 

#")2&ISORGANIZEDINTOTWOPERMANENT

companies: a Headquarters and Service 
42 | USMC CONCEPTS & PROGRAMS 2011 

#OMPANYANDA2EACTION&ORCE#OMPANY&ORCONTINGENCYOPERATIONS#")2&IS

task organized into two incident-response 

FORCES)2&S	THATCANDEPLOYBYLANDSEA

or air, together or individually, on short 

notice to a pre-designated staging site in 

response to a credible threat or an approved request for support. Normally 

these missions are in support of National 

3PECIAL3ECURITY%VENTS.33%S	

%ACH)2&HASTHEFOLLOWINGCAPABILIties: all hazard reconnaissance, casualty 

search and extraction; medical, decontamination, and technical rescue; exploSIVEORDNANCEDISPOSAL%/$	COMMAND

control, communications, computer, and 

INTELLIGENCE #)	 AND SELF
SUSTAINABLE

LOGISTICS!NEWLYDEVELOPED$/4-,0&

change request will serve to baseline both 

existing and future program requirements. 

4HE -ARINE #ORPS #")2& HAS DEployed in support of many notable NSSEs, including presidential inaugurations, 

STATE FUNERALS THE 0RESIDENTS 3TATE OF

the Union Address, G-20 and NATO 

summits, diplomatic visits, and the 

Olympic Games. 

MARINE CORPS SECURITY

FORCE REGIMENT 

The 2,200 Marines and Sailors of the 

regiment serve U.S. bases and interests 

WORLDWIDE 2E
DESIGNATED IN  THE

regiment has evolved from its legacy mission of physical security for worldwide 

naval bases. Marines no longer greet visitors to naval bases or stations, nor do they 

maintain security detachments on board 

naval ships. Instead, Marine Corps SecuRITY&ORCE2EGIMENTISADEDICATEDSECURIty and anti/counter-terrorism unit of the 

Marine Corps. Its mission is to organize, 

train, equip, and provide expeditionary 

anti-terrorism and security forces in support of regional combatant commanders 

and naval commanders in order to conduct security operations, and to provide 

security for strategic weapons and vital 

national assets.

Headquartered in Norfolk, VA and 

a subordinate unit of II MEF, Marine 

#ORPS 3ECURITY &ORCE 2EGIMENT IS ONE

of the Marine Corps’ most diverse regiments. It provides a national security element with a global-deploying force. The 

regiment consists of two security force 

battalions and three fleet antiterrorism 

SECURITY TEAM &!34	 COMPANIES 3ECURITY &ORCE "ATTALIONS +INGS "AY '! AND

"ANGOR7!PROVIDElXED
SITEINSTALLATION

security with the missions of protecting 

key naval assets — including strategic 

weapons, command and control facilities, 

and other naval support activities — and 

recapturing of compromised strategic assets. The security force battalion mission 

is extremely challenging as it is conducted 

DAYSAYEARANDINALLWEATHERCONDItions. This vital mission requires the finest national asset; well-trained Marines 

and Sailors. All personnel assigned receive 

special training in basic and advance security techniques and are continuously 

vetted through the personnel reliability 

program. 

Established in 1987, FAST companies provide a worldwide rapidly deployable force with the mission to deter and 
CHAPTER 2: ORGANIZATION | 43

defend against terrorist threats to naval 

installations and vessels and reinforcement of U.S. government installations 

PRIMARILY 53 EMBASSIES	 WORLDWIDE

Currently, Marine Corps Security Force 

2EGIMENT HAS THREE &!34 COMPANIES

with eight FAST platoons and company 

headquarters elements forward deployed 

in support of U.S. naval forces compoNENT COMMANDS IN %UROPE 0ACIlC AND

Central Command, as well as at Guantanamo Bay, Cuba. Trained in infantry 

skills, FAST platoons receive additional 

training in antiterrorism, close quarter’s 

battle, precision marksmanship, and 

use of nonlethal weapons, site security, 

and convoy operations. Highly trained 

and ready to conduct short-notice missions, in recent years FAST Marines have 

proven themselves in more than 70 speCIALSECURITYMISSIONSFROM/0%2!4)/.

$%3%24 3()%,$34/2- TO THE PORT


security mission following the attack 

on the USS Cole, to missions in Liberia, 

0ANAMA#UBA+ENYA(AITI!FGHANISTAN

and Iraq.
44 | USMC CONCEPTS & PROGRAMS 2011 

The Supporting Establishment — 

-ARINE #ORPS )NSTALLATIONS 2ECRUITING

!CTIVITIES2ESERVE3UPPORT!CTIVITIESAND

Special Supporting Activities — provides 

the foundation and framework for Marine Corps readiness in the 21st Century. 

The programs discussed in this section 

are vitally important to the Marine Corps 

and the Nation. They are fundamental 

to the combat readiness of Marine Corps 

operating forces and are integral to the 

support of individual Marines, Sailors 

and their families.

TRAINING AND EDUCATION 

COMMAND (TECOM)

Located in Quantico, VA, TECOM is 

a key component of MCCDC. TECOM is 

tasked with the development, coordination, resourcing, execution, and evaluation of training and education concepts, 

policies, plans, and programs to ensure 

Marines are prepared to meet the challenges of present and future operational 

environments. Some of the unique organizations within TECOM that carry out 

this mission are described below. 

The Security Cooperation Education 

and Training Center (SCETC)

A directorate of Training and Education Command, SCETC coordinates, 

manages, implements, and evaluates security cooperation and civil affairs (SC/

#!	EDUCATIONANDTRAININGANDPROVIDES

3ERVICE
LEVEL$/4-,0&	PARTNER
NATION

security force assessments and security 

cooperation planning in support of the 

Marine Corps and regional Marine Component Commands’ security cooperation 

OBJECTIVES3#%4#ISTASKEDWITHTHEFULL

RANGEOF3ECURITY#OOPERATION3#	AND

3ECURITY !SSISTANCE 3!	 MISSIONS AND

#IVIL -ILITARY /PERATIONS #-/	 TRAINing and education that support partner 

nation capacity building.

SCETC is actively involved in helpINGTOhOPERATIONALIZEv3#INCONJUNCTION

with the Defense Department’s Guidance 

for the Employment of the Force '%&	

transitioning DoD planning from a “contingency-centric” to a ”strategic-centric” 

approach, enabling commanders to focus 

on SC and shaping activities as the basis of 

their theater campaign plans and a model 

for resources application. This paradigm 

shift requires dedicated assessment and 

planning constructs. SCETC has been at 

the forefront of developing this capability 

for the Marine Corps by coordinating SC 

activities from the Supporting Establishment and conducting comprehensive assessments and engagement plans of partner nation security forces capabilities and 

capacities as part of the Marine CompoNENT #OMMANDS -!2&/2	 4HEATER

Security Cooperation planning efforts. 

By sourcing training teams from 

the Supporting Establishment, including 

TECOM training venues and schoolhouses, SCETC coordinates the sourcing of 

more than 60 SC engagements with some 

50 partner nations worldwide annually. 

!DDITIONALLY 3#%4# )NTERNATIONAL 0ROgrams Branch coordinates international 

military student attendance at Marine 

Corps schools. These engagements ultimately build capacities well beyond 

the capability of the operational forces 

to “train, advise, and assist” with regard 

to institution building and support the 

SUPPORTING ESTABLISHMENT
CHAPTER 2: ORGANIZATION | 45

GEF’s strategic planning focus.

3#%4# ALSO ASSISTS THE -!2&/2S

in the conduct of Service-level Doctrine, 

Organization, Training, Material, LeaderSHIPAND%DUCATION0ERSONNELAND&ACILITIES$/4-,0&	ASSESSMENTSTOIDENTIFY

capacity and capability gaps and requireMENTSOFA0ARTNER.ATION&ORCEORORGAnization. From this analysis, a multi-year 

3ECURITY #OOPERATION %NGAGEMENT 0LAN

3#%0	ISDEVELOPEDANDINTEGRATEDINTO

a Country Action or Country EngageMENT0LANFORINCLUSIONINTHE-!2&/2S

#AMPAIGN3UPPORT0LAN4HE-!2&/2S

SC activities are then synchronized within the geographic combatant commanders’ campaign plans and U.S. embassies’ 

mission strategic plans to produce instiTUTIONALCHANGESFORA0.&

SCETC supports SC education and 

training through the conduct of the SeCURITY #OOPERATION 0LANNERS #OURSE

that provides planners with a functional 

knowledge of SC policies, procedures, legal authorities, and SC engagement planning considerations that focus on managing and ultimately training to build 

MULTI
YEAR3#%04HECOURSEFOCUSESON

Marine Corps planners but routinely supports attendance from the sister Services 

and within the Interagency. Additionally, the SCETC Civil Military Operations 

Branch is the Marine Corps focal agency for institutionalizing and managing 

CMO education and training in support 

of overseas contingency operations. In 

2009, CG TECOM directed SCETC was 

to establish a Marine Corps “Civil Affairs 

School” to provide CA training for CA 

staff sections and CA detachments and 

teams within the operating forces. As a 

-ILITARY /CCUPATION 3PECIALTY -/3	

qualifying course for both officers and 

enlisted, by early 2011 the CA school has 

trained more than 200 Marines. SCETC 

ALSO CONDUCTS A #-/ 0LANNERS #OURSE

for planners and CA Marines, to better 

integrate CMO into MAGTF operations, 

and is partnering with the U.S Agency for 

)NTERNATIONAL$EVELOPMENT53!)$	AND

the Marine Corps Training and OperaTIONS 'ROUP -#4/'	 TO CONDUCT 3TAbility Operations Mobile Training Teams 

IN CONJUNCTION WITH 53!)$
LED $ISTRICT

3TABILITY &RAMEWORK $3&	 TRAINING FOR

units as part of their pre-deployment 

training plan. 

4HE 3#%4# )NTERNATIONAL 0ROGRAMS

Branch supports Marine Corps SC and 

SA efforts by managing international 

military students attending Marine Corps 

schools under a variety of programs and 

will routinely field requests for over 1100 

Marine Corps school seats from 99 countries. In FY10, SCETC coordinated 724 

international students from 74 countries. 

)N CONJUNCTION WITH THE #OLLEGE OF $IStance Education and Training, SCETC has 

coordinated the addition of new professional military education programs that 

have increased opportunities for international students, to include participation 

AT 4HE -ARINE #ORPS 7AR #OLLEGE AND

attendance in the Command and Staff 

#OLLEGE #3#	 AND THE %XPEDITIONARY

7ARFARE3CHOOL%73	"LENDED3EMINARS

0ROGRAM EFFECTIVELY DOUBLING THE NUMber of international military students 

participating in this level of professional 

military education. 
46 | USMC CONCEPTS & PROGRAMS 2011 

The Center for Advanced Operational 

Culture and Learning (CAOCL)

A TECOM directorate and the USMC 

center of excellence for operational culture and language familiarization, CAOCL is tasked with ensuring that Marines 

are regionally focused, globally prepared, 

and effective at navigating and influencing culturally complex 21st-century operating environments. CAOCL provides 

operationally relevant products and services and accomplishes its mission by ensuring a comprehensive response to the 

Corps’ needs through various means: 

CAOCL Liaison. CAOCL Liaison officers at each MEF assist Marine forces in 

accessing resources, scheduling training, 

and fulfilling culture and language training requirements.

Policy and Planning: CAOCL supports the Marine Corps in formulating 

policies, plans, and strategies to address 

regional understanding, operational culture, and language familiarization reQUIREMENTSACROSS$/4-,0&CONCERNS

Training and Education Continuum. CAOCL serves as the administrator and coordinator of the Marine Corps 

2EGIONAL#ULTURALAND,ANGUAGE&AMILIARIZATION 2#,&	 0ROGRAM  4HROUGH

THE 2#,& 0ROGRAM THE -ARINE #ORPS

develops cross-culturally competent Marines with diverse regional understanding 

and language capacity to ensure that the 

Corps has assets within each unit to assist 

in operational planning and execution 

in all operationally significant regions 

of the world. This program encompasses career-long education and training 

that begins at accession and continues 

throughout a Marine’s professional life. 

In order to meet home-station sustainment training requirements or specific 

operational requirements, CAOCL is esTABLISHING ,ANGUAGE ,EARNING 2ESOURCE

#ENTERS ,,2#S	 WHICH ARE COMPUTER

labs equipped with culture and language 

study materials and software, at all eight 

MAJOR -ARINE #ORPS BASES TO FACILITATE

culture and language training for individual Marines and units. In order to 

provide an assortment of additional opportunities to Marines for operational 

culture and language self-study, CAOCL 

provides access to a number of distributed learning computer-based products, 

in early 2011 including:

s#,
4ECHNOLOGY-ATRIXFOR#RITICAL

Languages, designed to support learning 

of all languages determined to be of national security interest and consisting of 

software programs that provide a blend 

of cultural training, regional understanding, and language familiarization 

for specific countries around the world 

(these programs can be downloaded to 

ACOMPUTERORVIEWEDONTHEWEB	

s2OSETTA3TONE,ANGUAGE,EARNING3OFTware, providing 150 hours of self-paced 

computer-based language-familiarization in numerous languages (available 

to all active-duty and reserve Marines 

VIA-ARINE.ET	

s4ACTICAL ,ANGUAGE 4RAINING 3YSTEM

4,43	WHICHINCLUDEHIGH
ENDINTERactive, video simulations using computerized characters, or “avatars,” in a variety of tactical scenarios, and providing 

language and culture training via the 

four modules of Tactical Iraqi, Tactical 

0ASHTO4ACTICAL$ARIAND4ACTICAL3UB


Saharan Africa French
CHAPTER 2: ORGANIZATION | 47

Pre-deployment Training Program 

(PTP). CAOCL provides pre-deployment 

training and resources to ensure each Marine is equipped with the specific regional 

knowledge and understanding necessary 

to navigate and influence a specific operating environment to accomplish the 

mission. Training includes tactical language familiarization, specific regional 

awareness, and specific operational culture concerns. CAOCL provides training 

for commanders and key unit leaders in 

+EY,EADER%NGAGEMENTINCLUDINGTACTIcal language, use of interpreters, non-verbal communications, and cross-cultural 

communications. CAOCL makes its staff 

available to brief deploying forces and 

offers numerous computer-based products and other materials. Mobile training 

TEAMS-44S	DELIVEROPERATIONALCULTURE

classes and briefs and tactical language 

classes at home station or underway.

Operational Support. CAOCL proVIDESSUBJECTMATTEREXPERTS3-%S	INDIrect support of the operating forces. These 

SMEs are designed to assist commanders 

in understanding the cultural terrain of 

the battlespace and in planning operations. 

#ULTURAL!DVISORS#5,!$S	TO-%&AND

GCE commanders serve as special staff officers during pre-deployment training and 

deploy with the units as integral members 

of operational staffs to provide personal 

advice to commanders and to assist in 

integrating operational culture concerns 

into the planning process.

Curriculum Coordination and Integration. CAOCL assumed responsibility 

for coordination and integration of operational culture training and education, 

and language familiarization.

Research Center. The research center 

supports CAOCL’s activities by providing 

the scientific basis and scholarship, specifically oriented on Marine Corps missions and guidance, required for training, 

education, policy, and programming. In 

support of the Marine Corps mission 

to be both regionally focused and globally deployable, the center conducts the 

work necessary to ensure that the globally applicable concepts and skills of social science are operationalized for use 

by Marines, as well as providing regional 

expertise and leveraging expertise from 

other organizations. The center brings together scientists with critical disciplinary 

backgrounds that are uncommon in DoD 

and makes their work directly relevant to 

Marine Corps needs. The center also has 

responsibility for developing valid assessment platforms to ensure CAOCL’s 

activities are meeting the needs of the operating forces.

Marine Corps Tactics and 

Operations Group

The Marine Corps Tactics and OperATIONS'ROUP-#4/'	WASCREATEDON

6 February 2008 under the cognizance of 

CG, TECOM in order to implement the 

/PERATIONSAND4ACTICS4RAINING0ROGRAM

/440	,OCATEDABOARD-ARINE#ORPS

Air Ground Combat Center, Twentynine 

0ALMS#!-#4/'ISNOWASUBORDINATE

organization to Marine Air Ground Task 

Force Training Command.

MCTOG’s mission is to provide standardized advanced training and certificaTIONTO'ROUND#OMBAT%LEMENT'#%	

Operations Officers, Operations Chiefs, 
48 | USMC CONCEPTS & PROGRAMS 2011 

and select other GCE training specialists 

in GCE operations, combined arms planning and integration, and unit readiness 

planning at the company, battalion, and 

regiment levels to support GCE Training 

AND2EADINESS42	EVENTS4HISISACcomplished through the Tactical MAGTF 

)NTEGRATION #OURSE 4-)#	  -#4/'

provides advanced collective training to 

company through regiment battle staffs 

by executing the Battle Staff Training 

0ROGRAM "340	 -#4/' SERVES AS THE

proponent lead to develop specified GCE 

publications, ensures GCE doctrine is 

nested and consistent both horizontally 

and vertically within the MAGTF construct, and ensures GCE doctrine and 

INDIVIDUALANDCOLLECTIVE42EVENTSARE

mutually supporting in order to enhance 

the combat readiness of GCE units.

Operations and Tactics Training 

Program. 4HE /440 INCREASES COMBAT

effectiveness by developing a professional 

training culture, institutionalizing standardization, and accelerating innovation 

at all levels within the GCE. The three 

PILLARS OF THE /440 ARE THE 4-)# THE

"340 AND THE SYNCHRONIZATION OF '#%

$OCTRINE AND 42 EVENTS  4HE DESIRED

ENDSTATEOFTHE/440ISTO

A	%NSURE FULL INTEROPERABILITY OF '#%

units through standardization of 

4ACTICS 4ECHNIQUES AND 0ROCEDURES

440S	 IN PUBLICATIONS AND IN PRACtice in the operating forces.

B	)NCULCATE'#%COMPANIESBATTALIONS

and regiments with a higher level of 

training capability and rigor across 

the warfighting functions.

C	#ODIFY AND PROVIDE THE TRAINING REquirements for key GCE staff members in order to build expertise in the 

training, preparation, and employment of GCE units on the complex 

battlefields of the future.

D	)MPLEMENT MECHANISMS TO ENSURE

GCE doctrine, standards, training, 

and requirements maintain pace with 

the changing threat environment and 

emerging operational concepts.

E	%NHANCE '#% UNIT PREPARATIONPERformance in combat operations.

Tactical MAGTF Integration 

Course. TMIC is the method used to 

train and certify OTIs for the GCE. The 

'#%/PERATIONS/FlCER/PS/	AND/PERATIONS#HIEF/PS#HIEF	MUSTBECERtified as an OTI prior to being assigned 

to their designated billet. OTIs are proponents of standardization and as such 

assist the commander in the preparation 

of the unit for combat, tactical planning, 

and command and control of operations. 

OTIs assist their commanders with the 

identification of unit-specific training requirements and deficiencies as a result of 

evolving operational and threat environments. OTIs support the GCE by being:

A	-ASTERTRAININGDESIGNERSABLETOIMPLEMENTANDMANAGETHE5NIT2EADINESS0ROGRAM

B	3KILLEDINTHEARTANDSCIENCEOFPLANning and executing operations in 

complex environments.

C	3KILLEDINTHEARTANDSCIENCEOFCOMmand & control across the range of 

military operations.

D	0ROPONENTSOFSTANDARDIZATIONTOENable integration and interoperability with external organizations and 

enablers.
CHAPTER 2: ORGANIZATION | 49

E	!DVOCATES OF BEST PRACTICES LESSONS

learned, resources, and emerging 

concepts.

Battle Staff Training Program. The 

"340 IS THE METHOD BY WHICH -#4/'

assists commanders and OTIs in training 

UNITSINADVANCEDCOLLECTIVE"ATTLE3TAFF	

#OMMAND AND #ONTROL #	 AND PLANNING SKILLS "340 PREPARES UNITS TO INTEGRATE3ERVICEJOINTANDINTERAGENCYASSETS

in support of their anticipated missions 

DURING DEPLOYMENT "340 USES TAILORED

unit training packages, exercise support, 

and unit defined Mobile Training Team 

-44	 SUPPORT PACKAGES TO TRAIN UNIT

battle staffs either at the MCTOG Battle 

Lab, or in support of Home Station Training. MCTOG is focused on the regiment, 

battalion, or company commander and 

staff in the information management, 

problem solving and resolution processes 

encountered in the current and future 

operating environments.

Synchronization of GCE Doctrine 

and Training and Readiness. MCTOG 

is the critical link between the GCE Advocate (the Deputy Commandant for 

0LANS 0OLICIES AND /PERATIONS	 AND THE

MEANSBYWHICHTHEDOCTRINE440STRAINing standards, curricula, and institutional 

training programs are established and 

kept current. MCTOG will assist the GCE 

Advocate in developing standardized GCE 

individual and collective capabilities that 

ARELINKEDTOBESTPRACTICESCURRENT440S

and emerging requirements. MCTOG will 

remain engaged in supporting the GCE 

Advocate through participation in various GCE advocacy venues, symposiums 

and working groups described below. 

Marine Corps Logistics Operations 

Group (MCLOG)

CG TECOM, in coordination with 

DC I&L, will establish a Marine Corps LoGISTICS/PERATIONS'ROUP-#,/'	ASAN

O-6 command organization reporting to 

CG, MAGTF TC. MCLOG will synchronize logistics and LCE doctrine, tactics, 

techniques and procedures in order to 

enhance preparation and performance 

of logisticians and LCE units in support 

of MAGTF operations. Additionally, 

MCLOG will become the training agent 

of standardization for the logistics community, and will synchronize C2, training 

and doctrine refinement with MCTOG 

AND-ARINE!VIATION7EAPONSAND4ACTICS

3QUADRON-!743	FURTHERENABLINGTHE

interaction of the LCE with the MAGTF. 

MARINE CORPS LOGISTICS 

COMMAND (MCLC)

Headquartered in Albany, GA, MCLC 

provides worldwide, integrated logistics/

supply chain and distribution management; maintenance management; and 

strategic prepositioning capability in 

support of the operating forces and other 

supported units. The services and support 

provided by MCLC maximize supported 

unit readiness, synchronize distribution 

processes, sustainability and to support 

Marine Corps enterprise and programlevel total life cycle management. MCLC 

is fully engaged in supporting the increased critical requirements to expedite, 

track, and process incoming and outgoing 

equipment requirements related to the 

RETROGRADE OF EQUIPMENT FROM /0%2!-

4)/..%7$!7./.$	THESUPPORT
50 | USMC CONCEPTS & PROGRAMS 2011 

OF ONGOING /0%2!4)/. %.$52).'

&2%%$/- /%&	 LOGISTICS AND EQUIPment requirements, and the execution of 

the OIF ground equipment reset efforts. 

MCLC is structured to execute its core 

competencies via three permanent subordinate commands strategically located 

in Georgia, Florida, and California; a theater-specific command operating in the 

#%.4#/- !REA OF /PERATIONS !/2	

through MEF Support Teams co-located 

WITH EACH -%& AND -ARINE &ORCES 2Eserve Headquarters; and via liaison oflCERS IN THE .ATIONAL #APITAL 2EGION AT

Marine Corps Systems Command and 

the Defense Logistics Agency. 

Blount Island Command

"LOUNT )SLAND #OMMAND ")#	 LOcated in Jacksonville, FL ensures that 

ground equipment and supplies associated with Marine Corps prepositioning 

programs afloat and ashore are of the 

highest state of readiness. BIC services 

the Marine Corps’ entire 16-ship maritime prepositioning fleet within a threeyear period and also services the Marine 

Corps’ equipment maintained in the Norwegian caves as part of the Marine Corps 

0REPOSITIONING 0ROGRAM
.ORWAY 4HE

BIC facility is being expanded to handle 

THEDEMANDSOFTHEFUTURE-ARITIME0REPositioned Force program over the long 

TERM )N ADDITION TO THE -0& MISSION

BIC is heavily engaged in the conduct of 

field level Maintenance required to reset 

equipment retrograded from OIF. 

Maintenance Center Albany and 

Maintenance Center Barstow

MCLC’s other two subordinate commands, Maintenance Center Albany 

-#!	LOCATEDIN!LBANY'!AND-AINtenance Center Barstow located in Barstow, CA repair, rebuild, and modify all 

types of Marine Corps ground-combat, 

combat-support, and combat-service 

support equipment. These two depot 

maintenance facilities have rapidly realigned capability and capacity to meet 

the immediate needs of the warfighter as 

with the ongoing execution of the reset 

MAINTENANCE CENTER

ALBANY, GA

COMMANDING GENERAL,

MARINE CORPS 

LOGISTICS COMMAND

MAINTENANCE CENTER

BARSTOW, CA

MARINE CORPS

SUPPORT FACILITY BLOUNT ISLAND

JACKSONVILLE, FL
CHAPTER 2: ORGANIZATION | 51

of equipment retrograded from Iraq and 

the deployment of maintenance teams to 

OEF to provide immediate support for 

combat operations. MCA and MCB are 

designated as Centers of Industrial and 

4ECHNICAL%XCELLENCE#)4%S	FORGROUND

and amphibious combat and combat 

support systems, combat/tactical vehicles, 

automotive/construction equipment, 

ordnance/weapons, general-purpose 

equipment, and communications/electronics equipment.

Marine Corps Logistics CommandForward (MCLC-Fwd)

The MCLC-Fwd capability was 

formed to unify numerous logistics 

programs operating in the CENTCOM 

!/2 4HE -%5 AUGMENTATION PROGRAM

-!0	 FORWARD
IN
STORES &)3	 PRINCIPAL END
ITEM 0%)	 ROTATION EQUIPMENT

RETROGRADE REPAIRABLE ISSUE POINT 2)0	

and maintenance contact teams are successful MCLC-Fwd initiatives.

s4HE-!0PROVIDESALIMITEDEQUIPMENT

set within the CENTCOM Theater to 

enhance the combat readiness and responsiveness of MEUs as they conduct 

operations and to reduce the amount of 

MEU equipment that is shipped from 

THECONTINENTAL5NITED3TATES#/.53	

s4HE &)3 PROVIDES FOR THE EXCHANGE OF

damaged equipment.

s4HE0%)ROTATIONPROGRAMROTATESNEW

or rebuilt equipment into the theater 

to exchange equipment items that have 

been in theater operating for three to 

four years, thereby increasing readiness 

in theater and integrating procurement, 

modernization, and rebuilding efforts 

to maintain operational availability of 

equipment.

s4HEEQUIPMENTRETROGRADEPROGRAMFAcilitates the turn in of equipment that is 

being replaced by new acquisition or is 

no longer required for theater requirements. MCLC-Fwd processes the items 

by arranging for transportation to CONUS, redistributing to meet other theater requirements, or turning the item 

OVER TO THE $EFENSE 2EUTILIZATION AND

-ARKETING/FlCE$2-/	

s4HE 2)0 PROGRAM PROVIDES CONTRACTOR

augmentation to the Marine Logistics 

'ROUP 2)0 TO SOURCE AND MANAGE SElected secondary repairables as well as 

rebuild, overhaul, remanufacture, and 

augment packing and preservation caPABILITIESATTHE2)0TOEXPEDITETHEISSUE

and return of secondary repairables in 

the support of the deployed MAGTF.

s-AINTENANCECONTACTTEAMSAREMAINTEnance specialists deployed periodically 

to fulfill specific tasks of limited duration, such as applying armor to vehicles 

in country.
52 | USMC CONCEPTS & PROGRAMS 2011 

s-#,#
&WD ALSO COORDINATES OVERmOW

maintenance requirements with the 

Army Material Command on behalf of 

the deployed MAGTF.

MARINE CORPS INFORMATION 

OPERATIONS CENTER (MCIOC) 

MCIOC, in early 2011 at IOC and 

scheduled for FOC in the Second Quarter 

FY2011, is the Marine Corps’ centralized 

INFORMATION OPERATIONS )/	 RESOURCE

and the executive agent for the Marine 

#ORPS)/PROGRAM-#)/0	,OCATEDIN

Quantico, VA, MCIOC develops MAGTF 

IO tactics, techniques, procedures, and 

assists in the development of IO related doctrine. In addition to supporting 

MAGTF operations, the Center works 

within the Expeditionary Force Development System to define required MAGTF 

IO capabilities. The MCIOC will leverage 

emerging technologies, inter-service and 

other agencies capabilities to execute its 

mission.

The MCIOC mission is to provide 

MAGTF commanders and the Marine 

Corps a responsive and effective, full 

spectrum IO planning and Military InFORMATION 3UPPORT /PERATIONS -)3/	

delivery capability and a comprehensive 

reach back capability. The MCIOC executes its mission by deploying scalable 

task-organized expeditionary IO planNING TEAMS )/04	 AND TACTICAL -)3/

teams, as well as maintaining regionalized 

IO reach back teams which will ensure 

the integration of IO into Marine Corps 

operations. The MCIOC is currently supporting operations in Afghanistan and in 

OTHER!/2SWITH)/04SAND-)3/S4HE

-#)/#ISSTAFFEDWITHSUBJECTMATTEREXperts representing IO core, supporting, 

and related capabilities, including:

s)/MISSIONPLANNING

s)/)NTELLIGENCE)NTEGRATION

s%LECTRONIC7ARFARE%7	

s-ILITARY$ECEPTION-),$%#	

s/PERATIONS3ECURITY/03%#	

s-ILITARY)NFORMATION3UPPORT/PERATIONS-)3/	

s#OMPUTER.ETWORK/PERATIONS#./	

s3UPPORTINGCAPABILITYOF#OMBAT

#AMERA#/-#!-	

s2ELATEDCAPABILITIESOF#IVIL-ILITARY

/PERATIONS#-/	AND0UBLIC

!FFAIRS0!	

s3PECIAL4ECHNICAL/PERATIONS34/	

AND3PACE0LANNING3UPPORT

These SMEs enable the MAGTF to 

coordinate and synchronize IO across the 

spectrum of operations to affect a relevant 

decision maker in order to achieve an operational advantage for the commander, 

while simultaneously assuring, protectINGANDDEFENDINGSIMILAR-ARINEJOINT

and coalition forces’ capabilities. 

4HE-#)/#SDEPLOYABLE)/04SAUGment MAGTF IO staffs through tactically 

focused training, operational planning 

support, tactics development, and formulation of IO requirements including 

research and development priorities. The 

)/04S ARE CAPABLE OF TRAINING -!'4&

IO personnel in the five IO core capaBILITIESOF%7-),$%#/03%#-)3/

and CNO.
CHAPTER 2: ORGANIZATION | 53

4HE )/04S ALSO HELP -!'4& STAFFS

understand IO techniques, tactics, and 

procedures to coordinate effectively with 

JOINT)/STAFFSUPPORTINGANDRELATED)/

CAPABILITIES 4HE -#)/# )/04S ADVISE

and assist the MAGTF IO staff in integrating IO into the MAGTF’s mission 

planning. These teams are on call and 

task organized to meet the MAGTF commander’s requirements. 

A newly established and currently 

maturing capability, expeditionary MISO 

teams from the MCIOC give the MAGTF 

Commander the capability to plan, develop, integrate and deliver messages to 

inform, educate and persuade relevant 

populations in the area of operations A 

comprehensive IO reach back capability 

develops unique IO related products and 

leverages external resources to satisfy requests for information in support of the 

MCIOC mission of providing IO planNINGSUPPORTTOTHE-ARINE#ORPSJOINT

forces and coalition partners.

!STHEEXECUTIVEAGENTFORTHE-#)/0

the MCIOC synchronizes IO across all 

Marine Corps activities, integrates IO 

into all MAGTF plans and operations, 

and provides a common service understanding and definition of Marine Corps 

IO, ensuring IO becomes a core military 

competency within the Marine Corps.
54 | USMC CONCEPTS & PROGRAMS 2011 

-ARINE3ECURITY'UARDS-3'	HAVE

been the frontline of defense for U.S. diplomatic missions and the Department of 

State for more than 210 years. The history of Marines supporting Department 

of State diplomatic missions dates to 

March 1799 and most famously with First 

,IEUTENANT0RESLEY/"ANNONDURINGTHE

"ARBARY 0IRATE WARS OF  ! -EMORANDUM OF !GREEMENT -/!	 BETWEEN

the Department of State and the Marine 

Corps was first signed in December 1948, 

formalizing the relationship between the 

two agencies. MSGs have continually exemplified themselves during numerous 

situations — embassy bombings in LebaNON+ENYAAND4ANZANIA!L1AEDATERrorist attacks in Saudi Arabia; and averting 

an embassy bombing through vigilance 

IN 0AKISTAN  TO NAME JUST A FEW .O

matter what the mission, Marine Security 

Guards have always faced challenges and 

adversaries with steadfast courage, determination, and professionalism — always 

ready and true to their motto, “in every 

clime and place.” 

The MCESG is a global command that 

screens, trains, assigns, organizes, equips, 

and sustains Marines assigned for duty as 

MSGs at designated U.S. diplomatic and 

consular missions. The primary mission 

of a MSG is to provide internal security 

at these facilities to prevent compromise 

of classified information and equipment 

vital to national security.

Headquartered in Quantico, VA, the 

Commanding Officer of MCESG has 

more than 1,400 Marines assigned to 

the unit, supervising MSG detachments 

IN  EMBASSIES AND CONSULATES IN 

countries, spanning 18 time zones. The 

group has nine regional commands that 

are commanded by a lieutenant colonel: 

four in Frankfurt, Germany that encompass Europe, Scandinavia, Eurasia, 

AND .ORTH AND7EST!FRICA TWO IN &ORT

Lauderdale, FL that span the northern 

ANDSOUTHERNPARTSOFTHE7ESTERN(EMIsphere; one in the United Arab Emirates 

that includes the Middle East and South 

Asia; one in Bangkok, Thailand that covERS%AST!SIAANDTHE0ACIlCREGIONAND

ONE IN 0RETORIA 3OUTH !FRICA THAT IS REsponsible for southern and eastern Africa. 

In early 2011, MCESG has 42 posts that 

entitle Marines to hostile fire pay and 21 

posts that qualify Marines for combat tax 

exclusion benefits. 

MSGs attend a comprehensive sixweek (eight weeks for detachment comMANDERS	 $EPARTMENT OF 3TATE AND -Arine Corps school in Quantico, where they 

receive specialized training that prepares 

them to accomplish their primary mission of providing internal security. DurINGTHEIR
MONTHTOURINTHEPROGRAM

detachment commanders will serve two 

separate 18-month posts and the MSGs 

will serve at 18-month posts or at a select 

few 12-month posts at any one of the Nation’s 150 embassies or consulates. Marine detachments range in size from one 

STAFF NON
COMMISSIONED OFlCER 3.#/	

detachment commander and five MSGs, 

to two SNCOs and 22 MSGs, depending 

on the size of the embassy or consulate.

MARINE CORPS EMBASSY SECURITY GROUP (MCESG)
CHAPTER 2: ORGANIZATION | 55

Established in 1801, Marine Barracks 

7ASHINGTON $# IS THE h/LDEST 0OST OF

the Corps” and has been the residence of 

every Commandant of the Marine Corps 

since 1806. The selection of the site for 

the barracks was a matter of personal inTERESTTO0RESIDENT4HOMAS*EFFERSONWHO

RODE THROUGH7ASHINGTON WITH ,IEUTENant Colonel Commandant Burrows in 

search of a suitable location. They chose 

the current site due to its location near 

THE 7ASHINGTON .AVY 9ARD AND ITS EASY

marching distance of the Capitol. 

Marine Barracks has also been home 

of the United States Marine Band since 

1801. Shortly after its formation in 1798, 

THEBANDPLAYEDFOR0RESIDENT*OHN!DAMS

at the Executive Mansion. This engagement began a tradition that has become 

so established that today the names “MaRINE"ANDvANDh4HE0RESIDENTS/WNvARE

SYNONYMOUS*OHN0HILIP3OUSATHEMOST

FAMOUSDIRECTOROFh4HE0RESIDENTS/WNv

wrote many of his immortal marches — 

such as The Stars and Stripes Forever and 

Semper Fidelis — while stationed here. 

Today, Barracks Marines perform 

many tasks in support of the Marine 

Corps’ diverse missions. These include 

infantry training, ceremonies, and presidential support duty to include a company of “8th and I” Marines that fulfill 

a security mission for the First Family at 

Camp David, MD. 

The barracks is also home to the MaRINE #ORPS )NSTITUTE -#)	 &OUNDED IN

 BY THE TH #OMMANDANT OF THE

-ARINE#ORPS'ENERAL*OHN!,EJEUNE

MCI is the Corps’ distance training center, which is responsible for all nonresident military education programs.

EVENING PARADE

An 85-minute performance of music and precision marching, the Evening 

0ARADE FEATURES h4HE 0RESIDENTS /WNv

United States Marine Band, “The Commandant’s Own” United States Marine 

Drum and Bugle Corps, and the Marine 

#ORPS 3ILENT $RILL 0LATOON 4HE %VENING

0ARADE IS HELD &RIDAY EVENINGS AT 

p.m., beginning the first weekend in May 

and continuing through the last Friday of 

!UGUST2ESERVATIONSCANBEMADEATTHE

following website: 

http://www.marines.mil/unit/barracks/pages/welcome.aspx 

SUNSET PARADE

A one-hour performance, the Sunset 

0ARADEFEATURESTHEMUSICOFh4HE#OMmandant’s Own” United States Marine 

Drum and Bugle Corps and a precision 

drill exhibition by the Marine Corps SiLENT $RILL 0LATOON 4HE 3UNSET 0ARADE IS

conducted Tuesday evenings starting in 

June and continuing through the middle 

of August at 7 p.m., except for the final 

TWOPARADESTHATBEGINATPM4HE

3UNSET0ARADEHELDATTHE-ARINE#ORPS

7AR-EMORIALISOPENTOTHEPUBLICATNO

CHARGE2ESERVATIONSARENOTNECESSARY

MARINE BARRACKS, WASHINGTON, D.C.
56 | USMC CONCEPTS & PROGRAMS 2011 

CHAPTER 3
CHAPTER 3: PROGRAMS | 57

INTRODUCTION

The Marine Corps’ primary role in the 21st Century is to be the Nation’s “expeditionary force-in-readiness” that provides combined-arms operating forces, including integrated aviation and logistical components, for service as part of naval, joint 

and combined forces world wide. Marine forces magnify the projection of U.S. forces, 

ensuring that they remain influential in peacetime, compelling in crisis, and decisive 

in war.

As we look ahead, we will strengthen the roots of a lighter, faster, hard-hitting, expeditionary, and sea-based Marine Corps that is reliant on agility, shock and surprise. 

Innovation and fiscal responsibility continue to be hallmarks of the Marine Corps. 

We continue to invest limited resources to restore combat capability and enhance our 

Marines’ readiness at home and in overseas operating areas. We are constantly monitoring our total investment requirements against changing demands. In Marine Corps 

ground and aviation programs, for example, we continue to test, develop, and procure 

dual-use systems and employ emerging technology. Throughout, however, our focus 

remains on the individual Marine’s ability to carry out the tasks at hand. 

Chapter Three of the 2011 edition of Concepts and Programs provides information on Marine Corps programs of record and major end-item equipment, which 

will ensure that current and future Marines have what they need to accomplish 

the mission.

PROGRAMS
58 | USMC CONCEPTS & PROGRAMS 2011 

The Department of Defense categorizes acquisition programs into 

several categories, generally based on 

their cost or testing requirements. This 

categorization is then used to identify 

oversight and approval requirements. 

A description of the most commonly 

discussed ACAT levels follows.

ACAT I: These are the largest acquisition programs and are also known 

as Major Defense Acquisition Programs 

(MDAP) or Major Automated Information Systems (MAIS). To achieve 

this level of designation, a program 

must exceed $365 million in research 

and development funding, exceed 

$2.190 billion in procurement funding 

or be designated as “Special Interest” 

by Congress. The Marine Corps leads 

the following ACAT I programs: the 

MV-22 Osprey Program, the Global 

Combat Support System, the Ground 

Aviation Task Oriented Radar, the Medium Tactical Vehicle Replacement, 

the Joint Light Tactical Vehicle, and 

the Common Aviation Command and 

Control System. The Marine Corps also 

participates in numerous joint ACAT I 

programs, including the Global Broadcast Service and the Joint Tactical Radio System. ACAT I programs have two 

subcategories: ACAT IC and ACAT ID.

ACAT IA: These are the largest automated information system (AIS) acquisition programs. There are several 

cost thresholds for this level, which 

include AIS programs with single-year 

funding, in all appropriations, in excess of $32 million; total program cost 

in excess of $126 million; or total lifecycle costs in excess of $378 million. 

ACAT IA programs have two subcategories: ACAT IAM and ACAT IAC.

ACAT II: These programs do not 

meet the threshold for ACAT I, but 

have research and development funding in excess of $140 million or procurement funding in excess of $660 

million. They are also known as Major 

Systems. The Marine Corps funds one 

ACAT II program, the Logistics Vehicle 

Systems Replacement.

ACAT III: Programs that do not 

meet the cost threshold for ACAT I or 

II and involve combat capability are 

designated ACAT III or IV programs. 

Within the Marine Corps, the designation generally depends on the level 

of program management and oversight assigned by Commander, Marine 

Corps Systems Command. The Marine 

Corps in early 2011 manages more than 

20 ACAT III programs, leads approximately 12 joint ACAT III programs, 

and participates in another 27 joint 

ACAT III programs. This level also includes less-than-major AIS programs.

ACAT IV: ACAT programs not 

otherwise designated ACAT I, IA, II 

or III are designated ACAT IV. ACAT 

IV programs have two subcategories: 

ACAT IV(T) programs, which require 

operational test and evaluation, and 

ACAT IV(M) programs, which do not. 

The Marine Corps manages nearly 90 

such programs and leads or participates in more than 20 joint ACAT IV 

programs.

ACQUISITION CATEGORIES (ACAT)
CHAPTER 3: PROGRAMS | 59

Material Solution Analysis Phase 

(Milestone A): This is the pre-system 

acquisition phase, during which initial 

concepts are refined and technical risk is 

reduced. Two major efforts may be undertaken in this phase. The first phase 

consists of short-term concept studies 

that refine and evaluate alternative solutions to the initial concept and provide a 

basis for assessing the relative merits of 

these alternatives. The second phase is 

an iterative discovery and development 

process designed to assess the viability of 

technologies, while simultaneously refining user requirements.

Engineering and Manufacturing 

Development (Milestone B): This is the 

phase in which a system is developed. 

Work in this phase includes reduction of 

integration and manufacturing risk, ensuring operational supportability, human 

systems engineering, design for the ability 

to produce, and demonstration of system 

integration, interoperability and utility.

Production and Deployment (Milestone C): This is the phase in which the 

operational capability that satisfies mission needs is ensured through operational test and evaluation. This evaluation 

determines a system’s effectiveness, suitability, and survivability. The designated 

Milestone Decision Authority may decide 

to commit to production at Milestone C, 

either through low-rate initial production for major defense acquisition programs or full production or procurement 

for other systems.

A Non-Developmental Item (NDI): 

An NDI is any previously developed item 

of supply used exclusively for government 

purposes by a federal agency, a state or local government or a foreign government 

with which the United States has a mutual defense cooperation agreement. An 

NDI requires only minor modifications 

or modifications of the type customarily 

available in the commercial marketplace 

in order to meet the requirements of the 

Marine Corps.

Initial Operational Capability (IOC): 

In general, IOC is reached when some 

units and/or organizations in the force 

structure scheduled to receive a system 

have received it and have the ability to 

employ and maintain it. The specifics for 

any particular system IOC are defined 

in that system’s Capability Development 

Document (CDD) and Capability Production Document (CPD).

Full Operational Capability (FOC): 

In general, FOC is attained when all units 

and/or organizations in the force structure scheduled to receive a system have 

received it and have the ability to employ 

and maintain it. The specifics for any 

particular system FOC are defined in that 

system’s Capability Development Document (CDD) and Capability Production 

Document (CPD).

ACQUISITION PHASES AND TERMS
PART 1: EQUIPPING 

THE MARINE
CHAPTER 3: PROGRAMS | 61

INTRODUCTION

The “Individual Marine” is the heart and soul of the Nation’s Marine Corps. The 

individual Marine is trained, educated, and equipped to operate across the broadest 

spectrum of missions and tasks –– a “middleweight” fighter optimized for crisis response but equally capable in global engagement, irregular warfare or responding to 

larger threats worldwide.

Marine ground combat forces will be staffed with disciplined, highly trained, welleducated, superbly led Marines who thrive in uncertainty, exploit chaos, solve complex 

problems through simple means, and take prudent, ethical, and decisive action. These 

Marines will be armed with superior weapons and equipment that enhances shared 

understanding of the battlespace and enables rapid, coordinated action –– all without 

overburdening the individual Marine or compromising our expeditionary agility.

While today’s Marines are superbly operating in every clime and place, it is a leadership obligation to Marines, their families, and the Nation to be prepared for tomorrow with an eye to lightening the current fighting load. With the growth of the Marine 

Corps to 202,100 Marines, the individual Marine will remain the number-one priority. While a Marine’s focus in the field is on excellence and mission accomplishment, 

the focus of Marine Corps programs is on the “tools” needed for operational success. 

America’s Marines deserve nothing but the best that the Nation can afford.
62 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The IAR program seeks to replace the 

current M249 Squad Automatic Weapon 

(SAW) in all infantry and light armored 

reconnaissance squads. The IAR is a 

non-developmental, 5.56mm automatic 

rifle that is lighter, more durable, more 

accurate, and more reliable than the 

M249 SAW.

OPERATIONAL IMPACT

Use of the automatic rifle will significantly enhance the automatic rifleman’s 

maneuverability and displacement speed, 

while providing the ability to suppress or 

destroy targets of most immediate concern to the fire team.

PROGRAM STATUS

The IAR program entered the system 

development and demonstration phase 

during second quarter FY 2008 following 

a successful Milestone B decision. A successful Milestone C decision was achieved 

in fourth quarter FY 2009 and the program 

is currently in the production and deployment phase. The Heckler and Koch 416 was 

selected as the USMC IAR source. The IAR 

is currently undergoing a Limited User Ev 

aluation (LUE) with participation by three 

OEF active duty infantry battalions, a reserve infantry battalion, and an active duty 

Light Armored Reconnaissance battalion. 

Fielding in support of this LUE began in 

December 2010 and will be complete in 

April 2011. The LUE assessment collection 

plan will include a post-EMV assessment, a 

100 day assessment, and a post deployment 

assessment. The results of these assessments will support a full fielding decision. 

Initial feedback from LUE infantry battalions currently in combat operations is very 

positive, and points to the advantages of 

the automatic rifleman now being a “true” 

automatic rifleman, rather than a light machine-gunner.

Procurement Profile: FY 2011 FY 2012

Quantity: 458 0

Developer/Manufacturer:

Heckler and Koch, Newington, NH

INFANTRY AUTOMATIC RIFLE (IAR)
CHAPTER 3: PROGRAMS | 63

MODULAR WEAPON SYSTEM (MWS)

DESCRIPTION

The M16A4 rifle and an M4 carbine 

are the two weapons that satisfy the capability requirements of the MWS program. 

An M1913 Rail Adapter System (RAS) replaces the upper-hand guards and incorporates a removable rear-carrying handle 

that were standard on M16A2 rifles. The 

RAS provides the capability to mount 

various accessories, including a modified 

M203 launching system, high-intensity 

flashlights, infrared laser illuminators, 

and optics. The MWS M4 carbine variant is selectively fielded to Marines whose 

billets or missions require the use of the 

shorter carbine. 

OPERATIONAL IMPACT

The MWS significantly improves the 

ability to mount various accessories and 

will enhance accuracy, target detection, 

and engagement capabilities in day and 

night conditions.

PROGRAM STATUS

Fielding of the MWS began in FY2003. 

An increase in the Approved Acquisition 

Objective (AAO) due to complete replacement of M16A2 rifles Marine Corps-wide 

has extended fielding through FY2011. 

The AAO is now approximately 191,372 

M16A4 rifles and approximately 83,344 M4 

carbines.

Procurement Profile: FY 2011 FY 2012

M16A4 19,103 5,000

M4 8,333 0

Developer/Manufacturer:

M4: Colt Manufacturing 

Company, Inc., Hartford, CT

M16A4: Fabrique National Military Industries, 

Columbia, SC
64 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The M110 Semi-Automatic Sniper 

System (SASS) is a 7.62mm semi-automatic, precision rifle that is capable of firing on enemy targets out to 800 meters 

with a precision of 1.3 minutes of angle. 

The M110 is fielded with the M8541A 

Scout Sniper Day Scope (SSDS) and is 

also compatible with the AN/PVS-27 

Scout Sniper Mid-Range Night Sight 

(SSMRNS). The weapon design is based 

on that of the commercial Stoner SR-25 

rifle. The SASS has been fielded within 

the U.S. Army since 2008, and an identical model, the MK11 MOD 2, has been 

fielded and in the U.S. Navy’s Special 

Operations Forces (SEALs) since 2006. 

A similar model, the MK11 MOD1, 

has been fielded in the Marine Corps 

since 2006. 

OPERATIONAL IMPACT

The M110 SASS will enable scout 

snipers to effectively engage enemy personnel with precision, conduct patrols 

and counter-sniper operations, and accurately engage hardened or materiel targets. The SASS will enhance the mobility 

of scout snipers by providing them with 

a shorter, lighter system than the current 

M40A5 Sniper Rifle. The SASS will also 

allow for rapid engagement of the enemy, 

which is critical in urban or restrictive 

environments in which multiple targets 

offer a very limited time to engage and 

may suddenly appear at close range. The 

semi-automatic capability of the SASS 

will augment the bolt-action M40A5 and 

will replace the M39 Enhanced Marksman Rifle (EMR) on a one-for-one basis. 

PROGRAM STATUS

The Approved Acquisition Objective for the SASS is 1,588. Fielding of the 

M110 SASS will begin during First Quarter FY2011. All fielding will be conducted 

at home station; no in-theater fielding is 

planned. Fielding for the M110 will proceed in two phases. Phase I will consist of 

fielding to deploying-units Marine scout 

snipers, as well as to select schoolhouses where formal sniper and designated 

marksmen training takes place. Phase II 

will consist of fielding to fill deficiencies 

for deploying infantry battalions that 

were not fielded during Phase I, and to 

replace the M39 EMR. Fielding timelines 

for Phase II will be based on follow-on 

contract award for the SASS, which is 

anticipated during the Fourth Quarter 

FY2011.

Procurement Profile: FY 2010 FY 2011

M-110 SASS 803 785

Developer/Manufacturer:

Knight’s Armament Company, Titusville, FL

SEMI-AUTOMATIC SNIPER SYSTEM (SASS)
CHAPTER 3: PROGRAMS | 65

DESCRIPTION

The M-32A1 Multi-Shot Grenade 

Launcher (MSGL) is being fielded to replace the M-32 that was purchased under an Urgent Operational Needs Statement in support of OPERATION IRAQI 

FREEDOM. The M-32A1 is a hand-held, 

40mm multi-shot grenade launcher with 

a six-round capacity fed by a revolving 

cylinder. This system affords the operator the ability to provide suppressive fires 

over a minimum area of 20x60 meters, 

and is accurate for point targets up to 150 

meters and area targets up to 375 meters. 

A trained operator can fire 6 rounds in 3 

seconds and sustain 18 rounds a minute. 

OPERATIONAL IMPACT

The M-32A1began fielding in 2010 

and will field across I MEF, II MEF, III 

MEF, and MARFORRES as an additive 

weapon to enhance small-unit suppressive-fires capabilities. 

PROGRAM STATUS

Fielding of the M-32A1 MSGL began in the Third Quarter of 2010 and will 

continue through June 2011. 

Procurement Profile: FY 2011 FY 2012

M-32A1 1,659 0

Developer/Manufacturer:

Milkor USA, Inc., Tucson, AZ 

MULTI-SHOT GRENADE LAUNCHER
66 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

SMAW II is the material solution to 

the FOTS capability requirement defined 

in the capability development document. 

The SMAW II system will consist of a new 

launcher to replace the existing SMAW 

MK153 Mod 0 launcher, and a multipurpose, fire-from-enclosure (FFE) encased round. The SMAW II launcher will 

be functionally and physically compatible 

with existing SMAW legacy rounds.

OPERATIONAL IMPACT

The SMAW II provides the Marine 

Corps Assault Team the ability to engage 

targets from inside an enclosure or in a 

confined space (e.g., alleyway), which 

significantly improves the team’s tactical 

flexibility and survivability. The system 

provides a lighter, more maintainable, 

and more reliable launcher, which incorporates state-of-the art technology not 

resident in legacy system.

PROGRAM STATUS

Milestone B was achieved in August 

2008 and Milestone C is scheduled for 

the Fourth Quarter FY2011. Initial Operational Capability is planned for the 

Fourth Quarter FY2012, with Full Operational Capability in the Fourth Quarter 

FY2016.

Procurement Profile: FY 2011 FY 2012

FFE Rounds 750 2,500

Launchers 130 798

Developer/Manufacturer:

FFE Round: Nammo Talley, Incorporated, 

Mesa, AZ 

Launcher: Raytheon Missiles Systems, 

Tucson, AZ 

SHOULDER LAUNCHED MULTIPURPOSE ASSAULT WEAPON (SMAW II)
CHAPTER 3: PROGRAMS | 67

DESCRIPTION

The Handheld Radios FoS has several non-developmental, tactical handheld, and amplified vehicular radio sets 

that provide reliable tactical communications, including a retransmission capability. The Marine Corps has a requirement 

for two handheld radios: the Integrated 

Intra Squad Radio (IISR) and the Tactical 

Handheld Radio (THHR). 

The IISR is designed to provide small, 

lightweight, handheld tactical communications to infantry squads and fire teams 

to facilitate squad command and control, 

enabling squad members to communicate in tactical situations where hand and 

arm signals and voice communications 

are not practical. The IISR acts as a wireless intercom and possesses enough power to provide effective communications in 

open terrain, heavy vegetation, and urban 

environments. The IISR operates in the 

AM and FM bands of the 380-470 megahertz (MHz) frequency spectrum. The 

IISR is capable of both analog and digital 

operation.

The THHR is a secure handheld unit 

that supports the communications requirements of all elements of the MAGTF. 

The THHR operates in the AM and FM 

bands of the 30-512 MHz frequency 

spectrum, contain embedded communications security, and is interoperable 

with other radio systems and waveforms, 

such as Single-Channel Ground and Airborne Radio System (SINCGARS) and 

HAVEQUICK I/II, in the single-channel 

mode and frequency-hopping modes. 

In addition to the THHR, two vehicular 

amplification kits are included: the Dual 

Vehicle Adapter (DVA) and the Single Vehicle Adapter (SVA). The DVAs/SVAs are 

vehicular product lines that are fully interoperable with the Marine Corps’ current inventory of combat net radios.

OPERATIONAL IMPACT

Legacy tactical handheld equipment 

within the Marine Corps exceeded its expected life span and was rarely used. As a 

result, the handheld units primarily consisted of locally purchased, commercially 

available radios that were not interoperable with Marine Corps combat net radios. 

The Handheld Radios FoS consolidates 

and exceeds legacy capabilities, lightens 

the combat load of individual Marines 

and small units, reduces tactical handheld 

radio operating costs, and provides lineof-sight radios into every tactical vehicle. 

The current versions of the Handheld Radios FoS have the expectations to remain 

HANDHELD RADIOS FAMILY OF SYSTEMS (FOS)
68 | USMC CONCEPTS & PROGRAMS 2011 

in the Marine Corps’ inventory until the 

Joint Tactical Radio System (JTRS) solution reaches its full operational capability 

(FOC). 

PROGRAM STATUS

The Handheld Radios FoS is in the 

post Milestone C phase of the acquisition process. All systems have been procured. Presently, seven end-items are 

currently in the inventory: AN/PRC-153 

(IISR); AN/PRC-148 (THHR), with its 

associated AN/VRC- 111 DVA and AN/

VRC-113 Small Form Factor -SVA; and 

the AN/PRC-152 (THHR), with its associated AN/VRC-110 DVA and AN/VRC112 SVA. The Marine Corps’ AAOs are 

for: 51,945 IISRs; 23,003 THHRs;10,246 

DVAs; and 15,086 SVAs.

Developer/Manufacturer:

AN/PRC-152/AN/VRC-110/AN/VRC-112: 

Harris Corporation, Inc., Rochester, NY

AN/PRC-153: Motorola, Columbia, MD

AN/PRC-148/AN/VRC-111/AN/VRC-113: 

Thales Communications, Inc., 

Clarksburg, MD
CHAPTER 3: PROGRAMS | 69

The Marine Corps stood up the Marine Enhancement Program (MEP) in 

1989 in response to congressional guidance for the Corps to establish programs 

dedicated to improving the lethality, 

comfort and survivability of the individual Marine. The primary focus of the 

program is on low-cost, low-visibility 

materiel solutions that can be rapidly 

fielded and that typically do not compete 

well against larger, high-profile items in 

the Department of the Navy’s budget. 

The MEP thus ensures improvements for the individual Infantryman are 

identified and quickly transitioned into 

practical solutions. This goal is achieved 

through an accelerated acquisition process that takes advantage of commercially available technologies to provide 

lighter, more improved “infantry items” 

to the Marines as quickly as possible. Depending upon when the item is needed, 

its complexity, risk, and cost, it can take 

from 90 days to two years to test, modify 

as appropriate, procure and field the item 

to the Marine.

Items procured and fielded under the 

MEP seek to reduce the load, increase the 

survivability, enhance the safety and improve the lethality of the individual Marine Infantryman across the spectrum of 

operational environments. MEP systems 

are intended primarily for the Marine 

Infantryman within the Ground Combat 

Element. When applicable, MEP items 

have also transitioned to support other 

Military Occupational Specialties within 

the GCE (e.g., Combat Engineers and 

Artilleryman) and across the Marine Air 

Ground Task Force (e.g., Supply, Maintenance, Administration, and Ordnance). 

In recent years, the MEP has funded several critical programs, including: Combat Shotgun, Field Tarp, Flame-Resistant 

Organizational Gear, Modular Tactical 

Vest, Multi-Purpose Bayonet, Rifle Combat Optic, Individual Water Purification 

Block I (Miox Pen), Enhanced Hearing 

Protection, Grip Pod for the M16 and 

M203, Handheld Flashlight, Three Season 

Sleep System, Pocket Laser Range Finder, 

Next-Generation ILBE and the Improved 

Helmet Suspension/Retention System.

The MEP Working Group includes 

core representatives from Plans, Policies 

and Operations, Marine Corps Combat 

Development and Integration, and Marine Corps Systems Command. Nominations for the MEP initiatives come from 

Marines via the website, email and the 

Advocate, or through review of the U.S. 

Army’s Soldiers Enhancement Program 

for capabilities matching a Marine Corps 

need. Nominated capabilities must focus 

on commercial-off-the-shelf or non-developmental items that can be executed 

quickly. The potential MEP initiatives 

for 2011 include: Battery Assist Device, 

Weapons Compensator, Hearing Armour 

(hearing protection), SPACES (solar 

portable power system), and the vehicle 

mounted battery charger. 

MARINE ENHANCEMENT PROGRAM (MEP)
70 | USMC CONCEPTS & PROGRAMS 2011 

The Marine Expeditionary Rifle 

Squad (MERS) is a program charged 

with applying an integrated approach to 

equipping a Marine rifle squad, our most 

fundamental warfighting unit. The focus 

of the program is to view the Marine rifle 

squad in a holistic manner — one in which 

the squad comprises a whole much more 

effective than the sum of its individual 

members. The integration and configuration management of all components that 

are worn, carried, and consumed by the 

squad will increase lethality, mobility, and 

flexibility of infantry forces. MERS is the 

steward of the Marine rifle squad’s suite 

of equipment and works with all the program managers at Marine Corps Systems 

Command to optimize and integrate the 

rifle squad’s equipment.

The program has founded the 

GRUNTWORKS Squad Integration Facility. The facility provides a venue to 

engineer, evaluate, and try the capabilities and limitations of all equipment in 

development and under consideration 

for procurement that will be delivered to 

the infantry squad. This dynamic facility uses a human factors lab, equipment 

prototyping and modification workshop, 

a mobility platform integration area, and 

an infantry immersive environment focused on equipment evaluation in a foreign environment to accomplish equipment modernization and integration 

initiatives. Human factors and ergonomics are applied to the physical integration 

of the infantry squad’s equipment. The 

physiological and performance impacts 

of fielding new equipment create sets of 

trade-offs between weight and volume 

management, comfort, usability, simplicity, lethality, survivability, mobility, 

sustainment, and training given that it 

must perform in combat in any clime and 

place. MERS will highlight these trade 

offs and refine solutions that incorporate 

the capabilities of the Marine rifle squad 

as an integrated system. 

MERS works closely with the MERS 

Capabilities Integration Officer and the 

HQMC Plans Policy and Operations 

MERS Infantry Advocate. The MERS 

triad has established an Integrated Infantry Working Group in order to ensure 

that the operating forces are equipped 

with optimal solutions. Infantry Battalion surveys are continuously conducted 

in theater and post deployment in order 

MARINE EXPEDITIONARY RIFLE SQUAD (MERS)
CHAPTER 3: PROGRAMS | 71

to identify trends and issues with infantry 

equipment. 

Integration efforts during 2011 include:

s)NTEGRATIONOFTHE0LATE#ARRIERAND)Mproved Modular Tactical Vest with the 

components worn on the torso

s)MPROVEMENTS IN THE WEIGHT DISTRIBUtion and load carriage methodology 

within the squad using metrics for mobility

s)NFANTRY WEAPON AND OPTIC ERGONOMIC

enhancement

s#3ITUATIONAL !WARENESS INTEGRATION

and information systems for small unit 

leaders

s2ESEARCH INTO EFlCIENT POWER GENERAtion and power/data distribution on 

the Marine

s)NTEGRATION AND ANTHROPOMETRY OF THE

Marine in mobility platforms under development such as Joint Light Tactical 

Vehicle and Marine Personnel Carrier

s)NTEGRATIONOFTHEVARIOUSUNIQUEITEMS

carried in the billet positions within the 

squad 

The MERS Program Office is also the 

Enhanced Company Operations (ECO) 

Equipping Coordinator for Marine 

Corps Systems Command. MERS also 

coordinates the R&D efforts for the longterm objective of distributed operations. 

Infantry Battalions have been equipped 

with ECO equipment and is listed in the 

infantry battalions’ table of equipment. 

The program office conducts equipment 

and software upgrades as well as refresher 

training for the ECO computers and associated hardware. The robust C2 package combined with appropriate training 

will empower the non-commissioned officers at the fire team and squad level and 

increase the battalion’s capabilities across 

all warfighting functions.
72 | USMC CONCEPTS & PROGRAMS 2011 

Program Manager ICE continues to 

pursue technological advancements in 

personal protective equipment and load 

bearing equipment by fielding, sustaining, and assessing clothing and equipment while anticipating the needs of the 

operating forces. Fully recognizing the 

trade-off between weight, protection level, fatigue, and movement restriction, the 

program office is providing Marines the 

latest in personal protective equipment 

and load bearing equipment, such as the 

Improved Modular Tactical Vest (IMTV), 

Plate Carrier (PC), Full Spectrum Battle 

Equipment (FSBE), Flame Resistant Organizational Gear (FROG), Mountain 

Cold Weather Clothing Program (MCWCP), the Three-Season Sleep System (3S), 

the USMC Pack and the Pistol Holster. 

The requirements of combat operations have forced the rapid evolution of 

personal protective systems. In February 

2007, the Marine Corps transitioned the 

Modular Tactical Vest for troops deployed 

in overseas contingencies. The MTV provided greater comfort by incorporating 

state of-the-art load carriage techniques 

that better distributed the combat load 

over the torso and hips of the Marine. 

In response to MTV design deficiencies 

identified during field use, the program 

office has developed the Improved MTV 

(IMTV). The IMTV increases weapons 

handling, improves weapon stock weld, 

reduces complexity and reduces the overall system weight as compared to the 

MTV. It is planned for initial fielding in 

July 2011. 

The Scalable Plate Carrier (SPC) was 

issued as an additional ballistic vest for 

Marines deploying to Afghanistan starting 

in 2008. The SPC was not as a replacement 

for the MTV but rather an option for commanders to address mission and threat requirements that were different than Iraq. 

The SPC allows for greater individual maneuverability, agility, and mobility with reduced thermal stress in hot mountainous 

environments when compared to the MTV. 

The SPC offers the same level of ballistic 

protection as the MTV but reduces overall 

weight by reducing soft armor fragmentation protection. The PC is planned to 

replace the SPC starting in late 2011. The 

PC is a government developed design that 

improves shoulder comfort, improves 

load carriage, and provides an emergency 

release capability when compared to the 

SPC.

The FSBE provides ballistic protection, short duration underwater breathing 

capability, flotation, and limited load carriage to meet the specific mission profiles 

required by the Marine Corps reconnaissance community, fleet anti-terrorism security teams, Marine Expeditionary Unit 

helicopter assault companies and Marine 

Special Operations Command.

INFANTRY COMBAT EQUIPMENT (ICE) 
CHAPTER 3: PROGRAMS | 73

In addition to body armor, PM ICE 

also procures the current Light Weight 

Helmet (LWH) and Modular Integrated 

Tactical Helmet (MICH) that have been 

used by Marines during overseas contingencies since 2004. Starting in 2009, PM 

ICE has been the lead in a joint Army 

and Navy team developing the Enhanced 

Combat Helmet (ECH). Developmental 

testing has shown the ECH has resistance 

to small arms penetration and superior 

fragmentation protection at the same 

weight of presently fielded helmets. If 

First Article Testing is successful, the ECH 

may become the joint services common 

ballistic helmet. Fielding is planned to 

start in late 2011.

In February 2007, the Marine Corps 

began fielding FROG to all deployed Marines. This lifesaving ensemble of flameresistant clothing items (gloves, balaclava, 

long-sleeved undershirt, combat shirt, 

combat trouser, and Inclement Weather 

Combat Shirt (IWCS) is designed to mitigate potential injuries to Marines from 

flash flame exposure often experienced in 

Improvised Explosive Device (IED) incidents. The Marine Corps continues development of FROG in order to increase 

comfort, improve durability and improve 

flame resistant properties. 

The MCWCP includes items required 

to increase the individual Marine’s mobility, survivability and sustainability in a 

mountainous, cold weather environment, 

such as Afghanistan. The MCWCP consists of a Lightweight Exposure Suit (Parka and Trousers); Extreme Cold Weather 

Parka, Trouser, and Bootie; Snow Camouflage Parka, Trousers and Pack Cover; 

Extreme Cold Weather Mitten System (a 

Mitten Shell with Liner and Light Duty 

Flame Resistant Glove Insert); Windpro® 

Fleece Jacket; FR Silkweight Underwear 

and FR Midweight Underwear.

In September 2008, the Marine Corps 

identified a need to provide a smaller and 

lighter sleep system to replace the Modular Sleep System. The 3S leverages technological advances in textiles and insulation to increase environmental protection 

while reducing the weight and volume 

as compared with the previous sleeping 

bag. The 3S, when incorporated with the 

layered clothing system Marines already 

carry, provides 15 degrees of greater protection, is one pound lighter, and is eight 

percent smaller by volume than the patrol 

bag in the Modular Sleep System (MSS). 

The 3S is designed to be used at 20 degrees with lightweight insulating layers 

and as low as 10 degrees when wearing all 

of the recommended insulating clothing 

layers provided with the MCWCP. Providing a greater temperature range in 

which Marines can operate than the MSS, 

the 3S increases the mobility and survivability of the individual Marine. The 3S 

is currently being fielded.

PM ICE also provides high-quality 

clothing, including boots, in order to enhance current and future Marine Corps 

readiness. The Hot Weather (HW) and 

Temperate Weather (TW) versions of the 

Rugged All Terrain (RAT) boot provide 

Marines comfortable, stable, and durable 

footwear for every climb and place in altitudes from 0-6,000 feet of elevation. The 
74 | USMC CONCEPTS & PROGRAMS 2011 

RAT boot provides greater abrasion resistance in the toe and heel areas through an 

extra layer of impregnated leather. This 

abrasion resistance gives the Marine the 

ability to kick steps in loose dirt, snow and 

ice without destroying the integrity of the 

boot. Additionally, the RAT boot can perform on slopes from 0-90 degrees and in 

a variety of terrain types to include, but 

not limited to, rock, loose soil, mud, snow 

and alpine ice. Due to these properties 

and its stitch down construction, the RAT 

boot provides excellent durability, better 

traction, and greater stability in any environment.

PM ICE is presently developing the 

USMC Pack for fielding in 2012. The 

USMC Pack incorporates an external 

composite frame and is designed to better integrate with body armor systems 

than the presently fielded system. The 

USMC Pack will provide Marines a durable lightweight and fully salable means to 

transport ammunition, weapons, equipment and clothing into battle.

PM ICE intends to procure and field 

a new pistol holster in 2012. The USMC 

Holster will consist of a modular composite design that will allow better weapons 

carriage and more rapid weapons transition from primary to secondary weapon. 

The USMC Holster will allow Marines to 

more rapidly engage targets from the holster and implement current combat pistol 

marksmanship technique.
CHAPTER 3: PROGRAMS | 75

DESCRIPTION

As part of the Underwater Reconnaissance Capability (URC) program, 

the Tactical Hydrographic Survey Equipment (THSE) is a handheld, underwater 

charting system with GPS oriented/located known-point underwater mapping 

capability that can be employed with the 

Diver Propulsion Device (DPD). It integrates sonar and computer technology to 

provide combat swimmers and combatant dive pairs the capability to conduct 

tactical submerged hydrographic reconnaissance and electronically chart bottom 

conditions of the seaward approach to 

potential amphibious landing beaches in 

support of the Marine Air Ground Task 

Force (MAGTF). 

OPERATIONAL IMPACT

The program’s efforts will produce 

a piece of equipment that navigates subsurface with the accuracy of surface GPS 

for prescribed periods of time, maps the 

ocean bottom, and records the collected 

data to produce a graphic representation 

of that ocean bottom for use by landing force commanders. Typical mission 

profiles will consist of tactical subsurface 

movements of Marine combatant diver 

teams from insertion points at sea to preprogrammed survey areas and follow on 

recovery from pre-programmed extraction points also at sea.

PROGRAM STATUS

The THSE is in the engineering and 

manufacturing development phase of the 

acquisition life cycle. During FY2008-

2010, Marine Corps Systems Command 

in conjunction with the Defense Advanced Research Projects Agency conducted technology development and 

testing to determine the ability of the 

device to meet all Marine Corps performance requirements. Following successful technology development a transition 

of program authority is expected during 

the first quarter of FY2011. Field User 

Evaluations are scheduled for second and 

fourth quarters of FY2011. Milestone C 

is planned for fourth quarter FY2011, and 

with procurement and fielding decisions 

planned for first and second quarters of 

FY2012 respectively. Procurement and 

fielding will continue through FY2015.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 206

Developer/Manufacturer:

To be determined. 

TACTICAL HYDROGRAPHIC SURVEY EQUIPMENT (THSE)
76 | USMC CONCEPTS & PROGRAMS 2011 

DAY OPTICS SYSTEMS

DESCRIPTION

The AN/PVQ-31A (for the M16A4) 

and AN/PVQ-31B (for the M4) rifle combat optic (RCO) are the cornerstones of 

the day optics program. The RCO is a 

fixed 4X optical aiming sight designed 

for use with the rifles configured with the 

MIL-STD-1913 Rail Adapter System. It 

attaches to the rail to provide the user a 

targeting tool to engage distant daylight 

and near low-lit targets with increased 

identification certainty.

The SU-260/P machine gun day optic (MDO) is a fixed 6X optical aiming 

sight designed for use with the M240B 

machinegun. The optic provides a targeting tool for engaging targets out to 

1,250 meters. The sight has a fiber-optic 

reticle illumination system supplemented 

by a tritium lamp. The reticle provides a 

stadia-rangefinder and both vertical and 

horizontal mil scales. The optic is issued 

with a miniature reflex for targeting close 

or rapidly moving targets. 

The SU-258/PVQ squad day optic 

(SDO) is a fixed 3.5X optical aiming sight 

designed use with all 5.56mm systems. 

The SDO is currently the optical sight for 

the M249 squad automatic weapon and 

the M27 infantry automatic rifle. The 

optic provides a targeting tool for engaging targets out to 1,000 meters. The 

sight has a fiber optic reticle illumination 

system supplemented by a tritium lamp. 

The reticle provides a stadia-rangefinder and both vertical and horizontal mil 

scales. The reticle has aiming points for 

either carbine or rifle barrel length weapons. The optic is issued with a miniature 

reflex for targeting close or rapidly moving targets. 

The Heavy Machinegun Sight System (HMGSS) is a suite of components 

being procured in response to an Urgent 

Statement of Need in support of OEF. 

The HMGSS includes a ballistic extended 

rail mount (BERM), a heavy day optic 

(HDO) and a reflex sight. When used 

in conjunction with legacy laser pointers and clip on night vision devices, the 

HMGSS provides a machine gunner with 

a complete aiming system for ground or 

vehicle mounted M2 or Mk19 heavy machineguns. 

OPERATIONAL IMPACT

The RCO provides enhanced target 

identification and hit probability for the 

M4 and M16A4 rifle out to 800 meters. 

It incorporates dual illumination technology using a fiber optic light source 

for daytime illumination and tritium for 
CHAPTER 3: PROGRAMS | 77

night and low-light use. This allows the 

operator to keep both eyes open while 

engaging targets and maintain maximum 

situational awareness.

The MDO provides enhanced target identification and hit probability for 

the M240B out to 1,250 meters. The 6X 

magnification power extends the range 

at which machine gunners can detect 

and acquire targets. The refined ballistic 

drops provide aiming points in 50-meter increments, which increase accuracy 

and probability of effects on target. The 

MDO central aiming points are illumined 

by a fiber optic and supplemented by a 

tritium lamp for night and low-light use. 

The MDO is provided with a miniature 

reflex sight for engaging close and rapidly 

moving targets. The MDO additionally 

provides a mounting rail for mounting 

legacy laser aiming devices.

The SDO provides enhanced target 

identification and hit probability for the 

M249, M27 out to 1,000 meters. The 3.5X 

magnification power extends the range at 

which automatic riflemen can detect and 

acquire targets. The SDO central aiming 

points are illumined by a fiber optic and 

supplemented by a tritium lamp for night 

and low-light use. The SDO is additionally provided with a miniature reflex sight 

for engaging close and rapidly moving 

targets.

The HMGSS provides enhanced long 

range target identification and hit probability for the M2 .50 caliber heavy machinegun and Mk19 Mod3 automatic 

grenade launcher out to the maximum 

graduated ranges of both systems. The 

reflex sight provides a rapid aiming point 

for close and or moving targets while the 

HDO provides a precise aiming point and 

8X magnification for more deliberate or 

long-range scenarios requiring increased 

identification certainty. The extended 

rail of the BERM additionally allows a 

machine gunner to use either image intensified or thermal devices to detect and 

acquire targets in night or low-light conditions. The BERM also allows for the 

gunner to directly view the optic while 

the weapon is being fired by absorbing 

weapon recoil travel. The suite increases 

engagement ranges and speeds effects 

on target by automatically correcting for 

range and drift of both .50-caliber and 

40mm trajectories. 

PROGRAM STATUS

A total of 217,441 RCOs have been 

procured through FY 2010 with deliveries ending in FY 2011. The MDO and 

SDO contracts were awarded in FY 2009 

for procurement of 10,933 MDOs and 

15,178 SDOs with deliveries continuing 

through 2012.

Procurement Profile: FY 2011 FY 2012

AN/PVQ-31A: 0 0

AN/PVQ-31B: 2,607 0

AN/PEQ-16A: 610 0

SU-260/P: 5,200 5,075

SU-258/PVQ: 7,200 5,307

HMGSS 728 0

Developer/Manufacturer:

RCO/SDO/MDO: Trijicon Industries, 

Detroit, MI
78 | USMC CONCEPTS & PROGRAMS 2011 

THERMAL OPTICS SYSTEMS

DESCRIPTION

The Squad Thermal System (STS) will 

be both a weapon mounted clip-on thermal sight that can be used in conjunction 

with the AN/PVQ-31A/B Rifle Combat 

Optic (RCO) and a lightweight, handheld 

thermal imager. This system will have an 

integrated Class3B infrared laser pointer 

with two modes of operation: training 

(eye-safe), and tactical (non-eye safe). 

The IR laser will be compatible with existing Image Intensifier (I2) night optics. 

The STS will be configured with an opensystem architecture design to permit 

pre-planned product improvement (P3I) 

insertions. These may include the following: the integration of a higher performing micro bolometer, an adjustable laser 

that can be bore sighted to the weapon, 

and optics components that permit the 

use of the STS in conjunction with other 

Marine Corps sights, such as the Squad 

Day Optic (SDO) and Medium Day Optic (MDO). The total weigh of the STS 

will not exceed 21 ounces in either operational configuration, weapon-mounted 

or hand held.

OPERATIONAL IMPACT

The Squad Thermal System will better enable Squad leaders, Fire Team Leaders, Machine Gun Section Leaders, and 

Reconnaissance Team Leaders to detect 

and recognize potential targets, danger 

areas, and items of interest in all lighting conditions. The integrated laser point 

will allow Marines to designate potential 

targets to other team members equipped 

with I2 devices to improve situational 

awareness and to control organic weapon 

fire. At the present time, the Marines have 

to carry two separate pieces of gear to satisfy the requirement for thermal imaging 

in weapon-mounted and handheld configurations. The desire is to field a single 

device that is well suited for use in either 

configuration, thereby reducing load and 

logistics burden. 

PROGRAM STATUS

The STS in currently in the Development Phase with a planned IOC in the 

Third Quarter FY2013. FOC is planned 

in the Fourth Quarter FY2014.

Developer/Manufacturer:

To be determined.
CHAPTER 3: PROGRAMS | 79

LASER TARGETING AND ILLUMINATION SYSTEMS

DESCRIPTION

The AN/PEQ-15 advanced target 

pointer illumination aiming light (ATPIAL) and the AN/PEQ-16A mini integrated pointer illuminator module (MIPIM) 

are Class 3b laser devices that provide a 

highly collimated beam of infrared energy 

for weapon aiming and an adjustable focus infrared beam for target illumination. 

The AN/PEQ-16A also has a white light 

illuminator that provides target identification and illumination without the use 

of night vision devices. 

OPERATIONAL IMPACT

The AN/ PEQ-16A provide increased 

accuracy for every Marine by providing a 

laser aiming capability and the ability to 

illuminate targets in low light and night 

conditions when using a night vision 

device. 

PROGRAM STATUS

The procurement of 610 PEQ-16As 

in FY 2011 will fulfill all AAO quantities 

for laser systems. 

Procurement Profile: FY 2011 FY 2012

AN/PEQ-16A: 610 0

Developer/Manufacturer:

Insight Technology, Inc., Londonderry, NH
PART 2: COMMAND AND 

CONTROL
CHAPTER 3: PROGRAMS | 81

INTRODUCTION

The Marine Corps Command and Control (C2) Initial Capabilities Document 

(ICD) approved by the Joint Requirements Oversight Council in February 2008, and 

the Marine Corps Functional Concept for Command and Control, approved in 2009, 

incorporate joint integrating concepts and C2 mandates and articulate our goal of delivering end-to-end, fully integrated, cross-functional capability to include forward 

deployed and reach back functions. It emphasizes that command and control must 

be leader centric and network enabled, and that individual Marines understand their 

commander’s intent and can carry out complex operations. The C2 ICD, Functional 

Concept and the Marine Corps Information Enterprise strategy detail in this part will 

enable MAGTF commanders to exercise effective command and control and bring together all of the warfighting functions into an effective fighting force. In addition, these 

programs support the ability of the MAGTFs to function in an integrated naval environment and participate in or lead joint and multinational operations.
82 | USMC CONCEPTS & PROGRAMS 2011 

The Marine Corps Information Enterprise (MCIENT) Strategy prepares the 

Marine Corps for the future by establishing a vision for the Marine Corps as an 

Information Enterprise and by providing 

the objectives necessary for enhancing 

Service core competencies, defeating adversaries, supporting allies and mission 

partners, and performing the Marine 

Corps’ legislated role. 

VISION

The Marine Corps will continue to 

meet the challenges of a complex security 

environment, fight and win the Nation’s 

battles, and endure as the Nation’s expeditionary force in readiness. To ensure 

these imperatives, the Marine Corps must 

evolve into a Knowledge-based Force that 

leverages seamless enterprise capabilities 

across the spectrum of conflict in order to 

enhance decision making, achieve knowledge superiority, and gain tactical, operational, and strategic advantage over the 

Nation’s adversaries. 

STRATEGY

Achieving the vision requires the development of improved mobile, seamless, 

and secure communications and IT services across the Information Enterprise. 

Communications and services with these 

characteristics facilitate collaboration, 

coordinated actions, and instant or near 

real-time access to mission-critical data, 

information, and knowledge. To evolve the 

Corps into a Knowledge-based Force that 

achieves decision and execution superiority in traditional warfighting domains, 

Cyberspace, and business mission areas, 

investments in core MCIENT components 

are crucial. Investments for the Marine 

Corps Enterprise Network (MCEN) and 

the Marine Corps Information Technology Environment (MCITE) will focus on 

ensuring their ability to more effectively 

deliver, display, and manage data, information, and knowledge across the enterprise. 

Furthermore, investments will emphasize better ways for rapidly infusing 

emerging technologies that enhance Command and Control (C2), extend the reach 

of forward-deployed forces, and improve 

MARINE CORPS INFORMATION ENTERPRISE (MCIENT) STRATEGY

Figure 3.1. MCIENT Conceptual Model
CHAPTER 3: PROGRAMS | 83

organizational and tactical agility. Investments will be planned from the perspective 

of ensuring bandwidth limited Marines 

and mission partners have improved access to mission critical data, information, 

and knowledge, wherever and whenever 

needed, and in an understandable format. 

Enterprise investments will also focus on 

workforce education, training, and professionalization programs. Such initiatives will be designed to ensure Marines, 

Civilian Marines, and support contractors know how to use improved enterprise 

governance tools, policies, and technological capabilities to create advantage in a dynamic strategic landscape. 

Finally, the Marine Corps Information Enterprise will embody an institutional sense and practice for leveraging, 

protecting, and defending data, information, and knowledge as decisive strategic 

assets. To this end, the Marine Corps will 

infuse within its Cyberspace capabilities an 

institutionalized Information Assurance 

(IA) practice for ensuring data, information, and knowledge yield decisive advantage to the Corps and the Nation, and not 

the enemy. 

CHARACTERISTICS

Focused on Deployed Forces: The 

location of MAGTF or other USMC 

forward-deployed forces in the future 

will vary depending upon the operating 

context, mission, and the extent to which 

Marines interact with internal and external organizations and individual mission 

partners. In the future, the Marine Corps 

will leverage multi-capable MAGTFs 

with Marines who are trained to perform 

a multitude of tasks in varying operational contexts and at differing levels of 

unit aggregation. MCIENT components 

will support these Marines by facilitating 

the development and fielding of mobile, 

seamless, and secure communications 

and IT services that provide robust collaboration tools and instant or near realtime access to mission critical data, information, and knowledge.

Attuned to the Strategic Environment: The MCIENT is attuned to the 

strategic environment by facilitating the 

development and fielding of tools that 

help Marines, Civilian Marines, and contractors better assess, adapt to, and influence changes in a dynamic strategic 

landscape. Attuning the enterprise to the 

strategic environment requires a special 

emphasis on leveraging intelligence, including cyber-intelligence, for proactive 

and reactive mitigation of cyber attacks 

and threats, and for successful execution 

across the full spectrum operations. 

Grounded in Effective Governance: 

Effective governance implies a mechanism for ensuring that Marine Corps Information Enterprise capabilities are developed and fielded in support of Marine 

Corps goals and objectives. The MCIENT 

model provides a framework for integrating common functional requirements, 

applicable to MCIENT components, 

into Information Enterprise objectives. 

The Marine Corps Information Enterprise 

Strategy is thus the mechanism for leveraging the MCIENT model to influence 

enterprise Force Development priorities. The MCIENT strategy provides the 

Marine Corps’ single, top level Information Enterprise objectives used to inform 

future capability decisions, supporting 

plans, concepts, and programming initiatives. 

Secure and Seamless Marine Corps 

Information Environment: MCIENT 

core components enhance the ability for 
84 | USMC CONCEPTS & PROGRAMS 2011 

Marines and their mission partners to access the information they need in austere 

and distributed environments, whenever 

they need it. The Director C4 / DDCIO 

(MC) will coordinate with other organizations to define the implementations 

required for ensuring information is visible, accessible, discoverable, and understandable in a way consistent with the 

effective use of constrained bandwidth. 

Additionally, through programs of record 

and Marine Corps IT regionalization 

practices, information will be distributed 

to deployed forces and staged as far forward as required to ensure availability in 

a bandwidth-constrained environment. 

Structured and unstructured data spanning all functional areas will support the 

distribution, forward staging, and sharing 

among all command echelons. Finally, 

creating a secure and seamless Information Environment requires an Enterprise 

Architecture (EA) that integrates all Marine Corps components who manage segment architectures within the MCIENT 

(e.g., Battlespace Awareness and Force 

Application). 

Institutionalized Information Assurance: Institutionalizing Information 

Assurance across the Marine Corps means 

that Marines and systems embody a sense 

and capability for valuing information as 

a strategic asset. It requires a total force 

approach to ensure that IA skill sets and 

proficiencies are codified and ingrained 

through doctrine, policy, education, and 

training. IA ensures the confidentiality, 

integrity, availability, authenticity, and 

non-repudiation of enterprise information and the information system on which 

the information resides. By continuing 

to professionalize the IA workforce the 

Marine Corps can better leverage enterprise information to help negotiate and 

succeed in a dynamic security environment. Additionally, the Marine Corps 

will continue to use existing development 

processes and continue to refine certification and accreditation processes to ensure 

IA requirements are identified and included early in a systems design project. 

Continual refinement and incorporation 

of emerging policies and guidance from 

the IA and acquisitions communities will 

better ensure IA controls are inherent to 

the system, thus providing superior and 

transparent threat protection across a 

wide range of missions. 

MCIENT CORE COMPONENTS

Marine Corps Enterprise Network: 

At the foundation of the MCIENT model 

is the Marine Corps Enterprise Network. 

The MCEN is defined as the Marine 

Corps’ network-of-networks and approved interconnected network segments, 

which comprise people, processes, logical 

and physical infrastructure, architecture, 

topology, and Cyberspace Operations. 

The MCEN is characterized at a minimum to include: (1) Programs of Record 

(PORs) that provide network services to 

forward-deployed forces (e.g., DDSM, 

LMST, Phoenix, and SWAN) operating in 

the USMC.mil namespace and in USMC 

routable IP addresses; and (2) Operations 

and Maintenance (O&M) functions that 

provision data transportation, enterprise 

IT, network services, and boundary defense 

(e.g., MCEITS, NGEN, and SONIC). 

Additionally, the MCEN’s physical 

infrastructure is analogous to the Defense 

Information System Network (DISN) 

and the Local Exchange Carrier (LEC), as 

it enables the Marine Corps Information 

Technology Environment and the flow of 

data, information, and knowledge across 

the Marine Corps Information Environ-
CHAPTER 3: PROGRAMS | 85

ment. The MCEN interfaces with external networks to provide information and 

resource sharing, as well as access to external services. 

Finally, when end user devices, sensors, applications, and appliances are connected to the MCEN, they become part of 

the network through a relationship established at an interface point. Interfaces, as 

indicated by the circular arrows connecting the MCEN and MCITE in the figure, 

represent an important feature of the 

model that must be managed effectively 

to ensure component layer integration. 

Each MCIENT component layer contributes to the next higher layer by providing 

services through an approved interface. 

Marine Corps Information Technology Environment: Figure 3.1 depicts 

the MCEN and MCITE as inextricably 

linked, but distinguishes the MCITE layer 

as that which encompasses all Marine 

Corps-owned and -operated IT –– including those technologies inherent and 

not inherent to the MCEN’s core operation. Information technologies directly 

associated with operating the MCEN’s 

logical and physical infrastructure are always considered an inherent part of the 

MCEN’s core operation, and are always 

considered a permanent portion of the 

MCITE. 

However, Information technologies 

not associated with the MCEN’s core operation (e.g., Smart Phones, DDS-M, GCSS-MC, AFATDS, GCCS, IOSV3, IOW, 

JTCW, CAC2S, JBCP, and all end systems) 

are considered ancillary and are therefore only considered a part of the MCEN 

when they are connected to it through an 

approved interface. Like inherent MCEN 

technologies, ancillary technologies are 

always considered a permanent portion 

of the MCITE. The circular arrows in Figure 3.1 indicate the inextricable but often 

ephemeral link between the MCEN and 

the MCITE. This distinction and relationship is important to note in order to 

highlight the intent of the MCITE layer 

as an encompassing construct around all 

Marine Corps IT, whether inherent to the 

MCEN or ancillary to it. This distinction 

is essential for policy matters and architecture initiatives.

Marine Corps Information Environment: The MCIE represents the broad 

domain for all forms of communication. 

It comprises Marine Corps data, information, knowledge, and the management 

processes for ensuring their effective 

distribution and use across the Marine 

Corps and with mission partners. The 

MCIE often leverages, but does not always 

depend upon technology and communications systems to facilitate the flow of 

data, information, and knowledge across 

the enterprise. Therefore, the MCIE represents a broad domain within which all 

communication takes place (e.g., explicit 

and implicit communications). Within 

the MCIE data, information, and knowledge is shared, situational understanding 

is achieved, and decisions are made. 
86 | USMC CONCEPTS & PROGRAMS 2011 

MARINE CORPS ENTERPRISE INFORMATION TECHNOLOGY 

SERVICES (MCEITS)

DESCRIPTION

MCEITS is an enterprise Information Technology capability that delivers 

value to Marine Corps decision makers, 

application owners, information managers, and network users. MCEITS provides 

enterprise IT services contained within a 

world-class application and data hosting 

environment with supporting communications, computing network, information 

assurance, and enterprise services infrastructure.

The MCEITS service management 

design contains industry best practices 

and will utilize IT Infrastructure Library 

(ITIL) based principles and methods to 

provide capabilities to meet Operating 

Forces and Supporting Establishment 

requirements. These best practices will 

ensure that MCEITS provides the Marine Corps a strategic net-centric capability, and also ensures that MCEITS becomes the core enabler of the computing 

and communications capabilities of the 

MAGTF C2 framework and of the Marine Corps’ C2 System of Systems (SoS). 

The MCEITS Software Integration Environment (SIE) will provide Marine Corps 

application owners and developers with a 

formal application development and application inclusion process. The SIE application inclusion process will provide 

documented, defined, repeatable processes that contain guidance for the successful management of the development, 

test, and integration of new and modified 

software services into the MCEITS Operations environment.

The MCEITS Operations environment will provide the common infrastructure necessary to allow the Marine 

Corps to achieve greater effectiveness 

and efficiency in the delivery and support of its IT service operations relating 

to data management, application support, and information sharing. MCEITS 

Operations will coordinate and carry out 

proactive and reactive key activities relating to the support of all the data, applications, and services in its environment 

including, utility computing, dedicated 

server provisioning, capacity utilization, 

operations scheduling, event and incident monitoring and resolution, problem 

management, system backup and restoration, and continuity of operations planning.

OPERATIONAL IMPACT

MCEITS will enable access to Marine 

Corps enterprise data, information, applications and services; it will also provide a collaborative information-sharing 

environment across the business and 

warfighter domains. MCEITS will deliver 

an enterprise platform with a common 

hardware, software, and facilities infrastructure required to support managed 

hosting services, non-managed hosting 

services or provisioned hosting services 

for Marine Corps application owners. 

MCEITS will deliver and manage its hosting services at agreed levels by providing 

Service Level Agreements (SLAs) to Marine Corps application owners. It will 

provide Marine Corps users with access 

to the core enterprise services necessary 

to enable rapid collaboration, efficient 

discovery, and access to trusted data and 

information through an enterprise portal 

framework. It will provide users quick access to all hosted applications and core 

enterprise services by enabling single 

sign-on capabilities. MCEITS will deliver 

an agile IT infrastructure that can easily 

adapt to evolving Marine Corps software, 

hardware, data, services, and management requirements while providing an 

enterprise view into the IT environment 

that facilitates greater reuse of existing IT 

assets.

PROGRAM STATUS

Block I FOC is scheduled for FY13 

and Block II FOC for FY15.
CHAPTER 3: PROGRAMS | 87

DESCRIPTION

The GCCS uses joint system-of-record software to provide select Command 

and Control (C2) capabilities throughout 

the Marine Corps to plan, execute, and 

manage operations, including unit readiness reporting of personnel, equipment, 

and training. Planning, executing, and 

managing operations is done via the Joint 

Operations Planning and Execution System (JOPES), and unit readiness reporting is done via the Global Status of Resources and Training System (GSORTS). 

GCCS is fielded at the regiment level 

and above.

OPERATIONAL IMPACT

GCCS is the joint C2 system that 

provides operational commanders with 

the information and capability to plan, 

execute, and manage operations as well as 

the capability to report unit readiness.

PROGRAM STATUS

The Approved Acquisition Object 

of 194 servers and 320 clients has been 

achieved, and GCCS is in the sustainment 

phase of its acquisition life cycle, having 

reached Milestone C in 1997. GCCS will 

continue to sustain software upgrades 

across the Future Years Defense Plan as 

well as Marine Corps-wide hardware upgrades of GCCS servers and clients. GCCS 

executed a client refresh during FY2010.

Procurement Profile: FY 2011 FY 2012

Quantity: 194 0

Developer/Manufacturer: 

Defense Information Systems Agency 

(DISA), Falls Church, VA

GLOBAL COMMAND AND CONTROL SYSTEM (GCCS)
88 | USMC CONCEPTS & PROGRAMS 2011 

GLOBAL COMBAT SUPPORT SYSTEM – MARINE CORPS (GCSS-MC)

DESCRIPTION

GCSS-MC is the Marine Corps’ state 

of the art, web-enabled and deployable logistics system that provides the backbone 

for all logistics information exchanges 

required to effectively request, distribute, 

and maintain critical battlefield equipments and supplies. The system is being 

fielded as an Acquisition Category (ACAT 

IAM) program also known as a Major 

Automated Information Systems (MAIS). 

To achieve this level of designation, a 

program must exceed $365 million in research and development funding in procurement funding and be designated as 

“Special Interest” by Congress. GCSS-MC 

is designed to initially replace three legacy 

based systems; Marine Corps Integrated 

Maintenance Management (MIMMS, 

Asset Tracking for Logistics and Supply (ATLASS) and Supported Activities 

Supply System (SASSY). As the primary 

technology enabler for the Marine Corps 

Logistics Modernization strategy, the core 

of GCSS-MC is a modern, commercialoff-the-shelf enterprise resource planning 

software package based on Oracle’s 11i eBusiness Suite. With a sizable Business 

Process Reengineering effort GCSS-MC 

enables the warfighter to effectively operate GCSS-MC both in garrison and while 

deployed with logistics chain reach-back 

from the battlefield.

OPERATIONAL IMPACT

Marines in combat required a rapid 

and flexible logistics capability responsive 

to the 21st century battlefield. GCSS-MC 

is the answer to this critical operational imperative. Providing a deployable, 

single point of entry for all logistics requirements, GCSS-MC introduces cutting edge enabling technology in support 

of logistics operations while facilitating 

the modernization of aged logistics processes and procedures. Key to sustaining 

deployed logistics operations is the GCSS-MC ability to enhance asset visibility and supplies accountability. Critical 

performance objectives include reduced 

logistics response and customer wait 

time while decreasing dependence on 

forward-positioned stocks. Commanders will benefit from GCSS-MC due to increased Logistics Chain intelligence vital 

to effective command and control functions. Supply, Maintenance, and Distribution Marines will experience increased 

efficiency in planning, accountability and 

expedited delivery of supplies and equipment to supported units.

GCSS-MC Block 1 contains two 

distinct releases and will ride on the existing Marine Corps Tactical Data network. Release 1.1 provides for basic 

Supply, Maintenance, and Asset Tracking functionalities, and Release 1.2 centers on the system’s ability to operate in 

an expeditionary logistics environment 
CHAPTER 3: PROGRAMS | 89

in support of the MAGTF by providing 

a cross-domain solution (i.e., NIPR and 

SIPR exchange of information) and data 

synchronization (e.g., continued operation in a disconnected environment) for 

deployed units. GCSS-MC is tied to GCSS-J within the GCSS Family of Systems 

(FoS) to enable a DoD system of record 

enabling joint logistics command and 

control (C2).

PROGRAM STATUS

Block I / Increment I: Release 1.1 

successfully completed Field User Evaluation (FUE) and Initial Operational Testing and Evaluation in FY2010 and is being 

delivered in the III Marine Expeditionary 

Force Area of Operations which include 

Okinawa, Mainland Japan and Hawaii. 

The Release 1.1 Total Force Implementation phase in the Continental United 

States delivers GCSS-MC to all remaining operational and supporting establishment organizations starting 3rd Quarter 

FY11 and runs through January, 2013. 

The deployable Release 1.2 capability is in 

Systems Integration, Development, Testing and Evaluation (SIDT&E II) at Camp 

Pendleton and San Diego, California, as 

well as Quantico, Virginia and plans additional Developmental Testing and Operational Testing (DT/OT) in April/May 

2011. The program anticipates beginning 

to field Release 1.2 beginning in FY-12. 

Metrics collection is a strong component 

of GCSS-MC. Initial operations in Okinawa indicate significant improvements 

in Order Ship Time (OST), Repair Cycle 

Time (RCT), and Time to First Status 

(TTFS). The full impact of these logistics 

enhancements will take time to assess and 

interpret although initial data indicate 

positives results.

Block II / Increment II: Current projections include an essential major Oracle 

COTS software upgrade to the e-business 

suite and key system enhancements for 

Asset Logistics Management that include 

enhanced wholesale functionality to 

include Warehouse Management solutions, Item Unique Identification (IUID), 

and other force multiplier capabilities 

to processes and reporting. Other improvements may include In-Transit Visibility and Standard Financial Information Structure (SFIS) accounting, along 

with continuous process improvements 

to Supply Chain Management and data 

warehousing capability. Estimates for 

Increment II are based upon continued 

coordination with the Warfighter and are 

planned to build on Block I capability.

Post Deployment System Support 

Program (PDSS): PDSS supports GCSSMC fielding by providing all necessary 

maintenance and sustainment activities 

for systems in production/sustainment 

and the remaining systems as they migrate from development into sustainment. These activities include support 

of the GCSS-MC PDSS Model which 

is based on implementing Information 

Technology Service Management (ITSM) 

within the Information Technology Infrastructure.

Developer/Manufacturer:

Oracle USA, Inc, Redwood Shores, CA
90 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The Defense Readiness Reporting 

System – Marine Corps (DRRS-MC) is 

the next generation of Marine Corps authoritative data systems for force readiness reporting. The Marine Corps began 

development of DRRS-MC in April 2009 

to function as part of the DRRS Enterprise 

(DRRS-E), a collection of approved hardware and software components culminating in a web-based user interface. Similar 

to DRRS-Army (DRRS-A) and DRRSNavy, DRRS-MC merges resource-based 

(personnel, equipment supply, equipment condition, training) and Mission 

Essential Task (MET)-based reporting to 

simplify the readiness reporting process. 

Since the U.S. Army and Marine Corps’ 

organizational structure, data structure, 

and supporting business rules are most 

closely aligned of the Services, the Marine 

Corps leveraged the Army’s investment in 

DRRS-A to develop DRRS-MC. DRRSMC has been a relatively low cost, high 

dividend investment that has had a positive impact on the ability of Marine commanders to assess the operational readiness of their units.

OPERATIONAL IMPACT

DRRS-MC allows Marine commanders to accurately and efficiently report the 

readiness of their units to HQMC. The 

goal is to simplify and expedite the reporting process by using streamlined information flow that begins and ends with an intuitive web-based interface.

Commanders report readiness data 

via the NetUSR-MC (Unit Status Reporting-Marine Corps) input tool, which enables their units to register and report 

readiness status to the DRRS-Enterprise. 

NetUSR allows commanders to report unit 

readiness in terms of: resources; ability to 

conduct mission essential tasks (METs); 

and overall readiness to execute a unit’s 

core (designed) mission as well as its assigned mission.

Working in conjunction with NetUSR-MC will be the Marine Readiness 

Management Output Tool (MRMOT), 

which is in development in early 2011. 

The MRMOT output tool will allow users to view current and historical readiness 

information using graphical user interface 

screens to efficiently display readiness information. MRMOT is designed as an executive information system that begins at 

a summary level and allows a “drill-down” 

view capability to access detailed readiness 

information. The MRMOT database will 

contain information that is extracted and 

formulated from the DRRS-MC database.

PROGRAM STATUS

The Marine Corps went live with 

NetUSR-MC on 30 April 2010. Marines 

at the battalion and squadron level now 

have a new, more user-friendly web-based 

input tool to complete required readiness 

reports. The MRMOT output tool was 

fielded at the end of FY2010 and enables 

MEFs, MARFORs, and HQMC to assess 

force readiness with greater clarity.

The USMC will continue to transition reporting units from GCCS Status 

of Operational Readiness and Training 

System (GSORTS) Readiness Assessment System-Input Tool (RAS-IT) to 

DRRS-MC (NetUSR-MC). DRSS-MC 

currently interfaces with GSORTS to provide USMC readiness data via Uniform 

Services Message Text Format (USMTF) 

message to the Joint community. Eventually, GSORTS will stand-down and 

DRRS-MC will serve as the single readiness reporting system within the DRRS-E 

for Marine units.

DEFENSE READINESS REPORTING SYSTEM – MARINE CORPS (DRRS-MC)
CHAPTER 3: PROGRAMS | 91

DESCRIPTION

CAC2S will provide a complete and 

coordinated modernization of Marine Air 

Command and Control System (MACCS) 

equipment. CAC2S will eliminate current dissimilar systems and provide the 

Marine Air Ground Task Force Aviation 

Combat Element (MAGTF ACE) with the 

necessary hardware, software, and facilities to effectively command, control, and 

coordinate air operations integrated with 

naval, joint, and/or combined command 

and control (C2) units. CAC2S will comprise standardized modular and scalable 

tactical facilities, hardware, and software 

that will significantly increase battlefield 

mobility and reduce the physical size and 

logistical footprint of the MACCS.

OPERATIONAL IMPACT

CAC2S is an Acquisition Category 

IAC, Major Information Automated System program. It has been restructured 

with an approved revised acquisition 

strategy to ensure the CAC2S program 

fields ready and proven technologies at 

the earliest opportunity. To achieve this 

goal, Increment I requirements will be 

achieved in two phases.

Phase 1 accommodates rapid fielding 

of operationally relevant capabilities to 

include mobility, situational awareness, 

tactical communications, information 

dissemination, and operational flexibility 

that will establish the baseline CAC2S capabilities. This phase will upgrade fielded 

MACCS equipment with mature, ready 

technologies and will establish an initial 

product baseline Processing and Display 

Subsystem (PDS) and Communications 

Subsystem (CS). Naval Surface Warfare 

Center, Crane, IN, will oversee the integration and upgrades of the previously 

developed and fielded systems (AN/TSQ239 COC and AN/MRQ-12) into CAC2S 

PDS and CS. 

Phase 2 has been structured to accommodate the integration of technologies necessary for the CAC2S Sensor Data 

Subsystem (SDS) to meet remaining ACE 

battle management and command and 

control requirements. This phase will 

build upon the capabilities of the Phase 

1 product baseline by integrating the SDS 

with the Phase 1 PDS and CS, thereby fully meeting CAC2S Increment I requirements.

PROGRAM STATUS

CAC2S requirements were originally 

documented in an Operational Requirements Document in February 2003. The 

CAC2S requirements were further refined 

in a Capability Production Document and 

approved by the JROC in September 2007. 

CAC2S was designated an ACAT 1AC program on 26 December 2007 by the Assistant Secretary of Defense. Milestone C was 

achieved November 2010 and Limited Deployment Capability (LDC) is expected in 

4th Quarter FY11. The AAO for CAC2S is 

50 PDS, 39 SDS, and 75 CS subsystems.

COMMON AVIATION COMMAND AND CONTROL SYSTEM (CAC2S)
92 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

TBMCS is an air war-planning tool 

mandated by the Chairman, Joint Chiefs 

of Staff for the generation, dissemination, 

and execution of the Air Tasking Order/

Airspace Control Order (ATO/ACO). 

The host system resides with the Aviation 

Command Element in the Tactical Air 

Command Center (TACC,) with remote 

systems located throughout the Marine 

Air Ground Task Force to enable dynamic 

mission updates.

OPERATIONAL IMPACT

TBMCS is the principal aviation 

command and control (C2) tool within 

Marine aviation C2 systems and the Theater Air Ground System for the development and execution of the ATO. It is a key 

system that supports ATO planning and 

development and provides the automated tools necessary to generate, disseminate and execute the ATO/ACO in joint, 

coalition, and Marine Corps-only contingencies.

PROGRAM STATUS

TBMCS version 1.1.3 is now fielded 

throughout the operating forces and the 

joint community. Discussions between 

joint, Marine Corps, and other service 

representatives are developing a way 

ahead for sustainment of version 1.1.3 

and the eventual transition to a new 

system.

THEATER BATTLE MANAGEMENT CORE SYSTEMS (TBMCS)
CHAPTER 3: PROGRAMS | 93

TACTICAL COMBAT OPERATIONS (TCO) SYSTEM

DESCRIPTION

TCO is the principal tool within the 

Marine Corps Air Ground Task Force 

(MAGTF) for situational awareness 

through distribution of the Common 

Tactical Picture (CTP) and is the primary 

entry point for the Common Operational 

Picture (COP). TCO provides commanders at all echelons with the ability to map 

and display friendly and enemy locations, 

as well as plan, develop, display, and transmit overlays of intended movement. TCO 

also provides commanders in both garrison and tactical operations the ability to 

receive, fuse, store, develop, transmit, and 

display commanders’ critical information 

requirements (CCIR). 

OPERATIONAL IMPACT

Without TCO, the Marine Corps 

would not have the ability to participate 

in any form of situational awareness, 

either internal to the Marine Corps or 

within the joint community. TCO is the 

tool for the Marine Corps CTP and entry 

point for the joint-level COP.

PROGRAM STATUS

TCO is in a sustainment phase of its 

acquisition life cycle, having received an 

Milestone Decision Authority (MDA) 

approved Milestone (MS) C in 1995 

and reached Initial Operational Capability (IOC) in during the First Quarter 

FY1995 and Full Operational Capability 

(FOC) during the Third Quarter FY1996. 

TCOs last Acquisition Decision Memorandum (ADM) was for a version 4.1.1.1 

Fielding Decision. TCO will continue to 

sustain software upgrades across the Future Year Defense Plan (FDYP) as well as 

Marine Corps-wide hardware upgrade of 

both the Intelligence Operations Server 

version 1 (IOS(V)1) backend server and 

the Intelligence Operations Workstation 

version 1 (IOW(V)1) frontend client in 

FY2011.

Developer/Manufacturer:

Defense Information Systems Agency 

(DISA), Falls Church, VA
94 | USMC CONCEPTS & PROGRAMS 2011 

COMPOSITE TRACKING NETWORK (CTN)

DESCRIPTION

CTN is the adaptation of the U.S. 

Navy Cooperative Engagement Capability (CEC) to satisfy Marine Corps expeditionary maneuver warfare requirements. 

The network will provide Marine Corps 

aviation command and control (C2) 

agencies capability to distribute composite tracking and fire control data to Marine 

Corps and Navy C2 and weapons systems. 

CTN is an essential element in the Marine 

Corps future Command, Control, Communications, Computers and Intelligence 

(C4I) architecture.

OPERATIONAL IMPACT

CTN will provide the Marine Air 

Ground Task Force commander a sensor-netting solution that will help defend 

friendly forces from aircraft and cruise 

missiles. Near real-time correlation of local and remote sensor data, via the CEC/

CTN network, will provide the MAGTF 

commander precise and accurate targetquality track data and will improve situational awareness and battlespace coverage. 

PROGRAM STATUS

CTN has completed AN/TPS-59 

Long-Range Radar interface development. The software interface development for Aviation C2 and Ground/Aviation Task Oriented Radar (G/ATOR) are 

underway. Milestone C was achieved in 

the first quarter FY2009, and the software 

began Low Rate Initial Production in early 2010. Initial Operational Capability is 

scheduled for the Third Quarter FY2011. 

The Approved Acquisition Objective 

(AAO) is 27 systems: 10 initial procurement and 17 dependent upon funding 

and required manpower adjustments. 

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

Naval Surface Warfare Center, 

Crane Division, Crane, IN
CHAPTER 3: PROGRAMS | 95

DESCRIPTION

The COC is a deployable, self-contained, centralized facility that provides 

shared command and control / situational awareness (C2/SA) functionalities in a 

collaborative environment. The system 

is designed to enhance the tactical common operational picture (COP) for all 

levels of the MAGTF. It is a commercialoff-the- shelf, total turn-key, integrated 

hardware solution using unit-provided 

radios, legacy and re-hosted tactical data 

applications, and unit-available prime 

movers to provide mobility, modularity, 

and scalability for each assigned mission. 

In early 2011 there were three production 

COC system variants –– the (V)2, (V)3, 

and (V)4 –– scaled to the major subordinate command; the regiment / group; 

and the battalion / squadron respectively. 

COC supports the MAGTF throughout 

the full range of military operations, including C2, intelligence, maneuver, fires, 

force protection, and logistics.

The COC program office is upgrading the existing COCs to introduce an 

enhanced, integrated software baseline 

supporting warfighter needs. The COC 

Model G will introduce a service-oriented 

infrastructure (SOI) and is the primary 

system responsible for providing a user 

interface common across all hosted Tactical Data Systems (TDS). The COC program will field a major hardware refresh/

upgrade in FY-11/12. This Hardware 

upgrade will be provided to support Virtualization of COC Software applications 

and the fielding of the Service Oriented 

Infrastructure in FY-12.

OPERATIONAL IMPACT

COCs have been deployed to Operation Iraqi Freedom and Operation Enduring Freedom. They present, display, and 

communicate the commander’s intent 

and required information in support of 

expeditionary maneuver warfare and all 

aspects of mid-intensity warfare. COC’s 

state-of-the-art technology shortens the 

decision making cycle by providing intelligence and information on friendly 

and enemy locations and activities in a 

consolidated, easily recognizable video 

display viewed simultaneously by all staff 

functions within the COC complex.

PROGRAM STATUS

The AN/TSQ-239(V) F Model is in 

post-full rate production and is entering 

the operations and sustainment phase 

of its life cycle. Fully operations capable 

status was met in FY10 and fielding is 

scheduled for completion during the 1st 

Quarter FY12. The COC program will 

continue to incorporate engineering 

changes and equipment technical refreshes to address operational requirements for 

improved technical capabilities and new 

COMBAT OPERATIONS CENTER (COC)
96 | USMC CONCEPTS & PROGRAMS 2011 

system interface requirements. The COC 

(V)1, MEF level, is planned for fielding in 

FY12.The Approved Acquisition Objective (AAO) for the COC is 301.

Procurement 

Profile: FY 2011 FY 2012

Quantity: 32 (V)2/3/4 3 (V)1

Developer/Manufacturer:

(V)2/3/4 - General Dynamics C4 Systems, 

Scottsdale, AZ

(V)1 - TBD
CHAPTER 3: PROGRAMS | 97

DESCRIPTION

M2C2 is a Mine Resistant Ambush 

Protected (MRAP) Cougar-based, on-themove, beyond line-of-sight, command 

and control (C2) system. Using a wideband Ku-band satellite communications 

link, M2C2 provides unlimited access to 

the global information grid and has a full 

suite of tactical software applications for 

robust digital C2 and situational awareness. M2C2 fulfills Combat Operations 

Center (COC) requirements for on-themove C2 and “jump COC” capabilities. 

Primarily designed for Marine infantry 

regiments, M2C2 keeps the commander 

and staff connected to all echelons of 

command during maneuver operations 

and while the COC displaces to new locations. Staff kits of ruggedized laptops 

loaded with the full suite of COC software 

are connected via secure wireless local 

area network (LAN) to the M2C2 point 

of presence vehicle for wideband satellite 

communications (SATCOM) connectivity to distant nodes. While on the move, 

the PRC-117G tactical radio and ANW2 

waveform are used for wireless local area 

network (LAN); while at the halt a Secure 

Network 11 LAN is used. Three tactical 

network enclaves –– SIPRNet, NIPRNet 

and Mission Specific –– can operate simultaneously and can be configured to 

mission needs.

OPERATIONAL IMPACT

M2C2 provides Marine commanders 

and staffs with unprecedented connectivity to Joint and intra-Marine Corps digital 

data. Marine Operating Forces will have 

full COC capability for command and 

control, retrieval of data, situational awareness, and planning while on the move, at 

any distance and in any terrain. This allows 

commanders to dictate operational tempo 

and greatly reduce engagement cycle times 

across the entire battle space. 

PROGRAM STATUS

M2C2 is an Urgent Universal Needs 

Statement project requested by the Special 

Purpose Marine Air Ground Task Force in 

Afghanistan, endorsed by Marine Forces 

Pacific and Marine Forces Central. The 

first M2C2 was fielded in Afghanistan in 

Dec 2009 and declared mission capable 

in Jan 2010. Two more systems just completed testing and were fielded in theater 

during Nov 2010.

Procurement Profile: FY 2011 FY 2012

Quantity: 2 0

Developer/Manufacturer: 

SATCOM and network design/production: 

SPAWAR Systems Center Pacific, 

Point Loma, CA

Component physical integration into the 

MRAP Cougar: SPAWAR Systems Center Atlantic’s MRAP Integration Facility, 

Charleston, SC

Staff kit development/production: EFW, 

Inc, Fort Worth, TX

MOBILE MODULAR COMMAND AND CONTROL (M2C2) SYSTEM 
98 | USMC CONCEPTS & PROGRAMS 2011 

JOINT BATTLE COMMAND PLATFORM (JBC-P)

DESCRIPTION

The Joint Battle Command Platform 

(JBC-P) will be the “Second Increment” to 

the existing Force XXI Battle Command 

Brigade & Below (FBCB2) system. Currently, FBCB2 is a vehicle mounted system 

with significant latency, security and interoperability concerns for the joint environment. JBC-P intends to address these 

issues by providing an integrated network 

with increased bandwidth, a more “userfriendly” user interface, decreased latency, 

and increased security. In addition, the 

system will also incorporate a dismounted computing capability, in the form of 

a ruggedized, handheld device, as well as 

a beacon. This will allow warfighters the 

ability to send and receive tactical data, 

messages, and position location information without the requirement to be colocated with a tactical vehicle.

OPERATIONAL IMPACT

JBC-P will provide the Marine squad 

leader, platoon commander and company 

commander the ability to send and receive 

updated tactical information, changes to 

their respective operating environment, 

and minute-to-minute changes in location 

of friendly forces and other units within 

their immediate and extended battlespace.

PROGRAM STATUS

JBC-P is scheduled for Milestone C in 

late FY2012 or early FY2013 with fielding 

anticipated to begin in FY2013.

Developer/Manufacturer: 

JBC-P is a government-led partnership 

of the U.S. Army, Marine Corps, and the 

Software Engineering Directorate in Huntsville, AL. There will be a variety of industry 

partners participating in the development 

and delivery of this capability. 
CHAPTER 3: PROGRAMS | 99

DESCRIPTION

The JTCW is a Windows®-based tactical COP workstation suite of applications designed for battalion and above to 

facilitate military command and control 

(C2) functions by improving situational 

awareness and enhancing operational 

and tactical decision-making. The JTCW 

replaces the fielded Command and Control Personal Computer (C2PC) software 

by combining C2PC with other applications into a single software load to provide greater capability for C2 planning 

and interoperability.

OPERATIONAL IMPACT

JTCW provides the warfighter a 

framework for enhanced systems interoperability and commonality between Marine Air Ground Task Force (MAGTF) 

systems for Command, Control, Communications, Computers, and systems 

for Intelligence, Surveillance, and Reconnaissance (C4ISR). JTCW is the primary 

point of entry for the COP, enabling users 

to view map data, view and update track 

data, develop and distribute overlays, exchange general message traffic, plan and 

distribute route information, and conduct 

general C2 planning. JTCW software will 

be loaded on the Intelligence Operations 

Workstation (IOW), and some of its software components will be integrated into 

future models of the MAGTF Combat 

Operations Centers (COC). JTCW can be 

operated in connected and disconnected 

operations.

PROGRAM STATUS

This Acquisition Category IV (T) 

program is using a single-step acquisition 

strategy with pre-planned life-cycle updates and maintenance. JTCW achieved 

Milestone C in the Third Quarter of 

FY2009. During the Fourth Quarter of 

FY2009, the JTCW and Tactical Combat 

Operations (TCO) program offices conducted fielding and training to achieve an 

initial fielding of JTCW 1.0 on the IOW. 

JTCW reached Initial Operational Capability in First Quarter FY2010. The Approved Acquisition Objective (AAO) is 

910 systems for the TCO/IOW. The AAO 

number of systems for the COC still has 

not been determined.

Developer/Manufacturer: 

Multiple developers with government 

integration

JOINT TACTICAL COMMON OPERATIONAL PICTURE (COP) 

WORKSTATION (JTCW)
100 | USMC CONCEPTS & PROGRAMS 2011 

BLUE FORCE TRACKER (BFT) FAMILY OF SYSTEMS (FOS)

DESCRIPTION

The BFT FoS is the Marine Corps 

portfolio of systems that provides tactical 

input/output battlefield digitized position location information and situational 

awareness at the company level and below. BFT FoS consists of the BFT, the 

Mounted Refresh Computer (MRC), and 

the Tactical Operations Center (TOC) 

Kit. The BFT is a two-way, satellite-based 

command and control (C2) system that 

allows users to send and receive locations 

of friendly forces and display these positions on maps and overlays. The TOC Kit 

is a variant of the BFT that brings the BFT 

capability into operation centers and the 

MRC provides the same capability as the 

BFT, although it is terrestrial-based, riding on an Enhanced Position Location 

Reporting System tactical radio network. 

Primary subcomponents of the BFT are 

the KGV-72, an in-line encryption device 

that will classify the celestial based BFT 

to Type I, and the BFT II, the next-generation transceiver that will replace the 

legacy MT-2011, increasing system bandwidth and reducing current latency.

OPERATIONAL IMPACT

The BFT FoS is a new suite of equipment that will provide the capability to effectively increase C2 forces with providing 

friendly unit identification, location, intent, and status. This new suite is enhanced 

by its ability to both transmit and receive 

friendly force data on tactical, terrestrial 

radios, and celestial L-Band transceivers 

employing commercial satellite services.

PROGRAM STATUS

The BFT is an Army-led Acquisition 

Category I, Component (C) program. 

The Marine Corps has operated under an 

Urgent Universal Needs Statement, which 

in 2011 is transitioning to a program of 

record. The BFT Program Office is procuring and delivering BFTs and TOC kits 

with legacy software to facilitate training. 

The BFT FoS new suite of equipment –– 

Joint Capabilities Release (JCR) software, 

the MRC, and the KGV-72 –– is undergoing Field and Operational Testing. A combined fielding is expected in First Quarter 

FY2012.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 3,480

Developer/Manufacturer: 

DRS Tactical Systems, Inc, Melbourne, FL
CHAPTER 3: PROGRAMS | 101

Warfighter Network Services–Tactical 

(WFNS-T) is a portfolio of core baseband 

networking hardware and software configured as a family of services (FoS) that 

facilitates end-user services requirements 

of multiple security enclaves for Marine 

Air Ground Task Force (MAGTF) tactical communications networks. The Tactical Data Network (TDN) FoS includes 

the TDN Gateway, Data Distribution 

System–Modular (DDS-M) Core, DDSM 

expansion modules, Information Assurance (IA) modules, and the Deployed IA 

Tool Suite.

TDN Gateway (vehicular) augments 

existing MAGTF communications infrastructure by forming a robust digital 

communications backbone for MAGTF 

tactical data systems. The system consists 

of TDN Gateways and TDN DDS interconnected with one another and their 

subscribers via a combination of common user, terrestrial, and celestial longhaul transmission systems, in conjunction 

with local, metropolitan and wide-area 

networks. TDN-Gateway System phase 

out and capabilities realignment letter, 

dated 28 September 2010, was signed and 

submitted to MARCORSYSCOM for disestablishment of the program.

TDN DDS-M provides the capability 

to create email, share files, transfer data, 

handle electronic messages and directory services, conduct transparent routing and switching of digital messages between local area networks, and perform 

circuit switching, network management, 

terminal emulation, and connectivity to 

Enhanced Position Location Reporting 

System (EPLRS) sub-networks. It enables 

access to strategic, supporting establishment, joint, and other-Service tactical 

data networks. DDS-M increases flexibility, survivability, and scalability via its 

modular design. It is designed to allow 

units to implement the system according to mission and operational requirements.

The Joint Enhanced Core Communications System (JECCS) multiplexes 

Marine Corps Tri-Band satellite systems, 

Tropospheric Scatter Microwave Radio 

Terminal (AN/TRC-170), and Digital 

Wideband Transmission System (AN/

MRC-142) into an integrated network. 

This integration enables access to Defense 

Information Services Network (DISN) 

telecommunication services, wide and 

local area networks (SIPR and NIPR 

networks) and physical network management services, messaging services, 

International Maritime Satellite, Global 

Broadcast System (GBS), and Ultra High 

Frequency-Tactical Satellite (UHF-TACSAT) capabilities.

WARFIGHTER NETWORK SERVICES–TACTICAL (WFNS-T)
102 | USMC CONCEPTS & PROGRAMS 2011 

THE ASSAULT AMPHIBIOUS VEHICLE–COMMAND; 

C2 UPGRADE PROGRAM (AAVC7 C2 UPGRADE)

DESCRIPTION

The AAVC7 C2 Upgrade is focused 

on providing an improved command and 

control (C2) capability to the operating 

forces until the new amphibious combat 

vehicle reaches full operational capability. The AAVC7 C2 Upgrade Program will 

include replacement of antiquated tactical radios with current fielded radio systems, integration of a UHF Line Of Sight 

(LOS) and UHF Satellite Communications (SATCOM) capability, replacement 

of the obsolete vehicle intercommunications system, integration of a Blue Force 

Situational Awareness (BFSA) capability, 

redesign of the staff workstations, and 

integration of a tactical data network capable of hosting applicable Marine Air 

Ground Task Force C2 applications –– 

Advanced Field Artillery Tactical Data 

System (AFATDS) and the C2 Personal 

Computer (C2PC). Additionally, the C2 

upgrade includes the installation of an 

auxiliary power unit that provides power 

to the C2 suite for extended periods without the need to idle the AAVC7 engine, in 

support of silent-watch operations.

OPERATIONAL IMPACT

The last C2 improvements to the 

AAVC7 were fielded in 1994. The AAVC7 

C2 upgrade program will provide the supported infantry battalion/regimental staffs 

with an improved C2 capability to address 

the gap that exists during amphibious operations and extended operations ashore. 

These capabilities will align the AAVC7 

with the common network architecture 

used by today’s ground forces at the battalion and regiment levels.

PROGRAM STATUS

The AAVC7 C2 Upgrade Program 

was designated an Acquisition Category 

IV (T) program during the Fourth Quarter FY2007. Preliminary Design Review 

was conducted during the Fourth Quarter 

FY2008 and Critical Design Review during the Second Quarter FY2009; Milestone 

C received during the Second Quarter 

FY2010. Initial Operational Capability is 

planned for FY2011 and FOC is planned 

for FY2013.

Procurement Profile: FY 2011 FY 2012

Quantity: 58 10

Developer/Manufacturer: 

SPAWAR Systems Center Charleston, SC
CHAPTER 3: PROGRAMS | 103

DESCRIPTION

The AN/PRC-117F MBR is a manpack tactical radio that covers the entire 

30 to 512 MHz frequency range and provides embedded communications security, satellite communications (SATCOM), 

and electronic counter- countermeasures 

(ECM) capabilities. The AN/PRC-117F 

provides secure interoperability with Single Channel Ground and Airborne Radio 

System and a host of other tactical radios. 

The AN/PRC-117F can be configured 

for vehicular platforms using the AN/

VRC-103(V)2 installation kit. The hardware can be reconfigured and software 

reprogrammed to optimize performance 

and add capabilities without opening the 

radio. The AN/PRC-117F and AN/VRC103(V)2 are used for data/voice transfer 

to pass critical tactical as well as routine 

administrative and logistics information 

in both the data and voice modes using 

Line of Sight (LOS), Very High Frequency, 

and Ultra-High Frequency (UHF) spectrums and Beyond LOS using UHF satellite communications. Additionally, these 

radios will provide the Marine Air Ground 

Task Force (MAGTF) reliable long-haul 

reconnaissance and tactical air request 

communications. The manpack radio 

and its vehicular mount are employed in 

at the division, regiment, and battalion as 

well as other elements of the MAGTF. The 

AN/PRC-117F is the replacement radio 

for the AN/ PSC-5 and the AN/PRC-113 

radios. It also replaces some of the AN/

PRC-119 SINCGARS radios.

OPERATIONAL IMPACT

The AN/PRC-117F and the AN/ VRC103(V)2 provide the Marine with significantly reduced communications footprint 

that effectively covers the previous communications spectrum with a single system, compared to the legacy capability 

that required at least two distinct radios. 

Additionally, the AN/PRC-117F and AN/

VRC-103(V)2 add significant data capabilities within those spectrums where in 

some cases they did not previously exist. 

This increased capability better facilitates 

the distribution of command and control 

across the battlefield, in general, and at 

lower echelon, in particular.

PROGRAM STATUS

The AN/PRC-117F is 85 percent fielded throughout the Marine Corps and is 

predominately in a sustainment mode. The 

Approved Acquisition Objective (AAO) is 

9,208 units. Software upgrades and engineering change proposals are planned for 

future technological insertions.

The VRC-103(V)2 is 55 percent fielded throughout the Marine Corps as of early 2011. Installation kits to replace those 

diverted for use within Mine Resistant 

Ambush Protected vehicles are being acquired. The AAO is 3,067 units. The VRC103(V)2 is the replacement platform for 

vehicular mounted AN/VRC-83 and AN/

PSC-5 radios. It also replaces some of the 

AN/PRC-119 SINCGARS radios. Software 

upgrades and ECP are planned for future 

technological insertions.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

Harris Corporation, Rochester, NY

MULTI-BAND RADIO (MBR)
104 | USMC CONCEPTS & PROGRAMS 2011 

HIGH FREQUENCY RADIO (HFR)

DESCRIPTION

The AN/PRC-150(C) manpack High 

Frequency (HF) radio provides half-duplex HF and Very High Frequency (VHF) 

tactical radio communications and is the 

replacement for the N/PRC-104 radio. It 

provides voice or data (using a modem) 

through single sideband modulation. The 

AN/PRC-150(C)’s 20-watt power output 

is provided by either the standard family of rechargeable or non-rechargeable 

military batteries or by external electrical 

power. Transmission security is provided 

through the AN/PRC-150(C)’s embedded Type 1 encryption. It can be used for 

either data/voice transfer to pass critical 

tactical as well as routine administrative 

and logistics information using the full 

HF spectrum or limited portions of the 

VHF spectrum. The AN/MRC-148 is the 

replacement radio for the AN/MRC-138 

radio, and the AN/VRC-104(V)5 is the 

replacement radio for the AN/PRC-104s 

systems.

OPERATIONAL IMPACT

The AN/PRC-150(C) provides the 

Marine with the ability to significantly 

reduce the communications footprint by 

providing the ability to effectively cover the 

previous communications spectrum with 

a single system, compared to the legacy capability that required at least two distinct 

radios. Additionally, the AN/ PRC-150(C) 

adds significant increased data capabilities 

within those spectrums. This increased capability better facilitates long-haul distribution of Command and Control across 

the battlefield.

PROGRAM STATUS

In early 2011, the AN/PRC-150(C) is 

87 percent fielded throughout the Marine 

Corps and is in predominately a sustainment mode. The Approved Acquisition 

Objective (AAO) is 5,724 units.

The AN/TRC-209 is 60 percent fielded 

throughout the Marine Corps. All assets 

have been purchased for the active forces, 

and the remaining units to be fielded are in 

the Reserves. However, the AN/TRC-209 is 

considered to be in a predominately sustainment mode. The AAO is 801 units. 

The AN/MRC-148 is 87 percent fielded 

throughout the Marine Corps and is predominately in a sustainment mode. Fielding of any remaining quantities might be 

delayed until assets diverted to the MRAP 

are replaced. The AAO is 1,365 units.

The AN/VRC-104(V)5 is only marginally fielded to date due to a lack of identification of intend target platforms. All 

assets have been acquired, but await target 

identification. The AAO is 767 units. Software upgrades and engineering change 

proposals are planned for future technological insertions for all systems.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

Harris Corporation, Rochester, NY
CHAPTER 3: PROGRAMS | 105
PART 3: INTELLIGENCE, 

SURVEILLANCE, AND 

RECONNAISSANCE 
CHAPTER 3: PROGRAMS | 107

MARINE CORPS INTELLIGENCE, SURVEILLANCE, 

AND RECONNAISSANCE ENTERPRISE (MCISR-E)

“Accurate, timely, and relevant intelligence is critical to the planning and 

conduct of successful operations. Effective 

intelligence uncovers enemy weaknesses 

that can be exploited to provide a decisive 

advantage. Shortfalls in intelligence can 

lead to confusion, indecision, unnecessary 

loss of life, mission failure, or even defeat.” 

(MCDP 2, Intelligence, page 28.)

For Marine Corps Intelligence to remain effective, it must evolve and adapt to 

both the changing demands of the modern 

battlefield and the capabilities provided by 

advances in technology. However, change 

must not be haphazard or driven by crisis 

of the moment. Rather, it must be logical 

and anchored to our core competencies.

The production of Marine Corps Intelligence is evolving from an assortment 

of partially connected units and intelligence systems to an “enterprise” solution 

in which all Intelligence, Surveillance, and 

Reconnaissance (ISR) functions and traditional and non-traditional ISR sources 

are leveraged. Thus, the Marine Corps 

Intelligence, Surveillance, and Reconnaissance Enterprise (MCISR-E) expands the 

inherent ISR capacity of units at all echelons across the force by providing better 

integration of intelligence information to 

address complex collection environments 

through a flexible organizational construct. Meanwhile, leaders and units will 

contribute to a culture of institutional data 

Figure 3.2. MCISR-E High-Level Operational Concept
108 | USMC CONCEPTS & PROGRAMS 2011 

and information collaboration and sharing while embracing operational flexibility 

through adaptive responses in operating 

concepts, doctrine, training, and material 

solutions. When fully implemented, the 

MCISR-E will provide each component element with access to the shared knowledge, 

data, resources, and expertise from the entire enterprise. Enterprise standards will 

also be compatible and consistent with the 

Marine Air Ground Task Force (MAGTF) 

Command and Control (C2) framework, 

facilitating the use of operational reporting and non-traditional ISR data by elements of the MCISR-E and providing 

for timely dissemination and sharing of 

relevant intelligence with Marine leaders 

at every echelon. Through our enterprise 

capabilities, Marine Corps ISR also leverages national, joint, and combat-support 

agency capabilities to address MAGTF requirements, while serving as a contributing partner to those agencies.

MCISR-E includes all Marine Corps 

ISR assets and functions covering the entire range of people, doctrine, policy, organizations, training, education, equipment, 

and facilities. The equipment acquisition 

strategy initially focuses on the intelligence 

processing, exploitation, analysis, and production systems within the Distributed 

Common Ground System–Marine Corps 

(DCGS-MC). Other functions of the 

MCISR-E include persistent ISR and intelligence dissemination and utilization. Persistent ISR provides the means for tasking, 

direction, and collection, while intelligence 

dissemination and utilization address the 

systems associated with dissemination, 

use, and feedback of intelligence. Through 

persistent ISR, the Marine Corps will seek 

to build a holistic collection strategy that 

includes joint and national ISR assets as 

well as a variety of organic battlefield sensors capable of providing non-traditional 

ISR support. Marine Corps also seeks to 

enhance tactical units ability to collect, 

report, receive, and use intelligence and 

combat information in addition to a core 

of Counterintelligence/Human Intelligence (CI/HUMINT) tactical questioners 

and tactical de-briefers. 

The Enterprise includes companylevel intelligence cells focused on gathering tactical information, providing an initial assessment for the company-specific 

operational area, and feeding data into the 

Enterprise for more comprehensive analysis. The MCISR-E provides an adaptive, 

flexible ISR framework supporting the intelligence requirements of a MAGTF as it 

executes expeditionary operations against 

hybrid threats in a complex environment. 

Each element will have extensive access to 

the broad capabilities of the Enterprise, the 

means to contribute its data and analysis 

to the Enterprise, and the ability to collaborate across the Enterprise. By providing 

common access to situational awareness, 

understanding and predictive analysis of 

the threat and relevant aspects of the operating environment, the Enterprise enhances decision-making at all echelons. 

MCISR-E will be organized into three 

distinct nodes:

s Fixed: The MCISR-E Fixed Site is managed by the Marine Corps Intelligence 

Activity. It serves as the Marine Corps’ 
CHAPTER 3: PROGRAMS | 109

principal connection to national agencies 

and is the exposure point for all USMC 

ISR data to the Intelligence Community 

(IC). The fixed site is the primary Enterprise data storage site.

s Garrison: IGarrison Sites conduct intelligence planning, analysis, and production in collaboration with expeditionary 

forces. These reach-back sites are located 

at each of the Marine Expeditionary 

Forces and will be capable of supporting 

forward operations from garrison or deploying to augment tactical, expeditionary nodes.

s Expeditionary: Expeditionary nodes 

are deployed with the MAGTF. They 

are scalable, aligned to the mission, and 

provide intelligence planning, direction, 

collection, production, and dissemination of intelligence products and combat 

information to the MAGTF and joint 

forces.

EQUIPMENT 

TRANSITION PLAN

The equipment transition plan must 

establish new business processes for combat development and acquisitions for 

MCISR-E, to include: standardization of 

the MCISR-E architecture, development 

of a Common Computing Environment 

(CCE) between elements and streamline 

Figure 3.3. Objective Migration of Intelligence Material Capability Sets
110 | USMC CONCEPTS & PROGRAMS 2011 

requirements for document production. 

This plan must be balanced by sound acquisition management and a need to remain adaptable and ahead of the critical 

technology curve. An Enterprise Requirement Plan (ERP) will employ a documentation strategy to reduce costs, speed 

fielding, enhance capabilities, and ensure 

the integration of funding lines and programs of record (POR). See Figure 3.3.

INTELLIGENCE RESOURCES 

Intelligence resources are the critical 

enabler of the manpower and materiel necessary to build and sustain the Enterprise 

effort. In FY2011, the Enterprise resources 

total nearly $1 billion, including contributory funding and manpower. More than 

70 percent of this funding sustains more 

than 11,000 Marines and Marine Civilians. 

The Enterprise has benefitted greatly from 

the ongoing “Grow-the-Force” (GTF) initiative. The Military Intelligence Program 

(MIP), as part of the Service total obligation authority, comprises 92 percent of 

the Enterprise. The National Intelligence 

Program (NIP) comprises eight percent, 

of which the majority is contributory 

funding. MCIA uses NIP and MIP funding for its activities. The MIP funding also 

supports all ISR activities, including procurement of UASs, and more than a dozen 

acquisition programs of record supporting SIGINT, GEOINT, CI/HUMINT, and 

all-source analysis.

The Secretary of Defense has emphasized that the Nation cannot eliminate national security risks through higher defense 

budgets, and has renewed an emphasis in 

prioritization and tradeoffs. Hard choices 

will be inevitable, and tough decisions will 

be made. Programming decisions will be 

made based on a greater scrutiny in proper 

execution of funds. The Enterprise must 

become more efficient in its use of resources, while fully supporting the Marine 

Corps Vision and Strategy 2025 priorities. 

This effort includes continuing innovation (e.g., Small Tactical UAS (STUAS). 

acquisition replacement for the contracted 

Scan Eagle services), and sustaining current capabilities (that include the growth 

of equipment and materiel from GTF). 

Effective management of projects and 

programs includes not only delivering required capabilities but also eliminating redundancies and waste. This will be an imperative in the coming years. Cost-effective 

ISR requires substantial, long-term investments to remain viable; those investments 

will require close and continuous planning 

to be effective. Priorities will always reflect 

primary support for the operating forces. 

The following pages highlight key ISR 

programs. 
CHAPTER 3: PROGRAMS | 111

DESCRIPTION

DCGS-MC, in compliance with the 

Department of Defense (DoD) DCGS 

Family of Systems (FoS) concept, is a 

service-level effort to migrate select Marine Corps Intelligence, Surveillance, and 

Reconnaissance (ISR) capability into a 

single, integrated, net-centric baseline. 

As the processing, exploitation, analysis, 

and production component of the Marine Corps ISR Enterprise, DCGS-MC 

will comprise functional capability sets 

that support Marine intelligence analysts 

across the Marine Air Ground Task Force 

(MAGTF) by making organic and external all-source ISR data more visible, accessible, and understandable.

The DCGS-MC concept originated 

with the DCGS Mission Area Initial Capabilities Document Joint Requirements 

Oversight Council (JROC) Memorandum 001-03, dated 6 January 2003, which 

established the overarching requirements 

for a collection of net-centric capable systems that would contribute to joint and 

combined warfighter needs for ISR support. The JROC directed each service to 

pursue a coordinated developmental path 

based on the implementation of common 

enterprise standards and services consistent with the DoD’s net-centric vision. 

The DCGS Integration Backbone (DIB) 

is the basic building block for interoperability among the Services’ DCGS programs. The DIB is currently managed by 

a separately chartered DIB Management 

Office that directs day-to-day developmental efforts in coordination with the 

Army, Navy, Air Force, Marine Corps, 

and Special Operations Command. The 

Office of the Under Secretary of Defense 

(Intelligence) oversees the various DCGS 

program offices.

OPERATIONAL IMPACT

DCGS-MC will migrate selected 

legacy ISR processing exploitation, analysis and production capabilities, resulting 

in increased unit-level and enterpriselevel capacity for ingesting sensor data, 

streamlined production of intelligence 

information, and enhanced management 

of finished intelligence products.

PROGRAM STATUS

The DCGS-MC program is projected 

to achieve Milestone B during the Second 

Quarter FY2011. The program entered 

the technology development phase in 

November 2007 and will fully leverage 

the developmental efforts of other services’ DCGS programs, as their developmental efforts are fully underway. The 

program acquisition strategy is based on 

an incremental development path optimized to rapidly introduce government 

and commercial technologies, enterprise 

standards, and modular hardware components in order to minimize costs and 

program risk. The program subsumed the 

Tactical Exploitation Group and Topographic Production Capability programs 

during FY2010 as part of the Increment 

I development. DCGS-MC Increment II 

will add Tier I Intelligence Analysis System functionality.

Developer/Manufacturer:

Program Manager, Intelligence Data Fusion 

and Dissemination, Marine Corps Systems 

Command, Quantico, VA

DISTRIBUTED COMMON GROUND SYSTEM–MARINE CORPS (DCGS-MC)
112 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The CESAS consists of a variety of 

commercial off the shelf equipment capable of conducting advanced electronic 

attack against existing communications 

technologies. The CESAS is capable of 

conducting electromagnetic sensing and 

attacking while stationary or mobile from 

ground vehicles and in a stand-alone 

configuration. The current version of 

CESAS, AN/ULQ-30, is an advanced digital Electronic Attack (EA) system that is 

mounted in the Mine Resistant Ambush 

Protected (MRAP) vehicle. The CESAS 

provides the MAGTF commander with 

the capability to detect, deny, disrupt, 

and degrade threat communication as 

outlined in the Information Operations/

Electronic Warfare Plan. 

OPERATIONAL IMPACT

The CESAS provides the MAGTF 

with its only organic ground capability to 

detect, disrupt, and deny enemy communications during expeditionary maneuver warfare and subsequent operations 

ashore. The CESAS can be mounted in a 

variety of existing mobile platforms and 

uses current manning levels established 

for the Radio Battalions. It is designed to 

operate in the High Frequency, Very High 

Frequency, and Ultra High Frequency 

ranges. 

PROGRAM STATUS

Fielding is complete. The MRAPvariant Engineering Trade Study identified existing COTS prototypes that could 

provide full system solutions for nextgeneration Marine Corps Ground EA.

COMMUNICATION EMITTER SENSING AND ATTACKING SYSTEM (CESAS)
CHAPTER 3: PROGRAMS | 113

DESCRIPTION

JSTARS is a long-range, air-toground surveillance system consisting of 

an airborne element and a ground element. The airborne element — the E-8C 

aircraft — is fitted with a large phased 

array radar mounted on the fuselage and 

multiple operator terminals. Other airborne platforms that provide a similar 

capability to the E-8C include the P-3 

and the United Kingdom’s ASTOR. Radar data are distributed via an encrypted, 

jam-resistant Surveillance and Control 

Data Link (SCDL) for transmission to 

one of two JSTARS ground systems: the 

Common Ground Station (CGS) or Joint 

Services Workstation (JSWS). The sensor 

suite provides detection and tracking data 

on targets through the use of the Moving 

Target Indicator (MTI), Fixed Target Indicator (FTI), and Synthetic Aperture Radar 

(SAR). FTI and MTI data are used to detect, locate, and identify the movement of 

enemy targets, while SAR identifies critical fixed targets such as bridges, harbors, 

airports, buildings, or stationary vehicles. 

The CGS is a ground-based receiving and 

processing display system that receives 

JSTARS data directly from the E-8C 

JSTARS aircraft through the SCDL to the 

Ground Data Terminal. Once JSTARS 

data are collected at the ground receiver 

site, MTI/FTI/SAR data are sent across 

the Marine Air Ground Task Force Command and Control network. The CGS is 

also capable of receiving and fusing imagery data from unmanned aerial systems 

directly with JSTARS data, providing an 

enhanced processing exploitation, analysis, and production capability. The JSWS 

is a functionally equivalent, transit-cased 

subset of the CGS.

OPERATIONAL IMPACT

The CGS and JSWS support a wide 

range of global missions, including wartime battlefield management, peacekeeping operations, counter narcotics, and 

other contingency operations. The CGS 

and JSWS are capable of operating in diverse geographic and weather conditions 

and provide an increased level of certainty to commanders. As organic Marine 

Corps intelligence assets, the CGS and 

JSWS have played a crucial role in current 

operations, resulting in JSTARS assuming an additional mission of Improvised 

Explosive Device (IED) prevention and 

detection.

PROGRAM STATUS

JSTARS is post-Milestone C in the 

Operations and Support phase. The Marine Corps has fielded three JSTARS CGSs 

and seven JSWSs. Each Marine Expeditionary Force has a CGS. The program 

is conducting two levels of effort: (1) 

maintenance and upgrade of the current 

JSTARS ground systems; and (2) research 

and development of future MTI collection 

capabilities in a net-centric environment 

as part of the DCGS-MC Enterprise.

Developer/Manufacturer:

Prime Hardware Integrator: General 

Dynamics C4, Scottsdale, AZ

Software Integrator: Harris Corporation, 

Melbourne, FL

Surveillance Control Data Link (SCDL) 

Developer: Cubic Defense Systems, 

San Diego, CA

JOINT SURVEILLANCE TARGET ATTACK RADAR SYSTEM (JSTARS) 

COMMON GROUND STATION (CGS)
114 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

CIHEP supports the full spectrum 

of CI/HUMINT operations. The system 

includes imagery, commercial satellite 

communications: Very High Frequency, 

Ultra-High Frequency (UHF), and UHF 

tactical satellite communications; auxiliary power, automated data processing, and 

sensitive technical support equipment. 

All equipment is stored and transported 

in lightweight, modular, and deployable 

cases to facilitate task organization of 

equipment for assigned missions. The 

CIHEP Software Baseline is standardized among the computer assets in the 

suite and provides reporting, low-level 

analysis, communications, mapping, still 

and video image processing, and Common Operational Picture applications. 

It also integrates with the Intelligence 

Analysis System Family of Systems via the 

MarineLink application suite.

OPERATIONAL IMPACT

CIHEP enhances the HUMINT Exploitation Teams’ (HET) ability to conduct HUMINT and CI operations and to 

accomplish other assigned tasks in support of Marine Air Ground Task Force 

missions at the tactical, operational, and 

service levels. The equipment suite provides HETs with an organic capability to 

research collection requirements, process 

collected information, produce intelligence reports, and disseminate those reports securely to supported commanders 

and intelligence officers. The suite also 

includes equipment to provide limited 

organic technical support to CI and HUMINT operations.

PROGRAM STATUS

CIHEP Initial Operational Capability was achieved in September 2001, with 

fielding of completed modules to the Marine Expeditionary Forces, Reserves, and 

the Navy and Marine Corps Intelligence 

Training Center. Full Operational Capability was reached in September 2002. 

The program was restructured in 2006, 

creating ten modules vice a single system. This streamlined program management by grouping equipment capabilities 

and enhanced logistics management and 

equipment task organization by unit mission. In 2008, two additional modules 

(media exploitation capabilities) were 

added, bringing the total to 12 modules. 

In 2011, CIHEP is in a maintenance and 

refresh cycle, during which selected components of modules are refreshed. CIHEP 

continues to procure and field equipment 

to meet the demands of the total force 

structure increase, the Grow-the-Force 

initiative, and the addition of the Marine 

Special Operations Command. Of the 12 

modules in CIHEP, ten are fielded exclusively to CI/HUMINT organizations at 

various levels of command. 

The Media Exploitation-Light and 

Media Exploitation-Heavy module will 

be fielded to both CI/HUMINT Company and Radio Battalion (RadBn). 

Developer/Manufacturer:

Automated Business Power, Gaithersburg, MD

Energy Technologies, Inc., Mansfield, OH

Harris Communications Corp, Rochester, NY

Klas Telecom, Inc., Washington, D.C. 

Thales Communications, Rockville, MD

COUNTERINTELLIGENCE (CI) AND HUMAN INTELLIGENCE (HUMINT) 

EQUIPMENT PROGRAM (CIHEP)
CHAPTER 3: PROGRAMS | 115

DESCRIPTION

SCI Comms is the former Trojan Special Purpose Integrated Remote Intelligence Terminal (Trojan SPIRIT) program 

and focuses on meeting broad-ranging 

intelligence communications requirements. SCI Comms is a portfolio consisting of several high-bandwidth communications systems ranging in size from 

man-portable suitcases to trailer-mounted solutions. Each has a unique capability 

set that corresponds to a specific mission 

profile and requirement. However, all 

systems provide the Marine Air Ground 

Task Force Commander a near real-time 

means by which to move perishable data 

for the subsequent production of timely, 

actionable intelligence.

Trojan SPIRIT LITE: The Trojan 

SPIRIT LITE, AN/TSQ-226(V)1, is a Super High Frequency (SHF) dual-band 

multichannel Satellite Communications 

terminal using a 2.4-meter antenna. The 

system is packaged in 17-22 transit cases 

–– weight capacity of 2,200 pounds and 

total volume of 103 cubic feet –– that carry support items (spares, test, equipment 

and uninterrupted power systems) . It is 

easily transportable via High Mobility 

Multi-Wheeled Vehicle (HMMWV) or 

commercial vehicle. The system provides 

a fly-away capability for enhanced voice 

video and data communications from 64 

Kbps to 1.544 Mbps. These communications links can be both Secret (Collateral) 

and TS/SCI simultaneously.

SWE-Dish: The IPT Suitcase, AN/

USC-68, is a 0.9m dish (Ku Band) capable of up to 4 Mbps duplex transmission of IP-standard data, voice, and video. 

The IPT Suitcase is a large suitcase size 

(27.6x18.5x12.2 in) and weighs approximately 86 pounds. The IPT Suitcase typically serves as the “spoke” in a Hub/Spoke 

architecture with a 1-to-5 ratio.

FA-150T MIL Fly-Away: The AN/

USC-67 is a 1.5m dish (Ku, C, and X 

Band) capable of up to 60 Mbps IP encrypted traffic. The FA-150T MIL FlyAway incorporates integrated packaging 

consisting of a rugged case with integrated wheels. All packaging material (case, 

lids, etc.) is used to create a stable antenna platform. The FA-150T MIL Fly-Away 

measures 47.0x29.9.20.9 inches when 

stored and weighs 132 pounds. The FA150T MIL Fly-Away typically serves as the 

“hub” in a Hub/Spoke architecture with a 

1-to-5 ratio.

SENSITIVE COMPARTMENTED INFORMATION 

COMMUNICATIONS (SCI COMMS)
116 | USMC CONCEPTS & PROGRAMS 2011 

OPERATIONAL IMPACT

SCI Comms provides short-haul 

and long-haul capabilities using existing communications networks and access providers (e.g., Defense Intelligence 

Activity, Defense Information Systems 

Agency, USA INSCOM). SCI Comms is 

deployed in support of Radio Battalions, 

Intelligence Battalions, Special Security 

Communications Teams supporting Marine Divisions/Marine Air Wings, and 

Marine Special Operations Command 

Detachments. The purpose of these systems is to provide a worldwide, forwarddeployed, quick reaction reporting and 

analysis capability to military intelligence 

units for training, and for low-to-high intensity conflict. The SCI Comms provide 

Marine Corps commanders dedicated 

secure, mobile, data, and voice communications that can receive, transmit, and 

disseminate bulk data and imagery products from and to national and tactical intelligence producers and consumers.

PROGRAM STATUS

The Approve Acquisition Objective 

(AAO) for palletized systems increased to 

32 during the First Quarter FY2009. The 

AAO for mobile systems also increased to 

20 systems. The Marine Corps Combat 

Development Command is conducting 

a capabilities-based assessment to determine 21st-Century SCI communications 

requirements. Wartime sustainment has 

been the primary focus since early 2010. 

IPv6 and other technology upgrades for 

existing Trojan SPIRIT systems commenced in FY2009.

Developer/Manufacturer:

Trojan SPIRIT LITE (V)1: Global Satcom 

Technology, Inc., Gaithersburg, MD 

SWE-DISH: Rockwell Collins, 

Cedar Rapids, IA
CHAPTER 3: PROGRAMS | 117

INTELLIGENCE ANALYSIS SYSTEM (IAS) FAMILY OF SYSTEMS

DESCRIPTION

IAS FoS uses a three-tiered approach 

for receiving, parsing, analyzing, and disseminating fused, all-source intelligence. 

The first tier, the Marine Expeditionary Force (MEF) IAS, is a mobile system 

that supports the MEF Command Element. The second-tier Intelligence Operations Server (IOSv2a and IOSv3) is a 

team-portable system designed to support intelligence operations at the major 

subordinate commands. The third tier, 

the Intelligence Operations Workstation 

(IOWv2), is the link to intelligence data 

for the battalion, squadron, and company 

levels, using client/server technology for 

a “reach-back” capability to higher commands for intelligence information updates. The IOWv2 can also function as a 

stand-alone workstation, operating with 

certain limitations in a disconnected environment.

OPERATIONAL IMPACT

Fielding of IAS FoS has provided 

the Marine Air Ground Task Force commanders with a mobile, all-source, intelligence data fusion and dissemination 

capability as well as access to time-sensitive intelligence data that is crucial to the 

military decision making process and the 

conduct of intelligence preparation of the 

battlespace.

PROGRAM STATUS

The IAS FoS is in the operations and 

support phase of the acquisition process. 

All systems are fielded to the operating 

forces along with Marine Reserve units. 

IAS FoS executes periodic hardware, software, and peripheral upgrades. Tier III refresh has started in First Quarter FY2011.

Procurement Profile: FY 2011 FY 2012

IAS FoS Refresh

 IOSv3 83 0

 IOSv2 123 0

 IOWv2 1616 0

Developer/Manufacturer:

MTC Services Corporation, Stafford, VA 

Space and Naval Warfare Systems Center, 

Charleston, SC
118 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

TCAC is the Marine Corps’ senior 

Signals Intelligence (SIGINT) system. 

TCAC satisfies the Marine Corps’ requirement for a semi-automated tactical 

SIGINT and Electronic Warfare (EW) fusion system that can adequately perform 

the processing, analysis, and reporting 

functions of the operating forces Radio 

Battalions (RadBn) and Marine Tactical 

Electronic Warfare Squadrons (VMAQ). 

TCAC fuses intelligence from organic, 

theater, and national collection for dissemination to tactical users. TCAC is the 

focal point of the RadBn SIGINT operations. In addition, TCAC delivers an enhanced automated intelligence processing, analyzing, and reporting capability 

that improves the total control and management of SIGINT/EW capabilities, to 

include the production and dissemination of SIGINT/EW information for the 

MAGTF.

OPERATIONAL IMPACT

TCAC is the primary system that enables SIGINT Marines to provide planning support and timely and accurate, 

fused signals intelligence to the MAGTF 

Command Element, Aviation Combat 

Element, and Ground Combat Element; 

interfacing with appropriate national, 

theater, and organic intelligence sources; 

and identifies high-interest events and 

equipment failures. TCAC is deployed in 

support of MAGTF operations worldwide 

in two configurations: the TCAC Remote 

Analysis Workstation (RAWS) and the 

Transportable Workstation.

PROGRAM STATUS

TCAC is a post-milestone C program 

(production and deployment phase) and 

is currently undergoing incremental upgrades that will enhance the current capabilities of the existing systems. Major 

enhancements include Windows Server 

upgrade, Full Disk Encryption, a fully integrated audio processing capability, a Semantic Wiki with user-defined alerts, and 

integration with the Real Time Regional 

Gateway. 

Procurement Profile: FY 2011 FY 2012

AN/UYQ-83B 

 TCAC RAWS 50 0

AN/MYQ-9B 

 Transportable 

 Workstation 0 302

AN/UYK-166 

 TCAC MLS 5 0

AN/UYQ-103 

 Tactical ONEROOF 39 0

Developer/Manufacturer:

Lockheed Martin Technical Operations, 

Camarillo, CA

ManTech International (SEMS), Stafford, VA

SPAWAR, Charleston, SC

TECHNICAL CONTROL AND ANALYSIS CENTER (TCAC)
CHAPTER 3: PROGRAMS | 119

MAGTF SECONDARY IMAGERY DISSEMINATION SYSTEM (MSIDS)

DESCRIPTION

The MSIDS Family of Systems provides the Marine Air-Ground Task Force 

(MAGTF) commander a tactical digital 

imagery collection capability for actionable intelligence in the Marine Expeditionary Force. MSIDS is located in MARSOC/Reconnaissance and sniper units, 

and all intelligence sections throughout 

all echelons of the MAGTF down to the 

platoon/squadron level. MSIDS is comprised of 12 suites that are tailored and 

scaled for units according to mission requirements and unit structure.

MSIDS provides the ability to capture digital still and video imagery from 

a ground perspective. MSIDS operators 

can manipulate, annotate, transmit and 

receive images in near-real time with 

commands throughout the area of operations, and externally with higher, adjacent, and joint or combined commands. 

The MSIDS Video Exploitation Workstation suite provides intelligence sections 

the capability to manage data, digitize 

analog video, edit video, and lift still imagery from video to create intelligence 

products.

OPERATIONAL IMPACT

MSIDS provides the only self-contained, hand-held, ground-perspective 

imagery capability to MAGTF units and 

is essential in intelligence collection and 

mission planning. Other MAGTF near 

real-time imaging systems, such as unmanned aerial systems and the F/A-18 

Advanced Tactical Airborne Reconnaissance System (ATARS), provide overhead imagery that cannot capture the 

detail and ground perspective attainable 

through MSIDS. In asymmetric threat 

environments –– where targets of interest 

are often small, highly mobile units such 

as terrorists or guerilla groups –– it is imperative that a MAGTF be able to identify individuals and structures from the 

ground level. 

PROGRAM STATUS

The approved MSIDS acquisition 

strategy specifies a refresh of one third of 

the system’s components yearly through 

a spiral increment of the COTS components. The FY11-12 refresh will replace 

computers, upgrade software, and refresh 

thermal and night vision devices, along 

with continuing the “Grow-the-Force” 

initiative fielding.
120 | USMC CONCEPTS & PROGRAMS 2011 

Procurement Profile: FY 2011 FY 2012

MSIDS Suites 126 153

Developer/Manufacturer:

Canon, Panasonic, ITT, ViaSat and FLIR 

ManTech International (SEMS), Stafford, VA

EYAK Technologies, Anchorage, AK

Integrity Data Inc, Colorado Springs, CO
CHAPTER 3: PROGRAMS | 121

DESCRIPTION

The TPCS-MPC provides the Marine 

Air Ground Task Force (MAGTF) with 

integrated, semi-automated Signals Intelligence (SIGINT) equipment to conduct 

communications intelligence, direction 

finding, computer-aided SIGINT analysis, and indications and warnings. TPCSMPC is scalable to meet tactical mission 

requirements, having single collection 

outstations for stand-alone requirements 

and integrated capabilities. The primary 

emphasis is on modular, scalable functionality, with a rapid procurement of 

readily available commercial-off-theshelf/government-off-the-shelf/non-developmental item (COTS/GOTS/NDI) 

technologies and systems. The program 

focuses on limited integration to allow 

rapid fielding of new capabilities to Marine Corps Radio Battalions (RadBns). 

TPCS-MPC suites consist of platform 

integration kits (PIK) that provide the 

interface devices required to deploy various configurations of the exploitation 

modules on non-dedicated platforms 

such as the High Mobility Multi-Purpose 

Wheeled Vehicle (HMMWV), Mine Resistant Ambush Protected (MRAP) vehicle, and Mobile Electronic Warfare Support System (MEWSS) vehicle.

The TPCS Block 0 is the currently 

fielded and operational configuration 

of TPCS-MPC program. The next generation upgrade currently under development is the TPCS Block 0 Modifications 

(TPCS Mods). TPCS-MPC program 

is a platform-agnostic combination of 

COTS, GOTS and NDI technologies and 

systems. Through mission-tailored capabilities, this system is designed to provide 

Electronic Warfare (EW) support to the 

MAGTF. The ability to detect, intercept, 

collect, geo-locate, and exploit Signals of 

Interest focuses the system’s foundation. 

The engineering change proposal (ECP) 

process will rapidly insert future technologies to meet emerging threats.

OPERATIONAL IMPACT

TPCS Mods will provide enhanced 

SIGINT suites and PIKs to enable installation of the system onto various RadBns 

organic ground platforms. The TPCS 

Mods will be operated in a dismounted 

mode, or stationary mode and mobile 

modes when installed on a platform. In 

response to the Deputy Commandant, 

Combat Capabilities and Integration (DC, 

CD&I) guidance, the program office has 

pursued development of PIKs to provide 

armored protection against asymmetric 

threats. PIK development will be determined by existing and planned RadBn 

platform assets. Planned PIK development will be Up-armored HMMWV, the 

Integrated Assault Platform (IAP), the 

MRAP and the Light Armored Vehicle 

(LAV)-MEWSS.

PROGRAM STATUS

The TPCS-MPC Block 0 achieved 

Full Operational Capability (FOC) in 

2009. The TPCS Mods effort was initiated 

with a Milestone B decision in DecemTEAM PORTABLE COLLECTION SYSTEM-MULTI PLATFORM 

CAPABLE (TPCS-MPC)
122 | USMC CONCEPTS & PROGRAMS 2011 

ber 2008. Initially planned as Block 1, the 

TPCs Mods was implemented as an ECP 

to TPCS Block 0. TPCS Mods, which 

provides significant modular and scalable 

enhancements compared to Block 0, has 

completed two developmental tests and 

participated in Empire Challenge 2010. 

TPCS Mods achieved Milestone C in 

November 2010 and Initial Operational 

Capability (IOC) is planned for the Third 

Quarter FY2012.

Developer/Manufacturer:

TPCS-MPC Block 0:

Scientific Research Corporation, 

Charleston SC

Space and Naval Warfare Systems 

Command, Charleston, SC 

TPCS Mods:

Scientific Research Corporation, 

Charleston, SC

Space and Naval Warfare Systems 

Command, Charleston, SC
CHAPTER 3: PROGRAMS | 123

The Marine Corps Intelligence Activity (MCIA) provides tailored intelligence 

products and services to the Marine 

Corps, other services, and the Intelligence 

Community based on expeditionary mission profiles in littoral areas. As the Marine Corps’ Service Intelligence Center, 

MCIA plays a key role in the development 

of service doctrine, force structure, training and education, and systems development and acquisition.

MCIA consists of a command element; a production and analysis element that includes analysis, imagery, 

topographic support and weapons and 

technology support; a counterintelligence/human intelligence element; and 

a cryptologic support element. Each element provides unique capabilities that 

enable MCIA to fully support intelligence 

requirements in all facets of expeditionary operations. Together, these elements 

deliver “excellence in expeditionary intelligence” to MCIA’s broad and growing 

customer set.

MCIA engages with Marine units 

scheduled for deployment ensuring that 

each command understands MCIA capabilities and limitations in providing 

support during pre-deployment, deployment, and post-deployment. Frequently, 

pre-deployment engagement includes 

command site visits encouraging the full 

identification of specific, detailed intelligence requirements and preliminary estimates of supportability, not only using 

MCIA’s own internal capabilities but also 

its unique ability to leverage the larger Intelligence Community to help solve Marine Corps operating forces’ intelligence 

challenges.

During deployment, MCIA maintains contact with the deployed unit ensuring continuous support to operational 

requirements. Additionally, during a deployment MCIA may provide a liaison 

officer facilitating direct representation 

and a better understanding of intelligence requirements. All intelligence requirements adhere to appropriate chains 

of command, including each supported 

Geographic Combatant Command. 

After the deployment ends, MCIA 

coordinates and conducts a post-deployment brief. This brief includes not only 

the supported units and MCIA, but also 

any other organizations that contributed to the intelligence support effort. 

The intent is to review the intelligence 

requirements submitted with the intelligence support provided and determine 

what worked well, what needs improvement and capture lessons learned for the 

future.

This unyielding focus on supporting Marine Forces — be they deployed in 

harm’s way, preparing to deploy, or safely 

returned to their homeport — is the 

hallmark of MCIA’s expeditionary intelligence support.

EXPEDITIONARY INTELLIGENCE SUPPORT (EIS)
PART 4: GROUND COMBAT 

AND TACTICAL VEHICLES 
CHAPTER 3: PROGRAMS | 125

GROUND COMBAT TACTICAL VEHICLE (GCTV) STRATEGY

DESCRIPTION

The objective of the Ground Combat 

Vehicle Strategy is to field a ground combat vehicle portfolio, structured to support three balanced Marine Expeditionary 

Forces (MEFs); one MEF capable of a two 

Marine Expeditionary Brigade (MEB) seabased Assured Access operation with one 

MEB in Assault Follow On Reserve, and all 

MEFs capable of irregular warfare and sustained operations ashore across the range 

of military operations. Vehicles within the 

GCTV portfolio will have the balance of 

performance, protection, payload, transportability, and fuel efficiency to support 

rapid concentration and dispersion of 

Marine Air Ground Task Force (MAGTF) 

combat power, support strategic deployment concepts, and meet and sustain 

worldwide Marine Corps commitments.

 

 

Four pre-planned Marine Requirements Oversight Council decision points 

control execution of the strategy to meet 

the GCTV objective. Future decision 

points will guide planning to inform Program Objective Memorandum (POM) 13, 

POM 14 and POM 16 decisions regarding 

ground mobility investments. The information supporting each decision point 

will provide cost, effectiveness and risk information on alternative courses of action 

relevant to the issues challenging successful fielding of the future fleet. 

OPERATIONAL IMPACT

The Marine Corps requires the ability to maneuver and sustain combat power 

across the range of military operations 

and in various environments –– from the 

Arctic to the desert. The combat and tactical vehicles required to achieve this must 

provide appropriate force-level maneuver 

capabilities including compatibility with 

rotary-wing and surface assets, sustainable, and complementary to enhance tactical flexibility and minimize risk. 

The GCTV strategy manages the future inventory in heavy, medium, and 

light vehicle categories which are further 

divided into combat and tactical vehicle 

types. Combat vehicles facilitate maneuver of combat teams while tactical vehicles 

facilitate the distribution of sustainment 

material and services by logistics teams. 

The three combat vehicle and three tactical vehicle categories are correlated to the 

range of military operations and operating environments to meet performance, 

protection, payload, and transportability 

characteristics. The entire portfolio of vehicles will have these characteristics so as 

to: 

s3UPPORT RAPID TRANSITION BETWEEN CONcentration and dispersion of MAGTF 

combat power by fielding vehicles with 

modular and adaptable armor in multiple capability categories

s3UPPORT STRATEGIC DEPLOYMENT CONCEPTS

by closely managing transport weights 

and prepositioning objectives 

s0ROVIDE CAPACITY TO MEET AND SUSTAIN

simultaneous Marine Corps commitments worldwide by maintaining operational availability and optimizing mix 

and distribution across the enterprise
126 | USMC CONCEPTS & PROGRAMS 2011 

Combat Vehicles: The Expeditionary 

Armored Forces Initial Capability Document (EAF ICD) is a USMC CapabilityBased Assessment (CBA) focused on the 

mounted components of the ground combat element that informed the development of the combat vehicle categories to 

support the range of military operations. 

The EAF ICD and the GCTV Strategy define a triad of heavy, medium, and light 

combat vehicles to create a balanced force 

capable of achieving desired ends in the 

irregular spectrum while retaining core 

competencies against traditional threats. 

Tactical Vehicles: The Ground Combat Forces Light Tactical Mobility Initial 

Capability Document (GCFLTM ICD) is 

one of several Service and joint CBAs and 

requirements documents that informed 

development of tactical vehicle categories 

to support military operations. To minimize the risk associated with unprotected 

legacy tactical vehicles operating in asymmetric environments, the GCFLTM ICD 

and the GCTV Strategy define a future 

fleet of tactical vehicles designed with 

adaptable armor and improved protection 

accomplished through the procurement of 

current armoring solutions. 

PROGRAM STATUS

The GCTV Strategy is currently in 

its third phase of implementation. Decision Point (DP) 1 informed POM 10 

investments. Decision Point 2 informed 

POM 12 investments. Key output of DP 

2 analysis is a planned 10,000 vehicle Approved Acquisition Objective reduction 

by 4th Qtr, CY2013. Fiscal implementation of that reduction will inform POM 

13. POM 12 endgame will set the course 

for key Requests For Information to be addressed during DP 3a, informing POM 13 

investments and DP 3b, informing POM 

14 investments. 

The Marine Corps will continue 

to take a holistic approach to its GCTV 

Strategy. Planned actions during FY11 

include:

s)NVESTMENT IN !SSAULT !MPHIBIOUS

Vehicle upgrades in order to improve 

seamless ship to shore transition

s!CCELERATETHE-ARINE0ERSONNEL#ARRIER

program to provide sufficient lift ashore

s)NITIATE THE !MPHIBIOUS #OMBAT 6Ehicle program based on a revised set of 

requirements, key performance parameters, and key system attributes

s!SSESS THE WEIGHT PAYLOAD PROTECTION

and cost of the Marine Corps light vehicle fleet and determine the appropriate future mix of Joint Light Tactical 

Vehicles, High Mobility Muti-purpose 

Wheeled Vehicles (HMMWV) and inform HMMWV Recap/Reconstitution 

efforts.

s%XAMINEA(--76SURVIVABILITY5Pgrade program to leverage on/hand 

vehicles
CHAPTER 3: PROGRAMS | 127

DESCRIPTION

The Amphibious Combat Vehicle 

(ACV) is a new-start ACAT 1D program 

which will provide an advanced generation, armored, amphibious combat vehicle. The ACV will be the primary means 

of tactical mobility for the Marine rifle 

squad – both at sea and ashore. The ACV 

will autonomously deliver the assault echelon from amphibious shipping at launch 

distances at, or beyond the horizon with a 

speed to enable the rapid buildup ashore, 

and provide combat-ready Marines at the 

objective. The ACV will possess superior 

ground mobility and speed similar to the 

M1A1 during sustained operations ashore 

and will possess the capability to engage/

destroy threat peer vehicles and provide 

organic, direct fire support to dismounted infantry in the attack. The ACV will 

protect the force during offensive and 

defensive operations through 360 degree 

force protection applied against direct 

fire, indirect fire, and mines/improvised 

explosive device threats. The ACV will 

replace the legacy Amphibious Assault 

Vehicle that was fielded in 1972 and will 

be more than 40 years old when ACV is 

fielded. The ACV will be configured in 

three mission role variants: Personnel 

(ACV-P), Command and Control (ACVC), and Recovery/Maintenance (ACV-R).

OPERATIONAL IMPACT

The ACV’s Over the Horizon (OTH) 

launch capability enables the Navy and 

Marine Corps team to project power 

from the sea base and enables joint forcible entry if required, while providing 

force protection for the Amphibious Task 

Force. The ACV will support Ship To Objective Maneuver mobility and amphibious maneuver by providing the capability to launch from amphibious ships at 

operational distances (OTH), seamlessly 

transition between sea and land domains, 

establish footholds where conditions 

preclude other types of entry, and enable rapid build-up of combat power before an enemy can react. The ACV will 

enhance the Ground Combat Element’s 

tactical and operational mobility with a 

balanced level of performance, protection and payload. This balance makes the 

ACV operationally relevant across the 

Range of Military Operations. From the 

point of design, the vehicle will be well 

protected against the full range of known 

and emerging threats while maintaining 

robust performance requirements in support of the Marine Corps mission profile. 

PROGRAM STATUS

The ACV is currently in the “User 

Needs” assessment phase of the Joint Capabilities Integration and Development 

System process. To refine the requirements for the ACV, a comprehensive review of its operational requirements will 

be combined with an approach that will 

enable capabilities and cost trade-offs 

early in the process. The review will reexamine water mobility, land mobility, 

lethality and force protection in order to 

identify capability trade-space to drive 

down both production and sustainment 

costs. The overall intent is to make this 

an effective model for ground combat 

vehicle acquisition within the DoD. Using best practices in systems engineering, 

cost estimating, and government/industry teaming during concept refinement 

and technology development, the Marine 

Corps will develop operationally relevant 

and technically achievable requirements 

as the basis for the most affordable programs possible. 

AMPHIBIOUS COMBAT VEHICLE (ACV)
128 | USMC CONCEPTS & PROGRAMS 2011 

ASSAULT AMPHIBIOUS VEHICLE (AAV7A1) FAMILY OF VEHICLES (FOV) 

SURVIVABILITY INITIATIVE

DESCRIPTION

The Assault Amphibious Vehicle, initially fielded in 1972, remains the primary 

general-support armor personnel carrier (APC) for Marine infantry. The AAV 

FOV consists of the AAVP7A1 APC and 

two supporting mission-role variants: 

AAVC7A1 command and AAVR7A1 recovery. The AAV7A1 FoV provides ship 

to shore to objective mobility as well as 

direct fire-support with organic weapons. 

Programmed to be replaced by a new 

amphibious combat vehicle, the AAV7A1 

FoV will continue to serve the Marine 

Corps until at least 2025. The AAV7A1 

FoV previously underwent a series of capability enhancements to improve mobility, improve reliability, and extend the 

platforms’ service lives. The Survivability 

Initiative will further improve the AAV, 

serving as a capability bridge to fielding and replacement by a new amphibious combat vehicle. This initiative will 

improve force protection and platform 

survivability by integrating technically 

mature upgrades into the existing hull. 

These upgrades will include: belly and 

sponson armor, shock- and blast-mitigating seats, spall lining, fuel tank protection, and deck liners. These upgrades are 

slated for approximately 600 AAVP7A1 

and 50 AAVC7A1.

OPERATIONAL IMPACT

The upgraded Assault Amphibious 

Vehicle will provide significant survivability improvements through increased 

protection against current and future 

threats. Through improvements in both 

physical armor systems and supporting 

subsystems within the hull of the AAV, 

the upgraded vehicles will increase protection to embarked Marines and crew. 

PROGRAM STATUS

The Survivability Initiative will enter the acquisition life cycle at Milestone 

B during FY11 and begin the engineering, manufacturing and development 

phase. Currently, Developmental Testing 

is planned for late FY2012 followed by 

Operational Testing in early FY14. Initial 

fielding is planned for late FY2014. Low 

Rate Initial Production is planned for the 

Third Quarter FY2013, and Full Rate Production is planned to begin in the Third 

Quarter FY2014. 
CHAPTER 3: PROGRAMS | 129

MINE-RESISTANT AMBUSH-PROTECTED (MRAP) VEHICLE

DESCRIPTION

MRAP vehicles are V-shaped hulled, 

raised chassis, armored vehicles with 

blast-resistant underbodies designed to 

protect crews from mine and improvised 

explosive device (IED) blasts, as well as 

fragmentary and small-arms threats. 

Four categories of MRAP vehicles carry 

out several critical missions.

MRAP-All Terrain Vehicles (MATVs) support small-unit combat operations in complex and highly restricted 

rural, mountainous, and urban terrains. 

The M-ATV provides better overall mobility characteristics than the original 

CAT I, II, and III MRAP vehicles and provides better survivability characteristics 

than any High Mobility Multi-Wheeled 

Vehicle (HMMWV) variant. The M-ATV 

retains the same survivability threshold 

as the MRAP CAT I, II, and III vehicles. 

The M-ATV will support mounted patrols, reconnaissance, security, convoy 

protection, casualty evacuation, data interchange, and command and control 

(C2) functions.

Category I vehicles support operations in an urban environment and other 

restricted/confined spaces; including 

mounted patrols, reconnaissance, security, convoy protection, explosive ordnance disposal (EOD), communications, 

casualty evacuation (CASEVAC), C2, and 

combat service support.

Category II vehicles support multimission operations such as convoy security, troop and cargo transport, limited 

combat engineering and EOD support, 

CASEVAC, and ambulance.

Category III vehicles support mine/

IED clearance operations that also include 

route reconnaissance and clearance.

OPERATIONAL IMPACT

Because Marine units operating in 

a complex security environment require 

vehicles capable of surviving mine/IED, 

small-arms fire, rocket-propelled grenade, 

and vehicle-borne IED attacks, MRAP 

vehicles provide deployed commanders, 

various units, EOD, and combat engineer 

teams with highly survivable groundmobility platforms. Marines participate 

in and/or respond rapidly to a variety of 

offensive, stability, and security operations without a large security contingent 

and need a vehicle capable of functioning 

in a counter attack after surviving a “first 

blow” ambush or attack. The MRAP provides that protection.

PROGRAM STATUS

The Mine Resistant Ambush Protected (MRAP) program rapidly evolved 

from a small Rapid Deployment Capability component effort to a Joint Acquisition Category (ACAT) ID Major Defense 
130 | USMC CONCEPTS & PROGRAMS 2011 

Acquisition Program (MDAP) in September 2007. The Marine Corps is executing 

the joint program on behalf of the Navy 

(lead Service). A sole-source contract was 

awarded in November 2006 for 200 CAT 

II and up to 80 CAT III vehicles to bridge 

urgent warfighting needs, after which a 

competitive acquisition for the balance 

of CAT I and CAT II platforms was put 

in place. In January 2007, nine indefinite 

delivery, indefinite quantity contracts 

were awarded to vendors that demonstrated capabilities to meet the program’s 

overarching objective of producing the 

maximum number of survivable, safe, 

and sustainable MRAP vehicles in the 

shortest period of time. The MRAP Joint 

Program Office (JPO) has used a series 

of Low-Rate Initial Production (LRIP) 

awards with six of the vendors to order a 

majority of the vehicles.

The JPO has initiated a constant 

modernization process and Capability 

Insertion (CI) program in theater for vehicles redeploying from Iraq to Afghanistan at the MRAP sustainment facility in 

Kuwait. All MRAP Cougars (CAT I and 

CAT II), RG-31 and RG-33 vehicles in 

Afghanistan, for example, are being upgraded with independent suspension 

systems (ISS) to improve drivability and 

mobility in the more difficult Afghan terrain. The JPO is also assessing the use of 

ISS on other MRAP vehicles. Additional 

modernization efforts include bar armor, 

rocket propelled grenade defeat, automatic fire suppression systems and other 

improvements to enhance MRAP performance in Afghanistan.

The JPO awarded a contract to Oshkosh Corporation in June 2009 for a 

smaller, more agile MRAP variant. The 

MRAP-All Terrain Vehicle (M-ATV) fulfills an urgent and compelling requirement to protect Marines with a highly 

survivable and off-road capable vehicle. 

The first M-ATVs arrived in Afghanistan 

in October 2009 and Initial Operational 

Capability was achieved on April 2010. 

The current M-ATV requirement for all 

Services is 8,440 vehicles.

PROGRAM STATUS

In the fall of 2010 the MRAP program 

responded to an urgent requirement from 

theater for recovery vehicles with the same 

survivability as MRAP vehicles due to the 

increase in op tempo and increased attacks against Coalition Forces. A delivery 

order modification was made to an existing IDIQ contract with Navistar Defense 

to produce 250 of these vehicles. The first 

recovery vehicles will be delivered in the 

spring of 2011.

On 15 December, 2010, Joint Requirement Oversight Council Memorandum 194-10 increased the MRAP vehicle 

Acquisition Objective (AO) to 27,344. To 

date, a total of 26,552 vehicles have been 

procured for the Service and U.S. Special Operations Command (SOCOM) 

through 20 LRIP decisions. As of 3 February 2011, the government had accepted 

25,549 MRAP vehicles; 21,707 vehicles 

have been fielded to units in theater.

Procurement Profile: FY2007-FY2010

Army 20,366

Marine Corps 3,413

Navy 582

Air Force 815

USSOCOM 1,119

Test Vehicles 257

TOTAL 26,552
CHAPTER 3: PROGRAMS | 131

Developer/Manufacturer:

BAE, York, PA

BAE-TVS, Sealy, TX

Force Protection Industries, Inc., 

Charleston, SC

General Dynamics Land Systems-Canada 

(GDLS-C), London, Ontario

Navistar Defense, LLC, Warrenville, IL

Oshkosh Corporation, Oshkosh, WI
132 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The MPC will provide four battalions of armored personnel carrier (APC) 

general support lift to the ground combat element (GCE) of the Marine Air 

Ground Task Force (MAGTF). Designed 

to complement the Service’s Amphibious 

Vehicle capability, the MPC will be effective across the range of military operations during sustained operations ashore 

and reinforce the assault echelon during 

forcible-entry operations. Both MPC and 

the new amphibious combat vehicle will 

replace the legacy Amphibious Assault 

Vehicles (AAV) in the Assault Amphibian (AA) Battalions of Marine divisions. 

An MPC Company is designed to lift an 

infantry battalion in conjunction with 

the infantry’s organic wheeled assets. 

MPC will field a base vehicle (MPC-P) 

and two supporting mission role variants (MRV): MPC-C and MPC-R. Two 

MPC-Ps lift a reinforced rifle squad. The 

MPC-C supports mobile battalion command echelon/fire-support coordination 

center functions. The MPC-R fulfills 

mobile recovery and maintenance 

requirements. 

OPERATIONAL IMPACT

The MPC supports expeditionary 

maneuver warfare and the requirements 

of the GCE based maneuver task force 

by providing a platform that possesses 

a balance of performance, protection, 

and payload attributes. From the point 

of design, the vehicle will be well protected against the full range of known 

and emerging threats while maintaining 

robust performance requirements in support of the Marine Corps mission profile 

(30 percent on road / 70 percent off road). 

Effective on land while maneuvering with 

other wheeled and tracked combat and 

tactical vehicles, possessing sufficient lethality to protect the vehicle and support 

dismounted infantry in the attack and retaining sufficient payload to carry the infantry’s combat loads, mission-essential 

equipment, and days of supply, the MPC 

will be well postured to meet the many 

and varied demands of MAGTF operations. Additionally, the MPC will possess 

a viable tactical water mobility capability. 

Although not intended to achieve operational water mobility performance levels (e.g., the over-the-horizon maneuver 

capability), the MPC will be sufficiently 

capable in the water to use the sea in the 

littoral operating area as maneuver space, 

breach inland water obstacles, and thereby increase the MAGTF commander’s 

maneuver options and the complexity of 

the threat faced by our enemies. 

MARINE PERSONNEL CARRIER (MPC)
CHAPTER 3: PROGRAMS | 133

PROGRAM STATUS

In the spring of 2008, the Marine Requirements Oversight Council (MROC) 

validated the MPC requirement and approved the solution as an advanced-generation eight-wheeled APC to be integrated into the AA Battalions. The initiative 

is currently preparing for a Materiel Development Decision (MDD) in FY2011 

through a series of Pre-Milestone A technology-development efforts. Foremost 

among these efforts is a development and 

exploitation of a technology demonstrator vehicle at the Nevada Automotive Test 

Center (NATC). This effort is working to 

shape and refine both requirement and 

performance specification details, spark 

Industry interest and investment, and 

reduce eventual program risk. The MPC 

program, once launched, will rely on full 

and open competition throughout the 

developmental cycle. 
134 | USMC CONCEPTS & PROGRAMS 2011 

INTERNALLY TRANSPORTABLE VEHICLE (ITV)

DESCRIPTION

The ITV will be a highly mobile 

weapons-capable light-strike platform 

that can support a variety of operations. 

It will provide Marine Air Ground Task 

Force (MAGTF) ground combat units 

with a vehicle transportable in MV-22 

tilt-rotor aircraft and CH-53E/K helicopters. It will also provide reconnaissance 

units equal or greater mobility than the 

MAGTF maneuver elements they support, thereby enhancing mission performance and survivability.

OPERATIONAL IMPACT

The ITV will allow MAGTF commanders to take maximum advantage of 

the speed and range offered by the MV22 and CH-53E/K by deploying ground 

units equipped with highly mobile light 

strike vehicles armed with heavy or medium machine guns. The Interim Fast 

Attack Vehicle (IFAV) is currently fielded 

and is deployable inside the CH-53E aircraft, but the MAGTF ground combat element currently has no ground-mobility 

platform that can deploy inside the MV22. ITV will replace the Interim Fast Attack Vehicle.

PROGRAM STATUS

The ITV Program is currently in 

production and deployment. A full rate 

production decision was approved in July 

2008 and Initial Operational Capability 

was achieved in June 2009, when one infantry battalion received 15 ITVs.

Procurement Profile: FY 2011 FY 2012

Quantity: 31 0

Developer/Manufacturer:

General Dynamics Ordnance and Tactical 

Systems, St. Petersburg, FL, with subcontractor American Growler, Robbins, NC
CHAPTER 3: PROGRAMS | 135

LIGHT ARMORED VEHICLE (LAV) PROGRAM

DESCRIPTION

The LAV Program Office (PM-LAV) 

has fielded numerous upgrades for the 

legacy family of LAVs. The LAV-25 and 

its six supporting mission role variants 

are being upgraded to the A2 configuration. LAV-A2 are equipped with appliqué 

armor, spall liners, more capable fuel injectors and radiators, an increased capacity alternator, an improved suspension to 

handle the increased weight of appliqué 

armor, and an automated fire suppression 

system for improved force protection and 

vehicle survivability. 

The Program Office is also fielding 

an upgraded command and control (C2) 

mission role variant (LAV-C2A2U) to 

upgrade legacy radios with more capable 

systems, add auxiliary power and provide 

network linked laptops for improved situational awareness and supporting arms 

control. 

A driver’s protection kit consisting 

of ballistic blankets, vehicle commander 

and gunner blast shields and improved 

protected machine gun mounts are being fielded to improve platform survivability and lethality. Future survivability 

enhancements include improved fuel cell 

protection, blast mitigating seats and additional internal spall protection. 

PM-LAV is also developing the LAVAntitank (LAV-AT) and LAV-Recovery 

(LAV-R) modernization and upgrade 

programs. In addition to increased overall 

reliability, availability, and maintainability 

of the mission suite, the LAV-AT program 

will provide a second-generation thermal 

sight and an advanced fire-control system 

capable of firing the current and nextgeneration heavy anti-armor missile. 

The LAV-R upgrade will provide a modern crane, winch, and generator to match 

the increased weight of the platform and 

eliminate obsolescence issues. Both LAVAT and LAV-R modernization initiatives 

are designed to improve the supportability and mission effectiveness of the family 

of LAVs by providing mission-suite upgrades and extending the effective service 

life of the platform into the future.

OPERATIONAL IMPACT

The LAV A2 Program enhances crew 

force protection and vehicle survivability 

and allows the fleet to continue to effectively support air and ground operations. 

Many of the upgrades were fielded in 

support OPERATION IRAQI FREEDOM and are supporting OPERATION 

ENDURING FREEDOM. Feedback 

from the Light Armored Reconnaissance 

(LAR) Battalions in-theater is positive; 

their ability to accomplish the mission 

and better protect the force has been significantly improved. 

PROGRAM STATUS

The LAV A2 Program has been developed and is currently being applied to 

Legacy and newly produced LAVs at the 

USMC Maintenance Centers at Albany, 

GA and Barstow, CA. The C2 Upgrade 
136 | USMC CONCEPTS & PROGRAMS 2011 

Program is being fielded to operational 

units. The driver’s protection kit and the 

vehicle commander and gunner blast 

shields have been fielded throughout the 

fleet. The improved protected machine 

gun mount has completed operational 

assessment. The LAV-AT modernization program is scheduled for Initial Operational Capability (IOC) in the Third 

Quarter FY2015. The LAV-R upgrade 

program integration activities began 

in the Second Quarter FY2010 and will 

reach IOC in the First Quarter FY2012. 

Procurement Profile: FY 2011 FY 2012

Quantity: 10 55
CHAPTER 3: PROGRAMS | 137

HIGH MOBILITY MULTIPURPOSE WHEELED VEHICLE (HMMWV) 

EXPANDED CAPACITY VEHICLE (HMMWV ECV)

DESCRIPTION

The ECV is the fourth-generation 

design of the HMMWV and is replacing the aging fleet of baseline A1 variants 

and some A2 variants. The HMMWV was 

originally fielded to Marine Corps units 

in the mid-1980s. Upgrades include: a 

more powerful and environmentally 

compliant 6.5L turbo engine; microprocessor- controlled engine electrical start 

system; increased payload (500 pounds); 

improved corrosion prevention; and access panels to facilitate maintenance. The 

Marine Corps is currently conducting a 

Light Fleet Assessment to determine the 

appropriate mix and distribution of armored and unarmored portions of the 

light tactical fleet of vehicles. 

OPERATIONAL IMPACT

To successfully accomplish their missions, Marine Air Ground Task Forces 

(MAGTFs) require a light tactical vehicle 

for command and control, troop transport, light cargo transport, shelter carrier, towed weapons prime mover, and 

weapons platform throughout all areas 

of the battlefield or mission area. Also, 71 

Marine Corps component programs use 

the HMMWV as their prime mover. For 

units that require specific vehicle configurations, the detailed requirements will 

be provided in kit form, capable of being 

installed at the general support maintenance level or below, or by incorporation of Component of Major End Items/

Component of End Items by the system 

integrator. 

PROGRAM STATUS

The Marine Corps has procured, 

fielded, and supported large numbers 

of HMMWVs since the mid-1980s, and 

the infrastructure and processes are well 

established to support fielding ECVs. 

Training courses and technical manuals 

are being updated, and ECV unique parts 

and tools are being integrated into the 

existing supply system. The Approved Acquisition Objective (AAO) for the Marine 

Corps is currently under review as part of 

the Light Fleet Assessment. 

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0
138 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The JLTV FoV is a joint Army/Marine Corps multinational program for 

a family of light tactical vehicles and 

companion trailers. JLTV objectives are 

to restore the mobility and payload of 

the High Mobility Multi-Wheeled Vehicle (HMMWV) to the future light 

vehicle fleet, while provided expeditionary, modular protection within the 

weight constraints of the expeditionary 

force. The JLTV program will additionally strive to minimize ownership costs 

by maximizing commonality, reliability 

enhancements, and fuel efficiency; savings will also be garnered by executing 

effective competition throughout the 

program development. The JLTV FoVs 

program includes six configurations 

and companion trailers in two variants 

(the Combat Tactical Vehicle and the 

Combat Support Vehicle). Commonality of components, maintenance procedures, and training between all variants 

will minimize total ownership costs. 

OPERATIONAL IMPACT

The JLTV FoVs will be capable of 

operating across a broad spectrum of 

terrain and weather conditions. The approved JLTV Initial Capabilities Document (ICD), and the Draft Capabilities 

Development Document (CDD) identifies required capabilities for the next generation of light tactical vehicles needed to 

support joint forces across the full range 

of military operations and provide a vital 

force enabler, multiplier, and extender. 

The joint services intend to replace 

a portion of the HMMWV fleet with 

JLTVs as part of the ground equipment 

modernization effort. JLTV will give the 

warfighter increased protection through 

the use of scalable armor solutions, while 

returning the payload currently traded 

for added armor protection in existing 

tactical vehicles. JLTV will increase warfighter maneuver capacity by providing 

expeditionary protected mobility on the 

modern battlefield. JLTV’s performance 

characteristics will exceed the armored 

HMMWV and will ensure expeditionary 

protected mobility for the MAGTF and 

joint services. 

PROGRAM STATUS

The JLTV program is currently in the 

Technology Development (TD) phase. 

The Defense Acquisition Executive (DAE) 

approved the Milestone A Decision in 

December 2007. A Request for Proposals 

was released in February 2008, and three 

contracts were awarded in October 2008 

to BAE Systems, General Tactical Vehicles 

(a joint venture between General Dynamics Land Systems and AM General) and 

Lockheed Martin. The results of the TD 

phase will inform and support finalization 

of the CDD scheduled for completion in 

September 2011 prior to Milestone B. 

The three original equipment manufacturers each delivered seven prototype 

vehicles and four trailers for TD testing 

during May FY10. Further a total of seven 

Australian vehicles were delivered during June/July 2010 for testing. Government TD testing is scheduled to conclude 

during May 2011. Upon the completion 

of the TD phase, the services currently 

anticipate conducting another full and 

JOINT LIGHT TACTICAL VEHICLE (JLTV) FAMILY OF VEHICLES
CHAPTER 3: PROGRAMS | 139

open competition with award of two 

contracts no later than March 2012 for 

the Engineering and Manufacturing Development phase, with full production 

and fielding anticipated in FY2017. The 

Marine Corps’ Approved Acquisition Objective is for 5,500 vehicles. 

Developer/Manufacturer:

To be determined.
140 | USMC CONCEPTS & PROGRAMS 2011 

MEDIUM TACTICAL VEHICLE REPLACEMENT (MTVR)

DESCRIPTION

The MTVR program is replacing the 

aging medium truck fleet (M809/M939) 

series 5-ton trucks with state-of-the art 

commercial automotive technology. The 

MTVR has an increased payload of 7.1 

tons off-road and 15 tons on-road, a 

high-performance suspension, traction 

control, new engine, central tire inflation 

system, automatic transmission, and corrosion technology upgrades.

There are several variants of the basic 

MTVR platform for different tasking, including a cargo variant (both standard and 

extended wheel bed configurations), dump 

truck, a wrecker, and a tractor. The dump 

and wrecker variants maintain maximum 

commonality with the basic MTVR cargo 

chassis while performing their unique 

missions. The tractor variant serves as 

the prime mover for the Mk 970 refueling 

trailer. The Navy also uses MTVR vehicles 

for construction battalion (Seabee) operations. The HIMARS Re-supply vehicle 

(and associated trailer) is an MTVR variant that was procured as part of the USMC 

HIMARS artillery system.

The MTVR Armor System (MAS) 

provides complete 360-degree protection as well as overhead and underbody 

protection for the crew compartment 

using Mil-A-46100 High Hard Steel and 

Metal Composite standards. It is designed 

for the 22-year service life of the vehicle. 

The MAS can withstanding small-arms 

fire, improvised explosive devices, and 

mines. It includes upgraded suspension, 

upgraded air conditioning system, removable armored personnel carrier (with 

ballistic glass), machine gun mounts, and 

the Marine Corps Transparent Armor 

Gun Shield. The MAS is a permanent 

modification to the vehicle, and includes 

an upgraded front suspension and cabin 

rebuild. The “reducible height” configuration of MAS allows for removal of cab 

roof, in order to accommodate Maritime 

Pre-positioned Shipping (MPS) space requirements.

OPERATIONAL IMPACT

More than 2,000 MTVRs have seen 

service in Iraq and/or Afghanistan. With 

its 70 percent off-road mission profile 

and highly survivable armor package, the 

MTVR has been heavily used in theater 

for logistics missions, as well as “other 

missions as assigned”.

PROGRAM STATUS

The MAS is installed in all MTVR 

variants in Afghanistan. The MTVR Program Office has continued to improve 

the MAS in response to Urgent Universal 

Needs Statements (UUNS) –– adding increased underbody blast protection, fuel 

tank fire-protection kits, and 300-amp 
CHAPTER 3: PROGRAMS | 141

alternator kits (e.g., for powering counter 

improvised explosive devices), as well as 

developing the reducible height MAS configuration. In addition, live-fire testing 

has resulted in additional MAS upgrades 

for non-reducible armored MTVRs 

and for the armored troop carrier. The 

program office is developing additional 

safety upgrades, such as fire suppression 

systems, in response to UUNS(s); and is 

working with the Office of Naval Research 

under Future Naval Capability (FNC) to 

develop a fuel economy upgrade kit.

Procurement Profile: FY 2011 FY 2012

Quantity: 195 719
142 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The LVSR will replace the current 

Marine Corps heavy-tactical wheeled vehicle, the Logistics Vehicle System (LVS). 

As the Marine Corps’ heavy-tactical distribution system, the LVSR cargo variant 

will transport several cargoes: bulk liquids 

(fuel and water); ammunition; standardized containers; bulk, break bulk, and palletized cargo; and bridging equipment. 

The LVSR will have wrecker and tractor 

variants as well and will be employed 

throughout the MAGTF. The vehicle base 

design includes factory-installed armor 

and is also designed to accept an add-on 

armor kit for increased crew protection.

The all-wheel-drive vehicle is 

equipped with an independent suspension system for superior off-road mobility in the most severe environments. The 

LVSR features an on-road payload capacity of 22.5 tons and an off-road payload 

capacity of 16.5 tons. Its maneuverability 

is increased by four-axle steering capabilities. The LVSR is also equipped with advanced electronics system for in-cab diagnostics of the vehicle’s critical systems, 

including the engine, transmission, and 

brakes. It uses a single-source lubrication 

system for easier maintenance and has a 

600-horsepower C15 engine.

OPERATIONAL IMPACT

To successfully accomplish their mission, MAGTFs require a heavy ground 

logistics distribution system that is highly 

mobile, efficient, extremely reliable, and 

flexible. This system must be capable of 

operating over increased distances with 

increased payloads to meet the demands 

of expeditionary maneuver warfare. The 

LVSR will rapidly distribute all classes of 

supply, while including a self-loading/unloading capability to reduce dependence 

on external material handling equipment. 

For example, the LVSR will help address 

one of the Marine Corps’ biggest challenges in Afghanistan of getting supplies, 

equipment, and logistics into the remote 

areas in which Marines routinely operate.

PROGRAM STATUS

LVSR achieved Initial Operational 

Capability in September 2009. The original indefinite delivery/indefinite quantity 

order contract for the LVSR was awarded 

in May 2006 to Oshkosh Defense, Oshkosh, WI. The Approved Acquisition 

Objective of the LVSR is 2,000 vehicles. 

Full-rate vehicle production began in 

December 2008 and includes add-on armor “B” kits, in addition to the factory 

installed integral (“A” kit) armor, and 

can be applied in the field. At the end of 

FY2010, 1,237 Cargo variant, 40 Tractor 

variant and 15 Wrecker variant vehicles 

had been placed under contract.

Procurement Profile: FY 2011 FY 2012

Cargo variant 130 118

Tractor variant 232 113

Wrecker variant 95 20

Developer/Manufacturer:

Oshkosh Defense Corporation, Oshkosh, WI

LOGISTICS VEHICLE SYSTEM REPLACEMENT (LVSR)
CHAPTER 3: PROGRAMS | 143

ROUTE RECONNAISSANCE AND CLEARANCE (R2C) FAMILY OF SYSTEMS

DESCRIPTION

The R2C capability set mitigates the 

threat of mines, improvised explosive devices (IEDs) and obstacles along routes in 

Marine Air Ground Task Force areas of 

operation. R2C units can perform standoff detection, interrogation, marking, and 

clearance of explosive and non-explosive 

obstacles in order to ensure the mobility 

of friendly forces. In addition, it provides 

a rapidly employable set capable of performing route reconnaissance to obtain 

information about key terrain features, 

route conditions, and obstacles along 

specific routes. The R2C set will reside in 

combat engineer battalions (CEB), engineer support battalions (ESB), and Marine wing support squadrons (MWSS). 

Each CEB and ESB will be assigned three 

sets and each MWSS will be assigned 

one set.

OPERATIONAL IMPACT

This mobility capability is essential 

for maintaining access, shaping the battlespace, establishing the initiative, positioning forces, and supporting dispersed 

forces. This capability ensures maneuver 

and sustainment forces reach their objectives when subject to attack by the variety of explosive weapons and ambushes 

characteristic of irregular warfare. It provides warfighter and system survivability 

against asymmetric threats. R2C operations also enable the effective execution 

of the stability operations tasks of initial 

humanitarian assistance, limited governance, restoration of essential public services, and other reconstruction assistance 

by providing access and protection to the 

executing forces and agencies and gathers 

geospatial information vital for mobility 

planning.

PROGRAM STATUS

This is a FY2010 new start program 

of record. The Capability Production 

Document was approved by the Marine 

Requirements Oversight Council in August 2009. Increment I consists of procuring light weight mine rollers, robots, 

vehicle mounted mine detectors, and 

light weight route clearance blades that 

will augment currently fielded CAT I, II 

& III Mine-Resistant Ambush-Protected 

(MRAP) vehicles to provide an initial 

R2C capability set. Increment II consists 

of rebuilding CAT I, II, and III MRAPs, 

addition of an interrogation arms onto 

specified R2C platforms, and procurement of automated route reconnaissance 

kits and vehicle optic senor systems.

Procurement Profile: FY 2011 FY 2012

Lightweight Mine 

 Rollers 168 0

Lightweight Route 

 Clearance Blades 112 0

Vehicle Mounted Mine 

 Detector Systems 9 0

Robots 0 112

Developer/Manufacturer:

The R2C Family of Systems uses products 

from multiple vendors and government 

agencies with the largest being Force 

Protection Industries, Inc. (FPII), Charleston, 

SC, and General Dynamics Land Systems, 

Sterling Heights, MI.
PART 5: FIRE SUPPORT 
CHAPTER 3: PROGRAMS | 145

GROUND INDIRECT FIRES

In 2007, “The Major Combat Operations Analysis for Fiscal Years 2014 to 

2024” study scrutinized the current organic fire support of the Marine Air Ground 

Task Force (MAGTF) to determine the 

adequacy, integration, and modernization requirements for ground, aviation, 

and naval surface fires. The Marine Corps 

also performed a supplemental historical 

study using OPERATION IRAQI FREEDOM data to examine MAGTF fires 

in the full spectrum of warfare. These 

studies reconfirmed our development of 

complementary systems of ground indirect fires. 

Ground indirect fires requires a medium-caliber cannon artillery capability; 

an extended-range, ground-based rocket 

capability; and a capability with greater 

lethality than current mortars but greater 

tactical mobility than current artillery 

systems. This provides a balanced, expeditionary, ground-based fires capability 

that is responsive, complementary, redundant, and within the range and lethality requirements of the targets the Marine 

Corps will be facing across the full range 

of military operations. 

The foundation of ground indirect 

fires is the M777A2 Lightweight 155mm 

howitzer that, through design innovation, 

navigation, positioning aides, and digital 

fire control, offers significant improvements in lethality, survivability, mobility, and durability compared to the M198 

howitzer. The High-Mobility Artillery 

Rocket System (HIMARS) fills a critical 

range and volume gap in Marine Corps 

fire-support assets. HIMARS provides an 

extended-range precision capability to 

Marine forces. The third leg is the Expeditionary Fire Support System (EFSS), a 

towed 120mm mortar. EFSS will be the 

principal indirect fire support system for 

heli- and tiltrotor-borne forces executing 

Ship-to-Objective Maneuver (STOM) as 

part of a MAGTF. When paired with an 

Internally Transportable Vehicle, EFSS 

can be transported on board MV-22 and 

CH-53E aircraft. EFSS-equipped units 

will have immediately responsive, organic 

indirect fires at ranges beyond current infantry battalion mortars. 

Several additional innovative systems 

related to fire support significantly enhance the warfighting efficiency and effectiveness of the MAGTF, including the 

Advanced Field Artillery Tactical Data 

System (AFATDS), and the Target Location, Designation, and Handoff system 

(TLDHS).
146 | USMC CONCEPTS & PROGRAMS 2011 

LIGHTWEIGHT 155MM HOWITZER (LW155)

DESCRIPTION

The LW155 is a joint Marine Corps/

Army program to develop, produce, and 

field a towed 155mm howitzer that provides increased mobility, survivability, deployability, and sustainability in expeditionary operations throughout the world. 

Designated the M777A2, the LW155 is 

a direct- and general-support artillery 

system replacing the M198 155mm Medium Towed Howitzer in both Services. 

It has incorporated innovative design 

technologies to overcome deficiencies 

inherent in the current M198 howitzer. 

The LW155 is the first ground combat 

system whose major structures are made 

of high-strength titanium alloy, and the 

system makes extensive use of hydraulics 

to operate the breech, load tray, recoil, 

and wheel arms. The combination of titanium structures and the use of hydraulic 

systems resulted in a significant weight 

savings of more than 7,000 pounds compared to the M198 system. Additionally, 

the M777A2 emplaces three times faster, 

displaces four times faster, is more mobile 

over 32 percent more terrain worldwide, 

and is 70 percent more survivable than 

the M198.

The M777A2 is capable of firing unassisted high-explosive projectiles using 

conventional and modular propellants 

to a range of 15 miles and rocket assisted projectiles to approximately 19 miles. 

However, the addition of the digital firecontrol system (DFCS) enables the weapon to program and fire the M982 Excalibur precision-guided munitions to ranges 

of 24 miles with better than 10-meter 

circular error probable (CEP) accuracy 

(i.e., 50 percent of the rounds will impact 

within ten meters of the aim point). The 

weapon is capable of firing a maximum 

of four rounds per minute for short periods of time, with sustainment firing of 

two rounds per minute.

The M777A2 is an upgrade to the initial design that adds a digital fire-control 

system using a global positioning system, 

an inertial navigation unit, and a vehicle 

motion sensor to accurately locate and 

orient the weapon to deliver greater accuracy, responsiveness, and reliability. The 

system also integrates radios for voice 

and digital communications and a chief 

of section display that is decoupled and 

mounted into the cab of the prime mover 

for use as a navigation aid.

OPERATIONAL IMPACT

The LW155 provides significantly 

greater combat capability to troops. The 

weight reduction improves transportability and mobility without impacting range 

:and accuracy. The lightweight M777A2 

can be airlifted by the CH-53E/K and 

the MV-22B Osprey into remote highaltitude locations inaccessible by ground 

transportation. Some M777A2 facts:

s4HE -! CAN lRE THE PRECISION
CHAPTER 3: PROGRAMS | 147

guided Excalibur munitions, developed 

by Raytheon Systems and General Dynamics Ordnance and Tactical Systems, 

up to 24 miles with sufficient accuracy, 

for example, to target selected portions 

of a building, reducing the chance of 

non-combatant casualties and enabling 

supporting fire to be delivered much 

closer to friendly troops.

s)TCANlREASTANDARDKILOGRAMSHELL

almost 21 miles at 2.5 times the speed 

of sound. The projectile takes about a 

minute to fly the distance and reaches 

a maximum height of 12 kilometers. 

The shell reaches its maximum speed of 

1,800 miles per hour by the time it exits 

the muzzle of the gun.

s4HEENERGYRELEASEDlRINGATMAXIMUM

range is 40 mega joules.

s4HEINTERNALCANNONPEAKPRESSUREDURing firing reaches 60,000 pounds per 

square inch.

s4HE WIND SPEED METEOROLOGICAL CONditions and even the Earth’s rotation 

are taken into account for accurate 

targeting.

s4HEGUNREMAINSSTABLEWHENlRINGDEspite its light weight, by being “out of 

balance” with the barrel mounted low 

and forward.

PROGRAM STATUS

The LW155 is in-service with the U.S. 

Marine Corps and Army and has been deployed in current operations. The Canadian army purchased the base M777 under 

a foreign military sale (FMS) contract and 

has 16 M777A2 howitzers in service with 

the Royal Horse Artillery in Afghanistan. 

Canada will be receiving an additional 

21 howitzers. Australia has signed a FMS 

case to purchase the M777A2. Through 

July 2010, the total number of orders for 

the gun had reached 955 units.

Procurement Profile: FY 2011 FY 2012

Quantity: 22 0

Developer/Manufacturer:

Manufacture and assembly of the titanium 

structures and recoil components: Barrowin-Furness, UK

Integration and testing: BAE Systems Global 

Combat Systems, Hattiesburg, MS
148 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

HIMARS is a C-130-transportable, 

wheeled, indirect-fire, rocket/missile system capable of firing all rockets and missiles in the current and future Multiple 

Launch Rocket System (MLRS) Family of Munitions (MFoM). The HIMARS 

launcher consists of a fire-control system, carrier (automotive platform), and 

launcher-loader module that will perform all operations necessary to complete 

a fire mission. The system is defined as 

one launcher, two resupply vehicles, and 

two resupply trailers and munitions.

OPERATIONAL IMPACT

HIMARS addresses an identified, critical 

warfighting deficiency in Marine Corps 

fire support. HIMARS primarily employs 

the guided MLRS rocket to provide precision fires in support of maneuver forces. 

HIMARS is a transformational, 24-hour, 

ground-based, responsive, general-support/general support-reinforcing, precision, indirect fire weapon system that 

accurately engages targets at long ranges 

(greater than 40 miles) with high volumes 

of lethal fire under all weather conditions 

and throughout all phases of combat operations ashore. In early 2011, HIMARS is 

fielded to two battalions (one active and 

one Reserve) in the Marine Corps.

PROGRAM STATUS

The HIMARS program is in the operations and support phase. HIMARS 

achieved Initial Operational Capability in the Fourth Quarter FY2008. Full 

Operational Capability was achieved in 

FY2010.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer:

Launcher and MFOM: Lockheed Martin 

Corporation, Missiles & Fire Control Division, 

Dallas, TX

HIGH-MOBILITY ARTILLERY ROCKET SYSTEM (HIMARS)
CHAPTER 3: PROGRAMS | 149

Re-Supply System: Oshkosh Truck 

Corporation, Oshkosh, WI

DESCRIPTION

The EFSS is the third and final system 

of the land-based fire-support Triad that 

also includes the Lightweight 155mm 

Howitzer and the High-Mobility Artillery Rocket System (HIMARS). Accompanying Marine Air Ground Task Forces 

(MAGTFs) in all types of expeditionary 

operations, EFSS will be the primary indirect fire-support system for the verticalassault element of the Ship-To-Objective 

Maneuver (STOM) force. As such, the 

EFSS launcher, the mobility platform, a 

portion of the basic load of ammunition, 

and a portion of its crew will be internally transportable by a single CH-53E/K 

helicopter or a single MV-22B tilt-rotor 

aircraft, and will possess the greatest possible range and flexibility of employment 

for operational maneuver from the sea.

OPERATIONAL IMPACT

The EFSS will expand the maneuver 

commander’s spectrum of fire support 

options and be capable of successfully 

engaging a spectrum of potential point 

and area targets, including motorized, 

light armored and dismounted personnel; command and control systems; and 

indirect- fire systems. The EFSS will afford the MAGTF commander increased 

flexibility in tailoring his fire-support systems to support the scheme of maneuver. 

EFSS-equipped units will be particularly 

well suited for missions requiring speed, 

tactical agility, and vertical transportability. The EFSS design and configuration 

will ensure that its tactical mobility, in the 

air and on the ground, is equal to that of 

the force supported.

PROGRAM STATUS

The EFSS Program is in production 

and deployment. Full rate production 

was approved in June 2008 and Initial 

Operational Capability was achieved in 

March 2009, when one artillery regiment 

received six EFSS.

Procurement Profile: FY 2011 FY 2012

Quantity: 12 0

Developer/Manufacturer:

General Dynamics Ordnance and Tactical 

Systems, St. Petersburg, FL, with subcontractor TDA Armaments (THALES Group), La 

EXPEDITIONARY FIRE SUPPORT SYSTEM (EFSS)
150 | USMC CONCEPTS & PROGRAMS 2011 

ADVANCED FIELD ARTILLERY TACTICAL DATA SYSTEM (AFATDS) 

FAMILY OF SYSTEMS

Ferte-Saint Aubin, France

DESCRIPTION

The AN/GYK60 AFATDS is an 

automated fire support command and control (C2) system 

that provides the MAGTF the ability to 

rapidly integrate all fire support assets 

into maneuver plans via digital data communications links. AFATDS supports 

the timely exchange of fire-support information and target processing essential to survival on the modern battlefield 

through the integration of all fire support 

assets to include artillery, rockets, mortars, naval surface fire support, and close 

air support. Additionally, the AN/PYG-1 

Back-Up Computer System (BUCS) and 

Mobile Tactical Shelter (MTS) are subsystems of the AFATDS program that fulfill 

requirements identified in the USMC 

AFATDS Operational and Organizational Concept.

The AN/PYG1 BUCS is a handheld computer system that resides on a 

ruggedized personal 

digital assistant (RPDA) designed to 

provide a back-up capability for computing ballistic firing solutions, as well as 

survey and meteorological functions, in 

support of field artillery cannon systems. 

The BUCS hosts the following three software applications: (1) Centaur, the LightWeight Technical Fire Direction System 

application to compute safety parameters and artillery technical firing solutions; (2) Field Artillery Survey Program 

(FASP) software to compute artillery survey data; and (3) the meteorological software application to convert raw meteorological Plot Balloon (PiBall) readings into 

ballistic and computer meteorological 

messages.

The AN/TSQ-17 MTS is a modified 

U.S. Army-procured shelter mounted on 

a High-Mobility Multiple Wheeled Vehicle (HMMWV) employed by the battery Fire Direction Center (FDC), Battery 

Operations Center (BOC), and Liaison 

Sections. It provides environmental protection for the AFATDS, its associated 

peripherals, and the AFATDS Operators. 

The MTS is designed to protect against 

wind driven sand, dust, and rain. It will 

also permit FDC and liaison sections to 

perform required tasks at night without 

compromising light discipline. The MTS 

provides environmental protection at 

the battery level, while the Combat Operations Center (COC) provides environmental protection for AFATDS at the battalion and above. 
CHAPTER 3: PROGRAMS | 151

OPERATIONAL IMPACT

AFATDS will be the primary Commanders Fire Support Coordination 

System employed from MEF to Battery 

level operations. AFATDS will be used to 

provide the commander with the ability 

to rapidly employ all fire support assets at 

his disposal. This will allow him the flexibility to determine what weapon systems 

to employ in shaping and dominating his 

battle space. AFATDS will greatly enhance 

the interchange of tactical data between 

all MAGTF Tactical Command and Control Systems through the use of graphics, common operating applications and 

communications.

PROGRAM STATUS

The AFATDS program is an Evolutionary Acquisition program, designated 

an Acquisition Category (ACAT) II for 

the Army. Since AFATDS is a multipleservice program and the Army is the 

Executive Service, there is no USMCassigned ACAT designation, and by default, the Commander Marine Corps 

Systems Command (MCSC) is the decision authority for Marine Corps AFATDS 

program-related issues. The Program 

Decision Authority (PDA) was delegated 

by Commander, MCSC to the Director, 

Product Group 11 on 24 October 2007. 

The AFATDS program is in Post Milestone C – Sustainment (MS III December 

95). MTS is scheduled to achieve Initial 

Operational Capability (IOC) in October 

2011. Full Operational Capability (FOC) 

will be achieved in October 2012.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer:

AFATDS: Raytheon, Ft Wayne, IN
152 | USMC CONCEPTS & PROGRAMS 2011 

BUCS: Raytheon, Ft Wayne, IN

MTS: SPAWAR, Charleston, SC

DESCRIPTION

A joint fires/combined-arms tool, 

the TLDHS is a modular, man-portable, 

equipment suite that provides the capability to quickly and accurately acquire 

targets in day, night, and near-all weather 

visibility conditions. It is the first system 

within the Department of Defense approved for fielding that allows observers to control close air support (CAS) as 

well as artillery and naval fire-support 

missions on a single system using digital 

communications.

OPERATIONAL IMPACT

TLDHS enables operators to conduct 

target acquisition and target hand-off to 

fire support agencies using existing and 

planned communications equipment to 

support maneuver units of the Marine 

Air Ground Task Force. Operators are 

able to accurately determine and designate a target’s location and then digitally 

transmit (hand-off) these target data to 

supporting-arms elements. The TLDHS 

employs a laser designator for precisionguided munitions and laser spot trackers, 

and it also generates accurate coordinates 

for global positioning system-guided 

weapons, including Excalibur and Joint 

Direct Attack Munitions. The primary 

operators are forward air controllers 

(FAC) and joint terminal attack controller 

(JTAC) for CAS, forward observers (FO) 

and joint forward observers (JFO) for 

field artillery missions, fire power control 

teams of the air and naval gunfire liaison 

companies, Marine Corps Special Operations Command, and the supporting 

training commands. TLDHS maintains 

interoperability with several systems, including AFATDS, Naval Fire Control System, Joint Tactical Common Operational 

Picture Workstation Gateway, Common 

Laser Range Finder, and the AN/PRC-117 

Tactical Combat Net Radio. TLDHS is often employed in conjunction with intelligence surveillance and reconnaissance 

(ISR) assets by tactical air control parties.

PROGRAM STATUS

TLDHS is currently in Block II full 

rate production. TLDHS Block II provides extended CAS functionality for the 

FAC/JTAC via enhanced digital interfaces 

with the A-10, F-16, AV-8B and F/A- 18 

aircraft. Block II also adds the ability for 

FOs to conduct indirect-fire missions 

via the AFATDS. The program is scheduled to reach FOC in the Fourth Quarter 

FY11. The AAO is 1,041 with more than 

750 fielded through FY2010.

Procurement Profile: FY 2011 FY 2012

Quantity: 281 0

Developer/Manufacturer:

Stauder Technologies, Saint Peters, MO

TARGET LOCATION, DESIGNATION, AND HAND-OFF SYSTEM (TLDHS)
CHAPTER 3: PROGRAMS | 153

THE FAMILY OF TARGET ACQUISITION SYSTEMS (FTAS)

DESCRIPTION

FTAS is the Ground Combat Element’s indirect-fire acquisition capability. The FTAS comprises the AN/TPQ-46 

Firefinder Ground Weapons Locating 

Radar (GWLR), the AN/TPQ-48 Lightweight Counter Mortar Radar (LCMR), 

and the Target Processing Set (TPS).

OPERATIONAL IMPACT

The AN/TPQ-46 Firefinder provides 

the ability to locate indirect fire (IDF) 

weapons –– which include mortars, artillery, and rockets –– within a 1600 mill 

search sector from ranges of .75 to 24 kilometers. It is the primary IDF detection 

system in the Marine Corps.

The AN/TPQ-48 LCMR provides a 

6400 mil mortar-detection capability at 

ranges of 1 to 5 kilometers, short-range 

detection coverage, and slewing/cueing 

intelligence to the AN/TPQ-46 via the 

AN/TSQ-267.

The AN/TSQ-267 TPS is the command and control (C2) node of the FTAS 

capability providing radar deployment 

orders, support functions and target data 

to the counterfire/countermeasure-servicing agent. The TPS uses the Advanced 

Field Artillery Tactical Data System as its 

primary communication, and C2 tool. 

As a program within Program Manager 

Radar Systems, the capability is being 

fielded under an Abbreviated Acquisition 

Program (AAP).

PROGRAM STATUS

The FTAS Program Office is supporting the warfighter with all three systems. 

The Firefinder and LCMR are deployed. 

The Marine Corps is procuring and fielding an additional 22 Firefinder radar systems to support expanded requirements. 

The LCMR is being fielded under an AAP, 

with an Approved Acquisition Objective (AAO) of 46 systems. Procurements 

for both the Firefinder and LCMR have 

been funded using overseas contingency 

operations procurement. AAO for TPS 

is seven sets, two for each active-duty artillery regiment and one for the reserve 

component. Naval Surface Warfare Center, Crane, IN, is the system integrator.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer:

AN/TPQ-46: Northrop Grumman/Thales 

Raytheon
154 | USMC CONCEPTS & PROGRAMS 2011 

The Department of Defense defines 

non-lethal weapons as “weapons, devices and munitions that are explicitly 

designed and primarily employed to incapacitate targeted personnel or materiel 

immediately, while minimizing fatalities, 

permanent injury to personnel and undesired damage to property in the target 

area or environment. Non-lethal weapons 

are intended to have reversible effects on 

personnel and materiel.” 

As U.S. troops overseas continue to 

face the daily challenges of irregular warfare, non-lethal weapons are providing 

critical escalation-of-force tools in situations where U.S. operating forces have 

only seconds to distinguish between adversaries and innocent civilians and act 

accordingly. Non-lethal weapons provide 

escalation-of-force options for warfighters, minimizing casualties and collateral 

damage to critical infrastructure. 

Non-lethal weapons have numerous counter-personnel and counter-materiel applications across the spectrum 

of conventional and irregular warfare 

operations, providing capabilities that 

assist operating forces in discerning intent, delaying and deterring individuals, 

and discriminating targets in a variety 

of force application and force protection 

missions. Examples of operations with 

non-lethal weapons applicability include 

checkpoint/entry control, area (including 

forward operating bases and ports), convoy security, law and order operations, 

humanitarian and disaster relief, stability 

operations, and urban operations. 

The Commandant of the Marine 

Corps serves as the Executive Agent for 

the DoD’s Non-Lethal Weapons Program 

(JNLWP). Located in Quantico, VA, the 

Joint Non-Lethal Weapons Directorate 

manages the day-to-day operations of the 

program. 

The JNLWP sponsors research and 

development of new capabilities intended to non-lethally deter, delay, deny or 

disrupt personnel or equipment, for example, stopping vehicles at checkpoints 

or clearing personnel from streets or facilities. This includes research on new 

technologies –– such as directed energy 

–– that can provide a range of non-lethal 

effects and widen the choice of response 

options in multiple escalation-of-force 

scenarios. 

The program has put the following 

into the hands of warfighters: blunt-impact munitions (12-gauge and 40mm); 

optical warning/distraction devices (LA9/P, Glare MOUT); acoustic hailing devices; vehicle arresting devices (vehicle 

lightweight arresting device and the portable vehicle arresting barrier); marking munitions, flash-bang grenades, and 

temporary incapacitation devices, such as 

human electro-muscular incapacitation 

devices (TASERs®); and escalation-offorce mission modules. 

JOINT NON-LETHAL WEAPONS PROGRAM (JNLWP)
CHAPTER 3: PROGRAMS | 155

DESCRIPTION

The Marine Corps adopted the use of 

Green Beam Laser Systems in support of 

Escalation of Force (EoF) type missions. 

This non-lethal device provides a visual 

warning capability to gain the attention of 

personnel approaching lethal force authorized zones. The current systems authorized for use are the Green Beam Designator IIIC with the Safety Control Module 

(GBD-IIIC SCM) and the GLARE MOUT 

532P-M (Mini-Green) systems. These systems provide safe and effective visual hail 

and warning technology that minimize 

the risk of injury or death to civilian and 

military personnel as well as limit collateral damage to property and local infrastructure. To help in further reducing the 

risk of injury, a Safety Control Module 

(SCM) has been incorporated onto the 

GBD-IIIC. The SCM prevents unsafe lazing of personnel that are within the nominal ocular hazard distance of the system. 

Once incorporated on the GBD-IIIC, the 

system is designated as the LA-9/P.

OPERATIONAL IMPACT

The LA-9/P and GLARE MOUT 

532P-M allow personnel engaged in combat, stability and security, and force protection operations to employ an intense 

visual cueing device to hail and warn 

personnel and vehicles at safe standoff 

distances. The GLARE MOUT 532P-M 

and LA-9/P provide Commanders with 

complementary, non-lethal hailing and 

warning capabilities in support of their 

EoF missions. The GLARE MOUT 532PM provides personnel with a weaponmounted, short-range (25 to 218 yards) 

device, while the LA-9/P provides a longrange capability (75 to 1,094 yards) to 

protect Marines against the threat of Vehicle Borne Improvised Explosive Devices 

(VBIEDs).

PROGRAM STATUS

A total of 1,185 GBD-IIICs have been 

fielded to date. All fielded GBD-IIICs have 

since been modified to incorporate the 

SCM, and the device is now designated 

as the LA-9/P. An additional 288 LA-9/

Ps have been procured and delivered to 

the Marine Corps during FY2010 to meet 

expanded operational requirements. The 

GLARE MOUT 532P-M was initially provided to the Marine Corps by the Army’s 

Rapid Equipping Force in 2008. The Marine Corps procured an additional 948 

systems in FY2010. Both the LA-9/P and 

the GLARE MOUT 532P-M will be replaced by the Ocular Interruption Device 

beginning in FY2015.

Procurement Profile: FY 2011 FY 2012

LA-9/P: 0 0

GLAREMOUT 

 532P-M: 0 0

Developer/Manufacturer: 

TJ Inc., Christmas, FL

HAILING AND WARNING GREEN BEAM LASER SYSTEMS
156 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The VENOMTM NL/TLMS is a 40mm, 

multi-shot, electrically actuated, non-lethal munitions grenade launcher that can 

be mounted to the High-Mobility Multipurpose Wheeled Vehicle (HMMWV) 

Marine Corps Transparent Armored Gun 

Shield (MCTAGS) turret, the Mine Resistant Ambush Protected (MRAP) vehicle 

Objective Gunner Protection Kit (OGPK) 

turret, or a M3-tripod. The NL/TLMS 

consists of three banks of ten launch 

tubes, each at fixed elevation angles of 10, 

20, and 30 degrees from the horizontal, 

achieving 360° degree coverage by traversing the MCTAGS and OGPK turrets. 

The NL/TLMS fires a multi-flash-bank 

grenade out to a maximum range of approximately 135 meters. The system includes a launcher, hand-controller, and 

cable subsystem. The hand-controller firing system is used to select and fire the 

three banks of ten rounds each.

OPERATIONAL IMPACT

The NL/TLMS will enable Marines 

to deter and dissuade errant vehicle operators from encroaching security zones 

established during convoy, vehicle checkpoint, and entry control point operations 

by providing a high volume of non-lethal 

fire at range during day and night missions. 

This capability will increase the standoff 

distance between Marines and a potential 

threat allowing time to determine intent 

and escalate force if necessary.

PROGRAM STATUS

A Limited User Evaluation was conducted on the NL/TLMS by representatives 

of the operating forces at the Expeditionary Systems Evaluation Division (ESED) 

of the Naval Surface Warfare Center Crane 

Division located in Fallbrook, CA in April 

and May 2009. Additionally the U.S. Army 

Tank-Automotive and Armaments Command (TACOM) is scheduled to conduct 

a 500-mile road test, followed by live-fire 

testing with the NL/TLMS attached to a 

MRAP OGPK turret in September 2010 to 

safety-certify the system for use on MRAP 

vehicles. The 25 NL/TLMS originally 

planned to be shipped to Afghanistan in 

the Second Quarter FY2010 will now be 

shipped upon successful completion of 

the TACOM test and new equipment 

training to provide the NL/TLMS capability on MRAP vehicles and HMMWVs.

Procurement Profile: FY 2011 FY 2012

VENOMTM: 0 0

Developer/Manufacturer: 

Combined Systems, Inc., Jamestown, PA

VENOMTM NON-LETHAL TUBE LAUNCHED 

MUNITIONS SYSTEM (NL/TLMS)
CHAPTER 3: PROGRAMS | 157

DESCRIPTION

The Mission Payload Module NonLethal Weapons System (MPM-NLWS) 

program will develop and field a new 

vehicle-mounted, tube-launched munitions-delivery system with a novel pyrotechnic munition designed to suppress 

targeted personnel. It will distract, disorient or degrade an individual’s ability 

to perform a specified action within a 

targeted zone of influence. The objective 

of the program is to provide improved 

non-lethal counter-personnel capabilities to operating forces for controlling 

crowds, denying and defending areas, 

controlling access, and engaging threats 

while providing increased standoff distances for protection of friendly forces. 

The MPM-NLWS system will dispense 

non-lethal munitions and provide longer range, greater area coverage, extended 

duration, and better scalability of effects 

than in-service non-lethal weapon systems. The initial increment of the MPMNLWS will be mounted onto the Marine 

Corps Transparent Armored Gun Shield 

(MCTAGS) on a High-Mobility Multipurpose Wheeled Vehicle (HMMWV) or 

its replacement vehicle.

OPERATIONAL IMPACT

The MPM-NLWS will allow the Marine infantryman to effectively launch 

non-lethal munitions to a broader area 

with a greater duration of effects and 

volume of fire. Employment of the MPMNLWS will provide commanders with 

additional options short of lethal force 

and greater flexibility in implementing 

rules of engagement with less-restrictive 

measures.

PROGRAM STATUS

The MPM-NLWS achieved Milestone 

A in 2004. The Capability Development 

Document was approved in November 

2007. Technology Development Phase 

contracts were awarded to industry in the 

third quarter FY10. A Milestone B decision is anticipated in the First Quarter 

FY2012. The Approved Acquisition Objective is 312 units, with IOC anticipated 

in the First Quarter FY2016.

Developer/Manufacturer: 

To be determined.

MISSION PAYLOAD MODULE NON-LETHAL 

WEAPONS SYSTEM (MPM-NLWS)
158 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The Escalation of Force MissionModule contains equipment required to 

satisfy the operational requirement for an 

enhanced capability to apply nonlethal 

force. The EoF-MM will consist of selected equipment that provides operational 

capabilities for use during escalation of 

force situations incurred primarily, but 

not exclusively, when operating under 

restricted rules of engagement. The EoFMM will provide a variety of capabilities 

for the following requirements: 

s6EHICLEAND%NTRYCONTROLPOINT

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The basic building block of the EoFMM is the Equipment Set. Each Equipment Set will consist of specific material 

and non-material solutions that, when 

used together, enable Marines to adequately and safely complete a select mission capability task. Two or more Equipment Sets combine to form a Capability 

Module that provides the equipment and 

supplies to perform a given task, such as 

establish and secure perimeters or conduct cordons.

OPERATIONAL IMPACT

The EoF-MM provides the appropriate weapons and equipment to employ a 

variety of non-lethal tactics and conduct 

a range of non-lethal operations. The 

fielding of the EoF-MM to the operating 

forces is intended to augment existing lethal capabilities.

PROGRAM STATUS

EOF-MM Capability Sets will be procured in increments, which will include 

Equipment Sets outfitted for specific capabilities. The first increment will consist 

of 78 systems, of which 20 have already 

been sent in theater to fulfill an Urgent 

Universal Need Statement. The remaining 58 systems will be fielded throughout 

FY2011 and will coincide with the disposal of the Force Protection Capability Sets 

that are presently in service. The capability required for the second increment is 

currently being developed by DC, CD&I 

and the quantity and delivery schedule are 

yet to be confirmed.

Procurement Profile: FY 2011 FY 2012

EoF-MM: 20 0

Developer/Manufacturer: 

Aardvark Tactical Incorporated, Azusa, CA

ESCALATION OF FORCE MISSION-MODULE (EOF-MM)
CHAPTER 3: PROGRAMS | 159
PART 6: AVIATION 
CHAPTER 3: PROGRAMS | 161

AVIATION STRATEGY

Fixed- and rotary-wing aircraft organic to the Marine Air Ground Task 

Force (MAGTF) shape the battlespace 

and fight the battle, often in direct support of individual Marines on the ground. 

This air-ground combined-arms team 

has proven unequalled in answering the 

Nation’s calls across the spectrum of operations, from humanitarian assistance to 

delivering ordnance on target during crisis and conflict. 

Today, the priority is to replace legacy 

aircraft — some of which have been flying since the Vietnam War — with far 

more capable aircraft. The Marine Corps 

challenge is to remain engaged operationally, sustaining the force while executing a 

transition strategy for the future. In that 

regard, the FY11 Marine Aviation Plan is 

a phased plan looking out ten years and 

beyond, incorporating force structure 

changes to balance the active-duty and 

reserve components. The Marine Corps 

is introducing generation-skipping technologies while providing critical manpower increases simultaneously to all flying squadrons and selected sections of the 

Marine Aircraft Group (MAG) and Marine Aircraft Wing (MAW) headquarters. 

Critical to this effort are our numerous 

transition task forces leading the way as 

we transition from legacy aircraft to new 

platforms.

The Marine Corps transition strategy 

can be separated into two mutually supportive, but challenging efforts: sustain 

the legacy fleet, and transition to new 

aircraft. The FY11 Marine Aviation Plan 

is our roadmap for navigating through 

these challenges, to ensure our continued 

capability to carry out all six functions of 

Marine aviation: Assault Support, AntiAircraft Warfare, Offensive Air Support, 

Electronic Warfare, Control of Aircraft 

and Missiles, and Aerial Reconnaissance. 

This living document outlines the Marine Corps’ multiyear transition plan to a 

dramatically changed fleet, and provides 

details for:

s,EGACYAIRCRAFTMODERNIZATION

s-ARINE!VIATION#OMMANDAND#ONtrol System (MACCS) sustainment

s!VIATION'ROUND3UPPORTSYSTEMS

sustainmentF-35B Short TakeOff / 

Vertical Landing Joint Strike Fighter 

(STOVL JSF) 

s-6
"/SPREY

s(
UPGRADESPROGRAM5(
9AND

AH-1Z)

s+#
*TRANSITIONAND(ARVEST(AWK

system introduction

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+PROGRAMANDHEAVYLIFT

requirements

s5NMANNEDAIRCRAFTSYSTEMS5!3	

programs and upgrades

s/PERATIONALSUPPORTAIRCRAFT

sustainment and upgrades 

s#OMMON!VIATION#OMMANDAND

Control System (CAC2S)

s!.403
'ROUND!IR4ASK/RIENTED

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162 | USMC CONCEPTS & PROGRAMS 2011 

The Marine Corps has several significant aviation modernization programs underway to restore and enhance 

the capabilities of its existing aircraft and 

systems. These modernization efforts are 

vital to the Marine Corps’ near- to midterm combat capabilities.

CH-46E SEA KNIGHT 

The CH-46E Sea Knight performs 

medium-lift combat missions in the execution of the assault support function of 

Marine aviation. The CH-46E is fulfilling 

critical roles in combat operations around 

the globe and continues to be deployed 

with Marine Expeditionary Units. Sustainability, performance improvements, 

and payload-recovery programs are essential to ensure the platform continues 

to meet MAGTF and joint warfighting 

requirements through 2019. Because the 

CH-46E continues to play a vital role in 

support of overseas contingency operations, aircraft survivability equipment 

systems are being upgraded, including the 

missile warning system, countermeasures 

dispensing system and a system to defeat 

infrared missiles. Numerous weight reduction initiatives have commenced and 

include lightweight ceramic armor and 

lightweight armored aircrew seats. CH46E readiness and utilization rates are at 

historic highs, and the efforts underway 

will help these aircraft perform the mission safely and effectively until their retirement in FY2017.

CH-53E SUPER STALLION 

The heavy-lift CH-53E Super Stallion 

helicopter has been key to the assault support function of Marine aviation. However, the CH-53E cannot support the 

range and payload requirements of future 

Marine Corps warfighting concepts. The 

current fleet of aircraft is being flown at 

higher rates than planned due to global 

commitments. A sustainment strategy 

has therefore been implemented to address critical fatigue, obsolescence, and 

reliability issues. A fully new-build design 

of the Marine Corps heavy-lift platform, 

the CH-53K –– focusing on reliability, maintainability, cost of ownership, 

and performance –– is required to meet 

MAGTF and joint warfighting requirements during the next 25 years. 

AVIATION COMBAT ELEMENT (ACE)

LEGACY AIRCRAFT MODERNIZATION
CHAPTER 3: PROGRAMS | 163

AV-8B HARRIER 

The AV-8B Harrier remains in the 

fight. The Open Systems Core Avionics 

Requirement (OSCAR), which updates 

obsolete software and computer equipment, has been improved to increase the 

weapons and sensors capabilities of this 

legacy aircraft. OSCAR with Operational Flight Program (OFP) H6.0 enables 

the AV-8B to carry the Digital Improved 

Ejector Rack (DITER) as part of its suspension equipment. This allows the Harrier to carry multiple Joint Direct Attack 

Munitions (JDAMs), and, coupled with 

recent LITENING carriage expansion in 

H5.0, which includes the centerline station, this will allow for a more robust and 

diverse weapons mixes. In addition to 

the DITER, the AV-8B will upgrade to the 

21X radar tape and receive a fully integrated ALE-47 countermeasures system.

Once OSCAR was fielded, every 

follow-on OFP included the AIM-120B 

Advanced Medium Range Air to Air Missile (AMRAAM) as part of the authorized 

AV-8B weapons inventory. The addition 

of the MV-22 Osprey to the ACE, and the 

limited defense capability of the amphibious task force, cemented the requirement 

for a beyond-visual-range missile for the 

U.S. Marine Corps Harrier. During H6.0 

Operational Test, the AIM-120B will be 

validated in order to expand the envelope 

with the 21X radar tape and permanently 

added to the inventory of air-to-air weapons. AMRAAM allows the AV-8B to engage enemy air threats at a much greater 

range than does its AIM-9 Sidewinder 

missile, and provides a potent deterrent. 

The upgrades to the LITENING pod 

continue to improve the AV-8B’s lethality 

and survivability. The third-generation 

forward-looking infrared set, dual fieldof-view television seeker, and infrared 

marker provide improved target recognition and identification and precision 

targeting capability. The “Plug and Play 

II” assemblies provide the pod with the 

Combat Information Network Application System (CINAPS), which stores 

imagery and video that can be accessed 

through the Combat Net Radio System 

(CNRS). Additionally, Plug and Play II 

pods are outfitted with a digital video recorder to replace the obsolete 8mm tape 

recorder. The Marine Corps continues to 

incorporate new radios and waveforms 

within the pod that will pave the way for 

an aircraft data link, allowing the pod 

to act as a digital bridge in a larger network and to transmit stored images and 

streaming video over greater distances.
164 | USMC CONCEPTS & PROGRAMS 2011 

F/A-18 HORNET 

The F/A-18 will continue to see tactical enhancements and service life management, as it will remain active for the next 

12 years. The F/A-18 A-D aircraft will require service life extensions and upgrades 

to bridge the gap to the complete fleet of 

fifth-generation jets, the F-35 Joint Strike 

Fighters. In early 2011, the legacy Hornet 

is limited to 8,000 flight hours. Scheduled 

high flight hour inspections will increase 

the life span by 600 hours, while further 

inspections and maintenance through a 

service life extension program will allow 

the legacy Hornet to achieve 10,000 flight 

hours. Through the Hornet Integrated 

Master Plan, individual aircraft will be 

monitored and placed into scheduled depot-level maintenance in order to allow 

fleet squadrons to maintain their required 

aircraft on the flight line throughout the 

year. Although wing-root life expectancy, 

landings, and catapults and traps are all 

concerns, increasing aircraft flight hours 

is now the most critical aspect of ensuring specific F/A-18A-D aircraft remain 

operational to scheduled sundown in 

FY2023.

These legacy Hornets are relevant in 

tomorrow’s fight, however. In order to 

ensure responsive Marine aviation strikefighter capability, the baseline Hornet 

needs to be equivalent to the Lot XXI 

F/A-18. Engineering Change Proposal 

583 upgrades provide Lot F/A-18A+/C 

with a NACES ejection seat, the Joint Helmet Mounting Cuing System, Multifunctional Information Distribution System/

Link-16, the APG-73 radar, and the ability to deliver current and future weapons. 

Marine F/A-18s will also incorporate upgrades to the in-service ALR-67v(3) radar 

warning receiver, the ALQ-214 and ALE47 electronic weapons suite, and the APG73 radar. As with the AV-8B, the LITENING pod continues to provide the F/A-18 

with a superior targeting capability.

EA-6B PROWLER 

EA-6B Prowlers are an essential, 

combat-proven element of the MAGTF 

and joint force. Their primary mission is 

electronic warfare (EW), which includes 

electronic attack (EA), electronic warfare 

support (ES), and electronic protection 
CHAPTER 3: PROGRAMS | 165

(EP). EA-6B squadrons are in the process 

of transitioning to the Improved Capabilities III (ICAP III) weapon system. The 

core of the ICAP III is the ALQ-218 digital 

receiver system, the same system the Navy 

adapted for the new EA-18G Growler. This 

is the first significant receiver upgrade to 

the Prowler since its fleet introduction in 

1971, and makes advanced signal targeting possible. These new receivers and the 

additional computing capacity in ICAP 

III enable improved aircrew situational 

awareness, more precise and effective 

jamming, increased readiness and availability, and a reduction in life cycle costs. 

The Marine Corps received its first 

ICAP III in April 2010 and plans to complete the transition to an all-ICAP III 

force by FY 2012. During this time the 

Marine Corps will retain its four operational squadrons (VMAQs) with Primary Mission Aircraft Inventory (PMAI) 

of 20 Prowlers. This structure will be 

maintained into 2016, at which time the 

USMC EA-6B “sundown” will begin, with 

one squadron standing down per year 

until finished in 2019.

There will be no single platform to 

replace the EA-6B. Rather, EW capability for the MAGTF will be provided from 

numerous airborne and ground-based 

systems. The vision of MAGTF EW is a 

composite of manned and unmanned 

surface, air, and space-based assets, fully 

networked and collaborating to provide 

the MAGTF commander the ability to 

control the EM spectrum at the time and 

place of his choosing. For the next decade, 

however, the EA-6B ICAP III will be the 

cornerstone of MAGTF EW and will be 

joined over time by capabilities fielded on 

UAS, fixed- and rotary-wing aircraft and 

the Joint Strike Fighter, as well as in the 

Radio Battalions and other units within 

the GCE.
166 | USMC CONCEPTS & PROGRAMS 2011 

AVIATION GROUND SUPPORT (AGS)

The Marine Wing Support Group 

(MWSG) provides functional support to 

enable Marine aviation operations in an 

expeditionary environment. These capabilities are also relevant to the joint force 

commander on the battlefield, where forward basing and rapid aviation-support 

might be required. AGS is scalable and 

sustainable, but must continue to modernize to support current and future aviation combat element expeditionary operations. The MWSGs and Marine Wing 

Support Squadrons (MWSSs) are undergoing several equipment and structure 

refinements and capability enhancements 

to plan and deploy rapidly and to provide 

AGS to the ACE commander’s training 

and wartime requirements. Additionally, 

the MWSGs and MWSSs will integrate 

improvements in logistics processes and 

information technologies as part of the 

current logistics modernization (LOGMOD) initiatives. 

Continued operational, training and 

equipment enhancements will keep AGS 

on par with evolving Marine Corps future 

operational and logistics concepts. Future 

AGS capability must provide measured 

AGS: required amounts of fuel, ammunition, logistics, and ACE-specific services 

must be ready at a time and place of the 

ACE or site commander’s choosing. The 

MWSS will maintain its core capability 

to establish and operate one forward operating base (FOB, or main airfield) and 

two forward arming and refueling points 

(FARPs) simultaneously. Embedded 

within the MWSS will be task-organized 

and equipped capability sets (internal to 

the squadrons and loaded aboard Maritime Prepositioning Force ships) that can 

be employed rapidly for ACE mission 

tasking. Through capability enhancements, the MWSS will reduce its footprint ashore and have the ability to set up 

swiftly, provide necessary AGS for shortduration operations, and displace and 

relocate within minutes. Using mobility 

to reduce vulnerability will be central to 

ACE force protection; also, military police resident in the Marine Aircraft Wing 

enhances security and law-enforcement 

capability should the ACE be engaged at 

operational sites. 

AGS COMMAND AND CONTROL 

Key to the effective sustainment of 

the ACE and MAGTF fight will be greater 

integration into the ACE command and 

information architecture. To ensure seamless mission planning and operations for 
CHAPTER 3: PROGRAMS | 167

AGS, the MWSS Aviation Ground Support Operations Center (AGSOC) will be 

linked to the ACE command information 

network and site command network to 

monitor ACE support requirements, to 

provide increased situational awareness 

to higher and adjacent commands, and to 

act rapidly to support ACE operations. 

LOGISTICS INTEGRATION 

The integration of all logistics assets 

ashore will be a critical enabler to MAGTF 

operations. Interoperability between the 

logistics combat element (LCE) and the 

MWSS will remain seamless. 

EXPEDITIONARY AIRFIELD 

(EAF) / AIRCRAFT RESCUE AND 

FIRE FIGHTING MODERNIZATION (ARFF) 

The AGS modernization initiative 

will ensure that the MWSS is capable of 

supporting the ACE during expeditionary maneuver warfare operations. The intent of the expeditionary airfield (EAF)/

aircraft rescue and firefighting (ARFF) 

modernization initiative is to provide a 

more rapidly deployable, maneuverable 

and responsive expeditionary airfield capability that supports advanced aviation 

systems and platforms. EAF/ARFF modernization programs include:

s!DVANCEDLIGHTWEIGHTMATTINGCAPABLE

of supporting F-35B Lightning II 

operations

s-AN
PORTABLEALL
WEATHERAIRlELD

lighting systems

s2APIDLY
DEPLOYABLESELF
CONTAINED

airfield damage-repair systems

METEOROLOGICAL SUPPORT

Meteorological and Oceanographic 

(METOC) Functional Realignment: 

Weather services capability will move 

seamlessly from the MWSG to the MACG 

while continuing to provide precise 

weather information and forecasts to the 

MAGTF. This shift will align functionally our METOC support capabilities and 

ensure tactical capabilities become fully 

integrated with C4I architectures. METOC capabilities will deploy as forward 

detachment units and will enhance a 

commander’s ability to support forwarddeployed units through networked METOC capabilities. Additionally, this will 

enhance the commander’s battlespace 

awareness through environmental sensing capabilities for integration onto the 

common operating picture (COP). 

Meteorological Mobile Facility 

Replacement – Next Generation: The 

Meteorological Mobile Facility Replacement-Next Generation (METMF(R)– 

NEXGEN) replaces the legacy METMF(R) 

weather van to provide a modular 

and scalable meteorological capability throughout the battlespace. It uses an 
168 | USMC CONCEPTS & PROGRAMS 2011 

HMMWV-mounted shelter outfitted to 

provide real-time environmental sensing and weather data in support of the 

MAGTF. The METMF(R) NEXGEN will 

enable the METOC forecaster to turn environmental data into actionable intelligence, which will in turn facilitate timely 

operational decision-making. 

Regional Meteorological Centers: 

The Regional Meteorological Centers 

(RMC) became operational in FY 2009 

and provide centralized METOC support 

via consolidated hub architectures on 

each coast (MCAS Cherry Point, NC and 

MCAS Miramar, CA). Advanced technology and capabilities allow the RMCs 

to distribute meteorological forecasts, 

weather warnings and advisories, and tactical weather products to Marine Corps 

air stations and facilities in the continental United States. The RMC also serves 

as a training center for METOC personnel and ensures that entry-level METOC 

personnel are trained to provide METOC 

support during garrison and ACE commands during training operations.
CHAPTER 3: PROGRAMS | 169

DESCRIPTION

Today’s dynamic operational environment requires Marine aviation to 

focus its training more effectively and 

efficiently in order to sustain the highest levels of combat readiness. ATS integrates Marine aviation training processes 

and structures into a single, unified, and 

holistic system that spans all communities. ATS is a completely integrated training system that links training cost with 

readiness in order to provide the MAGTF 

commander with combat-ready units. 

SCOPE

ATS integrates and coordinates policy, 

manpower, equipment, and fiscal requirements of post-initial accession training 

for Marine aviation officers and enlisted 

personnel. The system also integrates 

initial accession aircrew training (Core 

Skill Introduction) for aviation units that 

conduct platform specific aviation training (for example, the Fleet Replacement 

Squadron or the KC-130J Aviation Training Unit). ATS concepts, processes, and 

programs are applicable to all current 

and future Marine aviation training programs, including naval or joint programs 

in which Marine aviation participates. 

FOCUS

ATS will integrate concepts, processes, and programs for training that will 

institutionalize operational excellence reflected in increased combat readiness, decreased costs of training and preservation 

of personnel and assets. ATS will:

s0ROVIDEOPERATIONALCOMMANDERSWITH

a current, responsive, holistic and relevant training system for aircrew, aircraft 

maintenance, aviation ground support, 

and C2 personnel

s!SSISTINTHESTANDARDIZATIONOF-ARINE

aviation communities

s$EVELOPCONCURRENTMANAGEMENTPROcesses to ensure the training system 

(curriculum, courseware, and training 

devices) remains relevant

s!DDRESS TRAINING AND SAFETY ISSUES

through Systems Approach to Trainingderived curricula and improved use of 

Operational Risk Management/Crew 

Resource Management/Risk Resource 

Management through risk mitigation

s3TANDUP-ARINE!VIATION4RAINING3YStems Sites (MATSS) at MCAS to facilitate the ATS program.

PROCESS

Training Management: Training is 

managed through the use of tools and 

processes that provide a common training experience across the ATS, regardless 

of station, platform or system. Elements 

that support the management and integration of training information are Training Management Systems and Learning 

Management Systems.

Learning Management Systems: The 

Training Management Process (TMP) 

provides an effective forum for the operating forces to identify their training issues as the impetus for requirements generation. The TMP determines common 

solutions to training issues, eliminating 

redundant “stovepipe” solutions that are 

wasteful and inefficient. 

Standardization and Evaluation: 

The process of training toward and 

achieving certifications, qualifications 

AVIATION TRAINING SYSTEM (ATS)
170 | USMC CONCEPTS & PROGRAMS 2011 

and designations is standardized and 

consolidated under the ATS. Standardization of aviation training and evaluation 

supports commanders by integrating 

and improving existing flight leadership, 

combat leadership and Naval Aviation 

Training and Operating Procedures Standardization (NATOPS) and instrument 

programs. Standardization of training 

systems is facilitated by the Concurrency 

Management Process and Training System Certification. 

Risk Mitigation: Risk is inherent in 

aviation operations, controlled and managed through awareness and aggressive 

training. Advancements in training devices allow for expansion of experience 

through exposure to real world scenarios, 

and require aircrew to exercise risk management skills without exposing the aircrew or aircraft to risk of actual loss. The 

MATSS provides a venue that supports 

the instruction of the academic portions 

of risk management and aviation safety 

programs by experienced instructors. 

The skills to conduct risk management 

are found in the CRM, ORM, and RRM 

programs. These programs are integral 

to ATS and their principles are reinforced 

during all phases of training.

MARINE AVIATION TRAINING 

SYSTEM SITES

Implementation of ATS at each 

MAW is through MATSS, the focal point 

of ATS execution under the operational 

control of the Marine Aircraft Wing. It 

is product-, resource- and facility-intensive. ATS products/resources available at 

the MATSS include simulators and training devices, web-based training management systems, academic courseware, 

electronic classrooms, and the military, 

civilian and contractor manpower to support the training system. The MATSS facilitates simulator and academic resource 

use, standardization and evaluation, and 

training relevant and responsive to needs 

of the fleet. With increased USMC and 

joint-level awareness for ATS, leveraging common solutions across the various 

platforms, communities and services will 

result in significant cost savings, freeing 

funds for other requirements to enhance 

training across Marine aviation and the 

MAGTF.
CHAPTER 3: PROGRAMS | 171

DESCRIPTION

The F-35B Lightning II STOVL JSF 

is a single-engine, very low observable, 

supersonic strike-fighter aircraft capable 

of short takeoffs and vertical landings 

ashore and at sea. The multi-capable JSF 

combat system will combine the basing 

flexibility of the AV-8B with the multirole capabilities, speed, and maneuverability of the F/A-18 and the electronic 

warfare dominance of the EA-6B. Co-located with Marine Air Ground Task Force 

maneuver elements, the JSF will fulfill 

the Marine Corps’ air-to-ground and 

air-to-air requirements in support of the 

commander’s intent. The very low radar 

cross-section, superior sensor integration 

and robust net-enabled capabilities far 

exceed even the most advanced legacy aircraft in the areas of survivability, lethality, 

and supportability.

Designed from the outset with all six 

functions of Marine aviation –– Assault 

Support, Anti-Aircraft Warfare, Offensive 

Air Support, Electronic Warfare, Control 

of Aircraft and Missiles, and Aerial Reconnaissance –– in mind, the F-35B will 

ensure the MAGTF commander can maneuver in time and space at his discretion, 

and will deliver kinetic, non-kinetic, and 

intelligence, surveillance and reconnaissance (ISR) resources (scaled appropriately), precisely when and where they are 

needed.

The Joint Strike Fighter family of aircraft includes three variants: the B-model 

short takeoff, vertical landing variant for 

the Marine Corps; the A-model conventional takeoff and landing variant for the 

U.S. Air Force; and the C-model aircraft 

carrier-capable variant for the U.S. Navy. 

The JSF will replace the Marine Corps’ 

AV-8B, EA-6B and F/A-18A, C and D; the 

Air Force’s F-16C and A-10; and the Navy’s F/A-18C. Commonality among the 

variants helps reduce both development 

and lifecycle costs, and will result in the 

greatest “bang for the buck” compared to 

developing three new aircraft. 

OPERATIONAL IMPACT

The STOVL JSF provides a multimission offensive air support and an offensive / defensive anti-air capability. The 

STOVL JSF also provides the MAGTF 

with a platform capable of tactical air 

control and tactical reconnaissance. Additionally, the aircraft will be able to provide destruction of enemy air defenses as 

well as EW — electronic surveillance and 

electronic attack. 

The requirements for the JSF are focused on readiness, the combined-arms 

concept, expeditionary capability, and 

expeditionary maneuver warfare. The F35B will be a MAGTF integrator, bringing 

capabilities and options to the decisionmaker. The JSF will incorporate advanced 

mission systems, including the Active 

Electronically Scanned Array (AESA) 

radar, Electro-Optical Targeting System 

(EOTS), and Distributed Aperture SysF-35B LIGHTNING II SHORT TAKE-OFF VERTICAL LANDING (STOVL) 

JOINT STRIKE FIGHTER (JSF)
172 | USMC CONCEPTS & PROGRAMS 2011 

tem (DAS). AESA, EOTS, and DAS information will be incorporated into a pilot’s 

helmet-mounted display system, negating the need for a traditional heads-up 

display in the cockpit. 

In addition to the F-35’s inherent EW 

capability, the JSF has been selected as a 

threshold platform for the Next-Generation Jammer (NGJ) program. The NGJ 

replaces legacy ALQ-99 jamming pods 

flown on both the EA-6B and EA-18G aircraft. There is no intention to have a dedicated mission-specific EF-35; the NGJ is 

intended to be fielded on any variant of 

the more than 2,400 U.S. F-35 aircraft to 

be acquired by all Services. (The Marine 

Corps’ requirement is 420 aircraft.) This 

will move EW focus away from low density/high-demand assets, like the aging 

EA-6Bs, and instead make EW ubiquitous 

throughout the battlespace.

The Marine Corps’ F-35B will be 

capable of operating from aircraft carriers, L-class amphibious assault ships, and 

main operating bases and austere sites 

ashore. (The Italian Navy will also employ the STOVL variant on board their 

aircraft-capable ships.) The F-35B will 

have a 450-nautical mile combat radius 

when employed from a ship and be capable of 550-foot short takeoffs with a full 

internal payload (two 1,000 pound-class 

weapons and two air-to-air missiles) on 

ship-launched missions.

PROGRAM STATUS

The JSF is a joint program with the 

U.S. Air Force, U.S. Navy, U.S. Marine 

Corps, and international partners Australia, Canada, Denmark, the Netherlands, Norway, Turkey, and the United 

Kingdom. These countries are groundfloor participants and partners in the 

F-35 program. The JSF Systems Development and Demonstration (SDD) phase 

is scheduled to last until 2016. The SDD 

phase will include the certification of various precision engagement capabilities, as 

well as of cutting-edge sensor fusion that 

will directly support MAGTF and joint 

force commanders. Since completing the 

critical design review, the prime contractor has begun assembling long-lead items 

in preparation for starting low-rate initial 

production.

The first STOVL test article, BF-1, 

successfully completed first flight in June 

2008 and executed its first vertical landing in March 2010. In early 2011, BF-1, 

BF-2, BF-3, and BF-4 are at NAS Patuxent 

River as our program builds to a total of 

five aircraft in developmental flight test. 

The Marine Corps’ robust developmental 

test schedule will be followed by operational test during which the design will be 

evaluated for operational suitability and 

employment with our operating forces. 

Procurement Profile: FY 2011 FY 2012

Quantity: 13 6

Developer/Manufacturer:

Air Vehicle: Lockheed Martin, Northrop 

Grumman, British Aerospace Engineering 

Propulsion: Pratt & Whitney and General 

Electric
CHAPTER 3: PROGRAMS | 173

The Corps will employ the F-35B 

to support the six functions of Marine 

Corps aviation: Assault Support, AntiAircraft Warfare, Offensive Air Support, 

Electronic Warfare, Control of Aircraft 

and Missiles, and Aerial Reconnaissance. 

This remarkable breadth of employment 

will allow the Marine Corps to decrease 

its tactical aviation inventory while increasing aircraft lethality, survivability, 

and supportability compared to those of 

legacy aircraft. 

The VMFAT-501 Warlords, the 

first Marine Corps JSF STOVL training 

squadron, stood up on 2 April 2010 as 

part of the JSF Integrated Training Center 

at Eglin AFB, Florida. VMFAT-501 will be 

assigned to 2d Marine Aircraft Wing for 

operational control and administrative 

control, but the Warlords will maintain 

a command training relationship and 

co-location with the U.S. Air Force 33d 

Fighter Wing. Students are expected to 

start training in 2012. The Operational 

Test and Evaluation (OT&E) detachment stands up at Edwards AFB during 

2012 and commences Block 2.0 OT&E 

in 2013.

The Marine Corps’ requirement for 

STOVL is 420 aircraft. Once the F-35B 

enters service, the Marine Corps will begin retirement of AV-8Bs and all models 

of the F/A-18 Hornet. All legacy tactical 

strike aircraft platforms should be retired 

by 2024. 

JOINT STRIKE FIGHTER (JSF) TRANSITION PLAN
174 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The MV-22B Osprey tilt-rotor aircraft –– the only such operational military 

aircraft in the world –– is an advancedtechnology vertical/short takeoff and 

landing (VSTOL), multi-purpose tactical 

aircraft that will replace the current fleet 

of Vietnam-era CH-46E helicopters. The 

MV-22B is a multi-mission aircraft designed for use by the Marine Corps, Navy, 

and Air Force.

The MV-22B joins the Joint High 

Speed Vessel and Landing Craft Air Cushion as the seabasing connectors necessary 

to execute expeditionary maneuver warfare. Specific missions for the MV-22B 

include expeditionary assault from land 

or sea; medium-lift assault support; aerial 

delivery; tactical recovery of aircraft and 

personnel; air evacuation; and rapid insertion and extraction. 

The MV-22B’s design incorporates 

the sophisticated but mature technologies 

of composite materials, fly-by-wire flight 

controls, digital cockpits, and advanced 

manufacturing processes. The MV-22B’s 

prop-rotor system, engine and transmissions are mounted on each wingtip and 

allow it to operate as a helicopter for takeoff and landing. Once airborne, the nacelles rotate forward ninety degrees, transitioning the MV-22 into a high-speed, 

high-altitude, fuel-efficient turboprop 

aircraft.

OPERATIONAL IMPACT

The MV-22 will be the cornerstone of 

Marine Corps’ assault support capability, 

with the speed, endurance, and survivability needed to fight and win on tomorrow’s battlefield. This combat multiplier 

represents a quantum improvement in 

strategic mobility and tactical flexibility for expeditionary forces. The Osprey 

has a 325-nautical mile combat radius, 

can cruise at 262 knots, and is capable of 

carrying 24 combat-equipped Marines 

or a 12,500-pound external load. With a 

2,100 nautical-mile single-aerial refueling 

range, the aircraft also has a strategic selfdeployment capability.

PROGRAM STATUS

The Marine Corps’ transition from 

the CH-46E to the MV-22B continues 

at the approximate rate of two Ospreys 

delivered per month and two squadrons 

transitioned per year. Production of the 

MV-22B is based on a block production 

strategy, which is designed to provide 

continual life-cycle and capability improvements throughout the life of the 

platform. 

Block A-series aircraft are designed to 

serve as non-deployable, training aircraft 

only, and they include software enhancements, a nacelle reconfiguration, and additional reliability and maintainability 

improvements compared to the original 

aircraft design. As of January 2011, 30 

Block A aircraft have been delivered and 

were primarily in service at Marine Corps 

Air Station New River. 

MV-22B OSPREY
CHAPTER 3: PROGRAMS | 175

Block B-series aircraft are the deployable configuration of the MV-22B Osprey. 

These aircraft provide improvements in 

effectiveness and maintainability for operators and maintainers, including improved access to the nacelle for inspection purposes and substantial reliability 

and maintenance improvements across 

the entire platform. As of January 2011, 

84 Block B aircraft had been delivered to 

the fleet. 

Block C series aircraft will incorporate mission enhancements and increased 

operational capability. Enhancements 

will include multiple additions: weather 

radar; a forward-firing ALE-47 dispenser; 

improved hover coupled features; an improved environmental conditioning system; and a troop commander situational 

awareness station. The first Block C aircraft are projected to be delivered to the 

fleet in FY2012.

 

Procurement Profile: FY 2011 FY 2012

Block C: 30 30

Developer/Manufacturer: 

Bell Helicopter Textron, Fort Worth, TX

The Boeing Company, Philadelphia, PA
176 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The H-1 upgrades program (UH-1Y/

AH-1Z) replaces the current two-bladed 

rotor system on the UH-1N and AH-1W 

aircraft with new four-bladed, all-composite rotor systems coupled with a sophisticated, fully integrated, state-of-theart cockpit in each model aircraft. The 

UH-1Y and AH-1Z also incorporate new 

performance-matched transmissions, a 

four-bladed tail rotor, four-bladed drive 

system, and upgraded landing gear. Additionally, structural modifications to 

the AH-1Z provide the aircraft six weapons stations –– two more than on the 

AH-1W. The advanced cockpit common 

to both aircraft reduces operator workload, improves situational awareness, 

and provides growth potential for future 

weapons and joint interoperability. The 

cockpit integrates onboard planning, 

communications, digital fire control, selfcontained navigation, and night targeting 

and weapons systems in mirror-imaged 

crew stations. 

OPERATIONAL IMPACT

The UH-1Y Venom (commonly referred to as “Yankee”) and the AH-1Z 

Viper (commonly referred to as “Zulu”) 

have approximately 84 percent identical 

components, which significantly benefits 

MAGTF maintainability and supportability. The H-1 upgrades program resolves 

existing operational UH-1N power margin and AH-1W aircrew workload issues 

while enhancing significantly the tactical 

capability, operational effectiveness and 

sustainability of our attack and utility helicopter fleet.

The Marine Corps’ UH-1Ns are 

reaching the ends of their useful lives. Due 

to airframe and engine fatigue, they routinely take off at maximum gross weight 

with no margin for error. Continued 

implementation of the Yankee (Forward) 

strategy – the successful completion of 

the first UH-1Y deployment (with the 

13th Marine Expeditionary Unit in July 

2009) and the first full squadron deployment of Yankees to Afghanistan in the fall 

of 2009 –– is a top Marine Corps aviation 

priority. Due to significant operational 

demands and aircraft attrition in the existing attack and utility helicopter fleets, 

the Marine Corps adopted a “build new” 

strategy for the UH-1Y.

Similarly, the Marine Corps has begun investing in non-recurring engineering for the production of 58 AH- 1Z build 

H-1 UPGRADE (UH-1Y VENOM/AH-1Z VIPER)
CHAPTER 3: PROGRAMS | 177

new aircraft. These AH-1Zs will augment 

the existing AH-1Ws, which will be remanufactured. This combined build new 

and remanufacture strategy will enable 

the Marine Corps to increase the number 

of AH-1s available to support a Marine 

Corps of 202,000 personnel while mitigating the operational shortfalls caused 

by aircraft attrition. New squadrons are 

being established in support of the Commandant’s “202K” Grow-the-Force decision: HMLA-467 stood up at Marine 

Corps Air Station (MCAS) Cherry Point 

in October 2008; HMLA-469 stood up 

at MCAS Camp Pendleton in early 2009; 

and HMLA-567 will stand up at MCAS 

Cherry Point in April 2011 and will perform duties as the East Coast Tactical 

Training Unit for the UH-1Y conversion 

of all East Coast tactical squadrons. Both 

HMLA-467 and HMLA-567 will relocate 

to MCAS New River once hangar facilities become available in FY 2012-13.

PROGRAM STATUS

Forty-three production aircraft (31 

UH-1Ys and 12 AH-1Zs) were delivered 

through the end of FY 2010. The UH-1Y 

achieved IOC on 8 August 2008 and received its favorable full-rate production 

decision on 17 September 2008. The AH1Z completed operational evaluation in 

July 2010 and is on schedule to achieve 

IOC in second quarter FY2011. The H-1 

upgrades overall procurement objective 

is 160 UH-1Ys and 189 AH-1Zs. 

Procurement Profile: FY 2011 FY 2012

Quantity: 31 26

Developer/Manufacturer: 

Airframe: Bell Helicopter Textron Inc., 

Fort Worth, TX

Integrated Cockpit: Northrop Grumman, 

Woodland Hills, CA

AH-1Z Target Sight System: Lockheed 

Martin, Orlando, FL
178 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The KC-130 is a versatile four-engine 

tactical aerial refueler and assault-support aircraft. It is the only long-range, 

fixed-wing assault-support capability organic to the Marine Corps. The KC-130J, 

in addition to its increase in speed (+20 

percent) and range (+35 percent) compared to the legacy KC-130T, also features 

an improved air-to-air refueling system 

and a state-of-the-art flight station. Other improvements include a Rolls Royce 

AE 2100D3 propulsion system, a Dowty 

R391 advanced-technology six-bladed 

propeller system, and a 250-knot cargo 

ramp and door, providing the MAGTF 

commander with a state-of-the-art, 

multi-mission, tactical aerial-refueler/assault-support transport asset to 2025 and 

beyond. All of the active forces’ legacy 

KC-130 aircraft have been replaced with 

KC-130Js. Once the reserve squadrons 

have transitioned to the J model, a transition that begins in FY2014 and finishes in 

FY2029, the Marine Corps will have one 

type/model/series tactical aerial-refueler/

assault-support aircraft.

OPERATIONAL IMPACT

The KC-130J provides tactical inflight refueling for fixed-wing, rotarywing, and tilt-rotor aircraft; rapid ground 

refueling of aircraft or tactical vehicles; 

assault air transport of air-landed or aerial-delivered (parachute) personnel and 

equipment; airborne command and control augmentation; Pathfinder support; 

battlefield illumination; tactical aeromedical evacuation; and tactical recovery 

of aircraft and personnel support. 

In response to an Urgent Universal 

Need, the Marine Corps has integrated 

a bolt-on/bolt-off Multi-Sensor Imagery 

(MIR)/Weapon Mission Kit for in-service 

KC-130J aircraft. This kit, known as Harvest HAWK, rapidly reconfigures the KC130J aircraft into a platform capable of 

performing persistent MIR, targeting and 

delivery of precision fires using Hellfire 

and Griffin munitions. Future capability 

is planned to incorporate high-volume 

suppressive fires from a 30mm cannon. 

Harvest HAWK is designed as a complementary capability that takes advantage 

of the aircraft’s extended endurance and 

will not detract from the KC-130J’s primary mission of air-to-air and ground refueling. This force multiplier is well suited 

to the mission needs of the forward-deployed MAGTF. The KC-130J brings increased capability and mission flexibility 

to combat planning and operations.

PROGRAM STATUS

The Marine Corps KC-130J requirement (active and reserve) is 79 aircraft. 

The KC-130J is procured as a commercial-off-the-shelf aircraft currently 

in production. Current programming 

brings the total number of KC-130J aircraft to 56. Initial Operational Capability 

was achieved in 2005. 

Procurement Profile: FY 2011 FY 2012

Quantity: 0 1

Developer/Manufacturer: 

Lockheed Martin Aeronautics Company, 

Marietta, GA

KC-130J HERCULES
CHAPTER 3: PROGRAMS | 179

DESCRIPTION

The CH-53K is critical to sea-based 

expeditionary maneuver warfare for the 

Marine Corps of 2025. The CH-53K will 

provide the Marine Corps the ability to 

transport 27,000 pounds of cargo out to 

110 nautical miles, generating three times 

the lift capability of the CH- 53E under the same environmental conditions 

while fitting within the same shipboard 

footprint. The CH-53K will provide 

unparalleled lift capability under hightemperature and high-altitude austere 

conditions, similar to those found in Afghanistan, thereby expanding greatly the 

commander’s operational reach. It is the 

only shipboard-compatible helicopter 

that can lift 100 percent of Marine Corps 

equipment from amphibious shipping to 

inland objectives at high altitudes and in 

hot weather. 

Major system improvements of the 

new-build helicopter include: larger 

and more capable engines; an expanded 

gross weight airframe; an enhanced drive 

train; advanced composite rotor blades; a 

modern interoperable cockpit; improved 

external and internal cargo handling 

systems; and increased survivability and 

force-protection measures. The CH-53K 

is designed to reduce logistics shipboard 

reduce operating cost per aircraft, reduce 

direct maintenance man hours-per-flight 

hour, and increase survivability compared 

to the CH-53E. 

OPERATIONAL IMPACT

Maintainability and reliability enhancements of the CH-53K will decrease 

recurring operating costs significantly, 

while improving aircraft efficiency and 

operational effectiveness compared to the 

in-service CH-53E. The CH-53E’s fully 

burdened operating costs are estimated 

to exceed $27,000 per flight hour in 2016. 

The performance improvements will enable the vertical insertion of two combatloaded up-armored HMMWVs, one Light 

Armored Vehicle, or three 9,000-pound 

sustainment loads to three separate landing zones. 

PROGRAM STATUS

In 2010 the CH-53K program conducted its Critical Design Review. Its 

critical technologies have reached their 

requisite maturity level and the aircraft is 

projected to meet or exceed all of its Key 

Performance Parameters. The team will 

begin assembling the first test aircraft in 

March 2011. 

Developer/Manufacturer: 

Sikorksy Aircraft, Stratford, CT

CH-53K HEAVY LIFT HELICOPTER 

Artist Rendition
180 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The Marine Corps has employed 

UAS since 1986. Since 2001, the demand 

for dedicated aerial reconnaissance aircraft has grown exponentially, and UAS 

have played a critical part in supporting 

the aerial reconnaissance requirement. 

The Marine Corps has refined its UAS requirements and CONOPS, and has begun 

the procurement and fielding of improved 

systems at every level of the MAGTF. 

The Marine Corps UAS CONOPS divides UAS requirements into three levels 

that coincide with the various echelons of 

command in the MAGTF. The larger and 

more capable systems support higher levels of command, whereas the smaller but 

more numerous systems directly support 

lower tactical units. Requirements are:

s-ARINE#ORPS4ACTICAL5!3-#45!3	

the in-service system is RQ-7B Shadow

s3MALL 4ACTICAL 5!3 345!3	 THE

in-service system is RQ-21 Integrator

s3MALL 5!3 35!3	 THE IN
SERVICE SYStem is RQ-11B Raven

OPERATIONAL IMPACT : MCTUAS

As the largest MAGTFs, the MEF and 

MEB are supported by MCTUAS, the 

largest of our UAS systems. The Marine 

Corps currently supports this requirement with the RQ-7B Shadow UAS. The 

first system was deployed with VMU-1 to 

support OPERATION IRAQI FREEDOM 

in September 2007. Employing electrooptical and infrared (EO/IR) sensors, 

communications relay payloads and laser 

designators, commanders on the ground 

have increased visual and communications access within their areas of responsibility. The VMU squadron supports 

commands with route reconnaissance, 

fires integration and coordination as well 

as with force-protection enhancers prior 

to, during, and after their missions. 

PROGRAM STATUS : RQ-7B

SHADOW

Programmed upgrades for the 

RQ-7B include TCDL (Tactical Common Data Link) and a UGCS (Universal 

Ground Control Station) that will increase joint interoperability with other 

aircraft, UAS, and data systems common 

within DoD. Procured as a near-term 

solution to shortfalls in the older RQ-2B 

program, the RQ-7B continues to provide near-term capabilities in support 

of the MAGTF. Upgrades to the RQ-7B 

are planned through FY2016. These upgrades will smooth transition to a larger 

(Group-4) UAS that will to provide the 

MAGTF with full strike, electronic warfare, and signals intelligence capabilities on board a faster UAS platform with 

greater endurance and also maintain an 

expeditionary support footprint. 

Procurement Profile: FY 2011 FY 2012

Systems/Air Vehicle 

Quantity: 13/52 13/52 

UNMANNED AIRCRAFT SYSTEMS (UAS)
CHAPTER 3: PROGRAMS | 181

OPERATIONAL IMPACT : STUAS

The MEU and the infantry regiment 

are supported by STUAS. These UAS and 

personnel are sourced as detachments 

from VMU squadrons in the Marine Aircraft Wings. These systems are designed to 

provide reconnaissance, communications 

relay and target acquisition. The Marine 

Corps contracts UAS services for this requirement under an ISR services contract 

with Insitu Inc. Under a fee-for-services 

construct, the ISR services contract currently employs the Scan Eagle UAS. 

PROGRAM STATUS : RQ-21A 

INTEGRATOR

The Marine Corps has selected the 

RQ-21A Integrator (Insitu Inc.) as a 

government-owned material solution for 

this requirement, and we are immediately 

fielding this system in 2011 under an Early Operational Capability (EOC). As 32 

systems are fielded, they will begin to replace the remaining contract ISR services 

in OPERATION ENDURING FREEDOM. The program recently completed 

source selection and is planned for LRIP 

the Fourth Quarter FY2012 and FRP and 

IOC in the Fourth Quarter FY2013. 

Procurement Profile: FY 2011 FY 2012

Systems/Air Vehicle 

Quantity: 0/0 0/0 

OPERATIONAL IMPACT : SUAS

Battalion-level units across the Marine Corps are supported by their own 

organic SUAS. These UAS systems are 

small, hand-launched and highly mobile, 

each consisting of three air vehicles capable of performing aerial reconnaissance 

with EO or IR sensor within a radius of six 

nautical miles. SUAS are organic to battalion-size units and allow commanders 

to provide immediate aviation support to 

their own forces in the form of route reconnaissance, surveillance, fire direction, 

deception and harassment, security, and 

force-protection missions. After-action 

reports from Marines using these systems 

in combat reflect their desire to improve 

fielding, training, and capability for this 

organic aviation asset.

PROGRAM STATUS : RQ-11B 

RAVEN

The RQ-11B Raven (AeroVironment 

Inc.) is the current program of record. In 

2008, 467 RQ-11 systems began replacing 

all the older RQ-14 Dragon Eye (135 systems). The Marine Corps has additionally purchased limited quantities of the 

smaller Wasp III UAS (AeroVironment 

Inc.) to perform a user assessment for 

its possible addition to the UAS Family 

of Systems. 

Procurement Profile: FY 2011 FY 2012

Systems/Air 

Vehicle Quantity: 467/1,401 467/1,401 
182 | USMC CONCEPTS & PROGRAMS 2011 

OTHER UAS APPLICATIONS 

Cargo UAS

Cargo UAS has been added as an initiative to enhance our assault support capabilities and to reduce the vulnerability 

of ground logistics supporting Marines 

stationed at remote combat outposts. 

Contract cargo UAS service will be fielded in 2011, followed by a formal program 

of record that by FY2016 will provide 

the MAGTF with a UAS system capable 

of cycling five tons of supplies between a 

support base and remote outpost within a 

24-hour period.

Electronic Attack and UAS

The Marine Corps will incorporate 

an EA capability into current and future 

UAS platforms, partly to address the 

eventual retirement of EA-6B Prowlers. 

This EA capability in UAS will comprise 

a portion of the system-of systems-approach by which electronic warfare capabilities are distributed across manned and 

unmanned aerial systems. The system-of 

systems-approach allows the nation to 

move away from low-density/high-demand assets (like the EA-6B) and make 

electronic warfare ubiquitous across the 

battlespace.
CHAPTER 3: PROGRAMS | 183

OSA aircraft provide time-sensitive 

air transport of high-priority passengers 

and cargo between and within a theater 

of war, and execute short-notice, timecritical logistical air missions, scalable to 

complement the economical and efficient 

use of tactical platforms. This frees up 

front-line tactical squadrons for higherorder missions and tasks, thereby serving 

as a combat multiplier for MAGTF, joint 

force, and regional combatant commanders. OSA aircraft provide airlift in support 

of national defense, humanitarian assistance and disaster relief, theater security 

cooperation and engagement with US allies. 

Based on proven civil designs, these 

Marine Corps assets are 27 commercialvariant aircraft, ranging in size from an 

eight-passenger light twin-engine turboprop to 90-passenger jets. The Marine 

Corps operates four different types of 

aircraft to meet its operational support 

airlift requirements: 

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and Encore

Marine Corps UC-35s are forward 

deployed in Southwest Asia, providing invaluable daily support to the component 

commander and relief to MAGTF tactical 

aircraft by moving personnel and cargo 

throughout the theater. OSA aircraft have 

sufficient tactical radios to ensure integration with MAGTF and joint operations. UC-12W and UC-35D aircraft have 

been equipped with aircraft survivability 

equipment to detect and defeat enemy 

surface-to-air infrared missiles. 

Marine OSA supports the MAGTF 

directly at combined-arms exercises such 

as Enhanced Mojave Viper. The incorporation of OSA into MAGTF exercises 

relieves participating tactical squadrons 

from much of the exercise-associated administrative logistical airlift requirements. 

This in turn enables tactical squadrons to 

focus time and resources on combat-related flight training. 

The acquisition of low-risk, commercial-off-the-shelf aircraft is a cost-effective way to provide MAGTF commanders 

relevant and sustainable operational support. OSA aircraft provide swift, effective, 

short-notice, time-critical logistical air 

support, with aircraft flown by Marine 

aviators and fully integrated into MAGTF 

operations. 

OPERATIONAL SUPPORT AIRLIFT (OSA) 
184 | USMC CONCEPTS & PROGRAMS 2011 

PROGRAM STATUS

The Marine Corps has a Serviceendorsed OSA Master Plan, developed to 

provide MAGTF commanders with the 

right mix of the right aircraft to ensure 

time-sensitive movement of personnel 

and cargo. The plan articulates deliberated OSA aircraft recapitalization to 

modernize the Fleet to meet current and 

future needs, and prescribes a minimum 

quantity of 27 aircraft of four basic aircraft types.

The C-9B is out of production, and is 

now 35 years old. A suitable replacement 

would provide an increase in capabilities 

and a reduction in operating costs. The 

replacement aircraft must have the ability to transport larger payloads further 

distances.

The C-20G is a Gulfstream G-IV 

aircraft, manufactured in Savannah, GA. 

Efforts to install ASE equipment are 

underway. 

The UC-35C/D aircraft are manufactured by Cessna Aircraft in Wichita, 

KS. The UC-35D aircraft are having ASE 

equipment installed, as funds are made 

available. 

The UC-12B/F aircraft were made by 

Beechcraft Corporation, and average 27 

years of age. They are being replaced by 

the UC-12W, which is a King Air 350ER. 

The UC-12W is manufactured by Hawker 

Beechcraft Corp, in Wichita, KS. The Marine Corps received six UC-12W aircraft 

in FY2010. Integrated Developmental 

Test was completed in August 2010. The 

aircraft achieved Initial Operational Capability in the Fourth Quarter FY2010. 

The procurement objective is 12 aircraft. 

Funding is being sought for remaining six 

aircraft. 

Procurement Profile: FY 2011 FY 2012

UC-12W 2 0 

Developer/Manufacturer: 

Hawker Beechcraft Corporation, Wichita, KS 
CHAPTER 3: PROGRAMS | 185

Marine aviation is reshaping the 

Corps’ aviation logistics elements to enable more responsive, flexible, and reliable combat support for future conflicts, 

while meeting today’s readiness needs. 

Marine aviation logistics provides organizational and intermediate levels of aviation maintenance, supply, ordnance, and 

avionics in support of the ACE as a key 

component of the MAGTF. The Naval 

Aviation Enterprise’s (NAE) continuous 

process improvement strategy –– End-toEnd Alignment (E2E) and AIRSpeed –– is 

the key enabler to modernizing the timetested Marine Aviation Logistics Support Program (MALSP) and to providing 

the foundation for improving current 

readiness. 

Current Readiness (CR): Marine 

aviation commanders and leaders, in concert with the Naval Aviation Enterprise, 

are responsible for aligning and managing the key processes supporting manning, equipment, and training to readiness levels that are necessary to generate 

core-competent units for warfighting 

missions. The process management decisions implemented by the TMS team lead 

through CR, with detailed analysis, support attainment and sustainment of nearand long-term Marine aviation readiness 

goals and institute best practices that 

provide effective training, qualified personnel, and efficient maintenance. The 

CR process links all decision-makers horizontally so that problems can be solved 

cross-functionally.

Marine Aviation Logistics Support 

Program II (MALSP II): Marine Aviation 

Logistics Support Program II (MALSP 

II) is the expeditionary logistics solution 

for Marine aviation. It increases Marine 

aviation’s ability to deploy, employ, sustain and redeploy rapidly to and from 

austere regions. MALSP II implements 

a demand-pull system utilizing logistics 

nodes across the chain that includes: the 

parent Marine Aviation Logistics Squadron, en-route support base (ESB), main 

operating base, and forward operating 

base. By applying the NAE E2E/Airspeed 

methodologies, MALSP II becomes the 

comprehensive aviation logistics program 

that expands the future ACE’s operational 

freedom of maneuver with a reliable and 

effective logistics system that is lighter, 

more adaptive, and proactive. 

In 2010, the Marine Corps established 

an ESB in Bahrain to evaluate the MALSP 

II concept of operations. This proof of 

concept employs E2E/AIRSpeed methodologies in support of select aviation aircraft material support across the logistics 

nodal chain. In addition, MALSP II also 

introduced the first release of its information technology (IT) functionalities, 

called the Expeditionary Pack-Up Kit 

(EPUK). Encompassing both hardware 

and software, EPUK is a critical IT capability to MALSP II, allowing near-real 

time satellite transaction for order, issue, 

stow, and receipt of aircraft parts requisitions. It is currently undergoing its field 

use evaluation. Upon completion, EPUK 

will be fielded to the ESB in support of 

future MALSP II proofs of concept. 

MARINE AVIATION LOGISTICS TRANSFORMATION
186 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The AN/TPS-80 G/ATOR is a threedimensional, expeditionary, short-/medium-range multi-role radar capable of 

detecting low-observable, low-radar cross 

section targets such as rockets, artillery, 

mortars, cruise missiles, and unmanned 

aerial systems. The G/ATOR is being developed and fielded in three increments 

and will be employed by the Marine Air 

Ground Task Force (MAGTF) across the 

range of military operations. The three 

increments will cover both aviation and 

ground missions and will replace three 

in-service legacy radars and the functionality of two systems already retired. 

Increment I is the Air Defense/Surveillance Radar. It provides real-time 

radar measurement data to the Tactical 

Air Operations Center (TAOC) through 

the AN/TYQ-23(V)4 Tactical Air Operations Module, AN/TSQ-269 Mobile Tactical Air Operations Module (MTAOM), 

Composite Tracking Network (CTN), 

and the Common Aviation Command 

and Control System (CAC2S). Increment I will have the ability to function as 

a Short-Range Air-Defense (SHORAD) 

radar with the ability to provide fire quality data to a future Ground-Based AirDefense (GBAD) system. 

Increment II will fill the Ground 

Weapons Locating Radar (GWLR) functions and provide counter-battery/target 

acquisition for the ground combat element. Increment IV provides an expeditionary airport surveillance radar capability to the MAGTF. 

G/ATOR comprises three major subsystems: (1) the Radar Equipment Group 

(REG); (2) Communications Equipment 

Group (CEG); and (3) Power Equipment 

Group (PEG). The REG is an integrated 

radar and trailer combination towed 

behind an MTVR. The CEG is palletized communications and radar control systems transported in the armored 

M1151A1 HMMWV. The PEG is a pallet 

assembly containing a tactical generator, 

cables, and ancillary equipment transported in the bed of the MTVR. 

The REG, CEG, and PEG without 

prime movers are considered mission-essential equipment and are rapidly deployable via helicopter/tilt-rotor, KC-130 or 

ground vehicles during the first stages of 

operations. This system can augment seabased air-defense sensors and command 

and control capabilities. G/ATOR will 

provide naval and joint forces with an expeditionary radar and cruise missile detection capability that extends landward 

battle space coverage. When fully fielded, 

the diverse capabilities of G/ATOR and 

the many warfighting functions it supports will make it a highly valued asset to 

the MAGTF commander. 

GROUND/AIR TASK-ORIENTED RADAR (G/ATOR) 
CHAPTER 3: PROGRAMS | 187

OPERATIONAL IMPACT

G/ATOR’s expeditionary, multi-role 

capabilities represent the next generation 

in ground radar technology and will provide crucial enhancements to warfighting 

capabilities for Marine Corps and joint 

force commanders: greater range, greater 

detection and target classification against 

new and evolving threats including lowobservables, and greater performance 

against enemy countermeasures. The G/

ATOR will provide increased mobility, reliability and improved situational awareness with the ability to act as the landward extension of Sea Shield, enabling 

Sea Strike against deeper inland targets. 

PROGRAM STATUS

The AN/TPS-80 G/ATOR was designated a Special Interest Program by the 

Under Secretary of Defense for Acquisition, Technology and Logistics (AT&L) 

in February 2009. The Department of the 

Navy will continue to be the lead acquisition agency for G/ATOR. The Approved 

Acquisition Objective is 69 units. 

Procurement Profile: FY 2011 FY 2012

Quantity: 0 1-EDM* 

*Engineering Development Model 

Developer/Manufacturer: 

Northrop Grumman Electronic Systems, 

Linthicum, MD
188 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The Aviation Command and Control 

(AC2) Family of Systems (FoS) and the 

MACCS legacy sustainment efforts support the systems employed by MACCS 

tactical agencies and operational facilities, each having different functions, tasks 

and equipment suites. These agencies 

are fielded and supported by squadrons 

within the MACG in support of the ACE. 

The tactical agencies are: the Tactical Air 

Command Center (TACC), the Tactical 

Air Operations Center (TAOC), and the 

Direct Air Support Center (DASC). 

The core AC2 FoS consists of the 

CAC2S (IOC FY2011), G/ATOR (IOC 

FY2016), and the fielded AN/TPS-59 Radar and the Composite Tracking Network 

(IOC FY2011). MACCS legacy systems 

in the sustainment life cycle include: the 

AN/TYQ-23(V)4 Tactical Air Operations 

Module (TAOM); AN/TYQ-101 Communications Data Link System (CDLS); AN/

MRQ-12(V)4 Communications Interface 

System (CIS); AN/TYQ-87(V)2 Sector 

Anti Air Warfare Facility; AN/UYQ-3B 

Direct Air Support Central/Airborne System (DASC/AS); and the AN/MSQ-124 

Air Defense Communications Platform 

(ADCP) 

In addition to the core MACCS programs, the Sustainment Program Office 

has management responsibilities for the 

Link Management System Multi-Tactical 

Data Link (TDL) (LMS-MT), AN/GRC171B(V)4 Ultra High Frequency (UHF) 

Radio, AN/URC-107(V)10 Joint Tactical 

Information Distribution System (JTIDS) 

Terminal Radio, AN/USQ-140(V)11(C) 

Multifunctional Information Distribution System Low Volume Terminal, AN/

TYQ-145 Beyond Line of Sight Gateway 

(BLOS-GW), and AN/GRC-256 High 

Frequency Radio. External influences include the Marine Corps wide modernization of radios, cryptological devices, high 

mobility multi-purpose wheeled vehicles, 

trailers, and Environmental Control Units 

(ECUs). 

MACCS sustainment is responsible 

for one program that is in the production 

phase. The AN/TSQ-269 Mobile Tactical Air Operations Module (MTAOM) is 

slated for Initial Operational Capability 

(IOC) in FY2011. 

OPERATIONAL IMPACT

The MACCS Sustainment Program 

Office ensures that the TACC, TAOC, and 

DASC systems remain ready, relevant, and 

capable until Full Operational Capability 

(FOC) of CAC2S. This is accomplished 

through selected engineering initiatives, 

software sustainment, and maintenance 

of the appropriate logistics resources. In 

doing so, the MACCS FoS Sustainment 

program will continue to support the 

warfighter. 

PROGRAM STATUS

The systems of the TACC, TAOC, 

and DASC, with the exception of the 

MTAOM, are in the operations and support phase of their life cycles and must 

be kept relevant, ready, and capable until 

CAC2S FOC is achieved. The re-baselined 

CAC2S program schedule has impacted 

all projected MACCS sustainment system support requirements and program 

funding as the legacy systems’ item-exit 

dates are extended. Currently, MACCS 

FoS sustainment will continue until the 

end of calendar year 2018.

AVIATION COMMAND AND CONTROL (AC2) 

FAMILY OF SYSTEMS AND MARINE AIR COMMAND 

AND CONTROL SYSTEM (MACCS) SUSTAINMENT 
CHAPTER 3: PROGRAMS | 189

DESCRIPTION

The MTAOM consists of the Sector 

Anti-Air Warfare’s System Server Assembly and other COTS/GOTS components 

rack-mounted in an S/788-G Lightweight 

Multipurpose Shelter (LMS) and transported on a M1152 high mobility multipurpose wheeled vehicles. Additional 

rack-mounted components include Joint 

Range Extension (JRE) Data Link Translator (DLT), SunAir 9000D 1 Kilowatt 

HF Radio, AN/GRC-171B(V)4 UHF 

Radio, AN/VRC-103(V)3 UHF/VHF/

Satellite Communications Radio, AN/

USQ-140(V)11(C) Multifunctional Information Distribution System (MIDS) 

Low Volume Terminal (LVT), MIDS capable JRE Interface Unit (JIU), and various data link communications modems 

and encryption devices. MEP and ECUs 

are provided from an Integrated Tactical 

ECU and Generator (ITEG) system. Operator stations (up to 20) and associated 

display equipment are tent-based. 

The MTAOM leverages TAOC PrePlanned Product Improvement Initiatives. 

These initiatives consist of three key additions to the current suite of equipment. 

The first of these additions is the AN/

AYK-14 Replacement Computer (ARC) 

running the Reconfigurable Processor for 

Legacy Avionics Code Execution capability. The ARC is a Versa Module Eurocard 

circuit board processor that emulates the 

AN/AYK-14 computer for processing 

legacy CMS-2 code. The second addition 

is the Radar Communications Processor Suite, which allows the integration of 

non-organic sensors. Tactical Data Links 

(TDLs) A and B, North Atlantic Treaty 

Organization Link 1, and the Army Tactical Data Link-1 (ATDL-1) provide the 

MTAOM the capability to perform missions of the TAOC. The third component 

is the MIDS capable JIU, which provides 

the MTAOM with Link 16 data via the 

JRE system or the MIDS LVT-11. 

The operational capacities of a single 

MTAOM configuration with RCPS are:

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OPERATIONAL IMPACT

The AN/TSQ-269 Mobile Tactical 

Air Operations Module (MTAOM) provides a mobile system to conduct air C2 

and air-defense operations. The MTAOM 

provides the flexibility for rapid movement and deployment required by the tactical situation and mission. The MTAOM 

provides mobility not currently available 

with the TAOM. As with the TAOM, the 

MTAOM provides interfaces to adjacent 

and higher commands. 

PROGRAM STATUS

MTAOM system transportability and 

mobility requirements are documented 

in Change 3 of the TAOM Operational 

Requirements Document dated 13 Feb 

2009. The Authorized Acquisition Objective for MTAOM is 10 systems. 

Procurement Profile: FY 2011 FY 2012

MTAOM 0 0 

Developer/Manufacturer: 

Naval Surface Warfare Center, Crane 

Division, Crane, IN

MOBILE TACTICAL AIR OPERATIONS MODULE (MTAOM) 
190 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The Remote Video Viewing Terminal 

(RVVT) is an Intelligence, Surveillance, 

and Reconnaissance (ISR) asset that will 

allow viewing and exploitation of video 

and metadata from multiple unmanned 

aircraft systems and manned LITENING 

pod-equipped aircraft. As a program of 

record, the RVVT will replace the previous two generations of remote viewing 

terminals (ROVER and VideoScout) that 

were fielded through the UUNS process. 

RVVT will also assume the operations 

and maintenance of these legacy systems.

OPERATIONAL IMPACT

RVVT provides Marine Forward Air 

Controllers and Joint Tactical Air Controllers a more complete view of the battlefield by allowing them to view video 

from various ISR assets that are in their 

area of operations in a compact portable 

form-factor. RVVT allows the Marine 

to view real-time video first hand rather 

than being told over radio communications, thus enabling the warfighter to delineate more effectively potential threats.

PROGRAM STATUS

RVVT is in the pre-materiel solution 

analysis phase. The current focus of the 

program is maintenance and sustainment 

of the VideoScout systems until the RVVT 

program of record systems are fielded, in 

early 2011 scheduled for FY2016. Milestone B is anticipated in FY2013, and 

Milestone C in FY2014. The Approved 

Acquisition Objective is:

s6IDEO3COUT

s2EMOTE6IEWING4ERMINALS

Procurement Profile: FY 2011 FY 2012

VideoScout 42 0

Remote Viewing 

Terminals 0 0

Developer/Manufacturer: 

Legacy VideoScout: L3 Communications, 

San Diego, CA

Remote Viewing Terminals: 

To be determined

REMOTE VIDEO VIEWING TERMINAL
CHAPTER 3: PROGRAMS | 191

DESCRIPTION

This initiative replaces the A/S32P19A Aircraft Crash and Structure Fire 

Fighting Truck, known as the P-19A. The 

P-19A was introduced into service in 

1984. It had a service life of 12 years and 

has had multiple depot-level rebuilds. 

The P-19A is the Marine Corps’ 

only major Aircraft Fire Fighting Vehicle 

(FFV). This vehicle is used at Marine 

Corps Air Stations and forward operating 

bases. The P-19A FFV Replacement provides rescue and aircraft fire-fighting capabilities to permanent and expeditionary airfields and may also be employed 

to fight structural fires in support of base 

camps and as firefighting support to other 

elements of the MAGTF, at ammunition 

supply points, fuel distribution points, or 

hazardous material storage facilities. 

The end state is a reliable major 

aircraft fire-fighting vehicle that supports fixed and rotary aircraft operations 

through 2038.

OPERATIONAL IMPACT

The P-19A replacement will be delivered to the objective area via strategic airlift (C-17 and C-5) or surface transport 

modes. The vehicle will provide the same 

capability in garrison at the supporting 

establishments. The legacy P-19 fleet is 

exhibiting considerable readiness issues 

stemming from reliability and electrical 

failures due to the age of the vehicles. The 

current P-19A is a maintenance challenge 

to station and wing mechanics, resulting in 50 to 75 percent material/readiness levels. In addition, because of the 

unavailability of P-19As, some units are 

not able to conduct the necessary training required to keep firefighting personnel proficient.

PROGRAM STATUS

P-19A Replacement Initial Operational Capability is planned for FY2016. 

IOC is achieved when one MWSG has 

received a complete issue of P-19A replacements; the assigned mechanics and 

crews have received initial training at the 

operator/crew, field and sustainment levels; and sufficient repair parts are in place 

to support operations. 

P-19A Replacement FOC is desired 

by FY 2017 to meet the Approved Acquisition Objective of 176. The program is 

awaiting final requirements documents 

to continue with the fielding strategy. 

P-19 replacement Capabilities Development Document (CDD) has been signed 

by DC CD&I. Program moving towards a 

Milestone B decision. CD&I (LID), APX, 

SYSCOM and I&L may pursue a twoprong fielding strategy –– a COTS and a 

tactical variant.

Procurement Profile: FY 2011 FY 2012

 0 2 

Developer/Manufacturer: 

To be determined

P-19A AIRCRAFT RESCUE AND FIREFIGHTING (ARFF) 

VEHICLE REPLACEMENT
PART 7: EXPEDITIONARY 

LOGISTICS 
CHAPTER 3: PROGRAMS | 193

EXPEDITIONARY LOGISTICS STRATEGY

The intent of the Expeditionary Logistics Strategy is to enhance the effectiveness and lethality of the MAGTF. In order 

to be relevant to the MAGTF commander, 

our enhanced logistics capabilities must 

be responsive to the mission, provide the 

highest level of certainty, and be controlled by the MAGTF Commander. 

Key to improving responsiveness, 

certainty and control is the continued 

development and fielding of state-of-theart Logistics Chain Management (LCM) 

and Command and Control for Logistics 

(C2 for Log) systems, complemented by 

improved processes and organization. 

Global Combat Support System-Marine 

Corps (GCSS-MC) represents the Information Technology backbone of modernization efforts, and in concert with 

other systems, such as MAGTF Logistics 

Support Systems (MLS2), will provide the 

MAGTF with an unprecedented logistics 

advantage.

RESPONSIVENESS

Responsiveness is about being prepared...anticipating what is needed, 

when and where...so that the Marine 

Corps can rapidly tailor and deliver the 

logistical support needed to the MAGTF 

warfighters. 

Our experiences in collaborating, 

forecasting, and positioning logistics support have underscored several challenges, 

including: an inability to anticipate and 

effectively respond to requirements for 

fairly predictable needs, such as hydraulic 

fluid and radio batteries; lack of trucks in 

forward logistics units; a large footprint of 

supplies (“The Iron Mountain”); and the 

need to positively track patients in-transit 

from the point of injury to the point of 

treatment. Additionally, systems interface with Army and Navy supply chains is 

sporadic and compounds the difficulty of 

drawing on in-theater support from joint 

forces. These and other thorny challenges 

are addressed by initiatives now reaching 

the operating forces, with others to follow 

during the coming years. 

Enhancements that the operating 

forces are starting to see today include logistics decision support tools, such as the 

Marine Corps Equipment Readiness Information Tool, or MERIT; Common Logistics Command and Control System, or 

CLC2S; and the Transportation Capacity 

Planning Tool, or TCPT. These are initial efforts to automate processes previously accomplished via laborious “stubby 

pencil drills” or locally designed spreadsheets. Another improvement is the packing of shipping containers and pallets in 

a manner that minimizes handling and 

repacking of the supplies at locations in 

the battle space. This innovation, dubbed 

the “pure pallet” initiative, has placed the 

burden of assembling these shipments at 

the beginning of the logistics chain, where 

the material handling equipment and 

other personnel and facilities resources 

are best arrayed to efficiently and effectively build pallets and containers that do 

not have to be touched again until they 

reach the ultimate destination.

Additionally, the Forward Resuscitative Surgery System has been proven as a 

flexible, resuscitative surgery capability 

that can be quickly configured and erected 
194 | USMC CONCEPTS & PROGRAMS 2011 

to support any tactical medical situation 

ashore in a forward combat environment, 

and provide immediate medical life-saving capabilities to support MAGTF operations on a 24-hour basis.

CERTAINTY

Logisticians have been plagued for 

years by the inability to have visibility of 

the end-to-end logistics pipeline and provide the requester with an accurate status 

of their request. We need to improve, 

and are improving, our ability to provide 

timely and accurate situational awareness 

of items and services in the logistics pipeline even when unforeseen actions impact 

their delivery.

The challenges in the area of certainty all stem from the absence of actionable 

logistics information and the underlying 

inaccuracy of logistics data in our myriad 

logistics information systems. This was 

magnified during OPERATION IRAQI 

FREEDOM by the fact our forward combat forces were using the legacy Supported Activities Supply System, (SASSY), 

Marine Corps Integrated Maintenance 

Management System (MIMMS) and Asset Tracking for Logistics and Supply System (ATLASS), while the Marine Logistics 

Command (MLC) was using the ATLASS 

II+ interim solution that, for all intents 

and purposes, did not “talk” to these 

legacy systems. Additionally, the lack of a 

robust long-range data communications 

capability within the Logistics Combat 

Element led to a situation where Iridium 

telephones using dialup communications 

speeds of 9.800 bits of data per second –– 

1980’s technology in the private sector–– 

had to be used to register sustainment 

requests in the supply system when the 

units could stop to transmit their needs.

An immediate, temporary solution was to return all USMC units to the 

SASSY/MIMMS/ATLASS common standard, until GCSS-MC can be fielded. 

Other capabilities being implemented 

include the Logistics Support Wide Area 

Network (LSWAN), which is a Very 

Small Aperture Terminal (VSAT) data 

communications tool that supports the 

Battle Command and Sustainment Support System (BCS3) and the Warehouse 

to Warfighter-Last Tactical Mile system 

(W2W-LTM). BCS3 represents the capabilities envisioned by the Logistics Combat Element for a common operational 

picture (COP), supported by the Joint 

Tactical COP Workstation (JTCW). The 

Automated Manifesting System–Tactical 

(AMS-TAC) will ultimately provide the 

“last tactical mile” in-transit visibility 

originally envisioned under the Warehouse to Warfighter initiative. Each of 

these solutions has been developed and 

fielded, and while we acknowledge they 

do not completely satisfy all of the visibility requirements of the battlefield and 

the logistics chain, they are providing 

enhanced visibility into the location of 

supplies and equipment while we actively 

work with developers for more complete 

and integrated solutions.

CONTROL

Our final focus area is control. The 

intent is to ensure the MAGTF com-
CHAPTER 3: PROGRAMS | 195

mander has the ability to command and 

control the end-to-end Logistics Chain, 

in order to provide logistics support that 

is responsive and certain. The capability 

of the MAGTF to shift the priority of logistics support must be immediate and 

absolute. Many of the challenges have already been discussed, as they impact the 

areas of responsiveness and certainty, for 

example: the lack of long-range and onthe-move data communications assets for 

the Logistics Combat Element; a supply, 

maintenance and transportation process 

and systems that are not well integrated; 

poor forecasting tools to anticipate the 

needs of the supported unit; and a lack of 

visibility into the logistics chain. An additional enhancement that has been fielded 

to help increase situational awareness and 

convoy control within the LCE is the Blue 

Force Tracker (BFT).

LCE COMMUNICATING IN A 

LESS THAN MATURE THEATER

The LCE requires the communications assets to operate on a digital information-enhanced battlefield. Modular, 

scalable, and deployable equipment is 

required to provide the robust bandwidth necessary to transmit voice, data, 

and video teleconferencing internal and 

external to the battlefield. In 2011, for 

example, there is a capability gap within 

the LCE for line-of-sight, beyond line-ofsight, and on-the-move communications, 

which degrades the effectiveness of logistics support for MAGTF operations. The 

following systems are being fielded to satisfy the identified communications gaps 

in the near and mid terms:

s4HE,37!.63!4SAREBEGINNINGTOlLL

a void in beyond line-of-sight capability within the Marine Logistics Group 

(MLG). LSWAN VSAT will create a 

more net-centric environment and 

mitigate line-of-sight limitations.

s4HE #OMMAND AND #ONTROL /N
THE


Move Network Digital Over-the-Horizon Relay (CONDOR), being fielded to 

the LCE in 2011, will provide on-themove beyond-line-of-sight data, voice, 

and video capability within the Marine 

Logistics Group (MLG).

s4HE 4RANSITION 3WITCH -ODULE 43-	

will provide enhanced multiplexing 

capabilities and an integrated services 

digital networks capability. This allows 

the Logistics Combat Element to provide a secure VTC capability over the 

circuit switched network. 

Voice and data communications 

equipment –– such as Enhanced Multiband multi-mode radio, High Frequency 

Radio, Tactical hand held radio, integrated 

intra-squad radio, Enhanced Position Location Reporting System, and the Defense 

Advanced Global Positioning System Receiver –– are currently being fielded to 

the MLG via supplemental funding to 

support on-the-move communications 

requirements. These capability enhancements will bring the Logistics Combat Element up to par with the Air and Ground 

Combat Elements of the MAGTF.

NEAR-TERM INITIATIVES

The first set of initiatives all pertain 

to Logistics Command and Control enablers, and contain the emerging technologies implemented during OPERATIONS 
196 | USMC CONCEPTS & PROGRAMS 2011 

IRAQI FREEDOM and ENDURING 

FREEDOM to improve asset visibility 

within the logistics chain, to simplify the 

process for requesting logistics support, 

or to enhance the data communications 

capabilities that must be in place to allow 

these systems to work effectively. These 

systems have recently been codified and 

standardized for implementation Corpswide, and are designated as MAGTF 

Logistics Support Systems (MLS2).

s"ATTLE#OMMAND3USTAINMENT3UPPORT

System (BCS3)

s#OMMON,OGISTICS#OMMANDAND

Control System (CLC2S)

s4RANSPORTATION#APACITY0LANNING4OOL

(TCPT)

s7AREHOUSETO7ARlGHTERn,AST4ACTICAL

Mile (W2W-LTM)

s%LECTRONIC2ETROGRADE-ANAGEMENT

System (eRMS) – Navy

s"IRD4RACKnNavy

Use of these systems is enhanced 

by use of the Marine Corps Equipment 

Readiness Information Tool (MERIT).

These systems are considered part 

of the GCSS-MC portfolio’s family of 

systems, and may be replaced by future 

blocks of the GCSS-MC, as that program 

matures. Other MLS2 systems may be 

adopted permanently as complementary 

systems to GCSS-MC, or be replaced by 

more capable systems.

LSWAN VSATs are part of the longterm C4 solution for addressing the 

LCE’s communications challenges, and 

are making a difference today.

The MAGTF Distribution initiative is 

already well underway within the MEFs, 

but the underlying policy and enabling 

directives required to institutionalize this 

end-to-end logistics chain approach to 

distribution will take time to complete, 

particularly given ties to other U.S. Transportation Command initiatives.

The Marine Aviation Logistics Support Program II addresses many of the 

same logistics challenges within the aviation community that face the rest of the 

MAGTF. Marine aviation is reshaping its 

logistics elements to enable agile combat support for future conflicts using the 

same continuous process improvement 

tenets that are used by the ground logistics community’s logistics modernization 

efforts. 

Automatic Identification Technology 

(AIT) refers to a suite of technologies, 

such as bar codes (linear, two-dimensional, and data matrix), radio frequency 

identification (active and passive), voice 

recognition, contact memory buttons, 

integrated circuit cards, and satellite tags. 

These and other emerging technologies are used to enable and facilitate the 

identification and rapid transmission of 

machine-readable data to Automated Information Systems (AIS) to enhance the 

readiness of deploying forces with improved knowledge of equipment. AIT will 

pass through a series of Full Operational 

Capability (FOC) events during the next 

few years as the range of technologies that 

are available and required to be implemented to meet the full spectrum of logistics identification requirements within 

the Marine Corps.

Naval Logistics Integration consists 
CHAPTER 3: PROGRAMS | 197

of 14 separate efforts aimed at better coordinating the activities of the ground 

logistics system with the Navy logistics 

system. Among the most promising accomplishments to date have been the use 

of the Cargo Routing Identification File 

for shipment routing, the Fleet Industrial 

Supply Center for shipping, the Priority 

Management Office for sourcing and expediting urgently needed requirements, 

and the Advanced Traceability and Control system to handle the shipment and 

retrograde of reparable repair parts, such 

as engines and transmissions, in support 

of deployed MAGTFs. For all of these 

early accomplishments, NLI will not be 

full operational capable until all Navy and 

Marine units can seamlessly receive and 

provide logistics support among themselves.

MID-TERM INITIATIVES

MAGTF Logistics Integration (MLI) 

is very similar to Naval Logistics Integration, in that it will only be FOC when all 

Marine ground and aviation units can 

seamlessly receive and provide logistics 

support between themselves using common processes and interoperable systems. 

The Materiel Readiness Process Improvement (MRPI) initiatives aimed at 

realigning supply and maintenance activities within the MAGTF to improve effectiveness are basic concepts supporting 

the overall logistics modernization effort. 

The fielding of GCSS-Marine Corps can 

be viewed as the IOC point for these concepts, since it is the principal technology 

enabler that will empower logistics modernization throughout the Marine Corps. 

Autonomic Logistics (AL) is early 

in its development, on a cycle that will 

take several years. The IOC for Autonomic Logistics will roughly correspond 

to the fielding of weapons systems that 

incorporate autonomic logistics sensors. 

This will include current efforts to retrofit the High Mobility Multi-Wheeled 

Vehicle (HMMWV), Medium Tactical 

Vehicle Replacement (MTVR), and the 

Light Armored Vehicle (LAV). Additionally, several new weapons systems are being designed with Autonomic Logistics 

in mind, such as the Joint Light Tactical 

Vehicle (JLTV) and the Marine Personnel 

Carrier (MPC).

GCSS-MC reflects milestones for the 

initial capability being delivered to the 

operating forces. Block 1 of GCSS-MC is 

critical to moving our logistics modernization efforts forward. However, there 

are future capabilities envisioned under 

GCSS-MC, which will cover areas including distribution and transportation, 

health services, and engineering, well 

into the next decade. The following pages 

highlight key logistics programs. 
198 | USMC CONCEPTS & PROGRAMS 2011 

LOGISTICS MODERNIZATION

The Logistics Modernization programs are now incorporated under Marine Air Ground Task Force (MAGTF) 

Expeditionary Logistics. The MAGTF 

expeditionary logistics initiative includes 

remaining Log Mod issues, results of the 

on-going MAGTF Expeditionary Logistics Capabilities-Based Assessment 

(CBA) and other initiatives that will improve logistics support throughout the 

MAGTF. These actions are vital to refining and posturing MAGTF logistics to 

support future Marine Corps operations. 

The Marine Logistics Group reorganization, Logistics Operational Architecture, 

MAGTF Distribution, and tasks from the 

solution-planning directive were completed and continue to be refined within 

the Expeditionary Logistics CBA and 

USMC combat development process. 

MAGTF expeditionary logistics is an 

overarching initiative that incorporates 

people, processes and technology to enhance support to Marine expeditionary 

forces operating in less than mature theaters. The MAGTF expeditionary logistics initiative supports a balanced, multicapable force which is integral to the 

vision and strategic direction of the Marine Corps as described in Marine Corps 

Vision and Strategy 2025 and supports the 

logistics concepts in Joint Vision 2010.

To support its statutory responsibility to be an air-ground force in readiness, 

the Marine Corps must be capable of operating in expeditionary environments 

and have the logistics capabilities to enable MAGTF operations across the full 

range of military operations. While the 

Marine Corps’ MAGTFs are self-sustaining, MAGTF expeditionary logistics is envisioned to further expand Marine Corps 

expeditionary capability and preserve the 

ability to primarily operate from the sea 

with an enhanced sea-based maintenance 

capability, improved logistics chain information management, capabilities to include visibility of joint and multinational 

information, and a reduced logistics 

footprint.

The success of the future MAGTF is 

also dependent upon using improved logistics processes and technologies as integrated resources to better sustain expeditionary forces. Improvements in logistics 

technology to include the Global Combat 

Service Support-Marine Corps and the 

Expeditionary Logistics Technology Tools 

will significantly enhance supply, maintenance and distribution functions.

Integration with other service logistics providers is key to the future logistics support of worldwide expeditionary 

MAGTF operations. The Naval Logistics 

Integration and MAGTF Logistics Integration initiatives are being included into 

the integrated supply, maintenance, and 

distribution processes to ensure Marine 

Corps logistics is operationally effective 

afloat and ashore.

The goal of the MAGTF expeditionary logistics initiative is to improve support to expeditionary operations. Combined, these efforts will produce a smaller 

and more agile footprint, greater adaptability, increased operational reach, and 

an enhanced ability to operate across the 

continuum of operations.
CHAPTER 3: PROGRAMS | 199

The Total Life Cycle Management 

(TLCM) initiative is a Marine Corps-wide, 

cross-functional effort to better integrate 

the distinct but interdependent processes 

that compose the total life cycle for ground 

weapon systems, equipment and materiel 

with the ultimate aim of enhancing the 

combat readiness of Marine Air-Ground 

Task Forces. The initiative encompasses the 

activities of Headquarters Marine Corps, 

Marine Corps Combat Development 

Command, Marine Corps Systems Command, and Marine Corp Logistics Command that are focused on equipping the 

operating forces. TLCM improvements 

will unify, align, and streamline the efforts 

of these stakeholders to provide effective, 

timely, and responsive ground equipment 

support to the warfighter. 

Clearly aligned roles, responsibilities 

and relationships among the stakeholders 

have been an early focus of the TLCM improvement efforts, as has the identification 

of gaps, overlaps and friction points in the 

multiple processes that compose the equipment life cycle. As the initiative matures, 

continuing efforts to improve integration 

of activities across the life cycle will:

s&IELD NEW AND IMPROVED -!'4&

capabilities

s-AXIMIZEEQUIPMENTREADINESS

s!SSURE WITH THE HIGHEST PROBABILITY OF

success that ground weapon systems, 

equipment, and materiel will be available 

for use when and where needed

s%LIMINATEWASTETHROUGHOUTTHEPROCESS

s!LLOW BETTER PROGRAM PLANNING FOR REquirements development, acquisition, 

fielding, operation, sustainment, and 

disposal

s0ROVIDE ACCURATE EQUIPMENT ACCOUNTing and visibility through enhanced 

Marine Corps-wide asset management 

capability

s0ROVIDE ENHANCED -ARINE #ORPS
WIDE

sustainment capability

s0ROVIDE VISIBILITY OF 4OTAL /WNERSHIP

Cost for planning, programming, budgeting, and execution purposes

s0ROVIDECAPABILITYFOR-ARINE#ORPS
WIDE

supply chain management

s0ROVIDE ABILITY TO ASSESS AND IMPROVE

TLCM effectiveness by monitoring performance and identifying areas for improvement through the use of valid and 

reliable data

s3TRENGTHEN COORDINATION WITH EXTERNAL

agencies

To guide and direct the TLCM initiative, the Marine Corps established a crossfunctional, cross-command governance 

structure including the TLCM Executive 

and Corporate Boards, supported day-today by a TLCM Office embedded within 

Installations and Logistics Department.

TOTAL LIFE CYCLE MANAGEMENT
200 | USMC CONCEPTS & PROGRAMS 2011 

SENSE AND RESPOND LOGISTICS

The increasing agility, force projection, and speed of command required on 

the distributed battlefields of today and 

tomorrow require an adaptable, flexible, 

and self-synchronizing logistics support 

network to maintain operational advantage. Marine Air Ground Task Force Sense 

and Respond Logistics is both a strategy 

and ultimately a technical approach by 

which the Marine Corps will develop and 

field current and future capabilities in 

support of Marine Corps Vision and Strategy 2025, Marine Corps Operating Concepts 

for a Changing Security Environment, the 

Marine Corps Service Campaign Plan, the 

Marine Corps Logistics Roadmap, and ongoing USMC Logistics Modernization. As an 

overarching enterprise/portfolio strategy, 

MAGTF Sense and Respond Logistics will 

leverage existing service, joint, and Department of Defense programs and guide key 

investments in future logistics capabilities 

to seamlessly integrate with and share information across the Command and Control, Maneuver, and Intelligence domains.

The foundation to achieve 

this MAGTF Sense and Respond Logistics capability will 

be the integration and synchronization of four capability 

approach areas: (1) Logistics 

Management Information; (2) 

Decision Support; (3) Logistics Chain Management; and 

(4) Command and Control for 

Logistics. Key capabilities will 

include Global Combat Support System –– Marine Corps, 

Autonomic Logistics –– Marine Corps Services, AIT, and decision-support capabilities, such as intelligent courseof-action support, risk and opportunity 

cost assessment, and dynamic planning and 

re-planning.

One primary example of how MAGTF 

Sense and Respond Logistics will expand 

the tactical flexibility and operational 

reach of commanders is the Autonomic 

Logistics – Marine Corps. Autonomic Logistics will provide enhanced platform and 

weapon system diagnostics and prognostics, including collecting mission-critical 

data (position, location, identification, fuel 

and ammunition levels, equipment health, 

and mobile loads). AL will provide the infrastructure and services to collect, inform, 

and disseminate near-real time automated 

operational/readiness data and status from 

vehicle and weapon system platforms that 

will provide commanders with real-time 

combat-endurance assessments for their 

units and life cycle managers with accurate 

platform performance data.
CHAPTER 3: PROGRAMS | 201

Autonomic Logistics consists of the 

Electronic Maintenance Support System 

(EMSS), Embedded Platform Logistics 

System (EPLS), and Autonomic Logistics 

–– MC Services (ALS). EMSS provides the 

critical technical conduit and infrastructure to enable a net-centric “maintainer” 

data environment for platform performance data to enable efficiencies in the 

maintenance process. It provides ground 

maintenance personnel with an electronic 

decision support tool and capability to access Interactive Electronic Technical Manuals (IETMs) and subject matter experts as 

far forward on the battlefield as possible. 

EPLS provides the “on-platform” system/

infrastructure (e.g., sensors, data controller, 

automated health monitor) to acquire platform health, fuel, ammunition, and mobile 

load data; the ability to monitor and report 

vehicle status, health, and logistics needs 

for MAGTF ground tactical vehicles; and 

timely situation awareness and equipment 

readiness/status to MAGTF commanders. 

This information supports platform/fleet 

total life-cycle management by improving 

the ability to monitor usage, maintenance, 

failures, and repairs and to provide platform historical performance data and information. 

ALS will provide a net-enabled decision support service capability and the 

“Off-platform” data/information-sharing 

(networking, data management, and applications) framework (communications, 

information assurance, and interfaces) 

and application program interfaces to be 

interoperable with the MAGTF C2 and 

Logistics Enterprises. Autonomic Logistics 

supports the Logistics Management Information, Decision Support, and C2 for Logistics MAGTF S&RL capabilities approach 

areas to enable more informed decisionmaking, support more responsive combat 

service support, enhance overall C2, and 

reduce total life cycle costs. Autonomic 

Logistics supports DoD implementation 

of Condition-Based Maintenance Plus, as 

well as improved Total Life Cycle Management and affordability. 

The Marine Corps is also partnered 

with the Navy and the Office of Naval Research through Naval Logistics Integration 

to develop Sense and Respond capabilities 

that integrate Naval Expeditionary Combat 

Command shore units within the MAGTF.
202 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

EMSS provides maintenance personnel a decision support tool capable of 

wireless connectivity and access to internet applications (GCSS-MC, Interactive 

Electronic Technical Manuals (IETMs), 

Computer Based Training, forms, and 

files). EMSS also provides automated 

updates of technical data and supports 

GCSS-MC by providing access for parts 

ordering and maintenance documentation. Additionally, EMSS provides reachback capability to SME/Program Office 

personnel to enhance and assist in maintenance of weapon systems and support 

equipment. EMSS is a critical enabler 

of logistic modernization efforts (Item 

Unique Identification (IUID), ConditionBased Maintenance, Embedded Platform 

Logistics System, and AL Services).

OPERATIONAL IMPACT

EMSS provides ground maintenance 

with an electronic decision support tool 

with the capability to access IETMs and 

SMEs as far forward as possible.

PROGRAM STATUS

EMSS has received a full fielding decision for 2,141, 2,147 and 3,521 MOSs. 

Fielding is approximately 75 percent 

complete. 

Procurement Profile: FY 2011 FY 2012

Quantity: 800 800

Developer/Manufacturer: 

Electronic Maintenance Device (EMD), 

Servers and Charger Rack: Naval Surface 

Warfare Center, Crane Division, Crane IN

ELECTRONIC MAINTENANCE SUPPORT SYSTEM (EMSS)
CHAPTER 3: PROGRAMS | 203

DESCRIPTION

The Embedded Platform Logistics 

System capability provides accurate visibility of combat and support vehicles 

operational status (fuel, ammo, system 

health, mobile loads, and passenger manifest) improving readiness reporting and 

enhances operational availability. EPLS 

uses asset health monitoring systems to 

monitor, collect, process, and display essential platform operating status. The initial capability is designed and integrated 

into the AAV, MTVR, and LAV platforms 

and provides the hardware infrastructure 

for Autonomic Logistics. EPLS is a critical 

enabler for condition-based maintenance 

and provides the ability to “alert and 

fix” a vehicle before major failure. CBM 

enhancements increase combat vehicle 

availability by reducing the time required 

to diagnosis and correct problems the 

first time.

OPERATIONAL IMPACT

EPLS provides platform health and 

logistics status for operators, maintainers, and local commanders. This basic 

platform health and logistics data are 

transmitted to MAGTF commanders 

to facilitate logistics support decisionmaking and more effective maintenance 

planning.

PROGRAM STATUS

EPLS successfully completed Field 

User Test and Evaluation in AAV, MTVR 

and LAV vehicles. Fielding decision is 

projected for Third Quarter FY2011.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0 

Installation 258 275

Developer/Manufacturer: 

EPLS System: Lockheed Martin Simulation 

Training and Support, Orlando, FL 

EMBEDDED PLATFORM LOGISTICS SYSTEM (EPLS) 
204 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

ALS provides a MAGTF capability by 

integrating equipment operational status, 

system health and logistics needs in to 

operational and logistics decision planning process. Information is integrated 

into C2 applications via VMF messages 

to provide aggregate view of unit level 

vehicle fuel, ammo, vehicle status, mobile 

load, and passenger list. Logistic requirements for refueling, ammo distribution, 

corrective maintenance needs, and mobile load distribution are integrated into 

GCSS-MC to provide accurate and timely 

support requests and in transit visibility. 

Decision support tools provide networked 

access to ALS data for “drill–down” analysis, in both SIPR and NIPR environments 

via cross-domain guards ensuring access 

to all authorized users. 

OPERATIONAL IMPACT

This capability allows the operational 

and support planners the ability to access 

current status of operational equipment 

in the area of operation. Additionally, future operation planners will use information to select the equipment to support 

pending operations based on equipment 

status and its ability to accomplish commander’s intent successfully.

PROGRAM STATUS

A Materiel Development Decision is 

pending.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

N/A

AUTONOMIC LOGISTICS – MARINE CORPS SERVICES (ALS) 
CHAPTER 3: PROGRAMS | 205

On a day-to-day basis, the naval 

services maintain a persistent presence 

in forward areas. Across the globe, Naval Logistics Integration (NLI) enables 

the support of globally dispersed maritime forces through integrated coherent, 

rapid, and agile logistics capability, with 

a focus on sustainment and end-to-end 

naval logistics support for the warfighter 

afloat and ashore. NLI directly supports 

Marine Corps Vision and Strategy 2025, 

the Marine Corps Operating Concepts, 

the Marine Corps Service Campaign Plan, 

the Marine Corps Logistics Roadmap, and 

ongoing USMC Logistics Modernization, 

as well as the tenets of Sea Power 21, the 

Naval Operational Concept 2010, Joint 

Vision 2020, the Navy’s Engagement in 

Joint Logistics, and the Tri-Service Maritime Strategy. 

NLI has a clear end state: an integrated naval logistics capability that can 

operate seamlessly afloat or ashore, successfully supporting and sustaining operating units in a joint warfighting environment. NLI has enabled dramatic 

improvements in sustaining deployed 

Navy and Marine Corps operating forces 

by pursuing several initiatives. Examples 

include the Navy’s Cargo Routing Information File (CRIF) that more accurately 

tracks ship movements and has reduced 

customer wait time by more than 50 percent for critically needed materiel shipments; deployed Marine Expeditionary 

Units routinely report receipt of urgently 

needed items within ten days while afloat. 

The Navy’s Advanced Traceability and 

Control (ATAC) process, which is now 

being used by Marine units, has expedited the shipment of more than 172,000 

repairable components with better than 

99 percent proof of delivery –– 44.1 million pounds of cargo since ATAC fielded 

in FY2005. Moreover, the cost to ship has 

reduced from $4.28 to $2.28 per pound 

during this period.

The NLI effort is also exploring new 

initiatives for the integration and optimization of critical Navy and Marine Corps 

logistics capabilities ashore. Initiatives 

include a Total Life Cycle Management 

approach to the common acquisition 

of ground personal protective, sharing 

depot-level maintenance capacity management, sharing tactical level equipment 

maintenance, and common material requisitioning capabilities. 

NLI is a formal and collaborative effort among Headquarters Marine Corps, 

the Office of the Chief of Naval Operations (OPNAV), and Coast Guard Headquarters, with extensive, ongoing participation of the Marine Forces and the 

Numbered Fleets. NLI is challenging the 

logistics status quo in science and technology, policy and doctrine, business 

practices and processes, and training and 

education.

 The NLI homepage is hosted on the 

Navy Knowledge Online (www.nko.navy.

mil) portal under the expeditionary logistics community link. Additionally, the 

NLI home page provides pertinent references and associated historical documentation as well as providing information 

on past and future events.

NAVAL LOGISTICS INTEGRATION (NLI)
206 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

JPADS-ULW is a Global Positioning 

System (GPS) guided parachute system 

capable of delivering between 250 and 

699 pounds (rigged weight) of supplies or 

equipment to Marines on the ground in 

austere or remote locations from 24,500 

feet above ground level (AGL). JPADSULW will autonomously deliver cargo to 

within 150 meters of a pre-determined 

impact point or small drop zone from 

high altitude and lateral offset aerial release points. The JPADS-ULW system is 

sophisticated, versatile, and rugged yet 

easy to operate. 

OPERATIONAL IMPACT

The Marine Corps’ future warfighting concepts call for increasing the distance between units in order to generate 

greater effect across the battlespace. A 

lightweight JPADS has been identified to 

help re-supply small units spread across 

the battlefield. This system will provide 

a critical capability when enemy forces 

possess a significant anti-air threat, airspace has been denied, or clandestine resupply is paramount. High Altitude High 

Opening (HAHO) re-supply systems allow aircraft to operate above and offset 

from potential ground to air threats. 

PROGRAM STATUS

The JPADS-ULW is an NDI and an increment of the JPADS Family of Systems. 

Due to the demonstrated performance 

of JPADS and joint development experience with the U.S. Army, this program 

has been tailored to enter the Acquisition 

Management System in the Production 

and Deployment phase. System product 

qualification and integration of the system will be validated, and an evaluation 

will verify key operational performance 

parameters prior to fielding. 

Procurement Profile: FY 2011 FY 2012

Quantity: 163 0 

Developer/Manufacturer: 

TBD

JOINT PRECISION AERIAL DELIVERY SYSTEM – 

ULTRA LIGHT WEIGHT (JPADS-ULW)
CHAPTER 3: PROGRAMS | 207

MAGTF Deployment and Distribution is the synchronization of processes 

and systems to include visibility, capacity, and control to successfully deploy and 

sustain a MAGTF engaged in combat operations. It is the operational process of 

synchronizing all elements of the logistics 

system to deliver the “right things” to the 

“right place” at the “right time” to support 

the geographic combatant commander. 

Additionally, MAGTF Deployment and 

Distribution is an integral component of 

supply chain operations — the vital part 

of the supply chain that provides for the 

timely delivery of required supplies and 

materiel.

A critical element of MAGTF Deployment and Distribution is the ability 

to provide the Commander Total Asset 

Visibility (TAV) and In-Transit Visibility 

(ITV) of all classes of supply in the distribution pipeline. It also provides critical information on unit move sourcing, 

preparation and execution. The ability to 

provide this level of information involves 

several key enablers.

MAGTF Deployment Support System II (MDSSII): MDSS II is a deployable software application that provides 

commanders at various echelons of the 

MAGTF with the ability to build and 

maintain a database containing personnel and equipment information reflecting how the MAGTF is configured for 

deployment. 

Joint Force Requirements Generator II (JFRG II): JFRG II is a Global Command and Control System-Joint (GCCSJ) mission application that provides the 

Joint services with a state-of-the-art, 

integrated and fully deployable automated information system that supports 

the planning, and execution of strategic 

force movement deployments and redeployments. JFRG II provides the ability to 

rapidly create and modify unit data and 

interfaces directly with MDSS II.

Integrated Computerized Deployment System (ICODES): ICODES, Single 

Load Planning Capability (SLPC), gives 

load planners the ability to create a load 

plan for all modes in a single system with 

a onetime entry of the data. 

Cargo Movement Operations System (CMOS): CMOS provides an endto-end distribution capability and realtime ITV during all passenger and cargo 

movements. 

Battle Command Sustainment Support System (BCS3): BCS3 fuses together 

information needed to define the Logistics Common Operating Picture (LCOP) 

in a tactical environment. 

Automated Manifest System – Tactical (AMS-TAC): AMS TAC is a transportation tool that provides ITV and TAV 

for material flowing through the Defense 

Transportation System. AMS TAC fully 

integrates AIT, including optical memory 

cards, radio frequency tags, and barcode 

scanning and printing. 

MARINE AIR GROUND TASK FORCE (MAGTF) DISTRIBUTION 
208 | USMC CONCEPTS & PROGRAMS 2011 

CHANGING EXPECTATIONS 

FOR GARRISON MESS HALL 

OPERATIONS

Mealtime while in garrison should 

provide Marines a break from their daily 

routine to relax and renew. To this end, 

new menus have been developed and the 

eating environment and operating hours 

have been tailored to fit high-tempo lifestyles. New menu offerings provide food 

items that mess hall patrons desire while 

balancing health and nutrition. Options 

include Fusion (food made to order upon 

request); Market Street Grill (similar in 

concept to Boston MarketTM) providing 

an upscale fast-food offerings that include 

gourmet hamburgers, pizza and focaccia 

bread sandwiches; and an extensive soup, 

salad bar, and dessert bar. Alternative 

menu initiatives implemented in recent 

years include the SubMarine program 

(made-to-order sandwiches); Simply-toGo (take-out meals); and Xtreme Burrito 

Program. Another welcome change is the 

extended hours of operation offered at 

select mess halls, providing patrons flexibility beyond traditional meal hours. 

These initiatives are designed to provide 

the very best service possible and are in 

keeping with questions and ideas that 

have surfaced from myriad customer surveys –– ensuring that the Individual Marine remains the focus of attention.

TRANSITIONING EXPECTATIONS FOR FIELD FEEDING 

OPERATIONS

On par with actions taken to support garrison mess hall operations, field 

feeding has taken on the challenge to 

support the needs of Marine warfighters by investing in new technologies 

and equipment capable of preparing the 

highest-quality meals in the most austere 

environments. One of the ways that this 

is being achieved is with the fielding of 

the Enhanced Tray Ration Heating System, which increases a unit’s capability 

to prepare a wider variety of rations and 

provide the means to serve up to twice 

daily a company-sized unit in forward 

remote areas. This capability is packed, 

stored, and transported in a Small Field 

Refrigeration System, allowing the unit 

to double as a field refrigerator and the 

system’s embarkation container. Another 

field feeding system that is currently being prepared for production and fielding 

is the Expeditionary Field Kitchen (EFK).

The trailer-mounted EFK is intended to 

support the entire family of combat rations on a highly mobile and expeditionary equipment platform. When fielded, 

the EFK can support up to 500 personnel 

with two hot meals per day. The system 

allows food service personnel the ability 

to setup or tear down the kitchen rapidly 

in support of high-tempo operations and 

is sure to be the forward-feeding solution 

of the future.

FEEDING MARINES
CHAPTER 3: PROGRAMS | 209

DESCRIPTION

The MTB is a shelter measuring 15 

feet 10 inch X 86 inches X 82 inches (internal measurements) and 20 feet X 8 feet 

(external measurement) that is mounted 

on a Logistics Vehicle System Replacement 

(LVSR). The MTB is armored contains 

five ballistic windows, can accommodate 

three litter patients, contains egress ability 

to move litter patients in and out, can use 

power from in-service USMC generators, 

is environmental-controlled, contains 

the capability to communicate between 

the MTB and vehicle cab, and is operable 

and maintainable under all conditions 

of climate and terrain to which Marines 

deploy. 

OPERATIONAL IMPACT

MTB provides a light armored, selfpowered, environmentally controlled 

space designed to facilitate forward resuscitative medical care. The MTB enables Shock Trauma Platoons to provide 

resuscitative care for up to three patients 

simultaneously. MTB provides modular, 

mobile and expeditionary capability that 

can be deployed directly behind combat 

personnel to provide immediate medical care for critically wounded Marines. 

MTB enables the Shock Trauma Platoon 

to provide forward deployed emergency/

trauma care through task-organized tactical trauma teams with a means of force 

protection and environmental control. 

MTB is not designed to transport personnel or be used as a casualty evacuation 

asset. 

PROGRAM STATUS

The Maintenance Center at Albany, 

GA, is the Original Equipment Manufacturer. The Logistics Vehicle System Replacement (LVSR) is prime mover for the 

MTB. Nine systems have been produced: 

Six systems were fielded to OEF; and are 

currently participating in combat operations; two systems were fielded for home 

station training; one system fielded to I 

MEF; and one system fielded to II MEF; 

one system was built as the engineering 

development prototype and is currently 

fielded to III MEF for home station training. II MEF signed the Urgent Universal 

Need Statement in May 2009, the Statement of Need was approved by CDD in 

June 2009, and the MROC approved in 

July 2009. 

MOBILE TRAUMA BAY (MTB)
210 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The Family of Field Medical Equipment (FFME) consists of medical systems designed to provide Health Service 

Support (HSS) personnel with the medical equipment and supplies necessary 

to maintain the combat effectiveness of 

the force and safely stabilize and evacuate casualties from the battlefield. FFME 

Systems act as a force multiplier by ensuring equipment, supplies, and medicine 

are available to treat the wounded and 

sick as far forward as possible and return 

them to the fight. There are 30 different 

medical systems or Authorized Medical/

Dental Allowance Lists (AMALs/ADALs). 

AMALs/ADALs and four medical kits, 

which include medical equipment and 

materiel that provide Marine Corps units 

with point of injury care –– Individual 

First Aid Kit (IFAK), Corpsman Assault 

Pack (CAP) and Casualty Evacuation 

(CASEVAC) –– to Shock/Surgical Triage, 

forward resuscitative surgery, and postoperative En Route Care evacuation. 

OPERATIONAL IMPACT

FFME systems provide the Marine 

Air Ground Task Force with First Responder and Forward Resuscitative Care 

Capabilities, medical equipment and supplies to treat the wounded and sick and 

prevent the spread of disease. Loss of any 

of the capability provided by FFME systems would adversely affect health care 

management throughout the Marine 

Corps and potentially result in the loss of 

life. Each AMAL/ADAL and medical kit 

is modeled by the Naval Health Research 

Center, verified by Subject Matter Experts 

(SMEs), and stocked to reflect current 

casualty rates and protocols. Planned 

enhancements to FFME systems to improve the quality of health care provided 

to the warfighter include: Portable Patient 

Transport Litter System (PPTLS), improved tourniquets; and the Vaccine and 

Reagent Refrigeration System. Other efforts include joint study efforts with other 

services in the research and development 

of hematology analyzers and the Mobile 

Anesthesia Delivery Module (MADM).

PROGRAM STATUS

A review with NHRC, HQMC, 

CD&I, MARCORSYSCOM, and SMEs 

is conducted on each AMAL/ADAL and 

medical kit every four years. The AMAL/

ADL or medical kit is then updated with 

the latest state-of-the-art medical technology and reconfigured based on current casualty rates and protocols. New 

or updated equipment to be added to the 

AMAL/ADAL or medical kit is acquired 

and fielded the following year and obsolete equipment is disposed of properly. 

FAMILY OF FIELD MEDICAL EQUIPMENT (FFME)
CHAPTER 3: PROGRAMS | 211

DESCRIPTION

The Marine Corps Family of Power 

Equipment encompasses a portfolio program to procure, update, and replenish 

continuously more than 30,000 items 

of power equipment, including skidmounted and trailer-mounted diesel generators, floodlights, power distribution 

sets, electrician toolkits, power supplies, 

radio power adaptors, battery chargers, 

renewable energy systems, and on-board 

vehicle power systems. The Marine Corps 

Family of Environmental Control Equipment continuously procures, updates, 

and replenishes more than 8,000 items 

that include tactically hardened Environmental Control Units, refrigerated containers, and refrigeration tool kits. Both 

families of equipment are used to support 

all command, ground combat, aviation, 

and logistics elements throughout the 

Marine Corps that require tactical power 

and environmental control in support of 

air control, communication/information 

systems, life support systems, and general 

power/heating-ventilation-air conditioning requirements. Paramount in each 

family is fielding Environmental Protection Agency-compliant equipment to 

meet stringent air quality and zero-ozone 

depleting standards, while maintaining 

military compatibility, energy efficiency, 

transportability, durability, and simplicity of operation.

OPERATIONAL IMPACT

Procurement of these systems will 

ensure that the Command Element, Aviation Combat Element, Ground Combat 

Element, and Logistics Combat Element 

entities have the ability to support all 

requirements of the Marine Air Ground 

Task Force with deployable and energy 

efficient equipment.

PROGRAM STATUS

Within the families of power equipment and environmental control equipment, various items are replaced as determined appropriate by the life cycle 

manager, Program Manager Expeditionary Power Systems. All items are managed 

as acquisition or abbreviated-acquisition 

programs, with multiple acquisition programs in progress at any point in time.

Developer/Manufacturer: 

Environmental Control Units: NordicAir Inc, 

Geneva, OH

Current Tactical Generators: DRS, 

Bridgeport, CT and L-3, Tulsa, OK

Future Tactical Generators; ONAN 

Cummins, Minneapolis, MN 

Battery Chargers: Bren-tronics Inc., 

Commack, NY

Battery Managers and Analyzers: PulseTech 

Corporation, Waco, TX

Refrigerated Containers: SeaBox Inc., 

East Rutherford, NJ

Solar Power System: IRIS Technology, 

Irvine, CA

Power Distribution: LEX Product, 

Stamford, CT

Floodlights and Generators: Magnum 

Products, Berlin, WI

Integrated Trailer, ECU and Generator: 

General Dynamics, Tucson, AZ and Magnum 

Products, Berlin, WI

On-Board Vehicle Power System: Oshkosh 

Truck Co., Oshkosh, WI and DRS, 

Huntsville, AL

MARINE CORPS FAMILY OF POWER AND 

ENVIRONMENTAL CONTROL EQUIPMENT
212 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

Marine Corps TMDE encompasses 

an extensive variety of both GeneralPurpose and Automated Test Measurement Equipment, ranging from handheld 

voltmeters, spectrum analyzers, and oscilloscopes, to mobile machine shops, expeditionary engine dynamometers, and 

calibration systems. TMDE also procures 

a vast array of General-Purpose Tools, 

Sets and Kits used by the 30,000-plus 

ground equipment maintainers. 

OPERATIONAL IMPACT

TMDE procurements enable Marine 

Corps ground mechanics and technicians to safely repair broken or combatdamaged motor transport, ordnance, 

communication electronics and engineer 

systems as far forward as possible on the 

battlefield in support of the scheme of 

maneuver and logistical requirements of 

the Marine Air Ground Task Force, using 

tools and test measurement equipment 

verified to meet appropriate National Institute of Standards and Technology measurement standards

PROGRAM STATUS

The TMDE program supports the entire Marine Corps’ ground maintenance 

capability. As technology advances, there 

is a continuous upgrade and replacement 

of predominately commercially available 

Tools and Test Equipment as determined 

necessary to safely and effectively install, 

operate and maintain the latest weapons 

systems fielded throughout the Operating 

Forces. Specific items may be managed as 

acquisition or abbreviated-acquisition 

programs, and there are multiple acquisition programs in progress at any point 

in time.

Procurement Profile: FY 2011 FY 2012

Quantity: Various Various

Developer/Manufacturer: 

Handheld Spectrum Analyzers: Agilent Technologies, Santa Clara, CA

Handheld Oscilloscopes and meters: Fluke 

Corporation, Everette, WA

Mobile Machine Shops: Seabox, Riverton, 

NJ

Mobile Tool Trailers and Carts: Snap-On 

Tools, Kenosha, WI

Portable Tool Kits: Danaher Tool Group, 

Sparks, MD

Automated Ground Radio Test Set: Aeroflex, 

Wichita, KS

Automated Test Program Sets: Mantech, 

Chantilly, VA, and DME, Orlando, FL

Automated Optic Test Set: Santa Barbara 

InfraRed, Santa Barbara, CA

Calibration Equipment: Mahr Federal, Providence, RI; AKO Torque Specialties, Enfield, 

CT; and Tegam, Geneva, OH

TEST MEASUREMENT AND DIAGNOSTIC EQUIPMENT (TMDE)
CHAPTER 3: PROGRAMS | 213

DESCRIPTION

The E-WPS is a skid-mounted, automated, self-contained, water packaging system, capable of packaging water at 75 Gallons Per Hour (GPH). The 

E-WPS places potable water into bags 

ranging from 1 to 3 liters. The E-WPS is 

integrated on a standard High-Mobility 

Multi-Wheeled Vehicle trailer. The system 

serves as source of resupply for currently 

fielded hydration systems or stand-alone 

packaged water for relief missions. The 

E-WPS is capable of being used with the 

Lightweight Water Purification System 

(LWPS), the Tactical Water Purification 

System and other potable water sources.

OPERATIONAL IMPACT

Water usage rate in Iraq is estimated 

to be 5.9 liters per day per Marine. E-WPS 

provides the capability to package and distribute potable water on location at forward operating bases and other outposts, 

significantly decreasing or eliminating 

the need to transport bottled water. 

PROGRAM STATUS

The E-WPS program was initiated 

December 2009. A contract for the initial 

test articles was awarded June 2010, technical testing will conclude in April 2011. 

A Milestone C Decision is scheduled for 

August 2011. Fielding is estimated to be 

completed by February 2013.

Procurement Profile: FY 2011 FY 2012

 16 61

Developer/Manufacturer: 

Global Technologies, Frederick, MD

EXPEDITIONARY – WATER PACKAGING SYSTEM (E-WPS)
214 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The Lightweight Water Purification 

System (LWPS) is a lightweight, modular, 

highly transportable, self-contained water 

purification system. This system allows a 

crew of two Marines to provide potable 

water to company-sized organizations 

across the spectrum of conflict with limited logistical support. The LWPS is capable of producing 125 Gallons Per Hour 

(GPH) from a fresh or brackish surface 

water source and 75 GPH from a natural 

surface seawater source or groundwater 

source, with a daily production capacity 

of 1,500-2,500 gallons of water per day 

depending on the raw water quality. This 

production rate meets the 1,500 gallons of 

water daily –– the complete potable water 

needs of one Marine infantry company.

OPERATIONAL IMPACT

The LWPS provides the capability to 

produce purified water from almost any 

water source, significantly reducing the 

logistics requirements associated with 

the transport of bulk potable water on a 

distributed battlefield. The light weight 

modular design allows operational units 

to purify water where use of the less mobile Tactical Water Purification system 

(TWPS) is not operationally feasible. 

A single High-Mobility Multipurpose 

Wheeled Vehicle or helicopter can transport an entire system in order to provide 

flexibility in executing expeditionary operations. 

PROGRAM STATUS

The LWPS program was initiated on 

May 2007. A Full Rate Production Decision was granted July 2010, and a Fielding decision is planned for the Fourth 

Quarter FY2010, with Fielding scheduled 

to be complete by the end of FY2012. A 

total of 189 LWPS will be procured, with 

25 LWPS being provided in support of 

OPERATION ENDURING FREEDOM 

in response to an Urgent Statement of 

Need. 

Procurement Profile: FY 2011 FY 2012

 44 28

Developer/Manufacturer: 

Terra-Group Corporation, Allentown, PA

LIGHTWEIGHT WATER PURIFICATION SYSTEM (LWPS)
CHAPTER 3: PROGRAMS | 215

DESCRIPTION

Supply Class V(W) Conventional 

Ground Ammunition consists of more 

than 300 individual ammunition and explosives items in the Marine Corps ammunition stockpile. These items support 

all major weapons systems employed by 

the Marine Corps, including artillery, 

tank, small arms (such as 9mm, 5.56mm, 

7.62mm, and .50-caliber), shoulder-fired 

rockets and missiles, medium caliber 

(25mm and 40mm) weapons, mine clearance systems, 120mm rifled mortars for 

the Expeditionary Fire Support System, 

and the family of 60mm and 81mm mortar ammunition. Conventional ground 

ammunition also includes individually 

employed and hand-emplaced material, 

such as grenades, demolition equipment, 

pyrotechnics, and signaling devices. Also 

included are training and mission-unique 

items, such as non-lethal munitions, Special Effects Ammunition Markings System, and Military Working Dog Scent 

Kits.

OPERATIONAL IMPACT

Ammunition procurement supports 

a wide spectrum of Marine Corps requirements that are categorized within 

two major elements. The first is the War 

Reserve Munitions Requirement, which 

includes combat, current operations/

forward presence, and strategic readiness 

requirements. The second is the Training/

Testing Requirement, which includes livefire training and weapons-systems testing. 

The combination of these two categories 

constitutes the Marine Corps’ Total Munitions Requirement (TMR). With the continuing global missions facing the Nation, 

it is imperative that the Marine Corps 

maintains a healthy procurement profile 

as well as a robust munitions stockpile 

to address the growing demands of the 

Marine forces for both war-reserve and 

live-fire training. Past efforts within the 

ammunition procurement appropriation 

have helped the Marine Corps to maintain readiness levels while meeting current demands for ammunition and explosives required for current operations. 

During the previous three fiscal years, 

ammunition investment has allowed for 

sufficient flexibility in supporting several 

munitions based urgent need statements 

generated by the operating forces as well 

as training growth as a result of Overseas 

Contingency Operations.

PROGRAM STATUS

Planned conventional ammunition 

processes and the current funding profile will continue to ensure sufficient ammunition is available for future combat 

or peacekeeping operations involving 

active-duty and Reserve Marine forces. 

Procurement Profile: 

Using the Marine Corps ammunition stockpile as a baseline, and assessed against 

the TMR, the FY2011 and FY2012 budget 

includes procurements of approximately 

75 individual line items of ammunition in 

various quantities. Select representative 

procurement quantities, by general munitions family, is provided at the following:

Procurement 

Profile: FY 2011 FY 2012

Small Arms 

 Family 157,852,000 153,087,000 

Mortar Family 341,000 147,000

CONVENTIONAL GROUND AMMUNITION (CLASS V(W))
216 | USMC CONCEPTS & PROGRAMS 2011 

Tank Family 13,000 4,000

Artillery 520,000 241,000 

Rocket Family 102,000 27,000

40MM 4,248,000 4,233,000

Grenades 898,000 794,000

Developer/Manufacturer: 

Small Arms Family: Alliant Tech Systems, 

Independence, MO, and General Dynamics 

Ordnance Systems, Marion, IL

Mortar Family: American Ordnance, Milan, 

TN; Medico, Wilkes-Barre, PA; L3 Communications, Lancaster, PA; HITECH, East 

Camden, AR; Wilkinson Manufacturing, Port 

Calhoun, NE; and Armtec Defense Products, 

Coachella, CA

Tank Ammunition: Alliant Tech Systems, 

Plymouth, MN, and American Ordnance, 

Middleton, IA

Artillery Ammunition: Chamberlain Manufacturing, Scranton, PA, and American Ordnance, Middleton, IA

Rockets: NAMMO /Talley Defense Systems, 

Mesa, AZ, and SAB Bofors Dynamics, Karlskoga, Sweden
CHAPTER 3: PROGRAMS | 217

DESCRIPTION

The Marine Corps has operational 

requirements in support of OPERATION 

IRAQI FREEDOM/NEW DAWN AND 

OPERATION ENDURING FREEDOM, 

as well as mission need statements, and 

operational requirements addressing a 

critical need for field maintenance and 

repair capability for critical communication electronic equipment systems. 

The Communication Electronics Equipment Maintenance Complex 

(CEEMC), in accordance with the Required Operational Capability (ROC) 

dated 1 February 1983 and the Statement of Need (SON) dated 21 April 2008, 

will provide the warfighter with a Rigid 

Wall Shelter. The shelter will be durable, 

expandable, tactical and modular. The 

CEEMC will also have interchangeable 

Internal Appointment Modules (IAMS) 

that will optimize work space. The shelters are easily re-locatable and require 

minimum maintenance. The CEEMC 

will also protect equipment and personnel while conducting maintenance functions needed to support deployed operations. In addition to these characteristics, 

CEEMC Systems are compatible with 

standard organic Marine Corps power 

generators, environmental control units, 

and transportation assets. The CEEMC 

System also meets the International Standardization Organization (ISO) certification requirements.

The CEEMC System is an expandable 

rigid wall shelter approved by DoD Joint 

Committee on Tactical Shelters (JOCOTAS) that will be used to replace legacy 

non-expandable rigid wall shelters that 

have met or exceeded their service lives. 

The CEEMC system will be deployed in 

the same manner as the legacy non-expandable shelters.

OPERATIONAL IMPACT

The Marine Corps has critical field 

electronics maintenance capability requirements in support of current operations and global mission needs. The 

CEEMC will significantly enhance the 

warfighters’ readiness by optimizing 

the capacity to perform Operator/Crew 

through Field Level repair of satellite 

radio systems; ground radio systems; 

command, control, communications, 

computers, and intelligence systems 

(C4I); ground radio systems, telephone 

systems, fiber optic communication systems; night-vision goggles; cryptographic 

equipment; Light Armored Vehicle (LAV) 

weapons systems; and small arms.

PROGRAM STATUS

CEEMC achieved a MS C Full Rate 

Production Decision in FY10 and will begin fielding in FY11.”

The Approved Acquisition Objective 

(AAO) is 65 shelters, with two CEEMC 

shelters being produced per month. Once 

a shelter is fully integrated with IAMs and 

components, the shelter will be packaged 

and shipped to the unit identified in the 

Fielding Plan. Initial Operation Capability of 12 will be achieved when a Marine Corps Logistics Group from a Marine Expeditionary Force has been fully 

equipped, trained, and supported. Full 

Operational Capability will be achieved 

when all Marine Corps owning units have 

been equipped.

COMMUNICATION ELECTRONICS EQUIPMENT MAINTENANCE 

COMPLEX (CEEMC) RIGID WALL SHELTER
218 | USMC CONCEPTS & PROGRAMS 2011 

Procurement Profile: FY 2011 FY 2012

Quantity: 8 0

Developer/Manufacturer: 

Guichner Shelter Systems, Dallastown, PA
CHAPTER 3: PROGRAMS | 219

DESCRIPTION

The Marine Corps FTSS are shelters 

for tactical use that maximize modularity, ease of use, operational effectiveness, 

durability, and the ability to connect with 

vehicles and similar shelters. It includes 

the Expeditionary Shelter System, General Purpose Medium Shelter, Lightweight 

Maintenance Enclosure, Combat Tent, 

10-Man Arctic Tent, and the Extreme 

Cold Weather Tent.

OPERATIONAL IMPACT

The FTSS will provide protection 

from the natural environment to the 

operating forces for use in varied mission roles (e.g., command and control, 

administration, billeting, supply, medical, 

dental and messing). The FTSS is not designed to counter a specific threat. Rather, 

it is intended to improve the effectiveness 

with which a variety of battlefield functions are accomplished.

PROGRAM STATUS

The FTSS is currently in Post Milestone C and is being fielded to the operating forces.

Procurement Profile: FY 2011 FY 2012

Quantity: 11,200 10,212

Developer/Manufacturer: 

Base-X Inc., Fairfield, VA

Camel Manufacturing Company, Pioneer, TN

Diamond Brand, Arden, NC

Johnson Outdoors, Binghamton, NY

Outdoor Ventures Corporation, Stearns, KY

Utilis USA, Fort Walton Beach, FL 

FAMILY OF TACTICAL SOFT SHELTERS (FTSS)
PART 8: MARITIME 

SUPPORT 
CHAPTER 3: PROGRAMS | 221

During the 1920s and ‘30s the Navy 

and Marine Corps began experimenting 

with new concepts and techniques that 

would change the way they conducted 

expeditionary operations. The Navy experimented with carrier operations using 

a converted coal ship and two partially 

completed battle cruisers. At the same 

time the Marine Corps began to experiment with amphibious tractors, close-air 

support, and combined arms to develop 

doctrine and training for amphibious 

operations. The inter-war years of experimentation and concept development resulted in a Navy and Marine Corps team 

that won the War in the Pacific during 

World War II. 

Today, we are at a similar point in 

the evolution of new expeditionary capabilities and a similar commitment to experimentation and concept development 

is needed. The concept of seabasing is 

maturing and becoming a reality as new 

platforms and technologies that allow 

us to operate more effectively from a sea 

base are delivered. Until recently, Marines 

have been able to conduct sea-based operations only from amphibious shipping 

because today’s prepositioned capabilities 

can only be employed once forces are assembled ashore. Additionally, our prepositioned equipment has been perceived as 

a “break glass in time of war” capability 

primarily reserved for major combat operations. However, to meet the demands 

of today’s security environment, our 

amphibious and prepositioning assets 

must become more integrated to better 

support steady-state operational requirements and eliminate the false perception 

that amphibious and prepositioning capabilities are separate and distinct capabilities. Amphibious and prepositioning 

capabilities are complementary and in the 

future will become more interoperable. 

Both capabilities must evolve to provide 

greater utility, particularly in irregular 

warfare and other low to mid-intensity 

operations, while retaining the capability to fully execute major combat operations. Our Maritime Prepositioning Force 

(MPF), in particular, must develop a full 

at-sea arrival and assembly capability to 

better support operations ashore.

EXPEDITIONARY NAVAL 

FORCES IN SUPPORT OF 

NATIONAL STRATEGY 

The tri-Service A Cooperative Strategy 

for 21st Century Seapower states that forward-deployed and globally engaged Marine Corps expeditionary forces, with the 

Navy and Coast Guard “act across the full 

range of military operations to secure the 

United States from direct attack; secure 

strategic access and retain global freedom 

of action; strengthen existing and emerging alliances and partnerships and establish favorable security conditions.” Most 

significantly, these “persistently present 

and combat-ready” maritime forces also 

“provide the Nation’s primary forcibleentry option in an era of declining access.” 

The Marine Corps’ amphibious and 

prepositioning capabilities contribute to 

the Joint force’s expeditionary capability 

and fulfill the nation’s maritime strategic 

MARITIME SUPPORT TO EXPEDITIONARY OPERATIONS
222 | USMC CONCEPTS & PROGRAMS 2011 

imperatives of: 

s,IMITINGREGIONALCONmICTWITHFORWARD


deployed, decisive maritime power 

s$ETERRINGMAJORPOWERWAR

s7INNINGOUR.ATIONSWARS

s#ONTRIBUTING TO HOMELAND DEFENSE IN

depth 

s&OSTERING AND SUSTAINING COOPERATIVE

relationships with more international 

powers, and

s0REVENTING OR CONTAINING LOCAL DISRUPtions before they impact the global 

system

Operating in concert with the Navy, 

Marine Corps expeditionary forces can 

be employed from a sea base to complement other joint means of projecting 

power and influence. These forces leverage the advantages afforded by our command of the seas and ability to dominate 

the maritime domain to conduct operations in the littorals. The Marine Corps’ 

expeditionary forces also contribute significantly to achieving the Marine Corps’ 

core competencies

OPERATIONAL ROLE OF 

MARINE CORPS 

EXPEDITIONARY FORCES 

Our strategies and concepts address 

the following requirements: the ability 

to maintain open and secure sea lines of 

communication for this maritime nation; 

the ability to maneuver over and project 

power from the sea; the ability to work 

with partner nations and allies to conduct 

humanitarian relief or noncombatant 

evacuation operations; and the ability 

to conduct sustained littoral operations 

along any coastline in the world. 

Marine Corps expeditionary forces 

provide a balanced and scalable set of 

capabilities to counter irregular threats, 

respond to emerging crises, and conduct 

major combat operations. In this era of 

strategic uncertainty, “a forward deployed 

expeditionary force, consistently engaged 

and postured for rapid response, is critical for national security in the future as it 

is today.” 

The Marine Corps’ expeditionary 

capability is enabled by the complementary employment of both amphibious 

shipping and prepositioned equipment. 

Together they provide responsive and 

scalable options to project influence and 

power and provide support across the full 

spectrum of operations to include engagement operations and crisis response. 

The deployment of the 22d and 24th 

Marine Expeditionary Units (MEUs) 

on board amphibious shipping and the 

prepositioning ship USNS Lummus to 

support operations in Haiti in 2010 is an 

example of the complementary capability 

to rapidly respond to an emerging crisis. 

These forces provide a similar capability 

to respond at the high end of the spectrum to create littoral maneuver space for 

the Joint force. The expeditionary character and versatility of Marine Corps expeditionary forces provide the nation with 

the asymmetric advantage of seamlessly 

adjusting the size of its military footprint 

to match the changing situation ashore.
CHAPTER 3: PROGRAMS | 223

CURRENT AMPHIBIOUS 

CAPABILITY

Among the many capabilities provided by integration of combat ready 

MAGTFs with amphibious ships, three 

are of critical importance: 

s&ORWARD PRESENCE TO SUPPORT ENGAGEment and theater security cooperation 

s!READYFORCETOIMMEDIATELYRESPONDTO

emergent crises, and 

s!CREDIBLEANDSUSTAINABLEFORCIBLEENtry capability 

Forward-deployed amphibious forces are unique in that they are postured to 

immediately respond to emerging crises 

while conducting persistent forward engagement to prevent and deter threats 

–– particularly in the areas of instability found in the littorals. Often the presence of an amphibious force capable of 

delivering a stunning amphibious blow 

at a point and time of their own choosing, is enough to stabilize an escalating 

crisis. The inherent versatility and flexibility of amphibious forces –– exemplified by their ability to conduct missions 

across the range of military operations 

–– achieves advantages disproportionate 

to the resources employed. 

An amphibious capability creates 

four strategic benefits for a nation dependent on its ability to exploit its command of the seas to project influence and 

power. 

s Increased Freedom of Action: Amphibious forces can use the maritime 

domain as a base from which to conduct operations. They can loiter indefinitely in international waters and maneuver ashore at the time and place of 

its choosing. 

sDeterrence: While a standoff strike is 

sometimes an adequate response, other 

situations require the rapid insertion of 

sustainable combat forces –– “boots on 

the ground” –– to underscore the Nation’s commitment. 

sAssured Access: Amphibious forces 

contribute unique and essential capabilities toward the Nation’s ability to 

enter a region without regard to access 

constraints and impediments. 

sUncertainty for Adversaries: A credible 

forcible-entry capability compels potential adversaries to invest in a broad 

range of systems and spread their defenses over a larger area of concern.

The Marine Corps’ lengthy experience in conducting forward engagement 

and security cooperation operations in 

the littorals has dispelled the misperception that forcible entry is the only 

yardstick by which the requirement for 

amphibious capability and capacity is 

measured. More relevant metrics in today’s security environment, as presented 

in the 2010 Quadrennial Defense Review, 

are the capability to conduct persistent 

forward engagement activities and provide a crisis response force while retaining the capability to respond to major 

contingencies. 

The importance of amphibious 

forces is highlighted by the increased employment of Marine Corps expeditionary 

forces since the end of the Cold War. From 

1946 through 1989, amphibious forces 

were employed on average 2.45 times per 
224 | USMC CONCEPTS & PROGRAMS 2011 

year; since 1990, the rate has increased to 

5.47 times per year. The demand for amphibious forces to support steady-state 

operations is projected to increase even 

more in the coming years as combatant 

commanders place greater emphasis on 

conducting sea-based persistent forwardengagement activities throughout their 

areas of responsibility (AORs). Combatant commanders’ global demand for 

amphibious ready groups (ARGs) and 

Marine Expeditionary Units (MEUs) has 

increased 86 percent and 53 percent for 

independent amphibious ships during 

the FY2007 to FY2011 period. 

The ability to meet the demand for 

amphibious ships with the programmed 

amphibious fleet is a critical concern. The 

increased demand for amphibious forces 

has placed a strain on amphibious shipping as the employment of amphibious 

forces has increased while the inventory 

of amphibious ships has declined. While 

newly delivered amphibious ships, such as 

the San Antonio class LPD, are more capable than the ships they replace, a ship can 

be in only one place at a time. Although 

the fleet retains a responsive surge capability, the constrained number of in-service ships precludes fully supporting the 

growing demand for rotational MEU and 

Global Fleet Station (GFS) deployments 

and other requirements. The Marine 

Corps amphibious ship and associated 

connector requirements are highlighted 

in the following pages. 
CHAPTER 3: PROGRAMS | 225

Amphibious warfare ships are the 

centerpieces of the Navy/Marine Corps’ 

presence, forcible-entry and sea-basing 

capability and have played essential roles 

in global operations. These ships are 

equipped with aviation-assault and surface-assault capabilities, which, coupled 

with their inherent survivability and selfdefense systems, support a broad range of 

mission requirements. They provide the 

most formidable expeditionary forcibleentry capability in the world, the development and maintenance of which is the 

responsibility of the Marine Corps under 

U.S. Code Title X. 

The Marine Corps operational requirement is for two Marine Expeditionary Brigade Assault Echelons (MEB AE) 

of forcible-entry capability reinforced by 

an additional MEB from the Maritime 

Prepositioning Force (Transition). The 

two-MEB AE forcible-entry capability 

requires 34 amphibious warfare ships (17 

ships per MEB). When forward-presence 

requirements are considered with the 2.0 

MEB lift requirement, AE requirements 

total 38 ships. Of these 38 ships, 11 must 

be aviation-capable large-deck ships –– 

LHA/LHD/LHA(R) –– to accommodate 

the MEB’s Aviation Combat Element. 

Ten large-deck ships (eight Wasp

class LHDs and two Tarawa-Class LHAs) 

are in service in early 2011. The eighth 

Wasp-class multi-purpose amphibious 

assault ship, the USS Makin Island (LHD 

8), was delivered in 2009. LHD 8 is similar 

to LHD 1 through LHD 7 but is powered 

by gas turbine engines and has all-electric 

auxiliaries. 

AMPHIBIOUS ASSAULT SHIP 

REPLACEMENT (LHA(R))

The amphibious fleet is organized for 

persistent forward presence and includes 

nine Amphibious Ready Groups — each 

comprising three amphibious ships. The 

centerpiece of the ARG is a Wasp (LHD 

1)- class or Tarawa (LHA 1)-class amphibious assault ship. The Tarawa-class 

amphibious assault ships reach the ends 

of their expected service lives by FY2014. 

The first of two transitional LHA Replacement (LHA(R)) ships, the USS America

(LHA 6), began construction in 2008. LHA 

6 design modifications optimize aviation 

support for MV-22B Osprey and F-35B 

Joint Strike Fighter operations. Removal 

of the well deck provides for an extended 

hangar deck with two wider high-bay areas, each fitted with an overhead crane 

for aircraft maintenance. Other enhancements include a reconfigurable command 

and control complex, a hospital facility, 

and extensive support activities. Efforts 

are underway to incorporate a well deck 

into the FY2016 LHA(R) platform and 

to incorporate changes in the basic ship 

design to ensure optimized aviation and 

surface operations and service life.

AMPHIBIOUS WARSHIPS
226 | USMC CONCEPTS & PROGRAMS 2011 

SAN ANTONIO-CLASS (LPD 

17) AMPHIBIOUS TRANSPORT 

DOCK SHIP

The LPD-17 San Antonio-class amphibious warfare ship represents the Department of the Navy’s (DoN) commitment to a modern expeditionary fleet and 

will assist the Marine Corps’s naval forces 

across the spectrum of warfare. The first 

five ships of the class –– the USS San Antonio (LPD-17), USS New Orleans (LPD18), USS Mesa Verde (LPD-19), USS 

Green Bay (LPD-20), and USS New York 

(LPD-21) –– have been commissioned as 

of early 2011. The San Antonio class LPDs 

will replace the remaining ships of the 

LPD-4 Austin class.

The LPD-17 class’ unique design 

facilitates expands force coverage and 

decreases reaction times of forward-deployed MEUs. In forcible-entry operations, the LPD-17 helps maintain a robust 

surface assault and rapid off-load capability for the Marine Air Ground Task 

Force well into the future. The San Antonio class warships incorporate advanced 

characteristics for amphibious ships. 

Each ship has 699 enhanced berths for 

embarked Marines, plus a surge capacity of another 101 berths. Each also has a 

vehicle-stowage capacity of 24,600 square 

feet, cargo-stowage capacity of more than 

33,000 cubic feet, and a well deck sized for 

two Landing Craft Air Cushions (LCAC) 

or one Landing Craft Utility. Flight decks 

can support operations by two CH-53E/K 

Super Stallions, two MV-22B Osprey tiltrotor aircraft, four CH-46E Sea Knight 

helicopters or a various mix of H-1 attack 

utility helicopters. The ships in this class 

are outfitted with two Rolling Airframe 

Missile launchers for self-defense and incorporate design features that present a 

significantly reduced radar cross-section, 

compared to previous amphibious ships.
CHAPTER 3: PROGRAMS | 227

JOINT HIGH SPEED VESSEL (JHSV)

The Joint High-Speed Vessel (JHSV) 

will provide the critical intra-theater, 

surface-connector capability that will enable the joint force commander to project forces and sustainment at high speeds 

over operational distances. The JHSV will 

be capable of self-deploying to the theater of operations and, once in theater, 

provide the high-speed means to move 

forces and supplies within that theater. 

Specifically, the JHSV will provide the capability to deliver equipment, personnel, 

and supplies over the intra-theater ranges 

to shallow, austere, and degraded ports. It 

will provide support to seabasing and will 

bridge the gap between low-speed sealift 

and high-speed airlift.

The JHSV reached Milestone B in 

November 2008, which authorized system design development and detailed design. Low rate initial production was also 

approved. The JHSV lead ship is scheduled to deliver in FY2012 with additional 

ships to follow in the subsequent years. 

The contract includes options for eight 

additional vessels to be awarded between 

FY2011 and FY2015. In the interim, highspeed vessels will continue to be leased in 

the Pacific Command area of responsibility to satisfy compelling requirements. 
228 | USMC CONCEPTS & PROGRAMS 2011 

The LCAC is a high-speed, fully amphibious craft with a design payload of 60 

tons at speeds in excess of 40 knots and a 

nominal range of 200 nautical miles. The 

LCAC’s ability to ride on a cushion of air 

allows it to operate directly from the well 

decks of amphibious warships and to access more than 70 percent of the world’s 

beaches, compared to 17 percent for conventional landing craft. A service life extension program (SLEP) began in late 2000 for 

the 72 active LCACs, which provides major 

refurbishment that will extend craft life to 

30 years. The goal is to carry out five LCAC 

SLEPs per year. During SLEP, LCACs receive a system upgrade that includes new 

command, control, communication, and 

navigation equipment; buoyancy box and 

rotating machinery refurbishment; enhanced engines; and upgrades of the current skirt system with an improved deep 

skirt, thereby increasing the performance 

envelope.

The Ship-to-Shore Connector (SSC) 

program was begun to develop a replacement for the in-service LCACs and the 

LCAC (SLEP) as these craft reach the ends 

of their service lives. In December 2007, 

the Navy Resources, Requirements Review 

board selected the 74 Short-Ton Air-Cushion Vehicle concept in the approved Initial 

Capabilities Development Document as 

the LCAC replacement platform.

The Joint Requirements Oversight 

Council approved the Capability Development Document in June 2010 and the 

Request for Proposal for Detail, Design, 

and Construction is planned for release 

to allow for the contract award in FY2011, 

and delivery of the test and training craft 

in FY2016.

LANDING CRAFT AIR CUSHION (LCAC) / 

SHIP-TO-SHORE CONNECTOR (SSC)
CHAPTER 3: PROGRAMS | 229

The Marine Corps’ current prepositioning programs provide the equipment 

and supplies for elements of three Marine 

Expeditionary Brigades (MEBs) afloat and 

elements of a fourth MEB in Marine Corps 

Prepositioning Program–Norway (MCPPN). The current program, however, must 

continue to evolve to meet the challenges 

of a strategic environment with greater 

anti-access challenges. Marine Corps prepositioning, both ashore and afloat, is programmed for significant change through 

2025 and beyond. The most marked changes will occur in the afloat program, where 

the capability to conduct sustained seabased operations with limited host-nation 

infrastructure in the joint operating area 

(JOA) will provide a greatly expanded set 

of options for the combatant commanders. 

A detailed integration plan has been developed to ensure the new capabilities are 

seamlessly incorporated into the existing 

program. 

The first stages of this plan have already been realized. Each Maritime 

Prepositioned Squadron (MPSRON) has 

increased organic ship-to-shore movement capability with the fielding of the 

Integrated Navy Lighterage System (INLS). 

The INLS provides operability in higher 

sea states and greater throughput capacity 

than the legacy lighterage it replaces. The 

Maritime Prepositioning Force (MPF) has 

been recapitalized with the Military Sealift Command (MSC) either purchasing 

or terminating the program’s leased ships. 

The recapitalization plan also included the 

addition of a general-purpose container 

ship and a tanker ship, which are now operational. The final major enhancement is 

the integration of a Large Medium-Speed 

Roll-On/Roll-Off (LMSR) ship into each 

EVOLUTION OF MARITIME PREPOSITIONING
230 | USMC CONCEPTS & PROGRAMS 2011 

MPSRON. The LMSRs provide more 

stowage space to accommodate the larger 

and more numerous equipment of the 

MEB. The addition of these three LMSRs 

will provide a net increase of more than 

400,000 square feet. The first LMSR (USNS 

Sisler) was integrated into MPSRON-1 in 

2008; the second (USNS Dahl) was added 

to MPSRON-3 in February 2010; and the 

third (USNS Seay) will join MPSRON-2 in 

February 2011. 

While the current prepositioning program provides significant capability to the 

combatant commanders, it is limited in 

some areas, especially the ability to conduct sea-based operations. The closure of 

forces requires a secure airfield and a secure 

port or beach landing site in the JOA –– a 

significant constraint on some operations. 

Current MPF platforms can embark limited personnel pier side, at anchor, or via a 

single-spot flight deck capable of supporting rotary-wing operations, including the 

CH-53E. However, the platforms lack the 

billeting and support services to facilitate 

a sea-based force. Equipment and supplies 

are currently administratively stowed to 

maximize all available space. This “dense 

packing” of the ships precludes the conduct 

of assembly operations aboard MPF ships. 

Current platforms can support the limited employment of forces from a sea base; 

however, this requires significant planning 

prior to back-loading the ships during the 

preceding MPF Maintenance Cycle. Since 

there are no maintenance facilities aboard 

current MPF vessels, all reconstitution 

must be done ashore before back loading 

any of the equipment or supplies.

Between 2012 and 2016, new MPF 

ships will be integrated to the MPSRONs. 

Each new platform will incrementally 

transform the existing MPSRONs and provide an immediate operational benefit to 

the Combatant Commanders. A Mobile 

Landing Platform (MLP) with associated 

Ship-to-Shore Connectors will provide the 

squadrons their first organic over-the-horizon surface connector capability. The Dry 

Cargo/Ammunition (T-AKE) ship will enable the selective access of supplies allowing the building of tailored sustainment 

packages for the forces operating ashore. 

During this transition period, training and 

exercises will focus on the development of 

new tactics, techniques, and procedures as 

well as doctrinal and organizational changes to fully realize the enhanced ability and 

operational utility of afloat prepositioning. 

The LMSR will interface with the vehicle 

transfer system on the MLP permitting atsea transfer of equipment and personnel 

through NATO sea state three.
CHAPTER 3: PROGRAMS | 231

Firepower, including responsive, lethal 

and persistent fires from U.S. Navy surface 

warships, is essential in expeditionary operations. A robust, around-the-clock, allweather, sea-based surface fire support capability is vital to the success of naval forces 

engaged in littoral combat operations. 

The current Naval Surface Fires Support 

(NSFS) capability does not meet required 

range, volume, and accuracy for supporting expeditionary operations throughout 

an extended battlespace. The Navy continues to pursue development and testing of 

an extended-range and guided-fire support 

capability to support the Marine Corps Vision and Strategy 2025 and the combinedservice strategic vision articulated in A 

Cooperative Strategy for 21st Century Seapower.

Completed in 2009, the Joint Expeditionary Fires Analysis of Alternatives identified the optimum U.S. Navy programs to 

support Marine Corps naval surface fire 

support requirements. This study established the baseline capabilities of the current naval surface fire support program of 

record (13nm projectile of the 5-inch gun 

and the Advance Gun System of the DDG1000) to be insufficient in mitigating fire 

support gaps. The study determined that 

extended range 5-inch munitions would 

serve as a complementary alternative to 

the three DDG 1000s. Dramatic improvements in 5-inch projectiles can extend the 

naval surface fire support maximum range, 

across the 106 guns in the surface fleet, 

from 13 to 52 nautical miles with precision, 

high angle attack for use in operations in 

urban terrain, and potential effectiveness 

against moving targets.

In December 2005, The Joint Requirements Oversight Council validated the 

Joint Fires in Support of Expeditionary 

Operations in the Littorals Initial Capabilities Document (ICD). The ICD identified 

NSFS as a potential solution to mitigate 

gaps in weapons and engagement capability in the littoral environment. The gaps 

include the ability to engage targets in close 

support of maneuver forces or when collateral damage is a concern, the ability to 

provide volume effects over an area target 

or for sustained periods of time, and the 

ability to engage moving point and area 

target under restricted weather conditions. 

An Analysis of Alternatives (AoA) is being 

conducted to determine what weapons systems and platforms will meet the ICD requirements. This AoA will be the basis for 

NAVAL SURFACE FIRE SUPPORT (NSFS) INITIATIVES
232 | USMC CONCEPTS & PROGRAMS 2011 

a combined Marine Corps/Navy strategy 

to map out those programs and initiatives 

necessary to address the recognized gaps in 

fire support capability and capacity. 

Beginning in 2016, the Navy will field 

a fully integrated, transformational fire 

support system: the DDG-1000 Zumwalt

class multi-mission destroyer. Equipped 

with two 155mm Advanced Gun Systems 

(AGS), each with a 300-round magazine, 

the DDG-1000 will add considerable firepower and flexibility to an Expeditionary Strike Group or Expeditionary Strike 

Force. The AGS, firing the Long-Range 

Land-Attack Projectile, will increase the lethal effects of the Marine Air Ground Task 

Force (MAGTF) NSFS fires to greater than 

63 nautical miles. The DDG-1000 will also 

be the first naval ship designed to integrate 

counter-fire detection with the dual-band 

radar (DBR). The DBR will be networked 

and can digitally communicate the information to the supporting-arms coordination center or fire-support coordination 

center for engagement. 

Future technologies will further develop transformational NSFS. New science 

and technology efforts are underway, which 

include the Electromagnetic Rail Gun. Future battlefield commanders may harness 

the destructive power of mach 7-plus propelled projectiles launched by electromagnetic energy generated on board the Navy’s 

future family of all-electric ships. The Marine Corps will continue to monitor developing technologies with an eye toward how 

they might be integrated to support future 

operating concepts. 

NSFS will offer a complementary capability to tactical aviation and ground fire 

systems, completing the joint triad of fires. 

Emerging capabilities will reshape the way 

fires are planned and used by the MAGTF. 

With continued commitment, the Marine 

Corps and the rest of the Joint community 

can rely upon NSFS as readily available, 

all-weather fire support systems capable 

of engaging targets across the full range of 

military operations in the littorals.
CHAPTER 3: PROGRAMS | 233

Mines employed at sea as well as on 

land have continued to proliferate due to 

their relatively low cost, ease of acquisition or manufacturing, and most of all by 

their proven effectiveness. For example, 

between the end of World War II and early 2011, 15 of 19 U.S. warships that were 

sunk or severely damaged by adversary 

actions were mine victims. Mines as part 

of integrated access-denial system presents a severe challenge to the Navy and 

Marine Corps Team’s ability to conduct 

Expeditionary Maneuver Warfare. In fact, 

naval forces are incapable of successfully 

executing JFEO in acceptable timeframes 

when very shallow water (VSW), surf zone 

(SZ), and beach zone (BZ) mines and obstacles are present. Additionally, naval 

forces are not currently trained to the 

standard required to successfully conduct 

MCM operations of the scale required by 

a MEB- or MEF-level amphibious operation. In order to close this gap, a family of 

Navy and Marine Corps MCM systems is 

being developed to allow joint and combined sea-based forces to conduct expeditionary operations at a time and place of 

our choosing, to include terrain defended 

by anti-access systems such as mines and 

obstacles. In addition to materiel solutions, tactics, techniques, and procedures 

are being developed to support seamless 

naval expeditionary operations throughout the littoral and beyond. 

FROM THE STERN GATE 

THROUGH THE BEACH 

Sea-based forces require an effective 

mine countermeasures capability to open 

and maintain sea lines of communication 

and to operate within the littoral battle 

space. The ability to operate in areas defended by enemy mines and obstacles requires a family of capabilities, which includes detection, location, neutralization, 

marking, and data dissemination. When 

fielded, this family of capabilities will 

allow commanders to detect and avoid 

mines and obstacles when possible, and 

breach when necessary.

In conducting Operational Maneuver from the Sea (OMFTS) and ship-toshore movement, the Marine Corps relies 

upon the Navy to maneuver its amphibious forces to the beach, allowing the deployment and prosecution of operations 

ashore. Forces, equipment, and supplies 

will have to cross the beach regardless of 

vertical-lift capabilities. In specific areas 

of national strategic interest, the assault 

force faces challenges in detection and 

avoidance of littoral waters and landing 

beaches fouled by mines and obstacles. In 

these areas of present and future interest, 

suitable landing beaches are limited — 

and our potential adversaries are aware of 

them. As a Navy MCM adage explains, 

“the easy way is always mined.”

The Navy’s triad of deep-water MCM 

capabilities resides in surface mine countermeasure ships (SMCM), airborne mine 

countermeasure (AMCM) helicopter 

squadrons, and underwater mine countermeasures teams consisting of explosive 

ordnance disposal (EOD) detachments, 

some equipped with marine mammal 

systems and unmanned vehicles. 

The Navy is engaged in an effort to 

augment the triad with MCM systems 

embarked on ships of aircraft carrier 

and amphibious ready groups, as well as 

equipping the Littoral Combat Ships 

with MCM mission modules. These are 

designed to provide a self-contained, “organic” capability to detect, avoid, and/or 

MINE COUNTERMEASURES (MCM)
234 | USMC CONCEPTS & PROGRAMS 2011 

neutralize mines within an operationally 

acceptable timeline and with acceptable 

levels of operational risk. This next generation of systems includes the Remote 

Mine-Hunting System and the MH-60s 

AMCM helicopter with advanced sonar 

and sweep gear among others.

The physics of ship-draft requirements, sensor and system operating limits, diver physiology, mine characteristics, 

and an extremely dynamic environment, 

combined with the requirement for covert operations and many other factors, 

limit effectiveness of deep-water systems 

in very shallow water (water 10 to 40 feet 

deep), the surf zone (water 10 feet deep 

to the beach), and Beach Zone (BZ) operations. In response, the Navy has developed a specialized family of capabilities 

to contend with mines and obstacles in 

these technologically challenging environments. Explosive Ordnance Disposal 

Mobile Unit 1 (EOD MU 1) –– formerly 

known as the Naval Special Clearance 

Team 1 (NSCT-1), consists of a 180-man 

unit of Navy EOD, Marine Reconnaissance divers, and support personnel — 

fulfills an important part of the requirement. EOD MU-1 employs unmanned 

underwater vehicles, marine mammals, 

and divers to conduct low-visibility mine 

exploration, reconnaissance, and clearance operations in VSW waters from 40- 

to 10-feet deep and BZ operations. Datacollection capabilities, such as the Coastal 

Battlefield Reconnaissance and Analysis 

(COBRA) System, will provide the Navy 

and Marine Corps with essential visual 

reconnaissance information on mine lines 

and SZ/BZ defenses. The Navy’s science 

and technology effort is also investigating 

the effectiveness of precision-delivered 

Joint Direct Attack Munitions (JDAM) 

against certain SZ/BZ mines and obstacles. The JDAM Assault Breaching System 

(JABS) capability provides a limited SZ/

BZ MCM, obstacle-breaching capability.

In the long term, the science and 

technology endeavor is pursuing “smart” 

bomb- and gun-delivered munitions 

designed to destroy concentrations of 

SZ/BZ mines. This includes the Navy’s 

Counter Mine System (CMS), which uses 

a spray of small darts to neutralize mines 

in the beach and surf zones. This promising technological approach offers the 

potential for standoff operations and the 

removal of men and mammals from the 

minefield.

THROUGH THE BEACH 

AND BEYOND

Once ashore, naval expeditionary forces must be capable of detecting, 

breaching, clearing, proofing, marking 

land mines and obstacles, and the dissemination mine and obstacle data across 

the naval forces from the critical NavyMarine Corps handoff in the vicinity of 

the beach exit to the force objectives and 

beyond. Marine Corps commanders must 

be able to detect and avoid landmines and 

improvised explosive devices (IEDs) and 

obstacles when possible and breach them 

when necessary. The Marine Corps’ current inventory of MCM systems includes 

Route Clearance Sets consisting of an array of Mine-Resistant Ambush Protected 

(MRAP) vehicles with varying detection 

and interrogation capabilities, the AN/

PSS-14 Mine Detector that uses ground 

penetrating radar to locate mines, Lightweight Metal Detectors used to detect 

IEDs with a low metallic content), IED 

Detector Dogs (IDDs) specifically bred/
CHAPTER 3: PROGRAMS | 235

trained to detect an array of conventional 

explosives as well as homemade explosives (HME), explosive breaching systems 

–– the Assault Amphibian Vehicle with 

Mk154 Triple-Shot Line Charge, Mk155 

Mine Clearing Line Charge (MICLIC), 

and Anti-Personnel Obstacle Breaching System (APOBS) — and mechanical 

breaching, clearing, and proofing systems 

(M1 tank with track-width mine plow 

and armored D-7 dozer).

The Assault Breacher Vehicle (ABV) 

has been fielded to meet its Initial Operational Capability scheduled for FY2009. 

ABV is a single-platform minefield 

breaching/clearing/proofing/marking 

system that has the speed and mobility of 

modern mechanized forces. Combining 

two Mk155 Line Charges, a Full-Width 

Mine Plow, and a breached-lane marking 

system on an M1 tank chassis, the ABV 

currently offers deliberate and “in-stride” 

breaching capabilities — allowing commanders to maintain initiative and momentum.

MCM doctrine, training, and equipment is slowly evolving to cover capability gaps, replace obsolete equipment, 

and meet the challenges posed by newer 

threats, such as the greatly increased use 

of IEDs, off-route mines, and anti-helicopter mines.

Current Marine Corps MCM systems face challenges in providing force 

commanders with the desired “in-stride” 

capability to achieve and maintain initiative and momentum in a full spectrum 

anti-access environment. The Marine 

Corps has a MAGTF MCM master plan 

designed to fill remaining capability gaps 

and provide a road map for the future.
PART 9: TRAINING AND 

EDUCATION 
CHAPTER 3: PROGRAMS | 237

INTRODUCTION

The training and education of Marines is the cornerstone of ensuring that the 

Marine Corps remains the world’s premier warfighting organization. The training associated with preparing Marines for the full spectrum of conflict is demanding and ensures that they are ready for the challenges of an uncertain world. Through a deliberate 

building-block approach to training and education conducted at world-class facilities, 

the Marine Corps continues to provide the individual Marine and Marine organizations, from fire teams to Marine Expeditionary Brigades, with the requisite skills to 

meet their assigned mission essential tasks. This training is enhanced with the integration of modeling, simulation, and training systems.

As the Marine Corps continues combat operations in Afghanistan, we are simultaneously reconstituting the force to ensure our ability to meet both current and future 

requirements. Looking toward the uncertain future, we will continue to maintain our 

irregular warfare skills developed in support of Operations Iraqi Freedom and Enduring Freedom, while also revitalizing core skills required to maintain a truly multi-capable force able to prosecute actions across the range of military operations. 

Future conflicts will likely consist of a hybrid of conventional war, irregular challenges, terrorism and criminal activities, involving states, proxy forces, and armed 

groups. Preparing the Marine Corps for hybrid challenges in complex environments 

requires proficiency across six core competencies as outlined in the Marine Corps Vision and Strategy 2025.

To meet these challenges, the Marine Corps Training and Education Command 

(TECOM) will provide a training environment that is responsive and relevant, preparing individual Marines and Marine Corps units via targeted, progressive training and 

continuous assessment. 
238 | USMC CONCEPTS & PROGRAMS 2011 

INDIVIDUAL AND MAGTF TRAINING

Our individual training begins at 

our recruit depots where young men 

and women are transformed into United 

States Marines through a thorough indoctrination to our history, customs and 

traditions, thereby imbuing them with 

the mental, moral and physical foundation necessary for successful service to 

Corps and Country. Our training develops physically fit, tactically and technically proficient warriors of high moral character with a bias for action, possessing 

the courage to make ethically sound decisions, and capable of properly preparing 

and leading Marines to successfully accomplish their unit’s mission in combat. 

As Marines progress through the ranks, 

they develop skills within and beyond 

their military occupational specialty that 

will allow them to perform challenging 

missions across a wide range of military 

operations. As we look towards an uncertain future, a primary individual training 

focus area for the Marine Corps is the 

improvement of our small unit leaders’ 

intuitive ability to assess, decide, and act 

while operating in a more decentralized 

manner.

Values Based Training (VBT): The 

purpose of VBT is to establish a common 

set of values that every Marine can understand and uphold. These common values 

establish teamwork and discipline, and ultimately build trust and confidence in fellow Marines, in our leaders, and with the 

American people. VBT starts at recruit 

training, the stress (Physical, Mental, and 

Moral) on the recruit increases over the 

course of the crucible’s 54 hours. During 

each rotation the recruits participate in a 

Core Values Station: 

s Station 1 Commitment: This station 

focuses the recruits on teamwork and 

commitment, and comes at a time during the crucible when the level of stress 

is relatively low.

s Station 2 Courage: This station focuses 

the recruits on the need to reach within 

and to continue to face, with courage, 

the challenges that still lie before them 

and why it is important that they succeed, and comes at a time during the 

crucible when the level of stress is starting to grow, and may come on day two 

when it is high.

s Station 3 Honor: This station - Law of 

War discussion and scenarios station. 

It comes at a time during the crucible 

when the level of stress is near peak, 

places the capstone on Core Values and 

focuses the recruits on winning battles 

with honor on the battlefield, even 

when they are under stress.

Enhanced Combat Hunter Leaders 

Course (ECHLC): Combat Hunter is the 

creation of a mindset through integration of enhanced observation, combat 

profiling and combat tracking in order 

to produce a more ethically minded, tactically cunning and lethal Marine better 

prepared to succeed across the range of 

military operations. He proactively assesses the environment in order to gain 

a tactical advantage over the enemy. As 

a persistent collector he systematically 

observes and profiles his surroundings, 

collecting more relevant information 

from the human, social, and physical ter-
CHAPTER 3: PROGRAMS | 239

rains and reports information of greater 

relevance and potential intelligence value. In regards to the intelligence cycle, 

a combat hunter trained Marine enables 

more efficient analysis and prioritization 

of collected information, thus increasing 

the tactical tempo. The purpose of the 

ECHLC is to develop leaders who will be 

able to train, lead, and employ Combat 

Profiling, Tactical Questioning, Tactical 

Site Exploitation, Combat Tracking, Enhanced Observation, Human Psychology, 

Decision Making, Tactical Debriefing and 

Policing in Combat to support both individual Marine and Company Operations. 

Tactical MAGTF Integration Course 

(TMIC): Taught by the Marine Corps 

Tactics and Operations Group (MCTOG) in Twentynine Palms, TMIC will 

train Gunnery Sergeant through Master 

Gunnery Sergeant, Infantry Weapons 

Officer (Gunner), and Captain through 

Major from the ground combat MOS’s 

to become proficient battalion operations 

chiefs and officers. The course includes 

341 academic hours that is taught over 

34 training days. The course is conducted 

over a period of six weeks and is divided 

into three blocks of instruction:

Bl ock 1 is Academics and Applications, 

Bl ock 2 is Ground Combat Element 

Integration and, 

Block 3 is Final Exercise

During the Academics and Applications block of the course, students will receive instruction and participate in events 

focused on enhancing their knowledge in 

seven primary subjects: Plan, Operate, 

Joint and Interagency, Intel driven operations, Fires, Information operations and 

training. They will be evaluated through 

performance evaluations for learning objectives from the train duty area.

Amphibious Core Training: The 

Marine Corps is developing and refining 

key training programs to reinvigorate our 

amphibious capability. The Training and 

Education Command (TECOM) is preparing individual Marines through training and education at the Marine Corps 

Expeditionary Warfare School, the Marine Corps Command and Staff College, 

and various courses at the Expeditionary 

Warfare Training Groups Atlantic and Pacific, such as the Type Commander Amphibious Training. We will prepare Marine Air Ground Task Forces (MAGTFs) 

by training alongside the Navy through 

such exercises as amphibious landing exercises and Marine Expeditionary Brigade 

(MEB) exercises.

MAGTF Training Program: TECOM 

is developing the next generation for how 

Marines in the operating forces will prepare for future fights and operating environments. The MAGTF Training Program will establish, define, and integrate 

the requirements for training programs 

and resources which will facilitate the development of warfighting capabilities in 

those operational forces which comprise 

a MAGTF. 

Battle Staff Training Program 

(BSTP): The BSTP is designed to provide 

training to battle staffs across all the elements of the MAGTF, at echelons from 

a company to MEF level. Most impor-
240 | USMC CONCEPTS & PROGRAMS 2011 

tantly, the BSTP integrates individual and 

collective training, provided by multiple 

organizations from across TECOM, into 

a single training continuum beginning 

with training of Command and Control 

Systems Operators, and concludes with 

a Command Post Exercise that tests the 

abilities of the entire staff. The BSTP 

provides an invaluable tool for the commander to assist in the training of his 

staff, and provides the commander with 

a detailed understanding of the full staff 

training continuum.

MAGTF Integrated Training Exercise (ITX): The MAGTF ITX provides 

a battalion or squadron level collective 

training event supporting training in 

skills required to accomplish assigned 

core mission essential tasks (METs), and 

serves as the Service level assessment of a 

unit. This program will be similar in scale 

to the type of combined arms training that 

was conducted prior to Operations Iraqi 

Freedom and Enduring Freedom and 

the Mojave Viper pre-deployment training program. It will include all elements 

of the MAGTF including command elements, ground combat elements, logistics 

combat elements and aviation combat elements. ITX will provide training on the 

techniques of MAGTF integration at the 

tactical level and the technical skills allowing subordinate units of the MAGTF 

to work together. 

MAGTF Large-Scale Exercise (LSE): 

The MAGTF LSE is a Marine Expeditionary Brigade and Marine Expeditionary 

Force-level exercise program that will 

use a Live-Virtual-Constructive (L-V-C) 

training linked through a supporting network across the United States and with 

amphibious forces afloat to focus on the 

integration of headquarter organizations 

and their ability to conduct integrated 

MAGTF operations. It can be used as the 

final pre-deployment training event for 

a MAGTF which as has been designated 

to deploy, or it will serve as an exercise 

to validate the ability of the MAGTF to 

execute designated core mission essential tasks (METs), depending on requirements of the MEF commander. MAGTF 

LSE will increase joint and amphibious 

capabilities as the Marine Corps reconstitutes its full amphibious capability. 
CHAPTER 3: PROGRAMS | 241

JOINT, INTERAGENCY, AND MULTINATIONAL (JIM) TRAINING

Leveraging several joint initiatives 

from the Office of the Secretary of Defense (OSD), the Chairman Joint Chiefs 

of Staff, and the U.S. Joint Forces Command, TECOM incorporates joint, interagency, and multinational training 

context into dynamic, capabilities-based 

training in support of national security 

requirements.

Joint Training: Through the OSD 

sponsored Joint National Training Capability (JNTC), TECOM has integrated 

specific joint context solutions to identified joint training shortfalls at U.S. Marine 

Corps Joint National Training Capability 

accredited programs: Marine Air Ground 

Task Force Training Command, 29 Palms, 

CA; Marine Aviation Weapons and Tactics Squadron-1 (MAWTS-1), Yuma, 

AZ; Marine Air Ground Task Force Staff 

Training Program, Quantico, VA; Mountain Warfare Training Center, Bridgeport, 

CA; and Marine Corps Tactics and Operations Group (MCTOG), 29 Palms, CA. 

The JNTC also provides several tools that 

support the incorporation of joint training into service Title X responsibilities. 

One of these tools is the Joint Training 

Enterprise Network (JTEN) that is the 

communications network for JNTC. The 

JTEN is a high-capacity, rapidly reconfigurable network that supports joint training exercises, experimentation, and the 

evaluation of new warfighting concepts. 

Additionally, it allows for inter- and intraservice forces to link simulation networks 

in order to train in a live, virtual and constructive environment that blends live 

tactical forces with manned simulators 

and sophisticated computer models.

Interagency Cooperation and 

Training: In order to increase realism and 

meet mission training standards at predeployment training programs, TECOM 

leverages the Department of Defense Interagency Request Process in identifying 

USMC Interagency participation requirements for our U.S. Government Agency 

partners. Additionally, through efforts 

with the U.S. Agency for International 

Development, the Security Cooperation 

Education and Training Center (SCETC), 

and MCTOG, deploying units have been 

trained in the use of the District Stability 

Framework, which is an assessment tool 

that assists Commanders with identifying the root causes of instability in their 

location, and target efforts to address 

these problems. TECOM assists the State 

Department’s Foreign Service Institute by 

instructing a Military Culture class during the monthly Iraq Provincial Reconstruction Team (PRT) Orientation and 

Afghanistan Familiarization Courses.

Multinational Training: TECOM’s 

intent is to build robust training relationships with multi-national partners 

through the development of an institutionally sound strategy to improve interoperability. One area focuses on operational level interaction, primarily through 

coordination and reciprocal participation in Mission Rehearsal Exercises with 

partner nations which USMC units are 

frequently adjacent to during current operations. Additionally, institutional-level 

interoperability is being pursued through 

staff and instructor exchange programs 

in respective training organizations.
242 | USMC CONCEPTS & PROGRAMS 2011 

PRE-DEPLOYMENT TRAINING PROGRAM (PTP)

To prepare Marines and the operating forces for the current fights and operating environments, The Training and 

Education Command (TECOM) developed an extensive PTP based on the PreDeployment Training Continuum. The 

PTP establishes a coherent progression 

of skill level training, conducted by commanders, and evaluated at PTP Mission 

Rehearsal Exercises (MRX). Training is 

conducted in four nested “blocks” in ascending competency levels. Marine Expeditionary Force commanders determine 

what level of competency is required for 

each deploying unit based on mission essential task analysis, set unit priority for 

service level training events, and ensure 

units participating in service-level training events have appropriate support attachments during respective blocks of 

training. The PTP Continuum is comprised of:

Block 1: Block 1A and 1B training 

consist of Sustained Core Skills Training, Core Plus Skills Training, and Marine 

Corps Common Skills (MCCS) Sustainment Training. Core Plus Skills are those 

combat-focused skills that are environment, mission, rank or billet specific and 

are developed after a Marine is assigned 

to an operational unit. Block 1 training 

also includes formal schools training. 

Career progression training is critical to 

effective building block training and the 

intent is for all incoming leaders to have 

received the appropriate schooling prior 

to beginning the units’ collective training. For aviation units, Block 1 provides 

resident instructor development, certification, and sustainment of qualifications/

designations of individual aircrew and 

maintainers for annual training requirements.

Block 2: Block 2 training consists 

of Core Capabilities Training conducted 

within a unit. Core Capabilities are the 

essential collective functions a unit must 

be capable of performing during extended combat operations. For battalion sized 

units, Block 2 is company-level and below 

training. For squadrons, Block 2 is Core 

Skills refinement and flight leadership development, normally single ship through 

division flight operations. 

Block 3: Block 3 training is based on 

unit Mission Essential Tasks and consists 

of Advanced Core Capabilities (or Core 

Plus for Aviation) Training conducted 

by a unit and by the unit’s higher headquarters. For battalion-sized units, Block 

3 is battalion-level training. For Aviation 

units, Block 3 is squadron level integration with adjacent aviation and supported 

ground units utilizing formalized Command and Control functions to perform 

assigned METs to their required output 

standards.

Block 4: Block 4 training is battalion/ 

squadron-level core competency training 

and is also known as the unit’s Mission Rehearsal Exercise (MRX). Block 4 training 

is a unit’s “graduation” pre-deployment 

training exercise and is individually-tailored to support and assess a unit’s ability 

to perform tasks on its assigned mission 

METL(s). Battalion and higher deploying 

units will typically undergo a TECOM 

supported MRX. Deploying units that 
CHAPTER 3: PROGRAMS | 243

do not participate in an MRX complete 

an Alternate Mission Rehearsal Exercise 

that is supported by the parent Marine 

Expeditionary Force. The MRX provides 

information for the MEF Commanding 

General’s unit certification process.

ENHANCED MOJAVE VIPER

Conducted aboard the Marine Corps 

Air-Ground Combat Center (MCAGCC) 

in 29 Palms, CA, Enhanced Mojave Viper is a 28-day full-spectrum MRX that 

focuses on providing a service-level assessment of battalions and squadrons in 

preparation for deployment. The exercise 

scenario allows units to combine their 

core Marine Corps competencies with 

Afghanistan-specific capabilities. The exercise force composition consists of two 

infantry battalions, a combat logistics battalion, and three flying squadrons (fixed 

wing, rotary wing, and assault support). 

Throughout the exercise, units undergo 

training and assessment in offensive operations, defensive operations, Stability 

Operations and Counter Insurgency. Under various conditions to include desert, 

limited visibility, urban, rural, joint, and 

interagency, units are provided a livefire, combined-arms training venue that 

closely resembles the conditions they will 

operate in once deployed.

EXERCISE MOUNTAIN WARRIOR

Mountain Warrior is the Block 3 Marine Air Ground Task Force Operations 

Course at the Mountain Warfare Training 

Center (MWTC), near Bridgeport, CA. 

Other local training areas are also used, 

including Hawthorne Army Depot at 

Hawthorne, NV; Naval Air Station Fallon, 

NV; and Lucky Boy Pass (off-road driving and counter-Improvised Explosive 

Device training). This course provides 

the opportunity for theater-specific predeployment training for USMC battalions and regimental staffs deploying to 

Afghanistan. The course consists of scalable, tailored training packages for units 

ranging in size from the company to battalion with a regimental headquarters. 
244 | USMC CONCEPTS & PROGRAMS 2011 

MISSION-CAPABLE TRAINING RANGES

Marine Corps combat readiness depends on the continued availability of 

Ranges and Training Areas (RTAs) that 

provide realistic, mission-oriented training in complex environments. The Marine 

Corps Training and Education Command 

(TECOM) has identified a comprehensive 

set of Corps-wide range requirements. 

These requirements are articulated in 

a Marine Corps Reference Publication 

(MCRP 3-0C), which defines the unconstrained range capabilities needed for 

accomplishing both urgent, immediate 

and anticipated future training needs. In 

that regard, TECOM has established six 

cornerstone objectives for transforming 

RTAs:

1. Preserve and enhance the live-fire 

combined arms training capabilities 

of Marine Corps Air Ground Combat 

Center/Marine Air Ground Task Force 

Training Command, 29 Palms, CA and 

Marine Corps Air Station, Yuma Range 

Complex, AZ.

2. Recapture the Marine Air Ground Training Force (MAGTF) and unit training 

capabilities of the nation’s two premier 

littoral training areas, Camp Lejeune, 

NC, and Camp Pendleton, CA.

3. Leverage technology to support every 

level of training with a goal of providing timely and objective feedback to 

the training audience.

4. Honor our commitments to protecting 

the environment, while preserving and 

enhancing our ability to conduct live 

fire and maneuver training.

5. Ensure that our training complexes are 

available to, and capable of supporting, 

cross-Service training.

6. Support the emerging Joint National 

Training Capability with the common range infrastructure and systems 

architecture to ensure effective joint 

training.

The Corps has made significant investments in range instrumentation, targets, and simulation technologies to upgrade and modernize training. However, 

there remain areas of significant concern. 

Current range-complex configurations 

are not optimal for today’s training requirements, and they will not be adequate 

for future weapons systems. Our current 

range complexes provide insufficient unconstrained maneuver space for MAGTF 

training. Our range-planning initiatives 

aim at addressing these concerns to assure 
CHAPTER 3: PROGRAMS | 245

our ability to meet future training requirements. Specific issues include:

s-ARINE%XPEDITIONARY"RIGADE
LEVELlRE

and maneuver training area 

s%AST #OAST AVIATION TRAINING RANGE TO

accommodate the increased airspace 

and weapons requirements of precision 

guided munitions and the F-35 Joint 

Strike Fighter

s%NHANCED TRAINING OPPORTUNITIES FOR

Marine units stationed in the Pacific 

The Marine Corps has made considerable progress in the past seven years 

on cataloging, assessing, managing, and 

funding critical RTA complexes. There has 

been progress in identifying and quantifying the impacts of encroachment and incorporating those assessments into a comprehensive range management system. 

Important investments have been made to 

enhance range maintenance and modernization programs. In early 2011, all major 

Marine Corps installations are undergoing range modernization. The MissionCapable Ranges initiative is supported by 

the acquisition program for Range Modernization/Transformation program.
246 | USMC CONCEPTS & PROGRAMS 2011 

MODELING AND SIMULATION (M&S)

MAGTF Training Simulations Division (MTSD), a directorate of TECOM, 

has established a training modeling and 

simulation community of interest to facilitate information exchange and address 

specific focus areas, such as infantry skills 

simulations, staff training environments, 

and simulation system Integration, Interoperability, Interconnectivity, Compatibility and networking. Participants in 

this forum are drawn from throughout 

the Marine Corps and the Science and 

Technology community. With this forum’s input, MTSD has published a training simulation M&S strategy and master 

plan that meets MAGTF training needs.

Small-unit training is receiving particular focus by TECOM to prepare Marines for contemporary and future operating environments. For squad-level 

training needs, TECOM is building upon 

the Infantry Immersion Trainer (IIT) facility developed by I Marine Expeditionary Force (MEF) to institutionalize this 

capability for the other MEFs. The IIT 

provides a key bridge to TECOM’s future squad training initiative, the Squad 

Immersive Training Environment (SITE) 

program. SITE is envisioned as a multifaceted “toolkit” of integrated live, virtual, 

and constructive training capabilities that 

commanders can leverage to train their 

small units at all points along the training 

continuum. The SITE “toolkit” is predicted to include IIT, current virtual training 

systems appropriate for small units, and 

future capabilities that leverage emerging 

technologies. TECOM has participated in 

numerous joint initiatives focused on immersive training at the squad and platoon 

levels. In support of the Enhanced Company Operations concept, MTSD is examining the networking of selected staff 

training, combined arms, combat convoy, 

combat vehicle, and aviation simulation 

systems to enable better training capabilities among critical MAGTF building 

blocks. These efforts will be integrated 

within the emerging Small unit Integrated 

Training Environment (SuITE) program 

to provide the domain for ECO. 

The U.S. Joint Forces Command recently approved and funded TECOM’s 

request to integrate the Marine Corps’ 

MAGTF Tactical Warfare Simulation 

system into its joint live, virtual, and 

constructive (JLVC) federation. This incorporation will provide higher simulation fidelity of MAGTF and amphibious 

operations in joint exercises and enable 

the Marine Corps to better leverage the 

many JLVC tools to support Service training and Combatant Commander regional 

engagement exercises. TECOM is pursuing appropriate linkages among existing 

Marine Corps simulations to provide 

more robust capabilities and examining 

simulations that address Political, Military, Economic, Social, Infrastructure, 

and Information issues.

Finally, MROC approved TECOM’s 

Initial Capabilities Document which as-
CHAPTER 3: PROGRAMS | 247

sessed the Marine Corps’ live, virtual, and 

constructive training environment capabilities. This analysis identified gaps in 

the Marine Corps’ ability to link different 

current capabilities and delineated integration standards for future capabilities. 

TECOM is further examining networking 

requirements to link simulation systems 

with each other and with live domain capabilities, and as well as provide access to 

existing Marine Corps, joint, interagency, 

and multinational partner training and 

modeling simulation networks. Such a 

network would support distributed training venues between MAGTF elements, 

enable large-scale MAGTF exercises, and 

facilitate Marine Corps participation 

in joint, interagency, and multinational 

exercises.
248 | USMC CONCEPTS & PROGRAMS 2011 

COLLECTIVE TRAINING SYSTEMS 

COMBINED ARMS COMMAND AND CONTROL TRAINING UPGRADE 

SYSTEM (CACCTUS)

DESCRIPTION

CACCTUS is a combined arms staff 

training system that, when fully fielded 

will enable comprehensive Marine Corps 

staff, unit, and team training at home 

station Combined Arms Staff Training 

(CAST) facilities, and through distributed training involving CAST facilities 

across the Marine Corps. CACCTUS is 

an upgrade to the USMC’s CAST that 

provides fire support training for the Marine Air Ground Task Force (MAGTF) 

elements up to and including the Marine 

Expeditionary Brigade (MEB) level. Using the system components and simulation capabilities, 2D and 3D visuals, interfaced C4I, synthetic terrain, and an 

After Action Review (AAR), the CACCTUS system immerses trainees in a realistic, scenario-driven environment. The 

simulated scenarios enable commanders 

and their battle staffs to train or rehearse 

combined arms tactics, techniques, procedures and decision-making processes 

prior to any physical engagement. In 

addition, CACCTUS will provide training across live, virtual, and constructive 

training networks through interoperability with appropriate Command, Control, 

Communication, Computers, and Intelligence (C4I) systems in a training environment. 

OPERATIONAL IMPACT

The CACCTUS will provide critical 

combined arms command and control 

integration and fire support coordination 

training to units leading up to and just 

prior to participating in live fire exercises 

and deployment.

PROGRAM STATUS

In early FY 2011 CACCTUS version 

5.2 will be fielded to Camp Pendleton, 

CA, Hawaii and Okinawa and in the 2d 

Quarter FY11 version 5.3 will be employed to all five sites.

Procurement Profile: FY 2011 FY 2012

Quantity: 3 0

Developer/Manufacturer: 

Cole Engineering Services Inc., Orlando, FL
CHAPTER 3: PROGRAMS | 249

DESCRIPTION

The Combat Vehicle Training System (CVTS) – M1A1/LAV/AAV (CVTSM1A1/LAV/AAV) provides gunnery and 

tactical training for the M1A1 Main Battle Tank, Light Armored Vehicle-25 (LAV25), and the Assault Amphibious Vehicle 

(AAV). The M1A1 and LAV-25 requirements are satisfied by the Advanced Gunnery Training System (AGTS). The AAV 

requirements are satisfied by the AAVTurret Trainer (AAV-TT). The AGTS 

and AAV-TT provide the ability to train 

M1A1, LAV-25, and AAV crew members 

to approved standards of combat skills 

and readiness. The end state systems 

are institutional, deployable, and table 

top (M1A1/LAV-25) systems supporting individual, collective (crew, section, 

and platoon), combined arms, and joint 

training scenarios

OPERATIONAL IMPACT

The CVTS is one element of a training system made up of the academic, simulations and live-fire/range training. The 

CVTS family of trainers is used by Marine 

Forces Reserves (MARFORRES), Marine 

Forces Pacific (MARFORPAC), Marine 

Forces Atlantic (MARFORLANT), and 

formal schools to train perishable gunnery, crew communication and coordination, and mission tactic skills up to 

the platoon level. CVTS provides familiarization, proficiency, sustainment, and 

cross-training at each crew position and 

as a crew. AGTS has the capability to be a 

land-based and shipboard training application. The AAV Turret Trainer is a landbased training system and trains gunnery 

skills to the section level.

PROGRAM STATUS

In early FY 2011, 32 M1A1 and 40 LAV 

Tabletop AGTS devices will be fielded.

Procurement Profile: FY 2011 FY 2012

M1A1 Tabletops 32 0

LAV Tabletops 40 0

Developer/Manufacturer: 

Lockheed Martin, Orlando, FL 

COMBAT VEHICLE TRAINING SYSTEM (CVTS)
250 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

Ship on Land (SOL) is designed to 

replicate a Landing Helicopter Dock 

(LHD) super structure that provides a 

live fire joint training platform. The intent of this structure is to create multiple 

real world maritime training scenarios 

based off of current events to prevent loss 

of life and provide immediate assistance 

to those in need on the high seas.

The structure will consist of all atmospherics typically found on an LHD 

within the fleet to include: Command/

Control Bridge, Primary Flight Control, 

Communications Room, Navigation 

Room, and Captain’s Quarters. Additionally, platforms will be installed to permit 

vertical insertions. Initially, this structure 

will augment the existing LHD Deck on 

MCB Camp Lejeune, NC.

OPERATIONAL IMPACT

Ship on Land provides training in a 

realistic environment that allows forces 

to prepare to combat the emerging and 

increasing threat of piracy.

PROGRAM STATUS

Late in FY11, Ship on Land is planned 

to be in place at MCB Camp Lejeune, NC 

and will simulate a realistic LHD training 

environment with live-fire capabilities.

Procurement Profile: FY 2011 FY 2012

Quantity: 1 2

Developer/Manufacturer: 

Bristol 

SHIP ON LAND (SOL)
CHAPTER 3: PROGRAMS | 251

RANGE TRAINING SYSTEMS

RANGE MODERNIZATION/TRANSFORMATION (RM/T)

DESCRIPTION

The RM/T program modernizes 

major Marine Corps live training ranges 

with a dynamic training system capable 

of real-time and post-mission battle 

tracking, data collection and the deliverance of value-added After Action Review. 

Interface with installation Command 

and Control training centers (e.g., Battle 

Staff Training Facility, Combined Arms 

Staff Trainer, and Battle Staff Simulation 

Center) is paramount to producing multiple scenario events that deliver relevant 

and realistic training. Integrating live 

and simulated training technologies, the 

fielded capabilities actively enhance livefire, force-on-target, and force-on-force 

training through extensive after-action 

review with ground truth feedback (objective versus subjective), realistic representation of opposing forces (OPFOR), 

and enhanced range and exercise control 

capabilities.

OPERATIONAL IMPACT

RM/T links Marine Corps live training to the tenets of Training Transformation–Joint National Training Capability 

and Joint Assessment and Evaluation Capability. Instrumentation allows Service 

and joint virtual and constructive forces 

to interact with Marine Corps live training forces from distributed locations. 

Eventually expanded to incorporate coalition forces, Marine Air Ground Task 

Force live training in open and urban terrain is enhanced by providing capabilities to conduct realistic training. This will 

exercise all battlefield operating systems, 

and allow continuous assessment of performance, interoperability and identification of emerging requirements.

PROGRAM STATUS

Sponsored by the Range and Training Area Management Division, TECOM 

and managed by Program Manager Training Systems (PM TRASYS), Marine Corps 

Systems Command, RM/T is the capability end state for the integrated design of 

live training programs of record that upgrade Marine Corps training capabilities 

in an incremental manner. Development 

and production efforts are under way for 

urban training environments, ground 

position location systems, instrumented 

tactical engagement simulation systems, 

OPFOR threat systems (including targets), and data collection systems in order 

to instrument the live training environment at multiple Marine Corps Bases and 

Stations. A parallel effort is enhancing the 

RM/T Data Collection System (Marine 

Corps-Instrumented Training System) to 

provide interface of Improvised Explosive 

Device (IED) and Joint Counter Radio 

controlled Improvised Explosive Device 

Electronic Warfare System (J-CREW) surrogate devices with live training audiences 

and to extend the R/MT Data Collection 

System functions from exercise design 

through playback and after-action review.
252 | USMC CONCEPTS & PROGRAMS 2011 

GROUND RANGE SUSTAINMENT PROGRAM (GRSP) 

DESCRIPTION

The Range and Training Area Management Division, TECOM has partnered 

with PM TRASYS to establish the Ground 

Range Sustainment Program (GRSP). Its 

purpose is to sustain the continuity of 

Marine Corps training on Live Fire and 

Non-Live Fire Ranges through improvements or replacement of existing training 

devices such as, target lifters, worn targets 

and replacement control computers that 

cannot be accomplished within existing operating and maintenance (O&M) 

budgets. The maintenance of “state of the 

art” range control systems also supports 

current training requirements. This is 

the area where GRSP will be most used. 

The cost of materials and installation for 

GRSP projects will not normally exceed 

$250,000. CG, TECOM is the waiver 

authority for projects exceeding this 

amount. GRSP projects include:

s4ARGETRY

s"ALLISTIC0ROTECTION

s2ANGE#OMMUNICATIONS

s"ULLET4RAPS

OPERATIONAL IMPACT

The GRSP is the only program of 

its kind that was developed for the sole 

purpose of sustaining, upgrading and 

maintaining all Marine Corps Live Fire 

and Non-Live Fire Ranges. The GRSP 

Program supports current, emerging 

and future terminal learning objectives 

(TLOs) and enabling learning objectives 

(ELOs) that allow Marines the ability to 

achieve and maintain the required level of 

Combat Readiness.

PROGRAM STATUS

In 2010, 27 ranges were upgraded. 

Projects that were submitted under the 

FY10 program were to be considered as 

emergent projects using a rather liberal 

interpretation of the term “emergent”. 

Generally, any project that improves safety 

or operability was labeled favorably. Projects not selected as emergent shifted to the 

FY11 program. FY11 projects are very diverse in both type and location and serve 

to bring simplified targets upgrades to a 

variety of ranges.

Procurement Profile: FY 2011 FY 2012

Quantity: 39 0

Developer/Manufacturer: 

RTS IDIQ Contractor, SAAB Training 

Systems, Orlando, FL

Lockheed Martin Training Systems, 

Orlando, FL 

Meggitt Training Systems, Suwanee, GA 

Action Target, Provo, UT, 

Patriot Prod. Franklin, IN
CHAPTER 3: PROGRAMS | 253

TARGET SYSTEMS

DESCRIPTION

Automated Targets is a subset under 

the overarching Range and Modernization/Transformation (RM/T) Program of 

Record (POR) which is upgrading Marine 

Corps live fire training capabilities. Targetry has evolved to include stationary, 

moving pop-up infantry, vehicle targets, 

as well as reactionary Friend/Foe targets 

and Hit/Miss Detection systems within 

Remote Target System Ranges (RETS), 

MOUT Facilities, and non-traditional 

ranges. Automated Targets and accompanying Range Control Systems are fielded 

across all Marine Corps Bases and Stations. Target Systems to include:

s3TATIONARY)NFANTRY4ARGETS3)4S	

s3TATIONARY!RMORED4ARGETS3!4S	

including various types of vehicle 

silhouettes

s-OVING)NFANTRY4ARGETS-)4S	

s-OVING!RMORED4ARGETS-!4S	

s4ARGET%NCLOSURESTOINCLUDE%LECTRICAL

and Data Cabling installation

s2ANGE#ONTROL3YSTEMS

s,OCATIONOF-ISSAND(IT,/-!(	

systems

OPERATIONAL IMPACT

Marine Corps live fire, automated 

target systems has evolved to include 

stationary pop-up and moving infantry 

and vehicle targets, as well as reactionary Friend/Foe targets, and Hit/Miss 

Detection systems within Remote Target 

System Ranges (RETS), MOUT Facilities, and various nontraditional training 

ranges. 

Target Systems continues developing 

and fielding new capabilities that create a 

realistic Live-Fire Training Environment 

to specifically enhance initial and sustainment live fire training and Marine combat training at all of our Marine Corps 

training bases.

PROGRAM STATUS

In 2010, 13 ranges were upgraded 

with new automated targetry and range 

control systems markedly enhancing Marine Corps marksmanship and combat 

training at these sites. Eleven are planned 

in FY11.

Procurement Profile: FY 2011 FY 2012

Quantity: 11 0

Developer/Manufacturer: 

Saab Training Systems, Orlando, FL

Lockheed Martin Training Systems, 

Orlando, FL

Meggitt Training Systems, Suwanee, GA
254 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

CAMOUT provides a realistic environment to support a variety of training tasks related to the deployment and 

maneuvers in an urban setting for the 

Marine Expeditionary Brigade (MEB) 

and its constituent elements. CAMOUT 

enables MEBs to conduct training in an 

environment that resembles “real world” 

urban conditions. CAMOUT provides a 

challenging and complex urban training 

environment that replicates the difficulties units face as they communicate, coordinate, maintain situational awareness, 

navigate, and track urban operations.

OPERATIONAL IMPACT

Within CAMOUT, Marines are confronted with a full range of tactical challenges from humanitarian relief efforts, 

peacekeeping and law enforcement to direct combat that can be encountered in a 

complex urban setting within a relatively 

brief timeframe or small physical area, 

known as the “three block war.” This allows for today’s warfighters to practice 

their close combat skills without the risks 

associated with urban warfare.

PROGRAM STATUS

CAMOUT is fielded and operational 

with eight systems being utilized by Marines during combat training exercises at 

MCAGCC 29 Palms, CA and MCB Camp 

Pendleton, CA. There are another seven 

training systems remaining on contract 

with deliveries expected to take place early 

in FY11.

Procurement Profile: FY 2011 FY 2012

CAMOUT 0 0

Developer/Manufacturer: 

N/A

COMBINED ARMS MILITARY OPERATIONS IN URBAN TERRAIN 

(CAMOUT) TRAINING SYSTEM
CHAPTER 3: PROGRAMS | 255

DESCRIPTION

The current contingency operations 

have established the need for Marines to 

conduct military operations in urban environments. The Home Station MOUT 

Training System has been established to 

meet this requirement. 

OPERATIONAL IMPACT

Like the characteristics found within 

CAMOUT, HS MOUT incorporates “real 

world” conditions, which replicate close 

quarter urban environments commonly 

encountered within the theater of operation. These training systems include a variety of technologies and configurations 

to target various training scenarios and 

objectives.

PROGRAM STATUS

With projects currently under way, 

HSMOUT will start turning over training systems beginning early in FY11 to 

MCAGCC 29 Palms, CA and Camp Pendleton, CA, Hawaii, Quantico, VA, and Okinawa.

Procurement Profile: FY 2011 FY 2012

Quantity: 8 0

Developer/Manufacturer: 

Parsons Corporation, Pasadena, CA

HOME STATION MOUT (HSMOUT) TRAINING SYSTEM
256 | USMC CONCEPTS & PROGRAMS 2011 

HOME STATION TRAINING LANES (HSTL)

DESCRIPTION

HSTL are designed to provide counter- Improvised Explosive Device (IED) 

training environments, which provide 

“real world” training challenges. These 

environments are constructed to include 

pedestrian and vehicle lanes for training on individual and unit (mounted/

dismounted) IED awareness and reaction, route clearing operations and search 

techniques and procedures. In addition to the pedestrian and vehicle lanes, 

these training environments incorporate 

structures used to replicate urban environments experienced during route 

clearance and IED defeat missions. The 

structures replicate mosques, industrial 

buildings, schools, hospitals, government 

buildings and market places in an effort 

to provide an accurate representation of 

scenarios experienced within the theater 

of operation.

OPERATIONAL IMPACT

Home Station Training Lanes provide 

realistic close quarter IED scenarios that 

allow Marines the ability to hone skills in 

IED recongition and defeat. These training lanes are designed with “real world” 

lessons learned and are a critical training 

tool for preparing the warfighter in current IED methods. 

PROGRAM STATUS

IED Training Lanes are currently 

fielded and operational at MCB Camp 

Pendleton, CA and MCAGCC 29 Palms, 

CA. These facilities incorporate multiple 

lanes for both foot and vehicle traffic and 

have MOUT training facilities installed to 

simulate market places, villages, mosques 

and other structures found within the 

theater of operation. NWS Yorktown has 

a training system on order with turnover 

expected early in FY11.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

N/A
CHAPTER 3: PROGRAMS | 257

ATMOSPHERICS 

DESCRIPTION

Atmospherics is designed to simulate the senses of Marines, Tenants, and 

Joint Services (Trainees) by enhancing 

and upgrading existing and future USMC 

Military Operations on Urbanized Terrain (MOUT) and Home Station Training (HST) areas with “prop” like cultural 

items (furniture, billboards, vehicles, fake 

foodstuffs, ersatz crops, colors, smells and 

sights such as building facades etc.) to 

immerse the trainee with current operational environments needed for vital and 

realistic mission rehearsals.

OPERATIONAL IMPACT

The Marine Corps has an immediate requirement to enhance and upgrade 

existing and future Military Operations 

on Urbanized Terrain (MOUT); Home 

Station Training (HST) areas and ranges. Currently, the existing MOUT and 

planned HST area facilities and surrounding range areas are void of detailed 

cultural realism such as “prop” like items 

(furniture, billboards, faux foodstuffs, ersatz crops, colors and mud brick facades 

etc.) utilized during training scenarios. 

This project is designed to simulate future or current urban environments and 

support the warfighting skills and improve training opportunities for Marines, 

Tenants, and Joint Service units aboard 

Marine Corps ranges. 

PROGRAM STATUS

Atmospherics are currently being 

installed at the MCB Pendleton, CA Immersive Infantry Trainer (IIT). There are 

delivery orders in process for the Urban 

Training Complex, MOUT Town and Goetche Demolition Range at MCB Quantico, VA; the IIT and JIEDDO Course at 

MCB Camp Lejeune, NC; and the IIT at 

MCB Hawaii.

Procurement Profile: FY 2011 FY 2012

Quantity: 4 TBD

Developer/Manufacturer: 

Strategic Operations, San Diego, CA
258 | USMC CONCEPTS & PROGRAMS 2011 

INSTRUMENTED - TACTICAL ENGAGEMENT 

SIMULATION SYSTEM (I-TESS)

DESCRIPTION

The Instrumented-Tactical Engagement Simulation System (I-TESS) is used 

to support direct force-on-force tactical 

engagement training. This system consists of the following type components: 

Small Arms Transmitter (SAT), Manworn Detection System (MDS), Command and Control (C2 - mobile & portable versions), and Military Operations 

on Urbanized Terrain (MOUT) Building 

Instrumentation, and Simulated Battlefield Weapons. 

The SAT will be used on the M9 pistol, M4/ M16, AK-47 & M40 rifles, M249, 

M240 & M2 machine guns. The MDS and 

range equipment will be used to instrument the individual Marine for direct 

force-on-force engagement adjudication 

and to include the ability to support instrumentation functions such as Position 

Location Information (PLI) reporting. 

OPERATIONAL IMPACT

The I-TESS system will be used in 

MOUT Facilities and Non-Live Fire Maneuver Ranges located at various Marine 

Corp bases and installations, providing 

the setting for the USMC Pre-deployment 

Training Program (PTP) and other type 

individual and company level training 

support. The Marine Corps has expressed 

a need to acquire and deliver training 

systems that provide real-time situation 

awareness, exercise control capabilities, 

and adjudicate indirect fire engagements 

so as to help facilitate the training exercise objectives. There is a need to collect 

the training actions/interactions of the 

Marines during the training exercise with 

the ability to provide immediate access 

of collected data for After Action Review 

(AAR) purposes. 

PROGRAM STATUS

2400 units will be delivered to MCB 

Quantico, VA, Camp Lejeune, NC, Camp 

Pendleton, Hawaii, and 29 Palms, CA.

I-TESS Increment I will be fully fielded in FY11. I-TESS Increment II will be 

fielded from FY11 through FY16. I-TESS 

Increment III is anticipated to be awarded 

in FY13.

Procurement Profile: FY 2011 FY 2012

Quantity: 1,200 1,200

Developer/Manufacturer: 

TESS Increment I: Saab Training USA, 

Orlando, FL

I-TESS Increment II: TBD
CHAPTER 3: PROGRAMS | 259

INTEGRATED RANGE STATUS SYSTEM (IRSS) 

DESCRIPTION

Integrated Range Status System 

(IRSS) provides an integrated situational 

awareness system comprised of a range 

management component, an air position 

location component, including radar, for 

commercial and military aircraft, and a 

ground position location component, 

all of which are used in combination to 

control range assets. This system is a console in the Range Control room, generally 

with an air, ground and supervisor seat 

with large flat panel screens on the wall 

which show any of the screens the operator wishes to view there.

OPERATIONAL IMPACT

This system provides the Range Operations Center with real time positional 

data of ground and air entities. This allows for safer training by closely monitoring and controlling potential danger areas 

of live fire.

Procurement Profile: FY 2011 FY 2012

Quantity: 2 0

Developer/Manufacturer: 

NAWCAD, Patuxent River, MD
260 | USMC CONCEPTS & PROGRAMS 2011 

INFANTRY IMMERSIVE TRAINER (IIT)

DESCRIPTION

IITs are small-unit training ranges 

consisting of urban structures finished 

and decorated to replicate geo-specific 

locations. Unique from first generation 

MOUT training facilities, individual 

feedback is enhanced by the ranges’ integration and pairing with direct fire training systems, virtual simulation screens 

and windows, and video instrumentation 

for after action review to create a small 

unit training range on par with modern 

crew simulators. Integration of additional live training instrumentation systems, 

and live role players is accomplished by 

exercise design. The indoor and outdoor 

training environments highly replicate 

current operational theaters by stimulating all senses to stress small-unit actions 

and the small-unit leader’s tactical, moral, and ethical decision making within the 

context of operational culture.

OPERATIONAL IMPACT

IITs provide a small-unit decision 

and rehearsal training range for Squad 

and Fire Team capstone training and 

evaluation in support of Pre-deployment 

Training Program (PTP) Phase III. Training lessons learned are also collected to 

form requirements basis for the Marine 

Corps’ future Squad Immersive Training 

Environment.

PROGRAM STATUS

The Camp Pendleton, CA Phase I 

Prototype has been operational since 

2008. Phase II Expanded Outdoor Capability became operational in October 

2010. Camp Lejeune, NC operations are 

scheduled to begin during Jan 2011. MCB 

Hawaii Next Generation MOUT with IIT 

capability will be operational 3d Quarter 

FY11.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

N/A
CHAPTER 3: PROGRAMS | 261

SQUAD IMMERSIVE TRAINING ENVIRONMENTS (SITE)

DESCRIPTION

Squad Immersive Training Environments (SITE) is an integrating training 

construct focused on preparing squads 

for missions in the contemporary operating environment. This environment provides the commander a training venue 

to better prepare infantry squads, while 

enhancing existing training systems that 

meet the essential training capabilities 

for small unit and squad leader development. SITE also provides centralized 

management and oversight for the small 

unit and squad training capabilities, with 

decentralized execution for development 

and fielding of individual increments. 

The program leverages efforts across the 

Science &Technology (S&T) community 

and provides means to aid the transition 

of most technologically advanced capabilities into Programs of Record (POR).

OPERATIONAL IMPACT

Address the following Training Capability gaps:

s%NABLEPROPEREMPLOYMENTOF/PERAtional Weapons & Realistic Casualty 

Determination

s0ROVIDEREALISTIC"ATTLElELD%FFECTSTO

set the conditions for maneuver

s%NABLEPROPEREMPLOYMENTOF

operational equipment

s3UPPORT)NFANTRY3QUAD#ORE

Competencies

s0ROVIDEREALISTICENVIRONMENTALCONDItions for required geographic regions

s0ROVIDEREALISTICCHARACTERISTICSOFA

“Thinking” Opposing Force

s0ROVIDEREALISTICINDIGENOUSPOPULATION

s0ROVIDETHEABILITYTOCONDUCT-ISSION

Planning and Rehearsal

s0ROVIDEREALISTICCONTEMPORARYOPERATing environment entities

s0ROVIDESTIMULATIONOFSENSESTOENhance realism of training and support 

decision making

s0ROVIDEHIGHlDELITY!FTER!CTION

Reviews (AAR) 

PROGRAM STATUS

An Analysis of Alternatives is currently being completed. RDT&E funds are being programmed in FY12.

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

TBD
262 | USMC CONCEPTS & PROGRAMS 2011 

MARINE CORP INSTRUMENTATION TRAINING SYSTEM (MC-ITS)

DESCRIPTION

Marine Corps-Instrumentation 

Training System (MC-ITS ) is an instrumentation system capable of monitoring 

real time live, constructive and virtual 

simulation exercises for the purposes of 

data collection, analysis, and review. Data 

is collected while monitoring, controlling, and recording the force-on-force 

or force-on-target engagements that occur in the battlefield environment. The 

instrumentation is capable of supporting 

live and virtual exercises. The purpose 

of this training system is to significantly 

enhance the training capability, operational readiness, and tactical proficiency 

of Marines in tactics, techniques, and 

procedures in support of both collective 

task training and exercise events. MCITS provides the capability to simultaneously support multiple training exercises. 

It provides objective data collection and 

analysis of unit performance in force-onforce (FOF), force- on-target (FOT), Live 

Fire (LF), and associated Command Post 

Exercises (CPX). MC-ITS integrates live 

training with other simulation environments to provide the doctrinally correct 

battle space and combat forces needed 

to provide tactical realism and battle-focused training across battlefield functions. 

The system collates training feedback 

materials from varied training support 

and simulation systems to provide a 

comprehensive AAR package for associated training elements. MC-ITS training 

capabilities significantly enhances the 

procedures in the employment of the 

Operational T-CREW2 devices and subsequent Counter-Improvised Explosive 

Device (C-IED). Integration of the Training - Counter Radio Electronic Warfare 2 

(T-CREW2) devices and the MC-ITS will 

extend real-time visualization, Situational 

Awareness (SA), and After Action Review 

(AAR) capabilities thus significantly en-
CHAPTER 3: PROGRAMS | 263

hancing Counter-IED training. MC-ITS 

consists of the hardware and software 

that records, stores, displays, and replays 

exercise data to support T-CREW2 and 

Marine Corps - Training Improvised 

Explosive Device (MC-TIED) device 

training.

OPERATIONAL IMPACT

This system will be used for tracking 

both Ground and Air Position Location 

Information (G/A-PLI) systems Integrated GPS Radio Systems, InstrumentedTactical Engagement Simulation System 

(IGRS-ITESS), receiving live video inputs from Tactical Video Capture System (TVCS), controlling Marine Corps 

–Training Improvised Explosive Device/

Training-Counter Radio Control Improvised Explosive Device (IED) Electronic 

Warfare (MC-TIED/T-CREW2 training 

events and providing an After Action Review (AAR) for Battalion sized elements 

and below. The system will be fielded as 

a Fixed Battalion set, capable of 3,000+ 

entities, a Company set, Portable capable 

of 700 entities and a Platoon set for 70 

players or less.

PROGRAM STATUS

Program will be ready for production 

in FY12 with one unit being delivered in 

FY11 and 40 in FY12. 

Procurement Profile: FY 2011 FY 2012

Quantity: 1 40

Developer/Manufacturer: 

Lockheed Martin, STS, Orlando, FL
264 | USMC CONCEPTS & PROGRAMS 2011 

TACTICAL VIDEO CAPTURE SYSTEM (TVCS)

DESCRIPTION

The TVCS provides video-based RealTime Visualization, Situation Awareness, 

and After Action Review (AAR) capabilities. The TVCS will support these capabilities by using a video-stitching process 

that combines raw/captured video from 

multiple cameras into a single wide-panoramic view. The panoramic view is used 

in real-time to observe Marine’s Urban 

Warfare tactics and for later use during 

group and individual AAR evaluation 

sessions. The TVCS AAR will also allow 

for insertion of text, graphics, 3D views, 

and audio.

OPERATIONAL IMPACT

TVCS synchronized video play back 

of urban maneuver allows identification 

of training friction points supporting after action reviews at various USMC Military Operations in Urban Terrain training venues.

PROGRAM STATUS

Installations were competed at Camp 

Pendleton, CA and Camp Hansen, Okinawa in FY10. TVCS has been identified 

to support the Marine Corps Immersive 

Infantry Trainer’s (IIT) at three locations 

as well as continuing to support the Joint 

Improvised Explosive Device Defeat Organization (JIEDDO) by procuring eight 

TVCS systems for Home Station Training Lanes at three Marine Corps and five 

Navy sites.

Procurement Profile: FY 2011 FY 2012

Quantity: 7 11

Developer/Manufacturer: 

Global Security and Engineering 

Solutions/L-3 Corporation, Chantilly, VA
CHAPTER 3: PROGRAMS | 265

INDIVIDUAL TRAINING SYSTEMS

UNDERWATER EGRESS TRAINING (UET)

DESCRIPTION

The Modular Amphibious Egress 

Trainer MAET is a UET with a generic 

fuselage section representing specific 

aircraft, amphibious, cockpits and cabin emergency escape exits. The MAET 

dunker functions closely to the general 

characteristics of a “ditched” aircraft. The 

MAET is capable of being lowered into a 

pool, and turned to 180 degree rotation 

on its longitudinal axis. Its lifting systems 

(hoists, gantries) provide at a minimum 

a two-speed rate of descent and retract. 

The students are able to practice UET 

from the MAET as it is in an upright position, an inverted position, or in any position between zero and 180 degrees. Current systems are able to simulate CH-46, 

CH-53 and MV-22 configurations and 

are adaptable to future platforms.

 The Submerged Vehicle Egress Trainer (SVET) is a UET that has the same 

modular core and rotational capabilities 

as the MAET, but dedicated for ground 

vehicle simulation. It is equipped with 

modules for the HMMWV and a generic 

amphibious track platform.

The Shallow Water Egress Training (SWET) is an individual seat-type 

device used prior to and in conjunction 

with MAET and SVET to introduce water 

submersion and the proper use of current Supplemental Emergency Breathing 

Devices (SEBD) such as the Intermediate 

Passenger Helicopter Aircrew Breathing 

Device (IPHABD) and Survival Egress 

Air (SEA).

OPERATIONAL IMPACT

There is a requirement to teach underwater egress from aircraft, amphibious, 

and ground vehicles (SWET and SVET). 

Statement of Need (SON) for the SVET 

signed 27 June 2007 and the Urgent SON 

signed 3 April 2008 states that all MAET 

training systems shall at a minimum provide simulated training environment for 

drivers, crew, and passengers of the HMMWV operating in proximity to aquatic 

hazards. New UUNS were released in August 2010 requiring UET from the MRAP 

All Terrain Vehicles (MATV) as well.

PROGRAM STATUS

Total procurement is for 16 systems: 

four MAET, four SVET, and eight SWET 

spread across Camp Hansen, Okinawa, 

MCB Kaneohe Bay, HI, Camp Pendleton, 

CA, and Camp Lejeune, NC.

Procurement Profile: FY 2011 FY 2012

Quantity: SVET 4 0

Developer/Manufacturer: 

Survival Systems Inc., Groton, CT
266 | USMC CONCEPTS & PROGRAMS 2011 

SUPPORTING ARMS VIRTUAL TRAINERS (SAVT)

DESCRIPTION

The Supporting Arms Virtual Trainer 

(SAVT) will advance the training capability, operational readiness, and tactical 

proficiency of USMC Joint Terminal Attack Controllers (JTAC), Forward Observers (FO), and Forward Air Controllers 

(FAC). This virtual simulator provides 

personnel with training scenarios that require the placement of tactical ordnance 

on selected targets using Joint Close Air 

Support (JCAS) procedures and observed 

fire procedures. These scenarios will allow 

for practical application of Naval Surface 

Fire Support (NSFS), artillery and mortar 

fire, neutralization, suppression, illumination, interdiction, and harassment fire 

missions. 

OPERATIONAL IMPACT

With recent USMC doctrine changes, Joint JTAC memorandum agreement 

and certification by Joint Forces Command (JFCOM) of the Navy’s MSAT/

SAVT simulation events can replace 33% 

of USMC live fire Training and Readiness 

(T&R) and Joint Service currency training requirements.

PROGRAM STATUS

Four systems have been installed, one 

each at: Camp Lejeune, NC; 29 Palms, CA; 

Camp Pendleton, CA; and Marine Corps 

Base, HI. Two remaining systems will 

be installed in FY11 at Marine Corps Air 

Station, Yuma, AZ and Camp Hansen, 

Okinawa.

Procurement Profile: FY 2011 FY 2012

Quantity: 2 0

Developer/Manufacturer: 

TJ Inc., Christmas, FL
CHAPTER 3: PROGRAMS | 267

MARINE CORPS DISTANCE LEARNING (MCDL)

DESCRIPTION

MCDL, also known as “MarineNet,” 

is the Marine Corps’ learning management system and infrastructure that 

enables Marines to receive training and 

education via the appropriate interactive 

media, when and where the learning is 

needed. Managed by the College of Distance Education and Training (CDET), 

MCDL provides the operational forces 

access to the distance learning resources 

and performance support tools that increases the effectiveness of training and 

education through use of technology. 

MarineNet courseware facilitates career 

progression and expedites the training 

process by granting rapid online course 

enrollments and online test completion. 

Test scores are available immediately and 

students are able to print courseware 

completion certificates online. Student 

activity is electronically entered into the 

Marine Corps Total Force System via 

the Marine Corps Training Information 

Management System database providing 

promotion points, self education bonus 

points and Reserve retirement credits. To 

meet the access requirements of the operational forces, CDET has fielded various 

distance learning suites to the major Marine Corps bases and stations. The key infrastructure components of MCDL are:

s#ONTENT $ELIVERY %NGINES .ETWORK

Appliances that host content)

s#ENTRALIZED,EARNING-ANAGEMENT

System for Student Administration

s,EARNING2ESOURCE#ENTERS,2#	

s6IDEO4ELE
TRAINING4RAINING#ENTERS

s$EPLOYABLE,EARNING2ESOURCE#ENTERS

(DLRC)

Available electronic courseware products include:

s2EQUIRED0RE
$EPLOYMENT4RAINING

and

s2EQUIRED!NNUAL4RAINING

s-ILITARY/CCUPATIONAL3PECIALTYAND

Common Skills Training

s#ULTURALAND,ANGUAGE#OURSES

s0ROFESSIONAL-ILITARY%DUCATION#OURSES

s"USINESS3KILLSAND)NFORMATION

Technology Courses 

s/NLINE2EFERENCE-ATERIALAND

Job Aids

s/NLINE4ESTING

OPERATIONAL IMPACT

MCDL contributes to operational 

readiness by providing all Marines with 

access to required pre-deployment training, military occupational specialty common skills training opportunities, and 

Professional Military Education. Distance 

learning capabilities fill critical gaps in the 

training and education continuum and 

can reduce the amount of time Marines 

are required to be away from their home 

duty station attending formal training. 

MCDL gives the commander a bettertrained Marine while increasing personnel availability.

PROGRAM STATUS

Throughout the Marine Corps, 42 

LRCs have been fielded and are currently 

operational and 54 DLRCs are fielded and 

available for units to check out.
268 | USMC CONCEPTS & PROGRAMS 2011 

MARINE CORPS UNIVERSITY (MCU) AND PROFESSIONAL 

MILITARY EDUCATION (PME)

The MCU, also known as Education 

Command, oversees a progressive series 

of schools that Marines attend throughout their careers, regardless of military 

occupations. Incorporating pedagogical 

approaches common to any higher education institution, the combined doctoral- level and military faculty strives to foster critical thinking and decision making 

skills through a balance of directed readings and writings, guest lectures, historical case studies, small-group discussions, 

military planning exercises, and shared 

experiences. MCU is accredited by the 

Commission of Colleges of the Southern 

Association of Colleges and Schools.

MCU is the PME advocate for the 

Marine Corps and is charged with developing, implementing and monitoring 

PME policies/programs and educating 

the force. The progressive PME learning 

system is designed to educate Marines 

by grade throughout their careers. PME 

programs consist of resident and nonresident instruction, professional self-study, 

and professional reading program. Resident programs present a unique learning 

opportunity in that they allow sister service, interagency, and foreign service students to participate in the education and 

exchange of ideas with Marine students. 

Nonresident programs are also critical to 

the education of the force, as a majority 

of the population must pursue education 

via distance education rather than resident instruction.

The main campus of MCU is located 

at Quantico, VA, and consists of the following officer PME schools and colleges: 

the Expeditionary Warfare School for 

captains, the Command and Staff College 

for majors, the School of Advanced Warfighting, (second year majors), and the 

Marine Corps War College for lieutenant 

colonels. During the fall of 2010 a pilot 

Senior Planner Course was introduced 

for colonels. Enlisted resident education 

is conducted at the six regional Staff Noncommissioned Officer Academies worldwide which offer the Sergeants, Career 

and Advanced Courses. The Senior Enlisted PME Course which was first introduced in 2008 is offered for master/first 

sergeants and master gunnery sergeants 

and sergeants major. The University, specifically The Lejeune Leadership Institute 

(LLI) also recently assumed the mission 

of leadership development for civilian 

Marines. The Civilian Leadership Development program (CDLP) will consist of 

a regionally delivered blended seminar 

learning program. 

The curricula of both the resident 

and nonresident education programs will 

continue to address MAGTF proficiency 

in the core warfighting functions of combined arms, amphibious operations, and 

maritime pre-positioning operations, in 

addition to developing and expanding 

the Corps’ irregular warfare and counterinsurgency capabilities. The University intends to promote and develop the 

Marine Corps War College into a robust 

institution by expanding the student 

population to more fully support the 

Corp’s requirements. The enlisted PME 

programs are being revised to ensure resident and nonresident programs are coor-
CHAPTER 3: PROGRAMS | 269

dinated, relevant, and meet the needs of 

the operating forces. Recently, the Marine 

Corps College of Distance Education and 

Training (CDET) has been given the task 

to develop a new series of distance learning products for delivery to all enlisted 

Marines needing PME. The CDET has 

successfully established Blended Seminar 

PME distance education programs for the 

Expeditionary Warfare School and the 

Command and Staff College. This innovative hybrid combines distance learning 

with short-duration residency periods in 

Quantico, VA to expand course capacity beyond historical levels, making these 

courses more available to USMC, joint, 

interagency, and partner nation officers. 

Students in these programs interact with 

a truly diverse, international blend of 

peers and all participate in the resident 

schools’ graduation ceremonies.

The Center for Middle East Studies has grown into a Center for Strategic Studies which focuses on multiple 

regional areas of significance to the Marine Corps and the nation. The Center 

will continue to expand its capacity to 

research and publish on issues associated 

with strategic assessments, regional security, diplomacy, alliance relations, technological and military developments, and 

U.S. foreign policy. A major component 

of the Center will be outreach to other 

PME institutions, civilian academic programs, and research institutes. 

MCU leadership is exploring a concept of establishing regional campuses in 

order to give the university the capacity to 

expand and engage the student population in a meaningful and global way. The 

intent is to provide outreach and resources to the significant percentage of Marine 

Corps students completing their PME 

and CDLP from a distance by providing: 

comprehensive and immediate access to 

MCU research and academic resources; 

central access for students and faculty 

to assemble and participate in a learning 

environment; decentralized delivery of 

MCU CDET developed courses that ensures common content and uniformity; 

and use of technologies that link home 

campus with regional campuses and 

individual students to a greater extent 

than today. Regional campuses, nonresident courses, and blended seminars will 

permit a global education presence and 

centralized management of training and 

education resources. Through its combined emphasis on courses, symposia, 

and publications, MCU will continue to 

develop Marines, sister service members, 

interagency personnel, and multinational 

partners.
270 | USMC CONCEPTS & PROGRAMS 2011 

MARINE CORPS HISTORY DIVISION

The History Division’s mission is to 

provide knowledge of the Marine Corps’ 

past to ensure an understanding of its 

present and future for the Marine Corps 

and the American people by making its 

hard-earned experience and official history available for practical study and use; 

preserving a written, spoken and visual 

record of its activities and traditions by 

collecting papers, articles, images and interviews of lasting historical interest; and 

assisting in the Marine Corps’ use of military history to aid in professional military education, training and to provide 

background and precedents for decision 

making. To do this, Division historians, 

working in close coordination with the 

National Museum of the Marine Corps, 

collect, research, write, publish and distribute accounts that are professional presentations of permanent historical value 

to the Marine Corps and materially contribute to the military, political and social 

history of the United States and its’ armed 

forces. During 2009, the History Division 

moved into facilities at 3078 Upshur Avenue, Quantico, VA 22134 on the campus 

of Marine Corps University (MCU). 

History Division has four Branches, 

History, Reference, Editing and Design 

and Headquarters. Each Branch contributes to the research, writing and editing of the official histories of the Marine 

Corps. Reference Branch fulfills several 

specific functions and to perform these 

functions maintains topical working 

files that cover five areas: specific history 

subjects; biographical files on prominent 

Marines; unit files; photo files and geographic area files. As part of its mission, 

the Division conducts research, writes 

battle studies, deploys combat historians 

with operational units to collect and preserve primary source materials; conducts 

interviews with a wide variety of current 

and former Marines in support of the Division’s research and writing efforts; edits, 

designs, produces, prints, warehouses and 

distributes products; compiles, edits and 

publishes Fortitudine, the quarterly bulletin of the Marine Corps Historical Program; and carries out all functions of the 

Marine Corps University Press. Founded 

in 2008, the Marine Corps University 

Press seeks to further the vision, educational objectives and curriculum of MCU 

through scholarly dialogue not offered in 

other forums. The Marine Corps University Press published the first issue of the 

Marine Corps University Journal in 2010 

and plans to produce two issues in 2011. 

The journal features articles, interviews 

and reviews on issues of strategy and international security.

In addition to the writing and publishing projects noted above, during 2010, 

History Division expanded the operations 

of MCU Press and Marine Corps University Journal. It will also maintain progress 

on a multi-year effort to scan and process 

key Reference Branch materials to make 

them available in a digital format. The 

History Division’s website (www.history.

usmc.mil) is continually being improved 

and expanded, as is the Marine Corps 

University Press website (www.tecom.

usmc.mil/mcu/mcupress/).
CHAPTER 3: PROGRAMS | 271

NATIONAL MUSEUM OF THE MARINE CORPS (NMMC)

The President of the United States 

dedicated the National Museum of the 

Marine Corps (NMMC) on 10 November 

2006. Located in Quantico, VA and with 

an average annual visitor attendance of 

more than 500,000 during each of its first 

four years, the NMMC is one of the most 

popular cultural attractions in Virginia. 

Its exhibitions recreate environments and 

immerse visitors into Marine Corps action. The Marine Corps Museum’s mission includes:

s#OLLECTING AND PRESERVING OBJECTS THAT

REmECTTHEHISTORYOFTHE#ORPSs)NTERpreting Marine Corps history;

s%DUCATINGSTUDENTSANDFAMILIES

s#ONDUCTINGCOLLECTIONS
BASEDRESEARCH

and

s3UPPORTINGTHERECRUITMENTEDUCATION

and retention of Marines. 

The National Museum is being constructed in phases, the first of which includes approximately 120,000 square feet. 

It opened with permanent galleries dedicated to “Making Marines,” World War II, 

the Korean War, and the Vietnam War. In 

2010, three additional galleries opened to 

tell the story of the Marine Corps from 

1775 through World War I. In immersive 

exhibits, visitors take their places alongside Marines in battle. Aircraft, tanks, and 

other vehicles are prominently displayed, 

and period uniforms, weapons, medals, flags, and other artifacts help visitors 

trace the history of the Corps. Future 

phases will add a giant-screen theater, 

classrooms, an art gallery, visible storage, 

and more exhibition space to the flagship 

building. A chapel that overlooks the Museum and Semper Fidelis Memorial Park 

opened in October 2009. Also planned as 

part of the 135-acre “Marine Corps Heritage Center” are a hotel/conference center, 

artifact storage and restoration building, 

hiking trails, and additions to Semper Fidelis Memorial Park.

The NMMC reports to Marine Corps 

University and is federally funded and 

staffed by Marine Corps civilian employees and uniformed Marines. However, its 

construction and expansion would not 

be possible without the assistance of the 

Marine Corps Heritage Foundation. This 

strong public-private partnership, approved by Congress in 2001, allowed for 

the construction of an iconic building 

and the delivery of the highest-quality 

programs. 

The strength of any history museum 

rests with its collections. NMMC’s keystone objects that represent how Marines 

have waged war since 1775 — weapons, 

tanks, vehicles, aircraft — were transferred to the museum by the Marine 

Corps. But pride in being a Marine has 

prompted many generations of leathernecks to donate their personal items to 

the permanent collection. Because the 

museum is charged with caring for its 

collections — some 30,000 objects — in 

perpetuity, curators add to the collection 

very selectively, consulting a formal collections rationale for guidance. Stewardship responsibilities are divided among 

five broad categories: ordnance; uniforms 

and heraldry; aviation; art; and general 
272 | USMC CONCEPTS & PROGRAMS 2011 

collections. Curators and collections 

managers work together to fully account 

for the collection.

As is often the case with museums, 

less than ten percent of NMMC’s objects 

are on exhibition at any one time. Most of 

them are in storage at Marine Corps Base 

Quantico, while some objects are on loan 

to other museums around the country. A 

team dedicated to the preservation of aircraft, vehicles, artillery pieces, and other 

large artifacts completes the detailed restoration of several artifacts each year. 

An in-house exhibitions team, working with curators and historians, designs 

and oversees permanent and temporary 

installations, including the Commandant’s Corridor at the Pentagon. Museum educators use these exhibits to craft 

formal education programs that meet 

the needs of classroom teachers and are 

linked to specific standards of learning. 

Education at the museum can definitely be fun, especially for (“Little Marines”), with puppet shows, hands-on 

activities, story-telling, trains, and gallery 

hunts. During the museum’s second year 

of operation, it served more than 35,000 

students in formal programs. Popular 

family day programs are offered on the 

second Saturday of each month. Marines 

attending formal schools also make good 

use of the museum as part of their professional military education. Since World 

War II, the Corps has been instructing a 

small number of Marines to “go to war 

and do art!” Continuing in that tradition, 

in 2010 the Museum deployed one artist 

to Haiti, and training sites in the United 

States to capture what today’s warriors are 

accomplishing. More than 60 works from 

the combat art collection were featured in 

an exhibit at the USS Constitution Museum during Marine Week in Boston.

In 2009, the museum received the 

Themed Entertainment Association’s 

award for Best New Museum, and the 

Secretary of the Navy recognized the museum with the Award of Merit for Group 

Achievement. The museum stands as a 

proud acknowledgement of the courage 

and commitment to duty delivered by 

all Marines, in support of today’s Marine 

Corps families, and as an inspiration to 

the next generation of Americans. 

In addition to the NMMC, command specific museums are located at 

Camp Pendleton, CA; Recruit Depots San 

Diego, CA and Parris Island, SC; and at 

Marine Corps Air Station Miramar, CA. 

These museums reflect the unique interests and objectives of those facilities. For 

additional information, see www.usmcmuseum.org. 
CHAPTER 3: PROGRAMS | 273
PART 10: INSTALLATIONS
CHAPTER 3: PROGRAMS | 275

INTRODUCTION

Marine Corps installations are part of the Supporting Establishment. They comprise primarily 15 major bases and stations in the United States, Japan and Korea — 

often referred to as the “fifth element” of the MAGTF — and the personnel, equipment 

and facilities required to operate them.
276 | USMC CONCEPTS & PROGRAMS 2011 

INSTALLATIONS AND MILITARY CONSTRUCTION

Marine Corps bases and stations represent an irreplaceable national asset today and as far into the future as we can 

project. They are fundamental to combat 

readiness, particularly the pre-deployment training, launching, sustaining, and 

reconstituting of Marine operating forces. 

In 2025, Marine Corps installations will 

provide an even higher quality training 

environment directly supporting the Total Force in Readiness. Additionally, those 

bases and stations are and will continue 

to be integral to the quality of life of Marines, Sailors, and their families. 

The operation and maintenance of 

these installations as well as their future 

development and use require planning, 

wise investment, and sound execution. Numerous Corps-wide efforts are underway 

to ensure Marine Corps installations are 

ready, responsive, and capable of meeting 

current and future support requirements 

of a 202,100-strong Marine Corps.

The Marine Corps has more than $58 

billion worth of facilities that are used to 

train, house, and provide excellent quality of life for Marines and their families. 

Examples of these facilities are barracks, 

runways, sewage treatment plants, roads, 

and electrical lines. These facilities are 

used to perform mission-essential tasks, 

and they must be appropriately maintained. Adequately sustaining required 

facilities is the highest facilities management priority.

MILITARY CONSTRUCTION 

The Marine Corps has a multi-faceted Military Construction program that 

is addressing baseline infrastructure improvements, including operational and 

quality of life projects, at installations and 

supporting the Defense Posture Review 

Initiative to move Marines to Guam. The 

FY2012 proposal of $1.4 billion is critical to maintaining and improving installations and providing adequate facilities 

both in the continental United States and 

overseas.
CHAPTER 3: PROGRAMS | 277

ENVIRONMENTAL, NATURAL, AND CULTURAL 

RESOURCES STEWARDSHIP

The Marine Corps serves as custodian and environmental steward of approximately 2.3 million acres of some of 

the most ecologically sensitive and diverse 

areas of the country and the world, including portions of the Sonoran Desert, 

some of the last remaining sub-tropical 

rain forest in Asia, and numerous fresh 

and saltwater waters and wetlands. These 

areas provide habitat for an abundance of 

wildlife species, including 59 federally listed threatened and endangered plant and 

animal species. These same lands contain 

a diversity of cultural resources, including archaeological sites and collections, 

historic buildings, structures, and objects, 

cultural landscapes, and resources of traditional, religious, or cultural significance 

to Native American tribes or Native Hawaiian organizations. These resources reflect thousands of years of human activity, including important developments in 

our Nation’s history and the role of the 

military in that history, and embody our 

shared historical experiences. 

Unless properly managed, Marine 

Corps lands can become damaged to the 

point where realistic training can no longer take place. Land is a finite, valuable 

commodity. Marine Corps use of land 

must be sustainable so the Marine Corps 

may use its lands frequently and repeatedly. In addition, the American people 

have placed intrinsic values on certain 

natural and cultural resources. These 

values have been translated into laws requiring the Marine Corps to protect and 

preserve natural and cultural resources. 

Failure to comply with these laws can lead 

to judicial, legislative, and executive decisions denying the Marine Corps access to 

land for training.

 The natural and cultural resources 

on Marine Corps lands are managed 

through the implementation of Integrated Natural Resources Management 

Plans (INRMP) and Integrated Cultural 

Resources Management Plans (ICRMPs), 

respectively. These plans outline goals, 

objectives, and projects for the natural 

and cultural resource programs while 

supporting the installation’s military 

mission. Management actions include 

implementing proven best management 

practices for wildlife management, forest 

and range management, erosion control, 

invasive species control, historic preservation, Native American/Native Hawaiian consultation, artifact curation, monitoring, and other resource management 

measures. The Marine Corps also ensures 

protection of these resources and enforcement of conservation laws by providing 

an effective and well-trained Conservation Law Enforcement element at most 

installations.

Stewardship of these various resources is done in coordination and partnership with numerous outside agencies 

and organizations including the U.S. Fish 

and Wildlife Service, State fish and wildlife management agencies, State Historic 

Preservation Offices, Native American 

tribes and Native Hawaiian organizations, and numerous other governmental 

and non-governmental organizations. By 

engaging in cooperative ecosystem and 

adaptive management approaches for 

sustained use of these resources, the Marine Corps preserves the land, water, and 

airspace needed to sustain military readiness while maximizing environmental 

protection.
278 | USMC CONCEPTS & PROGRAMS 2011 

HOUSING

BACHELOR ENLISTED 

QUARTERS (BEQ)

Bachelor housing is one of the Commandant’s top Military Construction priorities. The Commandant’s BEQ Initiative, initiated in 2006 as part of Program 

Objective Memorandum 2008, provided 

more than $1.7 billion in construction 

funds to correct barracks space shortfalls, implement renovations, and provide collateral equipment. Subsequently, 

the Commandant approved an additional 

$1.2 billion in new construction during 

FY09-13 period to add barracks spaces 

associated with the “Grow-the-Force” 

initiative. These initiatives will eliminate 

existing BEQ space deficiencies and inadequate barracks and achieve the Marine 

Corps desired “2+0” assignment standard 

by FY2014.

The new BEQs will be highly modern 

living facilities for Marines and Sailors 

and will include rooms with improved 

aesthetics and bathroom configurations, 

enhanced recreation and laundry areas 

and will be designed to optimize climate 

control and energy efficiency. For existing BEQs, we are continuing the “Whole 

Room Concept” replacement furniture 

program to replace entire room furnishings on a cyclical basis.

FAMILY HOUSING

By September 2007, the Marine 

Corps had privatized all family housing 

units where it was economically advantageous and authorized; for example, 

military housing legislative authorities 

prohibit housing privatization at overseas 

locations. In early 2011, there are more 

than 22,000 units of housing privatized 

and less than 1,000 Marine Corps-owned 

and -managed units remaining.

The Marine Corps has leveraged private financing to government investment 

at a ratio of approximately 4 to 1. This has 

enabled the Marine Corps to quickly and 

significantly upgrade family housing infrastructure and improve housing management. As a defining metric, the family 

housing occupant satisfaction levels continue to be much higher than when the 

housing units were owned by the Service. 

Housing referral, the process of assisting 

military families to find housing, is still 

retained by the government.

Constructing deficit housing, mainly 

attributable to new housing requirements 

associated with the Grow-the-Force build 

up, will continue through 2014, principally at Camp Pendleton, CA, Camp Lejeune, NC and Marine Corps Air Ground 

Combat Center, 29 Palms, CA. New 

units constructed at these facilities will 

be modern and energy efficient, and will 

continue to improve the quality of life of 

Marines, Sailors, and their families.
CHAPTER 3: PROGRAMS | 279

CONTINUOUS PROCESS IMPROVEMENT (CPI)

The Marine Corps is using CPI to 

enhance readiness and warfighting capability. CPI does this by improving the 

understanding of warfighting support 

requirements and applying proven CPI 

tools to improve the speed, quality, and 

affordability of supporting processes to 

meet those requirements. CPI is used 

globally to enhance capability in a wide 

range of production, service, and administrative functions.

By applying CPI in a standardized 

and disciplined way, Marines have been 

increasing mission capability without increasing costs. Although the main focus 

is to improve readiness and warfighting 

capabilities, CPI also reduces costs by removing waste and non-value added work. 

This frees work resources, such as personnel or dollars, which can then be realigned 

to meet unfunded or new requirements 

in other parts of the organization. 

Since CPI directly supports Marine 

Corps readiness, it is a strategic asset that 

has been established as a core mission capability. The Marine Corps CPI Program 

Office has regional CPI Support Teams of 

CPI experts who provide standard tools, 

training, and implementation support 

to Marine Corps organizations around 

the world as they develop organic CPI 

capability. The team members have extensive experience in leading high-impact 

CPI projects, assisting organizations in 

deploying CPI, and establishing internal 

CPI capability.

The use of CPI is continuing to grow 

in the Marine Corps and currently is deployed in 80 Marine Corps organizations 

with hundreds of projects completed and 

underway. Significant results are being 

achieved in numerous areas including: 

increasing aircraft mission ready rates; 

reducing the cycle time to rebuild and repair weapons systems; cutting the time to 

discharge Marines not completing Boot 

Camp, which reduced annual personnel 

holding costs; improving the repair process for an aircraft wing stabilizer that 

increased part life and reduced annual 

repair costs; streamlining data entry by 

drill instructors that decreased entry time 

per recruit, saving hours per day during 

recruit training cycle; and improving the 

performance and affordability of a wide 

range of installation support functions. 

Also, the Continuous Process Improvement Management System (CPIMS), an 

enterprise-wide software tool, documents 

CPI improvement projects and supports their replication across the Marine 

Corps.

CPI is the perfect tool for today’s environment. Marine Corps commanders 

are using CPI to improve operational capability, reduce budget pressures, and improve quality of life for Marines and their 

families. The bottom line is CPI helps the 

Marine Corps meet mission requirements 

and at the same time be a good steward of 

taxpayer dollars. 
PART 11: FORCE 

PROTECTION
CHAPTER 3: PROGRAMS | 281

INTRODUCTION

Force Protection covers a wide range of programs to include: Integrated Air and 

Missile Defense (IAMD) programs, Explosive Hazards (X-HAZ), Explosive Ordnance 

Disposal (EOD), chemical, biological, radiological, and nuclear (CBRN) defense 

equipment, and the Ground-Based Operational Surveillance System (Expeditionary) 

(G-BOSS(E)). IAMD programs comprise of the battlefield radar sensors and groundbased air defense capabilities to detect threats and neutralize enemy airborne systems. 

CBRN equipment provides the Marine with the necessary capability to operate in a 

contaminated environment and still accomplish the mission. Explosive hazards programs include counter-improvised explosive devices (IED) operations and neutralization of explosive hazards, generally. G-BOSS(E) provides Marine Corps forces with 

24-hour persistent ground surveillance to display and track items of interest through 

the use of unique, high-resolution, day and night cameras and sensors. These types of 

enabling capabilities are important to achieve defense in depth and protection for the 

Marine and the operating forces. 
282 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The MAGTF CBRN ACM Set is a 

suite of specialized detection/identification and protective equipment that 

enhances traditional passive defense operations and allows chemical, biological, 

radiological, and nuclear (CBRN) reconnaissance elements to confirm or deny 

the presence of a broad range of CBRN 

hazards and provide protection to operate in the most hazardous of environments. CBRN defense personnel at the 

major subordinate command and Marine 

Expeditionary Unit (MEU) levels, in the 

active and reserve forces, use the MAGTF 

CBRN ACM set.

OPERATIONAL IMPACT

The MAGTF CBRN ACM Set will 

provide a more efficient and effective detection and identification capability to 

the MAGTF commander. The MAGTF 

CBRN ACM Set will support the characterization of hazardous material attacks, 

events or accidents across the range of 

military operations and combating weapons of mass destruction (WMD) operations. This capability will enhance the 

commander’s risk-based decision-making ability as it pertains to contamination avoidance, personal protection, and 

CBRN reconnaissance.

PROGRAM STATUS

Fielding of the MAGTF CBRN ACM 

Sets began in the Second Quarter FY2009. 

The Approved Acquisition Objective is 27 

sets (two per MSC, one per MEU, and two 

at Marine Forces Reserve). All 27 sets have 

been procured and fielding is anticipated 

to be completed by the Third Quarter 

FY2011.

MAGTF CBRN ASSESSMENT AND CONSEQUENCE MANAGEMENT SET

(MAGTF CBRN ACM SET)
CHAPTER 3: PROGRAMS | 283

DESCRIPTION

Ground-Based Air Defense – Transformation (GBAD-T) is the Marine 

Corps’ air defense capability, using the 

High-Mobility Multipurpose Wheeled 

Vehicle-based Advanced Man-Portable 

Air Defense System (A-MANPADS) and 

the Stinger missile to defeat fixed- and rotary-wing threats. This system is the Marine Corps’ only organic GBAD system. 

OPERATIONAL IMPACT

Using A-MANPADS and the Stinger 

missile, the Low-Altitude Air Defense 

(LAAD) battalions provide the MAGTF 

a low-altitude air defense against enemy 

air threats. LAAD units deploy with Marine Expeditionary Units as part of the 

Marine Air Control Group detachment. 

As a future capability, the A-MANPADS 

Increment I program enhances the systems’ command, control, communications, and computer suite. The hardware 

and software upgrade provides an enhanced fire-control and air/ground situational awareness capability to the LAAD 

Battalions. Increment I uses Joint Range 

Extension Application Protocol, a joint 

certified data link, ensuring compatibility 

with legacy and future C2 architectures. 

Increment I radios are satellite communications capable. 

PROGRAM STATUS

In May 2009, the Marine Requirements Oversight Council approved the 

GBAD Initial Capabilities Document 

(ICD) that validates existing capability 

gaps against Low-Observable/Low-Radar 

Cross Section (LO/LRCS) threats. The 

GBAD analysis of alternatives identified 

candidate material solutions for the Stinger missile replacement that fills the gaps 

identified in the GBAD ICD. The Marine 

Corps will execute a service life extension 

program of the Stinger missile to maintain 

a GBAD capability as a bridge to a to-bedetermined weapons system forecasted 

to be programmed for POM2014/2016. 

The future weapon system is envisioned 

to provide continuous, on-the-move, low 

altitude air defense for the MAGTF. The 

Program will examine future capabilities 

such as an integrated multi-mission turret 

with a gun, missiles, and directed energy 

that support future material/technology 

solutions and the joint engagement sequence on-the-move. 

Procurement Profile: FY 2011 FY 2012

Section Leader 

 Vehicle 4 16 

Fire Units 15 60 

Developer/Manufacturer: 

Naval Surface Warfare Center, Crane 

Division, Crane, IN

GROUND-BASED AIR DEFENSE TRANSFORMATION (GBAD-T) 
284 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The AN/TPS-59(V)3 radar system 

is the Marine Corps’ only long-range, 

3D, air-surveillance, theater ballistic missile (TBM)-capable radar. The AN/TPS59(V)3 is a transportable, solid-state Lband radar that serves as the MAGTF’s 

principal air surveillance radar and is integrated into the AN/TYQ-23(V)4 Tactical Air Operations Module, AN/TSQ-269 

Mobile Tactical Air Operations Module 

(MTAOM), AN/MSQ-124 Air Defense 

Communication Platform (ADCP), and 

the AN/TYQ-87 Sector Anti-Air Warfare 

Facility (SAAWF). 

When configured for TBM operations, the radar provides TBM track data 

to the Joint Tactical Information Distribution System via the Tactical Digital Information Link-Joint Service (TADIL-J) 

Link-16 network. The radar is a component of the Navy’s Cooperative Engagement Capability in the littoral environment and is the Marine Corps’ lead sensor 

in the development of the Composite 

Tracking Network. 

OPERATIONAL IMPACT

The AN/TPS-59(V)3 radar system 

is optimized to detect and track airbreathing aircraft targets and TBMs that 

constitute serious threats to MAGTF operations. The radar is employed by the 

Marine Air Control Squadron (MACS) 

during sustained operations ashore and is 

part of the joint theater air and missile defense architecture. The radar supports the 

MAGTF commander in anti-air warfare 

operations and en-route traffic control to 

a distance of 300 nautical miles and TBM 

surveillance to 400 nautical miles. The radar system is currently deployed in direct 

support of MAGTF operations. 

PROGRAM STATUS

The AN/TPS-59(V)3 radar system is 

in the operations and support phase. In 

order to maintain the radar to 2025, an 

incremental sustainment strategy of engineering change proposals and technical 

refresh efforts will address diminishing 

manufacturing sources, material shortages, and obsolescence issues. The Approved 

Acquisition Objective is 13 radar systems. 

Procurement Profile: FY 2011 FY 2012

Quantity: 0 0

Developer/Manufacturer: 

Lockheed Martin Mission Systems and 

Sensors (MS2), Syracuse, NY

AN/TPS-59(V)3 RADAR SYSTEM 
CHAPTER 3: PROGRAMS | 285

DESCRIPTION

The requirement for an enduring 

Marine Corps biometric capability originated from urgent warfighter requests to 

support counter-insurgency operations 

in Iraq and Afghanistan. The Biometric 

Automated Toolset (BAT) is the fielded 

system that is a commercial-off-the-shelf 

(COTS) item that fulfilled an immediate 

need. The Identity Dominance System 

will replace BAT with improvements, 

such as increased data storage and longer 

battery life. The IDS will be a multimodal 

biometric collection system that collects 

and compares unique, individual biometric characteristics to enroll, identify, and 

track persons of interest and build digital 

dossiers on the individuals for purposes 

that include anti-terrorism/ force protection, local employee screening, detention 

management, civil affairs, base access, 

humanitarian assistance, population control, counter intelligence, and high-value 

target identification. The IDS is anticipated to be a three-tiered system with hardware and software including a server suite 

capability, a client suite capability, and a 

family of hand-held capabilities.

OPERATIONAL IMPACT

The primary mission of the IDS is 

to provide the Marine Air-Ground Task 

Force (MAGTF) with the means to identify persons encountered in the battlespace. 

The capability requires that the MAGTF 

commander be able to collect, match, 

store, and share biometric data. The IDS 

will enable the Marine to collect appropriate biometric, biographical and reference information on an individual and 

match this locally developed information 

with pre-existing information available to 

the expeditionary force.

PROGRAM STATUS

FIDS is seeking a Milestone C decision in FY2015. It is designated as ACAT 

I – Special Interest based on a September 

2008 Acquisition Decision Memorandum 

that assigned all DoD biometrics systems to that category. If tied to the Army 

schedule, IOC for IDS is projected to be 

FY2015.

IDENTITY DOMINANCE SYSTEM (IDS)
286 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The CREW systems are vehiclemounted, fixed-site, and man-portable 

backpack active/reactive electronic countermeasure systems (ECM) designed to 

counter high- and low-powered radio 

controlled improvised explosive devices 

(IEDs).

OPERATIONAL IMPACT

The Marine Corps CREW program 

provides Marines with an effective electronic warfare capability to counter the 

threat posed by RCIEDs and to improve 

force protection. The CREW Vehicle Receiver/Jammer (CVRJ) is the primary 

vehicle-mounted jammer. The Thor III 

Dismounted system is the in-service manportable system. It provides coverage and 

protection from RCIEDs when Marines 

are dismounted and operating outside 

the protective envelop of a mounted or 

fixed-site CREW system. Marine Corps 

CREW will sustain 336 Thor III systems. 

The CVRJ system will provide the necessary force protection required in the current conflicts.

PROGRAM STATUS

The Marine Corps CREW program 

was designated as an ACAT II program in 

February 2007 and was granted a full rate 

production decision in March 2007. The 

CREW program initially acquired a total 

of 10,089 Chameleon and Hunter systems. This initial capability evolved into 

CREW 2.1, the CVRJ. In February 2009, 

the CREW Program Office Acquisition 

Strategy/Acquisition Plan (AS/AP) was 

approved for acquisition of up to 8,000 

CVRJs. The Joint CREW (JCREW) 3.3 

Capabilities Development Document was 

approved December 2008. JCREW 3.3 is 

the next iteration of CREW systems, and 

its planned Marine Corps Approved Acquisition Objective is 3,903 systems. The 

JCREW 3.3 Initial Operational Capability 

is scheduled for FY2013 and Full Operational Capability is scheduled for FY2015. 

The Joint CREW Program Office is the 

lead acquisition agency for CVRJ and future JCREW 3.3 systems.

Developer/Manufacturer: 

CVRJ: International Telephone and 

Telegraph (ITT), White Plains, NY

Chameleon: General Dynamics, Falls 

Church, VA

Thor III: Sierra Nevada Corporation, 

Sparks, NV

COUNTER RADIO-CONTROLLED IMPROVISED EXPLOSIVE DEVICE (RCIED) 

ELECTRONIC WARFARE (CREW)
CHAPTER 3: PROGRAMS | 287

DESCRIPTION

The IDD is a Military Working Dog 

(MWD) that is trained by a government 

contractor to detect improvised explosive 

devices (IEDs) off leash. The IDD provides select units of the Ground Combat 

Element (GCE) with the capability to 

rapidly and reliably detect IEDs, while 

providing a standoff distance for the 

IDD handler and supported unit. IDDs 

are conditioned to maintain the operational tempo of the GCE, live and work 

in austere environments, and function 

effectively despite the sights, sounds, and 

smells of war. Because IDDs must live 

in close proximity with Marines and are 

trained for off leash use, often near civilians, the nonaggressive Labrador Retriever breed has been selected as the most 

suitable stock for IDDs. An IDD team 

consists of a contractor trained and certified dog with a contractor-trained IDD 

handler from the GCE (not a Military Police handler). The IDD handler is selected from the supported unit, this reduces 

or eliminates the training and integration 

requirements that would be necessary if 

the MWD team was sourced externally. 

The IDD is capable of searching all types 

of urban and rural areas, including buildings (occupied, unoccupied or derelict), 

routes, vehicles, and open areas. 

OPERATIONAL IMPACT

All GCE units deploying in support of overseas contingency operations 

(OCO) are provided IDDs. IDDs can 

sniff out explosives much more effectively than electronic sensors can detect and 

can clear dangerous areas much more 

quickly. They also have the agility and 

mobility necessary to handle the tough 

terrain and conditions encountered during combat operations. IDDs are capable 

of accompanying their handlers on all 

common modes of transportation, with 

minimal logistics support.

PROGRAM STATUS

The Marine Corps has expanded its 

IDD pool in response to MARCENT requirements. The IDD program is largely 

the result of the surge in MWD requirements coming from OEF/OIF. There 

are an additional Military Police (MP) 

MWDs assigned to each Marine Expeditionary Force (MEF). Infantry, Artillery, 

and Combat Engineer Battalions are the 

GCE units with the bulk of the IDDs. 

IMPROVISED EXPLOSIVE DEVICE DETECTOR DOG (IDD)
288 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The G-BOSS(E) is a ground-based 

surveillance system that provides Marine Corps forces with 24-hour persistent 

display and tracking of items of interest 

through the use of 360-degree high-resolution cameras with enhanced target recognition, radars, and unattended ground 

sensors. This capability is required to 

provide the commander situational 

awareness, contribute to the Joint Counter-Improvised Explosive Device fight, 

track intra-theater insurgent movement 

and activities, and capture and document 

insurgent cross-border activities from 

forward operating bases (FOBs) and 

temporary tactical locations that rely on 

unimproved roads with limited ground 

vehicle support, limited existing infrastructure, and little engineering and systems support. The system is expeditionary, mobile, lightweight, self-contained, 

easily transportable (HMMWV, MRAP, 

helicopter) and is capable of networking 

with existing theater systems and interoperable with other surveillance systems.

OPERATIONAL IMPACT

This will be a MEF-level asset to be 

employed by the lower-echelon units 

based on the assigned mission. The system allows for operation at permanent 

installations, FOBs, combat outposts 

(COPs), and temporary tactical locations 

to observe the perimeter, avenues of approach, and/or areas of interest. The 

Heavy variant will be used at larger longterm FOBs and COPs for both long-range 

and close-in surveillance to observe areas 

and avenues of potential enemy approach. 

The Medium (light trailer-transportable) 

variant and Light (man-transportable) 

variants will provide company size maneuver elements with surveillance and 

detection capabilities at smaller, shortterm tactical locations.

PROGRAM STATUS

The G-BOSS system is operational 

within the Marine Corps based on numerous Urgent Universal Need Statements 

(UUNS); the program office is procuring 

and delivering G-BOSS Tower, G-BOSS 

Lite, and Cerberus Lite systems to theater 

while continuing to move forward on the 

transition to the G-BOSS(E) Acquisition 

Program that will consist of a mix of the 

Heavy, Medium, and Light variants. GBOSS(E) is seeking a Milestone B decision 

in FY2011 and anticipating Initial Operating Capability (IOC) in FY2015 and Full 

Operational Capability (FOC) in FY2019. 

GROUND-BASED OPERATIONAL SURVEILLANCE 

SYSTEM (EXPEDITIONARY) (G-BOSS(E))
CHAPTER 3: PROGRAMS | 289

Mission Assurance is the ongoing 

process of achieving a state of Force Protection that preserves and conserves the 

force’s mission essential functions and 

capabilities. Force Protection is attained 

through many inter-dependent programs 

and activities, facilitated and integrated 

for greater effectiveness through the Mission Assurance process. Comprehensive, 

integrated protection of key facilities, 

bases, stations, installations, and supporting infrastructure preserves the capability 

to generate, project, and sustain combat 

power essential to execute the National 

Military Strategy. Successful Mission Assurance includes:

s&ACILITATING COLLABORATION AND INTEGRAtion across functional areas and protection-related programs by providing 

the policies, tools, and mechanisms to 

drive integration; developing increased 

awareness of the interdependencies between programs and activities and their 

net effect on overall system capabilities; and enabling better informed riskbased decision making and resourcing 

s!CHIEVING APPROPRIATE STAFlNG AND

training levels, along with managerial 

and programmatic efficiencies for common protection functions such as risk 

management, readiness reporting, and 

resource allocation

s)DENTIFYING PRESERVING AND EVEN INcreasing those significant operational 

redundancies that are critical to protection but might otherwise be mistaken 

for inefficiency

s0ARTNERING WITH EXTERNAL STAKEHOLDERS

to identify and reduce the risk to assets, systems, networks, and functions 

on which the Marine Corps is critically 

dependent, but does not own, operate, 

or control

The Deputy Commandant for Plans, 

Policies, and Operations (DC PP&O) 

serves as the Force Protection Advocate 

for the Marine Corps. In this capacity, DC 

PP&O is responsible for identifying operational risks in protection across the force 

and advising the Commandant on priorities for mitigation and corresponding resource allocation across various ongoing, 

planned, and new Force Protection programs and activities. The DC PP&O coordinates with the Deputy Commandant, 

Installations and Logistics (DC I&L) and 

Deputy Commandant, Combat Development and Integration (DC CD&I) as primary partners in managing protectionrelated requirements and processes. 

The Marine Corps is working diligently to advance mission-essential Force 

Protection requirements in specific areas such as Anti-Terrorism (AT); Marine 

Corps Critical Infrastructure Program 

(MCCIP); Continuity of Operations 

(COOP); Chemical, Biological, Radiological, Nuclear, and High-Yield Explosive (CBRNE) Preparedness; Pandemic 

Influenza/Infectious Diseases Response; 

Emergency Management; Law Enforcement (LE); Combating Terrorism (CbT); 

and Force Protection (FP) and the operating forces. The desired end state is to 

provide commanders with disaster resilience against all-hazards threats. 

MISSION ASSURANCE
PART 12: MARINES 

AND FAMILIES
CHAPTER 3: PROGRAMS | 291

As Marines continue to fight with distinction, we are keenly aware that the well 

being of our families is inextricably linked 

to the readiness of our Corps. Family 

members support our warfighters, sustain 

and care for their children, and continue 

to be community advocates who help encourage our most fragile families experiencing deployments for the first time. The 

spouses, children and parents of our Marines deserve our unwavering support. 

While we recruit Marines, we retain 

families. With more than 49 percent of 

our Marines married, we believe that investment in our families is critical to the 

long-term health of our Corps. For our 

active-duty population, we have more 

than 98,000 spouses, 115,000 children, 

and 500 dependent parents and other dependents. 

The Marine Corps is a young force, 

with an average age of 25 years. Almost half 

of our enlisted force is between the ranks of 

private and lance corporal (pay grades E-1 

to E-3), and almost 70 percent of Marines 

are on their first enlistment. Our personal 

and family readiness planning carefully 

considers these demographics. 

Family readiness is a combat multiplier, equally important as individual, 

equipment, and combat readiness. It is 

the ability of the individual Marine and 

their family to successfully balance life, career, and mission events and is supported 

by the enduring partnership between the 

unit’s Family Readiness Command Team 

and Marine Corps Community Services 

(MCCS). The quality and availability 

of these programs is critical to the resiliency and readiness of Marines and their 

families. 

We have initiated the development of 

a systematic standardized family readiness 

support system, through the Unit, Personal, and Family Readiness Program. It 

is designed to work across functional lines 

to build and sustain the capacity of military families to care for themselves and 

mutually support one another within the 

Marine Corps community. As part of this 

program, we have established full-time, 

primary-duty civilian Family Readiness 

Officers to support commanders at the 

unit level. We have also developed an inventory of LifeSkills training courses that 

specifically address the challenges of military, personal and family life.

The Marine Corps has transformed 

the Exceptional Family Member Program 

to ensure that enrolled family members 

are provided a continuum of care. During 

the past year, the number of exceptional 

family members has increased 43 percent, 

due in large part to our program improvements, building trust and confidence in the 

program, and reducing the stigma associated with seeking assistance. The Marine 

TAKING CARE OF MARINES AND FAMILIES
292 | USMC CONCEPTS & PROGRAMS 2011 

Corps has also established School Liaison 

billets at the headquarters, regions, and 

installations. They form strong partnerships with schools and other supporting 

agencies to improve access and availability 

to quality education.

Additionally, we leverage multiple 

strategies to address child-care requirements through Child Development Centers on installations, on- and off-base 

Family Child Care Homes, and cooperative agreements/partnerships in the community. We are developing a master plan 

to validate requirements and to guide our 

future plans and programming actions 

within this important program. 

In addition to these efforts, the Marine Corps provides a profile of programs 

designed to develop resiliency and coping skills, as well as prevent, identify, and 

holistically treat stress problems caused 

by combat or other operations. We understand that protecting and strengthening the health and well being of Marines 

and their families requires an integrated, 

broad-based effort by the entire Marine 

Corps community. When leaders at all 

levels adopt a proactive, public-health 

approach and partner with health care 

professionals, educators, and law-enforcement agencies, high-risk populations can 

be identified. Focusing prevention efforts 

on those at risk can reduce the potential 

for incidents to occur, better allocate limited resources, and improve resiliency in 

Marines and their families. The Marine 

Corps is restructuring behavioral health 

as an integrated program involving Suicide Prevention, Combat and Operational 

Stress Control (COSC), Sexual Assault 

Prevention and Response, Substance 

Abuse, and Family Advocacy. We have 

also broadened the scope of our Executive 

Force Preservation Board to focus on all 

behavioral health concerns. 

The Marine Corps is creating new, 

dynamic Suicide Prevention training 

programs that are targeted toward noncommissioned officers, staff-non-commissioned officers, commissioned officers, 

and family members. We have also established COSC and Operational Stress Control and Readiness (OSCAR) training as a 

primary prevention tool to help Marines 

identify and mitigate early signs of stress 

and to encourage them to seek help within 

the unit setting. Senior and junior Marines 

are being trained to function as OSCAR 

Mentors. They actively engage Marines 

who evidence stress reactions, liaison with 

OSCAR Extenders (i.e., existing medical 

providers, corpsmen, chaplains, and religious program specialists), and advocate 

for fellow Marines regarding stress problems. The Marine Corps is also developing a pilot DSTRESS Line with TRICARE 
CHAPTER 3: PROGRAMS | 293

to provide Marines, family members, and 

significant others with information, referral services and access to behavioral health 

care (pilot program currently available in 

TRICARE region West only).

To contribute to the readiness, resiliency, and retention goals of the Corps, the 

Semper Fit and Community Support Program is being redesigned and improved. 

We are beginning a multi-year program 

enhancement plan beginning with the 

restructure of the Headquarters Marine 

Corps program office. Enhancements 

include expanding recreation programming, combat conditioning/functional 

fitness for combat readiness, therapeutic recreation for wounded warriors and 

Exceptional Family Members, and sports 

programs that contribute to the physical 

training needs of a unit.

As a further example of the Marine 

Corps’ commitment to taking care of our 

Marines and their families, Marine Corps 

leadership has affirmed that we must aggressively support the professional and 

personal development pursuits of every 

Marine. During the past year we have 

conducted extensive program reviews 

and are taking action to restructure and 

integrate several programs to better serve 

Marines, regardless of their career intentions. These programs include Voluntary 

Education, Transition Assistance, Family 

Member Employment Assistance, and the 

Personal Financial Management Program. 

This integrated program delivery will provide “one-stop shopping” and help Marines establish their personal and professional roadmaps, not only to be successful 

in the Corps, but also during and after 

their transition to civilian life. 

Marines and their families are the 

Marine Corps’ most precious assets, and 

therefore improving quality of life and 

“taking care of our own” will remain 

one of our highest Marine Corps priorities. We will continue to support efforts 

to identify and resolve gaps in programming, dissolve overlapping or duplicative 

efforts, and leverage opportunities to develop partnerships and share resources. 

The Marine Corps remains committed to 

shaping and sustaining these vital quality of life services to meet the needs of 

Marines and families, especially during a 

time of war and constrained fiscal environment. 
294 | USMC CONCEPTS & PROGRAMS 2011 

Our Nation is at war –– a war that 

demands that the Marine Corps evaluate 

the support systems necessary to mitigate 

the stress on our force and families and to 

improve their quality of life. The Marine 

Corps is committed to providing Marines 

and their families with a comprehensive and effective quality of life support 

system. 

To ensure the best possible support 

to families, the Marine Corps conducts 

surveys, program assessments, and townhall meetings to identify gaps in the support network and develop plans for their 

remediation. Additionally, the Marine 

Corps is working to close critical gaps in 

program delivery by assessing the needs of 

Marines and families –– to include those 

serving in remote and independent duty 

assignments –– and conducting efficiency and program prioritization reviews to 

ensure we are optimizing resources. We 

also leverage support from local, state, 

and federal agencies and partner with the 

Office of the Secretary of Defense and our 

Sister Services to improve support capabilities. This is an important part of our 

planning and ability to deliver adequate 

services, regardless of duty station or assignment.

QUALITY OF LIFE (QOL)
CHAPTER 3: PROGRAMS | 295

FY 2010 was an extremely productive 

year for the Marines of the Marine Corps 

Recruiting Command (MCRC) as they 

transitioned from a posture of growth of 

forces to one of stabilization. The Marine 

Corps reached its end strength, as defined 

by federal law, of 202,100 in FY 2009. 

During FY 2010, MCRC shifted focus of 

the Marine Corps’ recruiting missions in 

order to solidify the size of the Marine 

Corps and lay the foundations for the 

future. MCRC has continued its highestquality standards, recruiting an exceptional pool of America’s finest for recruit 

training. Our mission was achieved under the continued challenge of recruiting 

during wartime, testing the ability and 

professionalism of our recruiting force. 

The Marines of Marine Corps Recruiting 

Command once again far surpassed their 

mission requirements and exceeded all 

quality and quantity benchmarks. 

Recruiting remains the lifeblood of 

our Corps. The ability of the Marine 

Corps Recruiting Command not only to 

meet, but exceed the quality standards set 

forth by the Commandant of the Marine 

Corps serves as a testament to the professionalism and dedication of our recruiting force. It is the individual Marine recruiter who, tasked with ensuring that all 

applicants meet the Nation’s expectations 

of its Marines, serves as the gatekeeper to 

our Corps. Thanks to their efforts, our 

Corps has not wavered in accessing only 

the most qualified applicants. In addition to recruiting our Nation’s best and 

brightest to become Marines, the individual recruiter continues to serve as an 

ambassador in local communities and 

to the American public. Recruiters put 

a familiar face to the nationally recognized reputation of the Marine Corps and 

stand as examples of all that is best about 

our Nation and its Corps. The individual 

recruiter serves as the most influential 

factor inspiring applicants to take up the 

challenge of serving as United States Marines, who once transformed, will be Marines for life. 

Selection to recruiting duty is a unique 

and highly discerning process. Those 

considered for assignment as recruiters 

must first undergo extensive screening at 

their home station and are continuously 

evaluated for their suitability during their 

time at Recruiters School. They are representatives of the best non-commissioned 

MANPOWER RECRUITING
296 | USMC CONCEPTS & PROGRAMS 2011 

officers and staff non-commissioned officers the Marine Corps has to offer. Intensive training at Recruiters School ensures 

that recruiters are thoroughly prepared to 

face the multi-faceted challenges that lay 

ahead. Their training is continuously reinforced and built upon throughout their 

recruiting tour, ensuring that the recruiter remains armed with the most current 

and effective tools to facilitate his or her 

success. 

Even before a prospective applicant 

meets with a recruiter in person, it is 

likely that he or she will have been exposed to the Marine Corps’ message of 

making Marines, winning our Nation’s 

battles, and developing quality citizens. 

This is not by accident; it is accomplished 

through comprehensive and intensely 

focused marketing and advertising programs. These programs serve to reinforce 

the elite warrior image and positive message that is communicated daily by the 

individual recruiter and is supported by 

the recruiter’s collateral materials. To effectively maintain this message, marketing and advertising programs continue to 

emphasize core competencies of building 

brand awareness, generating quality leads 

for recruiters, and developing recruiter 

support material for use in the recruiting 

process. High-quality advertising efforts 

properly focused on the target markets of 

prospective recruits and their influencers 

create and maintain awareness of Marine 

Corps opportunities among America’s 

young men and women and those who 

influence their decisions.

Paid advertising continues to be the 

most effective means to communicate 

our message and, as a result, remains the 

focus of our advertising efforts. As advertising costs continue to increase, it is imperative that our advertising budgets remain competitive in order to ensure that 

our recruiting message reaches the right 

audience. This is especially true as we 

move forward into FY 2011 and beyond, 

as the strength of our recruiting force is 

reduced and Marines are returned to the 

operating forces. Marine Corps recruiting successes during the past several years 

are a direct reflection of the superior efforts of a quality recruiting force and the 

supporting arms of effective marketing 

and advertising programs. 
CHAPTER 3: PROGRAMS | 297

The Marine Corps Recruiting Command achieved unprecedented success in 

FY 2010 by making 100.1 percent of our 

enlisted shipping objectives to include 

exceeding all Department of Defense and 

Marine Corps quality standards. For example, 99.7 percent of those shipped to 

recruit training were Tier 1 high school 

graduates, above the DoD and Marine 

Corps standards of 90 and 95 percent, 

respectively. Additionally, 72.8 percent 

were in the I-IIIA upper mental group 

— again, well above the DoD and Marine 

Corps standards of 60 percent and 63 

percent, respectively. The Marine Corps 

Reserve achieved 100.0 percent of its recruiting goals with the accession of 5,868 

Non-Prior Service Marines. Of these, 99.7 

percent were Tier I high school graduates 

and 74.6 percent were in the I-IIIA mental groups. In addition, the Marine Corps 

recruiting command accessed 4,209 Prior 

Service Marines into the Marine Corps 

Reserves, achieving 100 percent of the 

objective. 

Success was also achieved by obtaining 100.2 percent of the officer mission. 

The U.S. Naval Academy and Naval Reserve Officer Training Corps are contributing an appropriate percent to meet 

the overall annual officer requirement. 

In doing so, our Officer Selection Teams 

are now able to focus on the college campus market for contracting future officers 

through the Platoon Leaders Class Program. This will ensure that the quality 

of our future Officer Corps is maintained 

well into the future. 

In all recruiting efforts, diversity in 

the enlisted and officer ranks remains an 

important priority for the Marine Corps 

Recruiting Command. Increased awareness in underrepresented markets will 

remain a key aspect of our marketing and 

advertising campaigns. This will be augmented by our enhanced outreach efforts, 

as we strive to have a physical presence at 

key events interacting with prospective 

applicants and their influencers. This increased focus on diversity must continue 

as we work to better mirror the diversity 

of our country. 

The superior results achieved by the 

Marine Corps Recruiting Command during FY 2010 ensured that the command 

continued its legacy of success. Marine 

Corps Recruiting Command recognizes 

that during FY 2011 and beyond there 

will be new challenges, both expected, 

and unexpected; however, the command 

is well positioned for continued success. 

The Marines of Marine Corps Recruiting 

Command will move into the next fiscal 

year with the same level of intensity as 

they generated in the past. This intensity was a key to our past success and is a 

foundation for our future prosperity.
298 | USMC CONCEPTS & PROGRAMS 2011 

DESCRIPTION

The deployment of the Marine Corps 

Recruiting Information Support System – Recruiting Station (MCRISS-RS) 

streamlines the entire enlistment process 

and provides immediate benefits in manhour savings by eliminating redundant 

data entry and improving the quality of 

information available. Moreover, the system directly interfaces with and supports 

key information technology initiatives 

from the U.S. Military Entrance Processing Command by electronically scheduling applicants for processing and receives 

electronic processing results. MCRISSRS interfaces with the Office of Personnel Management to ensure security background checks are fully completed on 

each applicant. MCRISS-RS harnesses 

state-of-the-art technology and provides 

the Marine Corps Recruiting Command 

with a solid foundation from which to 

grow future manpower information systems such as MCRISS-Recruiting SubStation (RSS) and MCRISS-Officer Selection System (OSS).

The development and deployment of 

MCRISS-RSS/OSS promises to automate 

both the officer and enlisted side of recruiting at the recruiter/officer selection 

officer (OSO) level by organizing every 

effort and providing the proven framework of systematic recruiting. Systematic recruiting establishes procedures for 

standardization, management/planning, 

training, and action by focusing the OSO, 

RSS SNCOIC and recruiter on those activities and programs vital to effective 

recruiting. MCRISS-RSS will encompass 

all eleven components of enlisted systematic recruiting while MCRISS-OSS will 

encompass the fourteen components of 

officer systematic recruiting. This effort 

will further eliminate redundant data 

entry and save the most valuable asset: 

time.

OPERATIONAL IMPACT

Time is the officer or enlisted recruiter’s greatest challenge and most precious 

asset. A recruiter’s achievement and success is measured only by the number of 

qualified quality individuals interviewed, 

contracted, and shipped to recruit training 

or Officer Candidate School. MCRISSRSS/OSS, coupled with solid skills, will 

systematically organize the recruiter’s 

day, week, and month, thereby saving 

time and making the demanding task of 

“mission accomplishment” more efficient 

and effective. With added organization, 

the recruiter will be armed to conduct 

prospecting in an efficient manner, thus 

saving time and ensuring consistency in 

the execution of prospecting plans. 

PROGRAM STATUS

Procurement Profile: FY 2011 efforts 

will deploy MCRISS-RSS and MCRISSPSR, which is the Prior Service Recruiting (PSR) tool to prospect for former 

Marines to fill the ranks of the Marine 

Corps Reserve.

Developer/Manufacturer: 

Stanley Associates, Arlington, VA

MARINE CORPS RECRUITING INFORMATION SUPPORT SYSTEM 

(MCRISS) – RECRUITING SUB-STATION (MCRISS-RSS), OFFICER 

SELECTION SYSTEM (MCRISS-OSS) AND PRIOR SERVICE 

RECRUITING (MCRISS-PSR)
CHAPTER 3: PROGRAMS | 299

ENLISTED PERSONNEL

Enlisted retention achievements contribute to the Marine Corps’ success in 

reaching key end-strength milestones and 

ensuring the proper grade shape and experience in the enlisted career force. The 

Marine Corps continues to retain both 

first-term and subsequent-term enlisted 

Marines at unprecedented levels in order 

to shape the Non-Commissioned Officer 

and Staff Non-Commissioned Officer 

leadership required for a 202,100 active 

component end strength. Our retention efforts match the required skills and 

grades necessary for a 1:2 deployment-todwell time ratio. In FY 2010, we achieved 

our desired end strength and enforced 

strict first-term boat-space caps. Achieving mission seven months into the fiscal 

year, we achieved an unprecedented 99.6 

percent military occupational specialty 

match, which ensures proper grade shaping for the future career force. Retention 

goals will remain aggressive as the Marine 

Corps continues to shape the enlisted 

career force. The Selective Reenlistment 

Bonus Program (SRBP) clearly aided reenlistment endeavors and improved retention for some critical skill shortages. 

The creation of new operational units 

has led to shortages in many occupational specialties that span the Marine Air 

Ground Task Force, such as intelligence, 

explosive ordnance disposal, reconnaissance, and artillery, thereby justifying 

SRBP funding levels.

Although the SRBP greatly assists 

with this retention success, intangible attributes such as pride of service and the 

satisfaction of leadership remain significant influences on retention. All leaders within the officer and enlisted ranks 

must ensure Marines are educated on the 

importance of retention and on evolving 

retention policies and incentives. Leaders 

must emphasize the intangibles of service 

to aid quality Marines in their individual 

reenlistment decisions. 

Marine Corps retention efforts are 

enhanced by the 432 career planners who 

specialize and assist commanders in the 

retention of Marines. Also supporting 

retention efforts is the Enlisted Career 

Counseling and Performance Evaluation 

Unit resident in the Enlisted Assignments 

Branch at Headquarters Marine Corps. 

The Marines in this unit provide career 

MARINE CORPS RETENTION
300 | USMC CONCEPTS & PROGRAMS 2011 

guidance to enlisted career Marines, performance evaluations on retention and 

retirement requests, and informational 

briefs to commands throughout the 

Marine Corps. The unit also provides 

formal instruction on promotion and 

career progression to all academies, the 

Sergeants Course, Career Course, Advanced Course, and Infantry Unit Leaders Course. It conducts command visits 

at home and abroad, reaching more than 

150,000 personnel per year. 

OFFICERS

The Marine Corps officer retention 

goal is to retain the best and most fully 

qualified officers in the right grades and 

with the right skills to provide the capabilities required in the operating forces. 

Historically, the aggregate officer retention rate has been 90.5 percent. For 

FY 2010 we achieved a retention rate of 

93.6 percent. Regardless of this great 

success, the Marine Corps continues to 

look for indicators of higher attrition in 

future years.

Although overall officer retention 

is excellent, shortages do exist in certain grades and skills, requiring careful 

management and innovative solutions. 

To this end, the Marine Corps has active 

programs in place, both monetary and 

non-monetary, to ensure officer retention 

remains high. Monetary tools already 

implemented include Aviation Continuation Pay and Law School Education 

Debt Subsidy. Non-monetary programs 

include voluntary lateral moves, interservice transfers to the Marine Corps, and 

Return to Active Duty. All of these programs provide incentives to officers for 

continued service while retaining Marine 

Corps flexibility to meet requirements 

across the Marine Corps Total Force.
CHAPTER 3: PROGRAMS | 301

Civilian Marines are valuable assets 

to our Total Force team. Marines at all 

ranks recognize, more than ever before, 

the importance of our Civilian Marines 

who provide critical support in numerous areas throughout the Corps. Having 

grown in force by more than 5,000 in recent years, Civilian Marines currently total approximately 25,000.

Civilian Marines are taking on more 

challenging and diverse roles. Serving 

primarily as a major element of the supporting establishment, Civilian Marines 

are now called upon to serve in positions 

traditionally occupied by military personnel and deploy along with our operational forces.

The Marine Corps is focused on ensuring we have a Civilian Marine workforce equipped with the leadership skills 

and technical competencies necessary 

to meet the challenges of today as well 

as in the future. Flexibilities in how we 

manage and reward our Civilian Marines 

also play a key role in helping the Marine 

Corps meet its mission.

CIVILIAN WORKFORCE 

DEVELOPMENT

The Marine Corps is committed to 

improving the leadership skills and opportunities for training and education 

for Civilian Marines. Civilian Marines 

are afforded the opportunity to advance 

their career development through centrally managed programs administered 

through the Training and Education 

Command. Opportunities exist for both 

new/entry level and senior/expert level 

employees to participate in numerous 

programs, courses, and seminars. For 

example, the Marine Corps Acculturation Program provides Civilian Marines 

with the opportunity to understand their 

role(s) in supporting the mission of the 

Marine Corps. They learn about Marine 

Corps culture and history as well as the 

strategic mission of local commands. 

The Civilian Marine Mentoring Program enhances the Corps’ ability to transform our civilian workforce into a highperformance culture providing a skilled, 

capable workforce to face the challenges 

of the future. Mentoring is supported 

through leadership development as a 

technical professional development initiative.

The Civilian Workforce Development Application (CWDA) assists the 

Marine Corps in managing civilian workforce development activities. CWDA is a 

web application that contains data related 

to leadership and functional core competencies of the Communities of Interest. 

The long-term vision for CWDA is that it 

will facilitate organizational management 

and workforce shaping.

COMMUNITY MANAGEMENT

Communities of Interest (COIs) provide enterprise-wide communications, 

CIVILIAN MARINES
302 | USMC CONCEPTS & PROGRAMS 2011 

collect and share best practices, focus on 

technical aspects and training needs, and 

ensure competencies and career paths 

are developed for the community. In the 

Marine Corps, there are twenty communities that encompass more than 350 job 

series. COIs are led by senior civilians 

of the community, typically members of 

the Senior Executive Service. They are responsible for establishing the community 

vision and plan and serve as advocates for 

Civilian Marines who work in the job series within their COI. 

STRATEGIC WORKFORCE 

ASSESSMENT AND PLANNING

Across the Nation, Federal agencies 

and the private sector alike are experiencing the impacts of an aging workforce as 

greater numbers of employees retire. The 

shape and size of the civilian workforce is 

often challenged by developing technology and funding constraints. The Marine 

Corps has begun a new initiative to adapt 

to these changes called Strategic Workforce Assessment and Planning (SWAP). 

SWAP aims to understand trends and upcoming changes in the civilian workforce 

through demographic analysis, pinpointing the areas which will be most affected 

by these trends and implementing new 

policies to improve programs and planning. Findings from SWAP analyses aid in 

employee recruitment by identifying current and upcoming skill gaps and developing targeted recruitment programs to fill 

these gaps. Data collected through SWAP 

also helps the Marine Corps assess the experience level and expertise of its existing 

workforce, ensuring that civilian workforce development can implement human 

capital management programs for employee development that are in line with 

the workforce’s current and future needs. 

In addition, SWAP aims to formulate goals 

and objectives that will make the Civilian 

Marine hiring process more efficient.

A Human Capital Management Assessment is published annually to illustrate the results of SWAP analyses and 

their impact on the Marine Corps, and 

to ensure that the civilian workforce is 

aligned with the Marine Corps mission 

now and in the future.

LABOR RELATIONS 

The Marine Corps maintains relations with nine Federal unions representing 17,000 Civilian Marines throughout 

the Marine Corps. Federal unions have a 

representative role established by statute 

and are kept informed of programs and 

changes that will impact employees. To 

enhance morale and productivity, limit 

job turnover, and help organizations increase performance and improve business 

results, the Marine Corps has negotiated 

contracts with local labor organizations 

at various installations. These are in addition to the Master Labor Agreement 

with the American Federation of Government Employees, the largest labor organization representing appropriated fund 

and non-appropriated fund employees 

throughout the Marine Corps. The key 

function of labor relations is to develop 

strategies for effective communication 

and investigating and establishing work/

life balance initiatives to create a more 

positive workplace environment.
CHAPTER 3: PROGRAMS | 303

Reserve Marines understand the 

need to protect the American way of life. 

Dedicated men and women continue to 

volunteer to serve their country in the 

Marine Corps Reserve and share the sacrifices made by the Total Force in today’s 

conflicts. The Marine Corps Reserve fills 

critical requirements in support of overseas contingency operations, operations 

and non-contingency Combatant Commander requirements. At home, Marine 

Forces Reserve maintains Reserve Marines 

and assets pre-positioned throughout the 

country that are ready to assist not only 

national defense missions, but also civilmilitary missions such as providing disaster relief.

Despite the current high operational 

tempo, the Marine Corps Reserve continues to meet its recruitment objectives. 

New Marines are accessed into the Marine 

Corps Reserve at a rate of 20 to 25 percent 

of the Selected Reserve’s end strength 

per year, enabling continued capability to augment and reinforce the Active 

Component. The Marine Corps Reserve 

has implemented the Officer Candidate 

Course – Reserve (OCC-R) in order to 

increase the number of company grade 

officers serving with the reserve component. This program will enable the Marine Corps Reserve to meet the Defense 

Planning and Programming Guidance 

and increase manning levels to a minimum 95 percent level for these billets.

The Marine Corps Reserve is a full 

partner of the Marine Corps’ Total Force. 

Reserve Marines continue to prove their 

dedication to their country and fellow 

citizens. Their honor, courage, and commitment to warfighting excellence while 

maintaining close ties to their community truly set them apart as “citizen soldiers.” They recognize that they have a 

crucial mission and the American people 

expect the most from them while continuing to support them. Marine Forces 

Reserve, with its well-equipped, well-led, 

and well-trained professional men and 

women, will continue to be an integral 

part of the Marine Corps.

MARINE CORPS RESERVE
304 | USMC CONCEPTS & PROGRAMS 2011 

Established in 2007, the Marine Corps’ 

Wounded Warrior Regiment (WWR) 

provides and facilitates non-medical care 

to combat and non-combat wounded, ill, 

and injured (WII) Marines, and Sailors 

attached to or in direct support of Marine units, and their family members in 

order to assist them as they return to duty 

or transition to civilian life. The Regimental Headquarters element, located in 

Quantico, VA, commands the operations 

of two Wounded Warrior Battalions located at Camp Pendleton, CA, and Camp 

Lejeune, NC, and multiple detachments 

in locations around the globe. 

In just a few years, the WWR has 

quickly become a proven unit providing 

WII Marines, their families, and caregivers support to help them through the 

processes of recovery and transition. The 

Marine Corps care model is unique in 

that its approach is to ensure recovering 

Marines return to their units as quickly 

as their medical conditions will allow. Allowing Marines to “stay in the fight” is 

what makes the Marine Corps care model 

successful. 

Whether a WII Marine is assigned 

to the WWR (or one of its subordinate 

elements) or remains with their parent 

command, each one requires varying 

levels of support and care, depending on 

their stage of recovery. There is no “one 

size fits all” response to warrior care. The 

WWR has evolved its structure to ensure 

that WII Marines and families receive individualized care, proportionate to their 

existing needs. The Regiment achieves 

this individualized care by synergizing 

its diverse assets and external assets (e.g., 

federal agencies and private organizations) around the essential point of focus: 

the mind, body, spirit, and family of the 

WII Marine. Primary WWR assets and 

support include:

sMarine leaders: Leaders play a key role 

in motivating their Marines to stay focused on their abilities to optimize their 

recovery and return to full duty or to 

successfully reintegrate into their civilian communities. The WWR ensures 

leaders have the tools and information 

they need to help their Marines make 

informed decisions.

sRecovery Care Coordinators (RCCs): 

RCCs serve as the WII Marine’s ultimate point of contact to help them 

define and meet their individual goals 

for recovery, rehabilitation, and reintegration, and to identify the services 

and resources needed to achieve these 

goals. RCCs regularly meet with members of their Marines’ recovery teams to 

improve care delivery and ensure goals 

stay on track.

sMedical Section: The WWR headquarters has a Medical Section that advises 

the Commanding Officer regarding 

medical issues and emerging technologies and treatments impacting WII 

Marines. The section includes a Regimental Surgeon, Mental Health Advisor, Nurse Case Manager, Psychological 

Health Program Coordinator, Traumatic Brain Injury Program Coordinator, 

and Licensed Clinical Consultants. Together, this team works with public and 

private medical providers to ensure the 

WOUNDED WARRIOR REGIMENT (WWR)
CHAPTER 3: PROGRAMS | 305

best care for WII Marines, particularly 

in the areas of post-traumatic stress and 

traumatic brain injury.

sWarrior Athlete Reconditioning Program: Under this program (which is 

mandatory for all Marines joined to the 

WWR, but tailored to accommodate 

their medical limitations), Marines engage in both physical and cognitive activities outside the traditional therapy 

setting. Activities are individualized to 

the WII Marines’ needs, and encompass 

more than 18 areas, from aquatic training to yoga. Both in individual or team 

settings, the program greatly improves 

WII Marines’ overall physical and mental fitness.

sCharitable Giving Office: This office 

coordinates the reception and distribution of donations and invitations. It 

helps WII Marines, Marine veterans, 

and their families who may be struggling to meet their financial obligations 

or who would benefit from an entertainment or educational opportunity.

sChaplain Services: The mission of the 

WWR Chaplain is to provide spiritual 

and emotional care to WII Marines, 

their families, and staff. The WWR has 

chaplains located at the Regiment, its 

Battalions, and Landstuhl, Germany.

s Job Transition Cell: To enhance community reintegration for WII Marines 

who will not return to duty, the WWR’s 

Job Transition Cell (manned by Marines 

and representatives of the Departments 

of Labor and Veterans Affairs) proactively reaches out to identify employers 

and job training programs to help them 

obtain positions where they are most 

likely to succeed and enjoy promising 

careers.

sSergeant Merlin German Wounded 

Warrior Call Center: The Call Center, 

dedicated to a fallen Marine who was 

severely injured in a roadside blast in 

Iraq in February 2005, is a 24/7 operation that receives calls for assistance and 

also conducts outreach calls to Marines 

and Marine veterans to determine if 

their needs are being met, offer assistance, and follow-on monitoring to ensure issue resolution. The Call Center’s 

toll-free number is 1-877-487-6299.

s District Injured Support Cells (DISCs): 

DISCs are mobilized Reserve Marines 

who are located throughout the country to conduct face-to-face visits and 

telephone outreach to WII Marines and 

their families who are recovering within 

their assigned region. 

s Family Support Staff: The WWR’s 

Family Support Staff includes Family 

Readiness Officers and Family Support 

Coordinators who provide care to the 

families of WII Marines throughout 

multiple phases of recovery and in geographically dispersed locations.

s Integrated Disability Evaluation System (IDES) Support: The WWR has 

Regional Limited Duty Coordinators 

who help Marines processing through 

the IDES and Wounded Warrior Attorneys who advise and support WII Marines through this process. 

The WWR and its strategically placed 

assets have contacted or provided support 

to nearly 25,000 Marines through 2010.
PART 13: ENERGY
CHAPTER 3: PROGRAMS | 307

On 1 October 2009 the Marine Corps 

reorganized its headquarters staff and created the Expeditionary Energy Office as 

directed by the Commandant of the Marine Corps at the USMC Energy Summit, 

held in Washington, D.C. on 13 August 

2009. The Commandant charged the Expeditionary Energy Office with the mission to “analyze, develop, and direct the 

Marine Corps’ energy strategy in order to 

optimize expeditionary capabilities across 

all warfighting functions.” Scheduled for 

release in early 2011, the USMC Expeditionary Energy Strategy is the framework 

that communicates the Commandant’s 

vision, mission, goals and objectives for 

expeditionary and installation energy. 

The strategy also serves as the foundation 

for energy investments and management 

across the Marine Corps from “Bases to 

Battlefield.” Those energy investments 

can be sorted in three primary areas: expeditionary energy; facilities energy; and 

garrison mobile equipment.

Seventy percent of Marine Corps logistics movement on the battlefield in Afghanistan is for fuel and water; each day 

our forces consume more than 200,000 

gallons of fuel. Our demand for battlefield energy has increased exponentially 

in the last ten years and is rising. The 

total Marine Corps operational petroleum use in 2009 was approximately 5.2 

million barrels, or some 16 percent of the 

Department of the Navy total. Ninetyfour percent of what we use is for operational purposes.

This demand for battlefield energy 

increases risk and constrains our operations. It also costs lives: six Marines were 

wounded during a three-month period 

in 2010 while supporting 299 fuel/water 

convoys. That is one wounded per every 

50 fuel and water convoys.

The 35th Commandant’s Planning 

Guidance directed the Marine Corps to 

transform the way we use energy. The 

priority is to save lives by reducing the 

number of Marines at risk on the road 

hauling fuel and water. Our objective is 

to allow Marines to travel lighter — with 

less — and move faster through the reduction in size and amount of equipment 

and the dependence on bulk supplies. 

In late 2009, in response to CMC direction, we established the Experimental 

Forward Operating Base, or “ExFOB,” 

to identify and evaluate new capabilities 

to make combat units more energy selfsufficient in today’s fight and in the future. In less than a year’s time, we sourced 

commercial and Marine program techEXPEDITIONARY ENERGY
308 | USMC CONCEPTS & PROGRAMS 2011 

nologies, trained an Infantry Company 

with renewable energy technology, and 

deployed them to Afghanistan in the 

Winter 2010. 

In early 2011, we issued a comprehensive Expeditionary Energy Strategy 

and Implementation Planning Guidance, 

which set goals, performance metrics, and 

a plan for implementation out to 2025. 

The strategy serves as the foundation for 

energy investments and management 

across the Marine Corps, from “Bases to 

Battlefield.” 

Also in early 2011, we took a critical 

step to institutionalize the energy strategy by establishing formal requirements 

via the Expeditionary Energy, Water, and 

Waste Initial Capabilities Document to 

drive our investments in equipment, 

training, and manning. These requirements aim to reduce energy demand in 

our platforms and systems, increase the 

use of renewable energy, and build an 

ethos around energy efficiency in the 

Corps.

The Marine Corps is driving energy 

performance requirements into its ongoing procurement activities and is initiating programs to upgrade its current systems. It is prominently including energy 

concerns into its priorities for Science 

and Technology (S&T) and Research and 

Development (R&D), and actively pursuing emergent technologies to meet its 

needs. 

Initial investments in current programs and new areas put us on track to 

achieve our energy-efficiency goals for 

2025. These include:

s)MPLEMENTING MOBILE ELECTRIC POWER

sources to achieve 17 percent fuel efficiency improvement, beginning in 2010 

(Army funded development/Marine 

Corps funded procurement)

s&IELDING %NHANCED %FlCIENCY %NVIronmental Control Units (E3CU) to 

achieve 15-30 percent power efficiency 

improvement. This next-generation 

family of ECUs will begin entering 

service in 2014

s)MPLEMENTING DEPLOYABLE RENEWABLE

energy alternative modules and ground 

renewable expeditionary energy systems (SPACES and GREENS and OnBoard Vehicle Power)

s)MPLEMENTING IMPROVED ENVIRONMENtal control units in vehicles and trailers 

(e.g., MRAPs/LAVs)

s$EVELOPING HYBRIDIZATION AND OTHER

fuel economy improvement ECPs for 

MTVRs to reduce the total ownership 

cost. 

Additional efforts to drive energy efficient, combat capability development 

include: 

s5RGENT 3TATEMENT OF .EEDS 53/.S	

for Energy-Efficient Lighting for Expeditionary Shelter System 

s53/.S FOR %XPEDITIONARY 3HELTER 3YStem Energy-Efficient Insulating Liner 

s/FlCE OF 2ESEARCH AND $EVELOPMENT

change for Family of Tactical Soft Wall 

Shelters 

s%NERGY %FlCIENCY +EY 0ERFORMANCE

Parameter (KPP) to be included in 

Ground-Based Optical Surveillance 

System (Expeditionary) (G-BOSS(E)) 

Capability Development Document.
CHAPTER 3: PROGRAMS | 309

The Marine Corps will be the leader 

in expeditionary energy capabilities for 

the U.S. military. Current S&T investments, via ONR and MCWL, to drive 

future capabilities including:

s)MPROVED POWER DENSITY IN BATTERY

chargers, and power adaptors for highly 

mobile forces

s!DVANCEDINTEGRATEDSOLUTIONSFORELECtrical power generation and distribution

s,IGHTWEIGHT 0OWER 3YSTEMS FOR $ISmounted Marine Squad Applications

s)NCREASEENERGYHARVESTFROMTHESUNIN

a small light weight package that can be 

deploy from the sea and handle the rigors of an expeditionary environment

s)MPROVEDFUELEFlCIENCYOFVEHICLESAND

aircraft

s)MPROVED TRAINING AND EDUCATION THAT

includes energy and resource efficiency
310 | USMC CONCEPTS & PROGRAMS 2011 

The Marine Corps recognizes the 

operational imperative to address energy 

strategy at all levels of leadership and in 

all theaters of operation, from our “Bases 

to the Battlefields.” Critical to the success of this imperative is a shared “ethos” 

within our force that efficient use of vital 

resources increases our combat effectiveness. We must educate and inform everyone who lives, trains, and works on our 

installations — the energy users — about 

their daily impact on the energy footprint and then provide them with the 

tools to manage and improve their energy 

and water use. Awareness starts with an 

understanding of the value of energy, at 

home and to the mission, and then ends 

with accountability. 

The Marine Corps energy strategy 

as it applies to installations is based on 

the Commandant’s Facilities Energy and 

Water Management Program Campaign 

Plan (“Ten by Ten”). These goals, developed as a proactive response to increasing 

federal energy and water mandates, set 

the Marine Corps on the path toward efficient and judicious use of resources. The 

Commandant’s intent for this over-arching effort is to: (1) ensure a secure and 

reliable energy and water supply to support the operating forces and their families through the efficient management of 

energy and water facilities infrastructure; 

(2) achieve energy and water-efficiency 

goals mandated by the President and 

Congress to support national efforts to 

lower greenhouse gas emissions, reduce 

the Nation’s dependence on foreign oil, 

and promote conservation of water supplies; and (3) reduce life-cycle operating 

costs of Marine Corps facilities and manage future commodity price volatility.

The USMC Expeditionary Energy 

Strategy expands on the “Ten by Ten,” 

incorporates commercial vehicle energy 

usage, and provides the additional guidance and the specific actions required to 

implement the strategy. There are five 

key enabling concepts to strategy implementation: awareness and accountability; 

measuring and improving performance; 

energy efficiency as a component of planning; proactive employment of new technologies; and energy security and environmental stewardship.

GARRISON MOBILE 

EQUIPMENT (GME)

GME is a centrally managed program 

of off-the-shelf, commercially available 

equipment that focuses on supporting installations transportation requirements. 

INSTALLATIONS ENERGY
CHAPTER 3: PROGRAMS | 311

These assets are used to perform ground 

transportation, fire fighting (buildings/

grounds and aircraft), rescue functions, 

construction, material handling and 

maintenance functions at Marine Corps 

installations. The fleet includes more than 

14,000 sedans, station wagons, buses, general-purpose heavy and light trucks, fire 

and refuse collection trucks and tractors, 

engineer and construction equipment, 

forklifts, warehouse cranes, and platform 

trucks. The GME fleet exists to support 

the day-to-day operations of the installation and directly supports the operating 

forces in order to minimize use of tactical 

vehicles in garrison.

The Marine Corps has an aggressive 

program to pursue petroleum fuel reduction and conservation in the GME fleet. 

The Marine Corps has repeatedly exceeded the Energy Policy Act of 1992 Alternative Fuel Vehicle acquisition requirements 

and has been a leader in the Department 

of Defense and other Federal agencies in 

the adoption of efficient vehicle technologies and the use of alternative fuels, including electricity, E85, compressed natural gas, hybrids, biodiesel, and hydrogen. 

Recognizing the difficulties of using some 

alternative fuel vehicles without adequate 

refueling infrastructure, the Marine 

Corps is investing in alternative refueling 

stations where needed to complement the 

increase in alternative fueled vehicles.

Of special note, the Marine Corps 

is testing hydrogen-powered fuel cell vehicle operations and has established a hydrogen generation and refueling station 

at Camp Pendleton, California. A second 

facility is planned for use in Hawaii. 
CHAPTER 4
CHAPTER 4: MARINE CORPS ALMANAC | 313

MARINE CORPS ALMANAC

INTRODUCTION

This chapter provides a brief snapshot of the Marine Corps at the end of Fiscal Year 

2010. It includes a brief description of Marine Corps demographics, fiscal posture, and 

the age of primary equipment. As such it gives some insight into the resources that we 

fuse together to create the world’s premier fighting force. 
314 | USMC CONCEPTS & PROGRAMS 2011 

 NROTC 243

 Platoon Leader Course 451

 Officer Candidate Course 492

 Military Academy 269

 Enlisted Commissioning Programs 183

 Warrant Officer Program 242

 Other 29

 Total 1909

 Type Number

ACTIVE DUTY OFFICER ACCESSIONS IN FISCAL YEAR 2010

ACTIVE DUTY OFFICER AGE DISTRIBUTION

 <22 20 0.1%

 22 310 1.5%

 23 841 3.8%

 24 1,119 5.3%

 25 1,299 6.1%

 26 1,183 5.6%

 27 1,144 5.4%

 28 1,094 5.1%

 29 1,055 5.0%

 30 1,029 4.8%

 31-35 4,254 20.0%

 36-40 4,390 20.6%

 41+ 3,569 16.7%

 Total 21,307 100%

 Age Number Percent
CHAPTER 4: MARINE CORPS ALMANAC | 315

ACTIVE DUTY OFFICER GRADE DISTRIBUTION

 Warrant Officers 2,006 9.4%

 Second Lieutenant 3,063 14.4%

 First Lieutenant 3,619 17.0%

 Captain 6,167 28.9%

 Major 3,800 17.9%

 Lieutenant Colonel 1,875 8.8%

 Colonel 686 3.2%

 General Officers 91 0.4%

 Total 21,307 100%

 Rank Number Percent
316 | USMC CONCEPTS & PROGRAMS 2011 

ACTIVE DUTY OFFICER OCCUPATIONAL FIELD DISTRIBUTION

Primary Female Male Total

 MOS Code Description Officer Officer Officer

 01 Personnel & Administration 185 532 717

 02 Intelligence 76 1,304 1,380

 03 Infantry 0 2,486 2,486

 04 Logistics 186 1,507 1,693

 06 Communications 81 1,164 1,245

 08 Field Artillery 0 1016 1016

 09 Training 0 4 4

 11 Utilities 3 42 45

 13 Engineer 48 606 654

 18 Tank & AAV 0 354 354

 21 Ground Ordnance Maintenance 3 137 140

 23 Ammunition & EOD 2 127 129

 26 Signals Intelligence 2 37 39

 28 Ground Electronics Maintenance 4 103 107

 30 Supply Administration & Operations 84 648 732

 31 Distribution Management 5 24 29

 33 Food Service 5 36 41

 34 Financial Management 35 308 343

 35 Motor Transport 1 99 100

 41 Marine Corps Community Services 2 7 9

 43 Public Affairs 35 111 146

 44 Legal Services 72 476 548

 46 Combat Camera 3 17 20

 48 Recruiting & Retention 0 15 15

 55 Music 2 21 23

 57 CBRN Defense 0 122 122

 58 Military Police & Corrections 17 251 268

 59 Electronics Maintenance 2 75 77

 60 Aircraft Maintenance 23 406 429

 63 Organizational Avionics Maint. 2 133 135

 65 Aviation Ordnance 3 86 89

 66 Aviation Logistics 23 256 279

 68 Meteorology & Oceanography 1 33 34

 70 Airfield Services 1 36 37

 72 Air Control, Support & Anti-Air 59 601 660

 73 Navigation Officer 0 13 13

 75 Pilot/NFO 183 5,454 5,637

 80 Miscellaneous Requirements 118 1,394 1,512 

 Total 1,266 20,041 21,307
CHAPTER 4: MARINE CORPS ALMANAC | 317

ACTIVE DUTY OFFICER GENDER DISTRIBUTION

 Number Percent 

 1,266 5.9%

 20,041 94.1%

 Total 21,307 100%

Female

Male

ACTIVE DUTY OFFICER GRADE BY GENDER

 Rank # Male % Male # Female % Female Total

 WO1 223 1.1% 14 1.1% 237

 CWO2 808 4.0% 35 2.8% 843

 CWO3 503 2.5% 39 3.1% 542

 CWO4 271 1.4% 14 1.1% 285

 CWO5 92 0.5% 7 0.6% 99

 2ndLt 2,816 14.1% 247 19.5% 3,063

 1stLt 3,330 16.5% 289 22.7% 3,619

 Capt 5,765 28.8% 402 31.8% 6,167

 Maj 3,640 18.2% 160 12.6% 3,800

 LtCol 1,839 9.2% 36 2.8% 1,875

 Col 665 3.3% 21 1.7% 686

 General 89 0.4% 2 0.2% 91

 Total 20,041 100% 1,266 100% 21,307 

Civilian Military Guard/Reserve Children/Other

 Spouses Spouses Spouses Dependents

 13,607 850 59 22,804

ACTIVE DUTY OFFICER MARINE FAMILIES
318 

| USMC CONCEPTS & PROGRAMS 2011 ACTIVE DUTY OFFICER RACIAL AND GENDER DISTRIBUTION Black Black Hispanic Hispanic White White Other Other Rank Female Male Female Male Female Male Female Male Total WO/CWO 21 239 22 199 64 1,345 2 114 2,006

 2ndLt 9 102 14 141 167 2,174 57 399 3,063 1stLt 16 120 21 163 227 2,809 25 238 3,619 Capt 27 283 38 345 302 4,790 35 347 6,167 Maj 23 300 12 212 112 2,917 13 211 3,800 LtCol 2 90 2 53 27 1,632 5 64 1,875 Col 2 20 0 8 18 620 1 17 686 Gen 0 5 1 2 1 81 0 1 91 Total 100 1,159 110 1,123 918 16,368 138 1,391 21,307
CHAPTER 4: MARINE CORPS ALMANAC | 319

Non-prior Service Accessions

Prior Service Accessions

Non-prior Service Accessions

Prior Service Accessions

Total Reserve Accessions

ACTIVE AND RESERVE ENLISTED ACCESSIONS

ACTIVE DUTY ENLISTED AGE DISTRIBUTION

 17 289 0.2%

 18 7,321 4.0%

 19 15,023 8.3%

 20 21,857 12.1%

 21 23,388 13.0%

 22 19,423 10.6%

 23 15,320 8.5%

 24 13,229 7.3%

 25 11,285 6.2%

 26-30 29,653 16.4%

 31-35 13,224 7.3%

 36-40 7,829 4.3%

 41+ 3,293 1.8%

 Total 181,134 100%

 Age Number Percent

 28,019

 21

 Total Active Accessions 28,040

 5,868

 4,209

 10,077

 Total USMC 38,117
320 | USMC CONCEPTS & PROGRAMS 2011 

 Rank Number Percent

 Private 11,676 6.4%

 Private First Class 18,645 10.3%

 Lance Corporal 53,551 29.6%

 Corporal 36,775 20.3%

 Sergeant 29,425 16.2%

 Staff Sergeant 16,409 9.1%

 Gunnery Sergeant 9,057 5.0%

 1stSgt/MSgt 4,006 2.2%

 SgtMaj/MGySgt 1,590 0.9%

 Total 181,134 100%

ACTIVE DUTY ENLISTED GRADE DISTRIBUTION
CHAPTER 4: MARINE CORPS ALMANAC | 321

Primary Female Male Total

 MOS Code Description Enlisted Enlisted Enlisted

 01 Personnel & Administration 1,844 6,153 7,997

 02 Intelligence 372 2,955 3,327

 03 Infantry 0 34,480 34,480

 04 Logistics 478 3,702 4,180

 05 MAGTF Plans 40 372 412

 06 Communications 1,277 13,958 15,235

 08 Field Artillery 0 4,801 4,801

 11 Utilities 249 2,806 3,055

 13 Engineer 261 8,440 8,701

 18 Tank & AAV 0 3,059 3,059

 21 Ground Ordnance Maintenance 71 4,560 4,631

 23 Ammunition & EOD 209 2,036 2,245

 26 Signals Intelligence 368 2,697 3,065

 28 Ground Electronics Maintenance 139 4,901 5,040

 30 Supply Administration & Operations 1,471 5,933 7,404

 31 Distribution Management 121 512 633

 33 Food Service 358 2,123 2,481

 34 Financial Management 244 1,151 1,395

 35 Motor Transport 625 14,440 15,065

 41 Marine Corps Community Services 14 137 151

 43 Public Affairs 121 359 480

 44 Legal Services 128 429 557

 46 Combat Camera 112 455 567

 48 Recruiting & Retention 74 377 451

 55 Music 169 837 1,006

 57 CBRN Defense 60 899 959

 58 Military Police & Corrections 365 4,775 5,140

 59 Electronics Maintenance 100 1,651 1,751

 60 Aircraft Maintenance 462 4,816 5,278

 61 Aircraft Maintenance (Rotary Wing) 226 6,670 6,896

 62 Aircraft Maintenance (Fixed Wing) 152 3,987 4,139

 63 Organizational Avionics Maint. 320 3,923 4,243

 64 Intermediate Avionics Maintenance 218 2,735 2,953

 65 Aviation Ordnance 160 2,597 2,757

 66 Aviation Logistics 418 1,923 2,341

 68 Meteorology & Oceanography 30 321 351

 70 Airfield Services 222 2,199 2,421

 72 Air Control, Support & Anti-Air 91 1,874 1,965

 73 Navigation Officer 16 371 389

 80 Miscellaneous Requirements 523 6,466 6,989

 84 Career Recruiting 12 519 531

 89 SgtMaj/1stSgt 81 1,513 1,613

 Total 12,203 168,931 181,134

ACTIVE DUTY ENLISTED OCCUPATIONAL FIELD DISTRIBUTION
322 | USMC CONCEPTS & PROGRAMS 2011 

 Number Percent 

 12,203 6.7%

 168,931 93.3%

 Total 181,134 100%

Female

Male

 Rank # Male % Male # Female % Female Total

Civilian Military Guard/Reserve Children/

 Spouses Spouses Spouses Other Dependents

 76,261 7,331 400 86,575

 Pvt 11,300 6.6% 885 7.5% 11,676

 PFC 21,726 12.7% 1,554 13.2% 18,645

 LCpl 46,815 27.5% 2,975 25.3% 53,551

 Cpl 34,621 20.3% 2,715 23.1% 36,775

 Sgt 27,559 16.2% 1,946 16.6% 29,425

 SSgt 14,858 8.7% 919 7.8% 16,409

 GySgt 8,374 4.9% 495 4.2% 9,057

 1stSgt/MSgt 3,624 2.1% 190 1.6% 4,006

 SgtMaj/MGySgt 1,530 0.9% 61 0.5% 1,590

 Total 170,407 11,740 181,134

ACTIVE DUTY ENLISTED GENDER DISTRIBUTION

ACTIVE DUTY ENLISTED GRADE BY GENDER

ACTIVE DUTY ENLISTED MARINE FAMILIES
CHAPTER 4: MARINE CORPS ALMANAC 

| 323

ACTIVE DUTY ENLISTED RACIAL AND GENDER DISTRIBUTION

Black Black Hispanic Hispanic White White Other Other

 Rank Female Male Female Male Female Male Female Male Total Pvt 118 1,030 85 1027 579 8,367 39 431 11,676 PFC 247 1,538 144 1,237 1,091 13,552 101 735 18,645 LCpl 518 4,188 448 4,951 2,211 38,295 281 2,659 53,551 Cpl 369 3,090 403 4,001 1,524 24,745 287 2,356 36,775 Sgt 337 3,056 394 3,924 1,045 18,054 228 2,387 29,425 SSgt 216 2,433 200 2,508 447 9,339 118 1,148 16,409 GySgt 132 1,477 101 1,341 217 5,123 49 617 9,057 1stSgt/MSgt 86 805 30 448 86 2,281 12 258 4,006 SgtMaj/MGySgt 23 420 9 134 26 900 2 76 1,590 Total 2,046 18,037 1,814 19,571 7,226 120,656 1,117 10,667 181,134
324 | USMC CONCEPTS & PROGRAMS 2011 

 Age Number Percent

 Rank Number Percent

 <22 0 0.0%

 22 4 0.4%

 23 24 0.8%

 24 37 0.9%

 25 27 1.2%

 26 28 1.0%

 27 41 1.6%

 28 61 2.0%

 29 69 2.2%

 30 78 2.5%

 31-35 576 17.4%

 36-40 1,009 26.5%

 41-45 811 25.4%

 46-50 585 15.0%

 51-55 140 2.8%

 56-60 16 0.3%

 61+ 2 0.0%

 Total 3,799 100%

 Warrant Officers 324 8.5%

 Second Lieutenant 207 5.5%

 First Lieutenant 135 3.6%

 Captain 666 17.5%

 Major 1,073 28.2%

 Lieutenant Colonel 1,076 28.3%

 Colonel 308 8.1%

 General Officers 10 0.3%

 Total 3,799 100%

RESERVE OFFICER AGE DISTRIBUTION

RESERVE OFFICER GRADE DISTRIBUTION
CHAPTER 4: MARINE CORPS ALMANAC | 325

Primary Female Male Total

 MOS Code Description Officer Officer Officer

SELECTED MARINE CORPS RESERVE OFFICER OCCUPATIONAL FIELD DISTRIBUTION

 01 Personnel & Administration 48 97 145 

 02 Intelligence 22 312 334 

 03 Infantry 0 495 495 

 04 Logistics 52 293 345 

 05 MAGTF Plans 0 1 1 

 06 Communications 20 191 211 

 08 Field Artillery 0 199 199 

 11 Utilities 0 11 11 

 13 Engineer 8 145 153 

 18 Tank and AAV 0 107 107 

 21 Ground Ordnance Maintenance 0 13 13 

 23 Ammunition & EOD 1 7 8 

 26 Signals Intelligence 0 2 2 

 28 Ground Electronics Maintenance 0 10 10 

 30 Supply Administration & Operations 16 141 157 

 31 Distribution Management 0 2 2 

 34 Financial Management 5 30 35 

 35 Motor Transport 0 21 21 

 43 Public Affairs 9 22 31 

 44 Legal Services 18 201 219 

 57 CBRN Defense 1 35 36 

 58 Military Police & Corrections 4 41 45 

 59 Electronics Maintenance 0 2 2 

 60 Aircraft Maintenance 2 44 46 

 63 Organizational Avionics Maint. 0 5 5 

 65 Aviation Ordnance 0 9 9 

 66 Aviation Logistics 6 27 33 

 68 Meteorology & Oceanography 0 1 1 

 70 Airfield Services 0 7 7 

 72 Air Control, Support & Anti-Air 12 84 96 

 73 Navigation Officer 0 4 4 

 75 Pilot/NFO 16 612 628 

 80 Miscellaneous Requirements 18 370 388 

 Total 258 3,541 3,799 
326 | USMC CONCEPTS & PROGRAMS 2011 

 Age Number Percent

 Rank Number Percent

 17-18 948 2.7%

 19 2,740 7.7%

 20 3,516 9.9%

 21 3,712 10.5%

 22 3,835 10.8%

 23 3,903 11.0%

 24 3,508 9.9%

 25 2,643 7.5%

 26-30 6,375 18.0%

 31-35 2,149 6.1%

 36-40 1,157 3.4%

 41-45 635 1.8%

 46-50 227 0.6%

 51-55 47 0.1%

 56-60 10 0.0%

 61+ 0 0.0%

 Total 35,423 100%

 Private 1,753 5.0%

 Private First Class 3,845 10.8%

 Lance Corporal 14,477 40.9%

 Corporal 6,684 18.8%

 Sergeant 4,575 12.9%

 Staff Sergeant 2,161 6.1%

 Gunnery Sergeant 1,265 3.6%

 1stSgt/MSgt 447 1.3%

 SgtMaj/MGySgt 216 0.6%

 Total 35,423 100%

RESERVE ENLISTED AGE DISTRIBUTION

RESERVE ENLISTED GRADE DISTRIBUTION
CHAPTER 4: MARINE CORPS ALMANAC | 327

RESERVE ENLISTED OCCUPATIONAL FIELD DISTRIBUTION

Primary Female Male Total

 MOS Code Description Enlisted Enlisted Enlisted

 01 Personnel & Administration 349 1,309 1,658

 02 Intelligence 35 535 570

 03 Infantry 0 8,286 8,286

 04 Logistics 101 1,191 1,292

 05 MAGTF Plans 1 38 39

 06 Communications 146 3,075 3,221

 08 Field Artillery 0 1,110 1,110

 11 Utilities 60 678 738

 13 Engineer 92 3,058 3,150

 18 Tank & AAV 0 702 702

 21 Ground Ordnance Maintenance 13 882 895

 23 Ammunition & EOD 31 457 488

 26 Signals Intelligence 8 36 44

 28 Ground Electronics Maintenance 8 611 619

 30 Supply Administration & Operations 231 1,321 1,552

 31 Distribution Management 31 111 142

 33 Food Service 50 477 527

 34 Financial Management 6 31 37

 35 Motor Transport 143 3,911 4,054

 43 Public Affairs 4 18 22

 44 Legal Services 4 12 16

 46 Combat Camera 6 4 10

 48 Recruiting & Retention 9 63 72

 55 Music 0 2 2

 57 CBRN Defense 6 204 210

 58 Military Police & Corrections 29 831 860

 59 Electronics Maintenance 4 103 107

 60 Aircraft Maintenance 39 339 378

 61 Aircraft Maintenance (Rotary Wing) 8 344 352

 62 Aircraft Maintenance (Fixed Wing) 5 214 219

 63 Organizational Avionics Maint. 11 187 198

 64 Intermediate Avionics Maintenance 8 141 149

 65 Aviation Ordnance 10 183 193

 66 Aviation Logistics 36 176 212

 68 Meteorology & Oceanography 4 45 49

 70 Airfield Services 36 330 366

 72 Air Control, Support & Anti-Air 17 166 183

 73 Navigation Officer 1 33 34

 80 Miscellaneous Requirements 65 2,365 2,430

 84 Career Recruiting 1 37 38

 89 SgtMaj/1stSgt 5 194 199 

 Total 1,613 33,810 35,423
328 | USMC CONCEPTS & PROGRAMS 2011 

0

5

10

15

20

25

30

35

40

45

50

$B

FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 

OCO BISOG

Baseline BISOG

OCO Green

Baseline Green

12.4

3.5

12.6

4.1

13.9

4.7

0.5

0.3

19.3

0.7

6.1

3.0

0.2

6.3

2.1

18.7 17.2

8.1

6.0

0.4

0.8

7.2

9.6

17.2 17.6

7.4

13.4

1.4

22.0

12.5

8.1

5.6

24.6

9.5

9.3

1.7

26.3

9.4

6.9

2.6

26.6

2.5

8.0

6.9

2.4

7.2

5.8

25.9

41.3

48.2

45.1

39.8

34.8

27.3

31.7

29.1

19.4

16.7 15.9

45.2 44.0

MARINE CORPS FISCAL RESOURCE OVERVIEW

MARINE CORPS FISCAL LANDSCAPE

FY10 FY11 FY12 FY13 FY14 FY15 FY16

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

$ in Billions

Manpower

Operations & 

Maintenance

Investment MCON/FH
CHAPTER 4: MARINE CORPS ALMANAC | 329

MPMC

RPMC

DHAMC

DHAMCR

OMMC

OMMCR

PMC

PANMC

RDTEN

MCN

MCNR

$1,030

$507

$9

$2,653

$1,350

$307

$135

$1,125

$678

$14,250

$9,531

MARINE CORPS FISCAL YEAR 2012 TOTAL BASELINE TOA ($ IN MILLION)

MARINE CORPS FISCAL YEAR 2012 APPROPRIATIONS

MilPers

$16.2B - 60% Ops & Maint

$9.8B - 24%

Investment

$4.2B - 11%

MCON/FH

$1.4B - 5%
330 | USMC CONCEPTS & PROGRAMS 2011 

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12

Total

Baseline

Supplemental

3.4

1.6 1.4 1.6

1.4 1.6

5.0

4.2

7.2

2.7

3.1 2.2

1.8 3.7

0.9

3.6

1.3 1.6 1.3

7.9 8.1

6.3

4.1

3.8

3.1

1.3

1.4

2.7

MARINE CORPS PROCUREMENT SUMMARY ($ IN MILLION)

MARINE CORPS SELECTED GROUND EQUIPMENT AGE

A A V LVS L AV

Replacement M777A2 ACV WRECKER FAMILY HMMWV -A2 ECV LVSR LAV -A2

IOC

FOC

TBD

TBD

2005

2011

2004

2010

2001

2010

1999

2006

2006

2017

2009

2012

2005

2009

1991

1993

2008

2011

M TVR M1A1

HMMWV

 HIMARS

45

40

35

30

25

20

15

10

5

0

Program Service Life

Service Life Extension Program

Average Equipment Age

Age of Oldest In Inventory

42

35

14

20

2

22 22 23

20 20

42

34

13

26

15 15

5

8

3 4

38

5

27

19

30

9

4

12

7

22

8

10
CHAPTER 4: MARINE CORPS ALMANAC | 331

MARINE CORPS SELECTED AVIATION EQUIPMENT AGE

AV-8B

Replacement F-35

2012

2025

IOC

FOC

EA-6B

F-35

2012

2025

FA-18A

F-35

2012

2025

FA-18C

F-35

2012

2025

FA-18D

F-35

2012

2025

AH-1W

AH-1Z

2011

2020

2014

2021

CH-46E

MV-22

2007

2018

CH-53D

CH-53K

2018

2020

CH-53E

CH-53K

2020

2026

UH-1N

UH-1Y

2008

2015

UH-1Y

N/A

MV-22B

N/A

KC-130J

N/A

KC-130T

KC-130J

45

40

35

30

25

20

15

10

5

0

Program Service Life

Average Equipment Age

Age of Oldest In Inventory

30 30

38 38

14

33

27 25 25

40 40 40

32

42

21 20

5

24

25

17 16

38

27

33

44

41

39

30

10

4

7

23 23

25

21 22

40

36

25 25

3

2
332 | USMC CONCEPTS & PROGRAMS 2011 

INDEX

A

Acoustic hailing devices, 154

Acquisition, 58-59

 categories, 58, 88, 91, 99, 100, 102, 123, 

 130, 151

 Decision Memorandum 93, 285

 Life Cycle, 75, 87, 93, 128

 milestones, 59

 phases, 59, 117

 non-development item (NDI), 59, 121, 206

Advanced Field Artillery Tactical Data System 

(AFATDS), vi, 85, 102, 145, 150-153

Advanced Gunnery Training System (AGTS), 249

Advanced Tactical Airborne Reconnaissance System 

(ATARS), 119

After action review (AAR), 248, 251, 258, 260-264

Air defense (AD), 

 Ground-based Air Defense Transformation 

 (GBAD-T), ix, 186, 283

Air Naval Gun Fire Liaison Company (ANGLICO), 27, 

30, 34

Air tasking order (ATO), 92

Aircraft, 9, 331

 crash fire rescue, P-19, vii, 191

 fixed wing, 178, 243

 modernization, 161, 162

 rotary wing, 125, 161, 165, 178, 230, 243, 283

 unmanned, 113, 119, 161, 165, 182, 186, 190 

Almanac, Marine Corps, iii, ix, 312-331 

Ammunition, viii, 74, 142, 149, 166, 191, 200, 201, 

215, 216, 230

Amphibious, ii, 1, 18

 Ready Group (ARG), 17, 224, 225, 233

 warships, 6, 17, 25, 226, 228

Amphibious Combat Vehicle, vi, 126, 127, 128, 

132, 330

Approved acquisition objective (AAO), 63, 64, 87, 94, 

96, 99, 103, 104, 116, 126, 130, 137, 139, 142, 153, 

157, 187, 189, 190, 191, 217, 282, 284, 286

Area of responsibility (AOR), 50, 227 

Assault Amphibious Vehicle (AAV), v, vi, 126, 127, 

128, 132, 249, 330

 turret trainer, 249

 upgrades, 126, 128

Assault echelon (AE), 127, 132, 225

Assistant Commandant of the 

Marine Corps (ACMC), 21

Atmospherics, 250, 257 

Aviation, vii

Combat Element (ACE), vii, 15, 91, 118, 12, 163, 

166-168, 185, 188, 211, 225 

Ground Support (AGS), vii, 161, 166, 167, 169

 Marine Aviation Logistics (MALS), vii, 185, 196

 strategy, vii, 161

 Training System (ATS), vii, 169, 170 

B

Battle Staff Training Program (BSTP), 48, 49

Biometric Automated Toolset (BAT), 285

Blue Force Tracker (BFT), v, 100, 195

Blunt impact munitions, 154

C

Camp Fuji, Combined Arms Training Center, 30

Camp Mujuk, 30

Capability Development Document (CDD), 23, 59, 66, 

138, 157, 191, 209, 228, 308

Casualty evacuation (CASEVAC), 129, 209, 210

Center for Advanced Operational Culture and 

Learning (CAOCL), 46-47

Center for Irregular Warfare (CIW), 23

Civil Affairs Group (CAG), 34

Civil Military Operations (CMO), 44, 45, 52

Civilian, Marines, ix

 American Federation of Government Employees 

 (AFGE), 302

 civilian workforce development application 

 (CWDA), 301 

 communities of interest (COI), 301, 302

 labor relations, 302

 senior executive service (SES), 302 

Chemical Biological Incident Response Force (CBIRF), 

26, 27, 41-42

Chemical Biological Radiological and Nuclear (CBRN), 

ix, 15, 40, 281, 282, 289

 Assessment and Consequence Management 

 (ACM), 282

Combat Logistics Regiment (CLR), 16

Combat operations center (COC), AN/TSQ-239(V), v, 

91, 95

Combat Vehicle Training System (CVTS), 249

Combatant Commanders (COCOM), 7, 8, 19, 24, 

41, 42

 unified, 24

 geographic, 2, 17, 24, 41, 123, 207

Combined Arms Command and Control Training 

Upgrade System (CACCTUS), 248

Combined Arms Military Operations in Urban Terrain 

(CAMOUT), 254, 255 

Combined Arms Staff Training (CAST), 248
INDEX | 333

Command and control (C2), 8, 49, 71, 81, 82, 86, 89, 

91, 92, 94, 95, 97, 99, 100, 102, 108, 129, 135, 150, 

153, 193, 201, 204, 258, 283

Command and Control Personal Computer (C2PC), 

99, 102

Command Element (CE), 15, 92, 117, 118, 123, 211

Command, control, communication, computer, and 

intelligence (C4I), 42, 94, 167, 217, 248

Commandant of the Marine Corps (CMC), ii-iii, 3, 4, 

21, 154, 278, 295, 307

 Priorities, 7

Commercial off the shelf (COTS), 69, 88, 89, 95, 112, 

119, 121, 178, 183, 189, 191, 285

Common Aviation Command and Control System 

(CAC2S), v, 58, 85, 91, 161, 186, 188

Common operational picture (COP), 93, 95, 99, 114, 

152, 167, 194

Communication Electronics Equipment Maintenance 

Complex (CEEMC), 217

Communication Emitter Sensing and Attack System 

(CESAS), v, 112

Composite Tracking Network (CTN), v, 94, 161, 186, 

188, 284

Computer network defense (CND), 40

Continental United States (CONUS), 20, 89, 168, 276

Continuous Process Improvement (CPI), ix, 185, 196, 

279

Core Capabilities, Marine Corps, 4, 82, 107, 126, 

222, 237, 261

Cooperative Engagement Capability (CEC), 94, 284

Cooperative Strategy for 21st Century Seapower, 4, 

221, 231

Counter Radio-controlled Improvised Explosive Device 

(RCIED) Electronic Warfare (CREW), ix, 251

 Vehicle receiver/jammer (CVRJ), 286

 Joint CREW (JCREW), 286

Counterinsurgency, 6, 38

Counterintelligence (CI), 108, 110, 114, 123, 130

 Equipment Program (CIHEP), v, 114

Counterterrorism (CT), 38

Cyber, 2, 8, 39-40, 82, 83, 84 

D

Data Distribution System (DDS), 85, 101

Defense Policy Review Initiative (DPRI), 9

Defense Readiness Reporting System (DRSS), v, 90

Defense Reutilization and Marketing Office (DRMO), 51

Department of Defense (DOD), 3, 4, 58, 87, 112, 127, 

152, 154, 180, 200, 201, 217, 241, 285, 297, 311

Department of State (DOS), 54

Deployment, 

 ratio to dwell, 10, 11, 299

Deputy Commandant (DC), 21

 Aviation (AVN), 21

 Combat Development and Integration (CD&I), 

 21, 23, 121, 158, 191, 289

 Installations and Logistics (I&L), 21, 49, 289

 Manpower and Reserve Affairs (M&RA), 21, 22

 Plans, Policy and Operations (PP&O), 21, 49, 

 289

 Programs and Resources (P&R), 21

Direct Action (DA), 38

Director, 21

 Command, Control, Communications, and 

 Computers (C4), 21, 84

 Expeditionary Energy, 21

 Health Services, 21

 Intelligence, 21

 Marine Corps Staff (DMCS), 21

 Public Affairs, 21

 Safety, 21 

Doctrine, organization, training, material, logistics, 

personnel, facilities (DOTMLPF), 46, 47 

 DOTMLPF Change Request (DCR), 42

Distributed Common Ground System (DCGS), v, 108, 

111, 113

Dual Vehicle Adapter (DVA), 67, 68

E

Egress Trainers, Underwater (UET), 265

Electronic countermeasure (ECM), 103, 286

Electronic Maintenance Support System (EMSS), vii, 

201, 202

Electronic warfare (EW), 52, 112, 118, 121, 164, 166, 

171, 173, 180, 182, 286

Eleventh Marine Expeditionary Unit (11th MEU), 30, 31

Embedded Platform Logistics System (EPLS), vii, 201, 

202, 203

Energy, ix, 8, 9, 211, 278, 307-311

Enhanced company operations (ECO), 71, 246 

Environmental control equipment, viii, 211

Environmental management, ix 

Escalation of force (EOF), 154, 155, 158

 mission module (EOF-MM), vi, 154, 158

Evening Parade, 55

 dates and times, 55 

 parking, 55

 reservations, 55 

Exceptional Family Member Program (EFMP), 291
334 | USMC CONCEPTS & PROGRAMS 2011 

Expeditionary Airfield (EAF), 167

Expeditionary Energy Office, 9, 307

Expeditionary Field Kitchen (EFK), 208

Expeditionary Fire Support System (EFSS), vi, 145, 

149, 215 

Expeditionary Logistics, vii, 88, 185, 198, 205

 strategy, 193

Explosive Ordnance Disposal (EOD), 42, 129, 233, 

234, 281, 299

F

Families, ix, 10, 11

Fifteenth Marine Expeditionary Unit (15th MEU), 30, 31

Fire support, vi

 naval surface fire support (NSFS), 152, 231, 

 232, 266

 triad, 145, 149, 232, 233

First Marine Aircraft Wing (1st MAW), 30, 33

First Marine Division (1st MARDIV), 30, 31

First Marine Expeditionary Brigade (1st MEB), 30, 31

First Marine Expeditionary Force (I MEF), 16, 24, 30, 

31

First Marine Logistics Group (1st MLG), 30, 31

Fixed wing, 331

 AV-8 Harrier, 163 

 C-9 Skytrain, 183

 C-20 Gulfstream, 183, 184 

 E/A-6 Prowler, 164-165

 F/A-18 Hornet, 152, 164, 171, 173

 F-35B Lightning, Joint Strike Fighter (JSF), vii, 

 164, 171-173, 255

 KC-130 Hercules, vii, 178, 186

 UC-35 Citation, 183

Flame Resistant Organizational Gear (FROG), 69, 72, 

73

Fleet Anti-terrorism Security Team (FAST), 42, 43

Fleet Marine Forces (FMF), 30

Food service, viii, 208

Force protection (FP), ix, 127, 154, 281, 285, 289

 capability sets, 158

Force Structure Review Group (FSRG), 8, 25

Foreign Area Officer (FAO), 10

Foreign Internal Defense (FID), 38

Fortitudine, 270

Forward-in-store (FIS), 51

Fourth Marine Air Wing (4th MAW), 34, 35-36

Fourth Marine Division (4th MARDIV), 34, 35 

Fourth Marine Logistics Group (4th MLG), 34, 36

Full operational capability (FOC), 59, 66, 68, 78, 86, 

93, 102, 114, 121, 148, 151, 152, 188, 191, 196, 

197, 217, 286, 288

Full Spectrum Battle Equipment (FSBE), 72

G

Garrison mobile equipment (GME), 307, 310-311

Global Combat Support System (GCSS), v, 59, 85, 

88, 89, 193-197, 200, 202, 204

Global Command and Control System (GCCS), v, 85, 

87, 90, 207

Global Information Grid (GIG), 40, 97

Global Positioning System (GPS), 75, 146, 152, 195, 

206

 Integrated GPS Radio System (IGRS), 263

Global Status of Resources and Training System 

(GSORTS), 87, 90

Green Beam Laser Systems, 155

 Designator III (GBD), 155

Ground Aviation Task Oriented Radar (G/ATOR), vii, 

58, 94, 161, 186, 187, 188

Ground-Based Operational Surveillance System (GBOSS), ix, 281,288, 308

Ground Combat Element (GCE), 15, 47, 48, 69, 118, 

126, 132, 134, 165, 186, 211, 239, 287

Ground Position Location Information (G-PLI), 251, 259

Guam, 9, 16, 20, 276

H

Hailing and warning laser systems, 155

 Green Beam, 155

Headquarters, U.S. Marine Corps (HQMC), iv, 21, 70, 

90, 199, 205, 210, 299

 organization, 21

High frequency (HF), 104, 112, 188, 189, 195

High Mobility Multi-Wheeled Vehicle (HMMWV), vi, 

115, 121, 126, 137, 150, 156, 157, 168, 186, 188, 

189, 197, 265, 288, 330

 Expanded capacity vehicle (ECV), 137, 330

High Mobility Artillery Rocket System (HIMARS), vi, 

31, 35, 140, 145, 148, 149, 330

History Division, viii, 270

Home Station Training Lanes (HSTL), 256, 264

Housing, ix

 bachelor enlisted housing (BEQ), 278,

 family housing, 278

Howitzer, lightweight, 155mm, (LW155), M777A2, vi, 

145, 146, 147, 149, 330

Human Electro-muscular Incapacitation (HEMI), 154
INDEX | 335

Human Intelligence (HUMINT), 108, 110, 114, 123

 exploitation team (HET), 114

I

Identity Dominance System (IDS), ix, 285

Illumination systems, 76, 79, 178

 advanced target pointer illumination aiming light 

 (ATPIAL), AN/PEQ-15, 79

 mini integrated pointer illuminator module 

 (MIPIM), AN/PEG-16A, 79

Improvised explosive device (IED), 73, 113, 127, 129, 

140, 143, 155, 231, 234, 243, 251, 256, 262, 281, 

287, 288

 defeat, 143, 231 

detector dog (IDD), ix , 287

Joint IED Defeat Organization (JIEDDO), 257, 264

Incident Response Force (IRF), 42

Infantry, 15, 16, 43, 62, 64, 67, 69, 70-71, 127, 128, 

145, 157, 287, 300, 308

Infantry Automatic Rifle (IAR), iv, 62

Infantry Combat Equipment (ICE), v, 72-74

Infantry Immersive Trainer (IIT), 191, 246, 257, 260, 264

Information Operations (IO), 38, 52, 53, 112, 239

Information Technology (IT), 40, 82, 84-85, 86, 89, 

185, 193, 267

Initial Capabilities Document (ICD), 81, 126, 138, 

231, 283

Initial operational capability (IOC), 59

Installations, ix, 245, 258, 264, 274-279

Instrumentation Training System (ITS), 251, 258

Instrumented Tactical Engagement System (I-TESS), 

258, 263

Intelligence, 52, 94, 95, 106, 119, 285

 analysis system (IAS), vi, 111, 114, 117

 expeditionary support, vi, 123

 operations workstation (IOW), 93, 99, 117

 signals (SIGINT), 118, 121, 180

 surveillance and reconnaissance (ISR), 99, 107, 

 111, 152, 171, 190

Interim Fast Attack Vehicle (IFAV), 134

Internally Transportable Vehicle (ITV), vi, 134

Intra/Inter Squad Radio (IISR), AN/PRC-153, 67, 195

J

Joint Battle Command Platform (JBC-P), v, 85, 98

Joint Chiefs of Staff (JCS), 21, 92, 241

Joint Conflict and Tactical Simulation (JCATS), 

Joint High Speed Vessel (JHSV), viii, 174, 227

Joint Improvised Explosive Device Defeat Organization 

(JIEDDO), 264

Joint Intergovernmental and Multinational Training 

(JIM), viii, 241

Joint Light Tactical Vehicle (JLTV), vi, 58, 71, 126, 

138, 197

Joint non-lethal weapons program (JNLWP), vi, 154

Joint Operations Planning and Execution System 

(JOPES), 87

Joint personnel adjudication system (JPAS), 

Joint Precision Aerial Delivery System – Ultra Light 

Weight (JPADS-ULW), vii, 206

Joint Requirement Oversight Council (JROC), 81, 111, 

130, 228, 231

Joint Strike Fighter (JSF), vii, 161, 164, 165, 171- 172, 

225, 245

 transition plan, vii, 173

Joint Surveillance Target Attack Radar System 

(JSTARS), v, 113

Joint Tactical Common Operational Picture Workstation (JTCW), v, 99, 152, 194

Joint Tactical Radio System (JTRS), 58, 68

Joint task force (JTF), 16, 17, 19

Joint Terminal Attack Controller (JTAC), 152, 190, 266

K

Key Performance Parameters (KPP), 126, 179, 

206, 308

L

Landing Craft Air Cushion (LCAC), viii, 174, 226, 228

Language Learning Resource Center (LLRC), 46

Laser targeting, 63, 76, 78, 180 

Learning Resource Center (LRC), 267

Light Armored Vehicle (LAV), 121, 135-136, 197, 203, 

217, 249, 308

Logistics, vii, 3, 49, 50, 88, 165, 182, 192-219, 307

 Autonomic, vii, 197, 200, 203, 204

 chain management (LCM), 88, 200

 Combat Element (LCE), 15, 49, 167, 194, 195, 

 211

 distribution, 207

 modernization (LOGMOD), vii, 88, 197, 198, 200

 naval logistics integration (NLI), vii, 196, 197, 

 202, 205

 sense and respond, vii, 200

Logistics Vehicle System Replacement (LVSR), vi, 58, 

142, 209
336 | USMC CONCEPTS & PROGRAMS 2011 

M

Man-portable air defense system (MANPADS), 283

Manpower, ix, 9, 13, 314, 327

 accessions, officer, 314, enlisted, 319

 distribution, age, 314, 319, 324, 326

 distribution, gender, 317, 318, 322, 323

 distribution, grade, 315, 320, 324, 326

 families, 317, 322

 occupational fields, officer, 316, 325, enlisted, 

 321, 327 

 recruiting and retention, ix, 271, 293, 295-297, 

 299-300

Marine Air Command and Control System (MACCS), 

vii, 91, 161, 188

Marine Air Ground Task Force (MAGTF), iv, 8, 9, 14-

19, 20, 40, 51, 52, 53

 capabilities, 4

 composition, 15

 distribution, vii, 196, 198, 207

 types of MAGTFs, 16

 Secondary Imagery Dissemination System 

 (MSIDS), vi, 119-120

 Special, 16, 18-19

 sustainability, 19

 training, viii, 47-48

Marine Aircraft Group (MAG), 16

Marine Aircraft Wing (MAW), 15

Marine Aviation Weapons and Tactics Squadron 

(MAWTS), 49

Marine Band, The President’s Own, 55

Marine Barracks, Washington, 8th&I, iv, 21, 55

 evening parade, 55

 sunset parade, 55

Marine Corps Air Facility (MCAF), 

 MCAF Quantico, 25

Marine Corps Air Ground Combat Center (MCAGCC), 

30, 31, 32, 47

Marine Corps Air Station (MCAS), 26, 27, 28, 30, 31, 

32, 33

 MCAS Beaufort, 25, 27, 28

 MCAS Camp Pendleton, 30

 MCAS Cherry Point, 25, 27

 MCAS Futenma, 30 

 MCAS Iwakuni, 30

 MCAS Miramar, 30

 MCAS New River, 25, 27

 MCAS Yuma, 30

Marine Corps Almanac, 313-331

 fiscal year 2012 data, 329-330

 enlisted manpower, 319-323, 326-327

 officer manpower, 314-318, 324-325

Marine Corps Base (MCB), 26, 30

 MCB Camp Butler, 30

 MCB Camp Lejeune, 26, 27, 37

 MCB Camp Pendleton, 30 

 MCB Hawaii, 30

 MCB Quantico, 22, 26, 44, 52, 54

 Marine Corps Bases, Atlantic, 26 

 Marine Corps Bases, Japan, 30

 Marine Corps Bases Korea, 30

 Marine Corps Bases, Pacific, 30

Marine Corps Combat Development Command 

(MCCDC), 21, 23

 organization, 23 

Marine Corps Community Services (MCCS), 11, 22, 

291

Marine Corps Distance Learning (MCDL), viii, 267 

Marine Corps Embassy Security Group (MCESG), iv, 

54

 headquarters, 54

 locations, 54

 mission, 54

Marine Corps Enterprise Information Technology 

System (MCEITS), v, 84, 86

Marine Corps Enterprise Network (MCEN), 40, 82, 

84-85

Marine Corps Forces Component Command 

(MARFOR), 16, 41, 44, 45

 Marine Corps Forces Africa (MARFORAF), 19

 Marine Corps Forces Central (MARFORCENT), 19

 Marine Corps Forces Command 

 (MARFORCOM), 16, 24, 25-28, 34, 40, 41

 organization, 26

 units, 27-28

 Marine Corps Forces Cyber (MARFORCYBER), 

 23, 39-40

 Units, 40

 Marine Corps Force North (MARFORNORTH), 34

 Marine Corps Forces Pacific (MARFORPAC), 16, 

 24, 29-33

 organization, 30

 units, 31-33

 Marine Corps Forces Reserves (MARFORRES), 

 34-36, 50

 organization, 35

 units, 36

 Marine Corps Forces Special Operations 

 (MARFORSOC), 8, 24, 37-39

 capabilities, 38

 organization, 38

 units, 38-39

 Marine Corps Forces Strategic 

 (MARFORSTRAT), 23
INDEX | 337

Marine Corps Heritage Foundation, 271

Marine Corps Information Enterprise Strategy 

(MCIENT), v, 82-85

Marine Corps Information Operations Center (MCIOC), 

52-53

 capabilities, 52

Marine Corps Installations (MCI), 26, 30

 MCI-East, 26

 MCI-West, 30

Marine Corps Institute (MCI), 55

Marine Corps Instrumentation Training System (MCITS), 262-263

Marine Corps Intelligence Activity (MCIA), 110, 123

Marine Corps Intelligence Surveillance and Reconnaissance Enterprise (MCISR-E), v, 107-109 

Marine Corps Logistics Base (MCLB), 26, 30

 MCLB Albany, 26, 49, 50

 MCLB Barstow, 30, 50

Marine Corps Logistics Command (MCLC), 49-52

Marine Corps Logistics Operations Group (MCLOG), 49

Marine Corps Mountain Warfare Training Center, 

Bridgeport, 30

Marine Corps Network Operations and Security 

Center (MCNOSC), 40

Marine Corps Operating Concepts, Third edition, 4, 5 

 crisis response, 4,5

 engagement, 4,5

 power projection, 4,5 

Marine Corps Prepositioning Program – Norway 

(MCPP-N), 20, 50, 229

Marine Corps Recruit Depot (MCRD), 23

Marine Corps Recruiting Command (MCRC), 21, 22, 

295, 297, 298

 organization, 22

Marine Corps Recruiting Information Support SystemRecruiting Station (MCRISS-RS), ix, 298

 MCRISS-Office Selection System (OSS), 298

Marine Corps Reserve, ix, 22, 34-36, 297, 324-327

Marine Corps Security Force Regiment, 2, 27, 42-43

Marine Corps Support Facility, Blount Island, 25, 50

Marine Corps Systems Command 

(MARCORSYSCOM), 21

Marine Corps Tactics and Operations Group 

(MCTOG), 8, 45, 47-49

Marine Corps Training and Advisory Group (MCTAG), 

2, 8, 26, 40-41

Marine Corps University (MCU), viii, 10, 268

Marine Corps Warfighting Lab (MCWL), 23, 309

Marine Cryptologic Support Battalion, 40

Marine Division, 15, 16

Marine Enhancement Program (MEP), iv, 69

Marine Expeditionary Brigade (MEB), 16-17, 26

Marine Expeditionary Force (MEF), 9, 16, 26, 40, 47, 50

Marine Expeditionary Rifle Squad (MERS), v, 70-71

Marine Expeditionary Unit (MEU), 16, 17-18, 26

 MEU Augmentation Program (MAP), 51

Marine Logistics Group (MLG), 15, 51

Marine Personnel Carrier (MPC), vi, 132-133, 197

Marine Security Guard (MSG), 54

Marine Special Operations Battalion (MSOB), 37, 39

Marine Special Operations Company (MSOC), 37, 39

Marine Special Operations Regiment (MSOR), 37, 39

Marine Special Operations School (MSOS), 37, 39

Marine Special Operations Support Group (MSOSG), 

37, 39 

Marine Special Operations Team (MSOT), 37, 39

Maritime, viii, 2, 4, 5, 220-235

 Expeditionary Operations, viii, 221-224

 Prepositioning Force (MPF), viii, 20, 50, 229-230

 Prepositioning Ships (MPS), 20, 229-230

 MPS Squadrons (MPSRON), 20, 229-230

Medical, viii, 10, 11, 178, 209, 292, 304-305

 Field equipment, 210

Medium Tactical Vehicle Replacement (MTVR), vi, 140, 

186, 197, 203, 308, 330

Military construction (MILCON), 221, 278, 328

Military Occupational Specialty (MOS), 316, 321, 

325, 327 

Military Operations in Urban Terrain (MOUT), 154, 198, 

254, 255, 256, 257, 258, 260

Military Sealift Command (MSC), 229

Mine Counter Measures, viii, 233-235

Mine Resistant Ambush Protected (MRAP), vi, 112, 

121, 129-131, 143, 156, 288, 308

 All terrain vehicle (M-ATV), 129-131

 Cougar, 97, 129-131

 egress trainer (MET), 265

Mission Assurance, ix, 289

Mission Payload Module Nonlethal Weapons System 

(MPM-NLWS), vi, 157

Mobile Modular Command and Control System 

(M2C2), v, 97

Mobile Tactical Air Operations Module (MTAOM), vii, 

186, 188, 189, 284

Mobile Trauma Bay (MTB), viii, 209

Mobilization Command (MOBCOM), 34

Modeling and Simulation (M&S), viii, 237, 246-247

 MAGTF Training Simulations Division (MTSD), 246

Modular Sleep System (MSS), 73
338 | USMC CONCEPTS & PROGRAMS 2011 

Modular Tactical Vest (MTV), 69, 71, 72

Modular Weapon System (MWS), iv, 63

Mountain Cold Weather Layering System (MCWLS), 73

Multiple Launch Rocket System (MLRS), 148

Multi-Shot Grenade Launcher, 65

N

National Capital Region (NCR), 21, 50

National Museum of the Marine Corps (NMMC), viii, 

270, 271-272

National Security Strategy, 7

National Strategy to Secure Cyberspace, 39

Naval Operations Concept 2010, 4

Naval Surface Fire Support (NSFS), viii, 231-232, 266

Navy Marine Corps Intranet (NMCI), 

Next Generation Enterprise Network (NGEN), 84,

Noncommissioned officer (NCO), 10

Non-lethal weapons, 154-156

 Green Beam, 155

 VENOM, 156

Non-secure Internet Protocol Routing Network 

(NIPRNET), 97

North Atlantic Treaty Organization (NATO), 42, 

189, 230

O

Office of Personnel Management (OPM), 298

Office of the Secretary of Defense (OSD), 3, 241, 294 

Officer Candidate School (OCS), 298, 303

Operating forces, iv, 7, 24- 43, 57, 72, 86, 92, 102, 

154, 242, 269, 276, 281, 289, 296, 300, 310,

Operational Stress Control and Readiness (OSCAR), 

163, 292

Operational Support Airlift (OSA), vii, 183, 

Operations, 4, 5-6

 counterinsurgency, 6, 268

 distributed, 7, 8, 71

 Enduring Freedom (OEF), 8, 50, 95, 135, 181, 

 196, 214, 217, 237, 240

 Humanitarian, 3, 6

 Iraqi Freedom (OIF), 50, 65, 95, 135, 194, 196, 

 217, 237, 240, 

 Range of Military (ROMO), 2, 7 

Operations and Tactics Training Program (OTTP), 47, 48

Optics, v, 63, 76, 78

 machine gun day optic (MDO), 76

 rifle combat optic (RCO), 

 squad day optic (SDO), 76

 thermal, 78

P

Pre-deployment training program (PTP), 47, 242, 258, 

260, 

 Exercise Mojave Viper, 183, 240, 243

 Mission Rehearsal Exercise (MRX), 242

 Exercise Mountain Warrior, 243

Prepositioning, 50, 125, 166, 221, 222, 229-230

President’s Own, The, 55

Professional Military Education (PME), viii, 10, 267, 

268, 270, 272, 

Program Manager Training Systems Command (PM 

TRASYS), 251, 252

Q

Quality of Life (QOL), ix, 10, 276, 278, 293, 294

R

Radar, 113, 163, 164, 171, 175, 226, 231, 234, 259, 

281, 283, 288

 air surveillance, AN/TPS-59, ix, 94, 188, 284

 Family of Target Acquisition Systems (FTAS), 153

 Ground/Air Task Oriented Radar (G/ATOR), 58, 

 94, 161, 186

Radio Battalion (RadBn), 26, 112, 114, 116, 118, 

121, 165

Radios, iv, v, 95, 100, 102, 135, 146, 183, 188, 189, 

262, 286

 High frequency (HFR), AN/PRC-150, AN/PRC- 

 104, 104

 Intra/Inter squad radio (IISR), AN/PRC-153, 67-68

 Multi-band (MBR), AN/PRC-117F, AN/PRC-119, 

 97, 103, 152

 Tactical Handheld Radio (THHR), AN/PRC-148, 

 67-68

Range and Training Areas (RTA), 244

Ranges, 249, 251, 257, 258, 260

 modernization and transformation (RM/T), 245, 

 251, 253

 multi-capable, 244-245

 status system,259

 sustainment program, 252

 target system, 253

Recruiting, ix, 22, 295-297, 298

 enlisted, 297

 Marine Corps Recruiting Command (MCRC), 22, 

 295

 officer, 297

Rifle, 62, 64, 258

 M16A2, 63

 M16A4, 63, 76

 M4, 63, 76
332 | USMC CONCEPTS & PROGRAMS 2011 

INDEX

A

Acoustic hailing devices, 154

Acquisition, 58-59

 categories, 58, 88, 91, 99, 100, 102, 123, 

 130, 151

 Decision Memorandum 93, 285

 Life Cycle, 75, 87, 93, 128

 milestones, 59

 phases, 59, 117

 non-development item (NDI), 59, 121, 206

Advanced Field Artillery Tactical Data System 

(AFATDS), vi, 85, 102, 145, 150-153

Advanced Gunnery Training System (AGTS), 249

Advanced Tactical Airborne Reconnaissance System 

(ATARS), 119

After action review (AAR), 248, 251, 258, 260-264

Air defense (AD), 

 Ground-based Air Defense Transformation 

 (GBAD-T), ix, 186, 283

Air Naval Gun Fire Liaison Company (ANGLICO), 27, 

30, 34

Air tasking order (ATO), 92

Aircraft, 9, 331

 crash fire rescue, P-19, vii, 191

 fixed wing, 178, 243

 modernization, 161, 162

 rotary wing, 125, 161, 165, 178, 230, 243, 283

 unmanned, 113, 119, 161, 165, 182, 186, 190 

Almanac, Marine Corps, iii, ix, 312-331 

Ammunition, viii, 74, 142, 149, 166, 191, 200, 201, 

215, 216, 230

Amphibious, ii, 1, 18

 Ready Group (ARG), 17, 224, 225, 233

 warships, 6, 17, 25, 226, 228

Amphibious Combat Vehicle, vi, 126, 127, 128, 

132, 330

Approved acquisition objective (AAO), 63, 64, 87, 94, 

96, 99, 103, 104, 116, 126, 130, 137, 139, 142, 153, 

157, 187, 189, 190, 191, 217, 282, 284, 286

Area of responsibility (AOR), 50, 227 

Assault Amphibious Vehicle (AAV), v, vi, 126, 127, 

128, 132, 249, 330

 turret trainer, 249

 upgrades, 126, 128

Assault echelon (AE), 127, 132, 225

Assistant Commandant of the 

Marine Corps (ACMC), 21

Atmospherics, 250, 257 

Aviation, vii

Combat Element (ACE), vii, 15, 91, 118, 12, 163, 

166-168, 185, 188, 211, 225 

Ground Support (AGS), vii, 161, 166, 167, 169

 Marine Aviation Logistics (MALS), vii, 185, 196

 strategy, vii, 161

 Training System (ATS), vii, 169, 170 

B

Battle Staff Training Program (BSTP), 48, 49

Biometric Automated Toolset (BAT), 285

Blue Force Tracker (BFT), v, 100, 195

Blunt impact munitions, 154

C

Camp Fuji, Combined Arms Training Center, 30

Camp Mujuk, 30

Capability Development Document (CDD), 23, 59, 66, 

138, 157, 191, 209, 228, 308

Casualty evacuation (CASEVAC), 129, 209, 210

Center for Advanced Operational Culture and 

Learning (CAOCL), 46-47

Center for Irregular Warfare (CIW), 23

Civil Affairs Group (CAG), 34

Civil Military Operations (CMO), 44, 45, 52

Civilian, Marines, ix

 American Federation of Government Employees 

 (AFGE), 302

 civilian workforce development application 

 (CWDA), 301 

 communities of interest (COI), 301, 302

 labor relations, 302

 senior executive service (SES), 302 

Chemical Biological Incident Response Force (CBIRF), 

26, 27, 41-42

Chemical Biological Radiological and Nuclear (CBRN), 

ix, 15, 40, 281, 282, 289

 Assessment and Consequence Management 

 (ACM), 282

Combat Logistics Regiment (CLR), 16

Combat operations center (COC), AN/TSQ-239(V), v, 

91, 95

Combat Vehicle Training System (CVTS), 249

Combatant Commanders (COCOM), 7, 8, 19, 24, 

41, 42

 unified, 24

 geographic, 2, 17, 24, 41, 123, 207

Combined Arms Command and Control Training 

Upgrade System (CACCTUS), 248

Combined Arms Military Operations in Urban Terrain 

(CAMOUT), 254, 255 

Combined Arms Staff Training (CAST), 248
INDEX | 333

Command and control (C2), 8, 49, 71, 81, 82, 86, 89, 

91, 92, 94, 95, 97, 99, 100, 102, 108, 129, 135, 150, 

153, 193, 201, 204, 258, 283

Command and Control Personal Computer (C2PC), 

99, 102

Command Element (CE), 15, 92, 117, 118, 123, 211

Command, control, communication, computer, and 

intelligence (C4I), 42, 94, 167, 217, 248

Commandant of the Marine Corps (CMC), ii-iii, 3, 4, 

21, 154, 278, 295, 307

 Priorities, 7

Commercial off the shelf (COTS), 69, 88, 89, 95, 112, 

119, 121, 178, 183, 189, 191, 285

Common Aviation Command and Control System 

(CAC2S), v, 58, 85, 91, 161, 186, 188

Common operational picture (COP), 93, 95, 99, 114, 

152, 167, 194

Communication Electronics Equipment Maintenance 

Complex (CEEMC), 217

Communication Emitter Sensing and Attack System 

(CESAS), v, 112

Composite Tracking Network (CTN), v, 94, 161, 186, 

188, 284

Computer network defense (CND), 40

Continental United States (CONUS), 20, 89, 168, 276

Continuous Process Improvement (CPI), ix, 185, 196, 

279

Core Capabilities, Marine Corps, 4, 82, 107, 126, 

222, 237, 261

Cooperative Engagement Capability (CEC), 94, 284

Cooperative Strategy for 21st Century Seapower, 4, 

221, 231

Counter Radio-controlled Improvised Explosive Device 

(RCIED) Electronic Warfare (CREW), ix, 251

 Vehicle receiver/jammer (CVRJ), 286

 Joint CREW (JCREW), 286

Counterinsurgency, 6, 38

Counterintelligence (CI), 108, 110, 114, 123, 130

 Equipment Program (CIHEP), v, 114

Counterterrorism (CT), 38

Cyber, 2, 8, 39-40, 82, 83, 84 

D

Data Distribution System (DDS), 85, 101

Defense Policy Review Initiative (DPRI), 9

Defense Readiness Reporting System (DRSS), v, 90

Defense Reutilization and Marketing Office (DRMO), 51

Department of Defense (DOD), 3, 4, 58, 87, 112, 127, 

152, 154, 180, 200, 201, 217, 241, 285, 297, 311

Department of State (DOS), 54

Deployment, 

 ratio to dwell, 10, 11, 299

Deputy Commandant (DC), 21

 Aviation (AVN), 21

 Combat Development and Integration (CD&I), 

 21, 23, 121, 158, 191, 289

 Installations and Logistics (I&L), 21, 49, 289

 Manpower and Reserve Affairs (M&RA), 21, 22

 Plans, Policy and Operations (PP&O), 21, 49, 

 289

 Programs and Resources (P&R), 21

Direct Action (DA), 38

Director, 21

 Command, Control, Communications, and 

 Computers (C4), 21, 84

 Expeditionary Energy, 21

 Health Services, 21

 Intelligence, 21

 Marine Corps Staff (DMCS), 21

 Public Affairs, 21

 Safety, 21 

Doctrine, organization, training, material, logistics, 

personnel, facilities (DOTMLPF), 46, 47 

 DOTMLPF Change Request (DCR), 42

Distributed Common Ground System (DCGS), v, 108, 

111, 113

Dual Vehicle Adapter (DVA), 67, 68

E

Egress Trainers, Underwater (UET), 265

Electronic countermeasure (ECM), 103, 286

Electronic Maintenance Support System (EMSS), vii, 

201, 202

Electronic warfare (EW), 52, 112, 118, 121, 164, 166, 

171, 173, 180, 182, 286

Eleventh Marine Expeditionary Unit (11th MEU), 30, 31

Embedded Platform Logistics System (EPLS), vii, 201, 

202, 203

Energy, ix, 8, 9, 211, 278, 307-311

Enhanced company operations (ECO), 71, 246 

Environmental control equipment, viii, 211

Environmental management, ix 

Escalation of force (EOF), 154, 155, 158

 mission module (EOF-MM), vi, 154, 158

Evening Parade, 55

 dates and times, 55 

 parking, 55

 reservations, 55 

Exceptional Family Member Program (EFMP), 291
334 | USMC CONCEPTS & PROGRAMS 2011 

Expeditionary Airfield (EAF), 167

Expeditionary Energy Office, 9, 307

Expeditionary Field Kitchen (EFK), 208

Expeditionary Fire Support System (EFSS), vi, 145, 

149, 215 

Expeditionary Logistics, vii, 88, 185, 198, 205

 strategy, 193

Explosive Ordnance Disposal (EOD), 42, 129, 233, 

234, 281, 299

F

Families, ix, 10, 11

Fifteenth Marine Expeditionary Unit (15th MEU), 30, 31

Fire support, vi

 naval surface fire support (NSFS), 152, 231, 

 232, 266

 triad, 145, 149, 232, 233

First Marine Aircraft Wing (1st MAW), 30, 33

First Marine Division (1st MARDIV), 30, 31

First Marine Expeditionary Brigade (1st MEB), 30, 31

First Marine Expeditionary Force (I MEF), 16, 24, 30, 

31

First Marine Logistics Group (1st MLG), 30, 31

Fixed wing, 331

 AV-8 Harrier, 163 

 C-9 Skytrain, 183

 C-20 Gulfstream, 183, 184 

 E/A-6 Prowler, 164-165

 F/A-18 Hornet, 152, 164, 171, 173

 F-35B Lightning, Joint Strike Fighter (JSF), vii, 

 164, 171-173, 255

 KC-130 Hercules, vii, 178, 186

 UC-35 Citation, 183

Flame Resistant Organizational Gear (FROG), 69, 72, 

73

Fleet Anti-terrorism Security Team (FAST), 42, 43

Fleet Marine Forces (FMF), 30

Food service, viii, 208

Force protection (FP), ix, 127, 154, 281, 285, 289

 capability sets, 158

Force Structure Review Group (FSRG), 8, 25

Foreign Area Officer (FAO), 10

Foreign Internal Defense (FID), 38

Fortitudine, 270

Forward-in-store (FIS), 51

Fourth Marine Air Wing (4th MAW), 34, 35-36

Fourth Marine Division (4th MARDIV), 34, 35 

Fourth Marine Logistics Group (4th MLG), 34, 36

Full operational capability (FOC), 59, 66, 68, 78, 86, 

93, 102, 114, 121, 148, 151, 152, 188, 191, 196, 

197, 217, 286, 288

Full Spectrum Battle Equipment (FSBE), 72

G

Garrison mobile equipment (GME), 307, 310-311

Global Combat Support System (GCSS), v, 59, 85, 

88, 89, 193-197, 200, 202, 204

Global Command and Control System (GCCS), v, 85, 

87, 90, 207

Global Information Grid (GIG), 40, 97

Global Positioning System (GPS), 75, 146, 152, 195, 

206

 Integrated GPS Radio System (IGRS), 263

Global Status of Resources and Training System 

(GSORTS), 87, 90

Green Beam Laser Systems, 155

 Designator III (GBD), 155

Ground Aviation Task Oriented Radar (G/ATOR), vii, 

58, 94, 161, 186, 187, 188

Ground-Based Operational Surveillance System (GBOSS), ix, 281,288, 308

Ground Combat Element (GCE), 15, 47, 48, 69, 118, 

126, 132, 134, 165, 186, 211, 239, 287

Ground Position Location Information (G-PLI), 251, 259

Guam, 9, 16, 20, 276

H

Hailing and warning laser systems, 155

 Green Beam, 155

Headquarters, U.S. Marine Corps (HQMC), iv, 21, 70, 

90, 199, 205, 210, 299

 organization, 21

High frequency (HF), 104, 112, 188, 189, 195

High Mobility Multi-Wheeled Vehicle (HMMWV), vi, 

115, 121, 126, 137, 150, 156, 157, 168, 186, 188, 

189, 197, 265, 288, 330

 Expanded capacity vehicle (ECV), 137, 330

High Mobility Artillery Rocket System (HIMARS), vi, 

31, 35, 140, 145, 148, 149, 330

History Division, viii, 270

Home Station Training Lanes (HSTL), 256, 264

Housing, ix

 bachelor enlisted housing (BEQ), 278,

 family housing, 278

Howitzer, lightweight, 155mm, (LW155), M777A2, vi, 

145, 146, 147, 149, 330

Human Electro-muscular Incapacitation (HEMI), 154
INDEX | 335

Human Intelligence (HUMINT), 108, 110, 114, 123

 exploitation team (HET), 114

I

Identity Dominance System (IDS), ix, 285

Illumination systems, 76, 79, 178

 advanced target pointer illumination aiming light 

 (ATPIAL), AN/PEQ-15, 79

 mini integrated pointer illuminator module 

 (MIPIM), AN/PEG-16A, 79

Improvised explosive device (IED), 73, 113, 127, 129, 

140, 143, 155, 231, 234, 243, 251, 256, 262, 281, 

287, 288

 defeat, 143, 231 

detector dog (IDD), ix , 287

Joint IED Defeat Organization (JIEDDO), 257, 264

Incident Response Force (IRF), 42

Infantry, 15, 16, 43, 62, 64, 67, 69, 70-71, 127, 128, 

145, 157, 287, 300, 308

Infantry Automatic Rifle (IAR), iv, 62

Infantry Combat Equipment (ICE), v, 72-74

Infantry Immersive Trainer (IIT), 191, 246, 257, 260, 264

Information Operations (IO), 38, 52, 53, 112, 239

Information Technology (IT), 40, 82, 84-85, 86, 89, 

185, 193, 267

Initial Capabilities Document (ICD), 81, 126, 138, 

231, 283

Initial operational capability (IOC), 59

Installations, ix, 245, 258, 264, 274-279

Instrumentation Training System (ITS), 251, 258

Instrumented Tactical Engagement System (I-TESS), 

258, 263

Intelligence, 52, 94, 95, 106, 119, 285

 analysis system (IAS), vi, 111, 114, 117

 expeditionary support, vi, 123

 operations workstation (IOW), 93, 99, 117

 signals (SIGINT), 118, 121, 180

 surveillance and reconnaissance (ISR), 99, 107, 

 111, 152, 171, 190

Interim Fast Attack Vehicle (IFAV), 134

Internally Transportable Vehicle (ITV), vi, 134

Intra/Inter Squad Radio (IISR), AN/PRC-153, 67, 195

J

Joint Battle Command Platform (JBC-P), v, 85, 98

Joint Chiefs of Staff (JCS), 21, 92, 241

Joint Conflict and Tactical Simulation (JCATS), 

Joint High Speed Vessel (JHSV), viii, 174, 227

Joint Improvised Explosive Device Defeat Organization 

(JIEDDO), 264

Joint Intergovernmental and Multinational Training 

(JIM), viii, 241

Joint Light Tactical Vehicle (JLTV), vi, 58, 71, 126, 

138, 197

Joint non-lethal weapons program (JNLWP), vi, 154

Joint Operations Planning and Execution System 

(JOPES), 87

Joint personnel adjudication system (JPAS), 

Joint Precision Aerial Delivery System – Ultra Light 

Weight (JPADS-ULW), vii, 206

Joint Requirement Oversight Council (JROC), 81, 111, 

130, 228, 231

Joint Strike Fighter (JSF), vii, 161, 164, 165, 171- 172, 

225, 245

 transition plan, vii, 173

Joint Surveillance Target Attack Radar System 

(JSTARS), v, 113

Joint Tactical Common Operational Picture Workstation (JTCW), v, 99, 152, 194

Joint Tactical Radio System (JTRS), 58, 68

Joint task force (JTF), 16, 17, 19

Joint Terminal Attack Controller (JTAC), 152, 190, 266

K

Key Performance Parameters (KPP), 126, 179, 

206, 308

L

Landing Craft Air Cushion (LCAC), viii, 174, 226, 228

Language Learning Resource Center (LLRC), 46

Laser targeting, 63, 76, 78, 180 

Learning Resource Center (LRC), 267

Light Armored Vehicle (LAV), 121, 135-136, 197, 203, 

217, 249, 308

Logistics, vii, 3, 49, 50, 88, 165, 182, 192-219, 307

 Autonomic, vii, 197, 200, 203, 204

 chain management (LCM), 88, 200

 Combat Element (LCE), 15, 49, 167, 194, 195, 

 211

 distribution, 207

 modernization (LOGMOD), vii, 88, 197, 198, 200

 naval logistics integration (NLI), vii, 196, 197, 

 202, 205

 sense and respond, vii, 200

Logistics Vehicle System Replacement (LVSR), vi, 58, 

142, 209
336 | USMC CONCEPTS & PROGRAMS 2011 

M

Man-portable air defense system (MANPADS), 283

Manpower, ix, 9, 13, 314, 327

 accessions, officer, 314, enlisted, 319

 distribution, age, 314, 319, 324, 326

 distribution, gender, 317, 318, 322, 323

 distribution, grade, 315, 320, 324, 326

 families, 317, 322

 occupational fields, officer, 316, 325, enlisted, 

 321, 327 

 recruiting and retention, ix, 271, 293, 295-297, 

 299-300

Marine Air Command and Control System (MACCS), 

vii, 91, 161, 188

Marine Air Ground Task Force (MAGTF), iv, 8, 9, 14-

19, 20, 40, 51, 52, 53

 capabilities, 4

 composition, 15

 distribution, vii, 196, 198, 207

 types of MAGTFs, 16

 Secondary Imagery Dissemination System 

 (MSIDS), vi, 119-120

 Special, 16, 18-19

 sustainability, 19

 training, viii, 47-48

Marine Aircraft Group (MAG), 16

Marine Aircraft Wing (MAW), 15

Marine Aviation Weapons and Tactics Squadron 

(MAWTS), 49

Marine Band, The President’s Own, 55

Marine Barracks, Washington, 8th&I, iv, 21, 55

 evening parade, 55

 sunset parade, 55

Marine Corps Air Facility (MCAF), 

 MCAF Quantico, 25

Marine Corps Air Ground Combat Center (MCAGCC), 

30, 31, 32, 47

Marine Corps Air Station (MCAS), 26, 27, 28, 30, 31, 

32, 33

 MCAS Beaufort, 25, 27, 28

 MCAS Camp Pendleton, 30

 MCAS Cherry Point, 25, 27

 MCAS Futenma, 30 

 MCAS Iwakuni, 30

 MCAS Miramar, 30

 MCAS New River, 25, 27

 MCAS Yuma, 30

Marine Corps Almanac, 313-331

 fiscal year 2012 data, 329-330

 enlisted manpower, 319-323, 326-327

 officer manpower, 314-318, 324-325

Marine Corps Base (MCB), 26, 30

 MCB Camp Butler, 30

 MCB Camp Lejeune, 26, 27, 37

 MCB Camp Pendleton, 30 

 MCB Hawaii, 30

 MCB Quantico, 22, 26, 44, 52, 54

 Marine Corps Bases, Atlantic, 26 

 Marine Corps Bases, Japan, 30

 Marine Corps Bases Korea, 30

 Marine Corps Bases, Pacific, 30

Marine Corps Combat Development Command 

(MCCDC), 21, 23

 organization, 23 

Marine Corps Community Services (MCCS), 11, 22, 

291

Marine Corps Distance Learning (MCDL), viii, 267 

Marine Corps Embassy Security Group (MCESG), iv, 

54

 headquarters, 54

 locations, 54

 mission, 54

Marine Corps Enterprise Information Technology 

System (MCEITS), v, 84, 86

Marine Corps Enterprise Network (MCEN), 40, 82, 

84-85

Marine Corps Forces Component Command 

(MARFOR), 16, 41, 44, 45

 Marine Corps Forces Africa (MARFORAF), 19

 Marine Corps Forces Central (MARFORCENT), 19

 Marine Corps Forces Command 

 (MARFORCOM), 16, 24, 25-28, 34, 40, 41

 organization, 26

 units, 27-28

 Marine Corps Forces Cyber (MARFORCYBER), 

 23, 39-40

 Units, 40

 Marine Corps Force North (MARFORNORTH), 34

 Marine Corps Forces Pacific (MARFORPAC), 16, 

 24, 29-33

 organization, 30

 units, 31-33

 Marine Corps Forces Reserves (MARFORRES), 

 34-36, 50

 organization, 35

 units, 36

 Marine Corps Forces Special Operations 

 (MARFORSOC), 8, 24, 37-39

 capabilities, 38

 organization, 38

 units, 38-39

 Marine Corps Forces Strategic 

 (MARFORSTRAT), 23
INDEX | 337

Marine Corps Heritage Foundation, 271

Marine Corps Information Enterprise Strategy 

(MCIENT), v, 82-85

Marine Corps Information Operations Center (MCIOC), 

52-53

 capabilities, 52

Marine Corps Installations (MCI), 26, 30

 MCI-East, 26

 MCI-West, 30

Marine Corps Institute (MCI), 55

Marine Corps Instrumentation Training System (MCITS), 262-263

Marine Corps Intelligence Activity (MCIA), 110, 123

Marine Corps Intelligence Surveillance and Reconnaissance Enterprise (MCISR-E), v, 107-109 

Marine Corps Logistics Base (MCLB), 26, 30

 MCLB Albany, 26, 49, 50

 MCLB Barstow, 30, 50

Marine Corps Logistics Command (MCLC), 49-52

Marine Corps Logistics Operations Group (MCLOG), 49

Marine Corps Mountain Warfare Training Center, 

Bridgeport, 30

Marine Corps Network Operations and Security 

Center (MCNOSC), 40

Marine Corps Operating Concepts, Third edition, 4, 5 

 crisis response, 4,5

 engagement, 4,5

 power projection, 4,5 

Marine Corps Prepositioning Program – Norway 

(MCPP-N), 20, 50, 229

Marine Corps Recruit Depot (MCRD), 23

Marine Corps Recruiting Command (MCRC), 21, 22, 

295, 297, 298

 organization, 22

Marine Corps Recruiting Information Support SystemRecruiting Station (MCRISS-RS), ix, 298

 MCRISS-Office Selection System (OSS), 298

Marine Corps Reserve, ix, 22, 34-36, 297, 324-327

Marine Corps Security Force Regiment, 2, 27, 42-43

Marine Corps Support Facility, Blount Island, 25, 50

Marine Corps Systems Command 

(MARCORSYSCOM), 21

Marine Corps Tactics and Operations Group 

(MCTOG), 8, 45, 47-49

Marine Corps Training and Advisory Group (MCTAG), 

2, 8, 26, 40-41

Marine Corps University (MCU), viii, 10, 268

Marine Corps Warfighting Lab (MCWL), 23, 309

Marine Cryptologic Support Battalion, 40

Marine Division, 15, 16

Marine Enhancement Program (MEP), iv, 69

Marine Expeditionary Brigade (MEB), 16-17, 26

Marine Expeditionary Force (MEF), 9, 16, 26, 40, 47, 50

Marine Expeditionary Rifle Squad (MERS), v, 70-71

Marine Expeditionary Unit (MEU), 16, 17-18, 26

 MEU Augmentation Program (MAP), 51

Marine Logistics Group (MLG), 15, 51

Marine Personnel Carrier (MPC), vi, 132-133, 197

Marine Security Guard (MSG), 54

Marine Special Operations Battalion (MSOB), 37, 39

Marine Special Operations Company (MSOC), 37, 39

Marine Special Operations Regiment (MSOR), 37, 39

Marine Special Operations School (MSOS), 37, 39

Marine Special Operations Support Group (MSOSG), 

37, 39 

Marine Special Operations Team (MSOT), 37, 39

Maritime, viii, 2, 4, 5, 220-235

 Expeditionary Operations, viii, 221-224

 Prepositioning Force (MPF), viii, 20, 50, 229-230

 Prepositioning Ships (MPS), 20, 229-230

 MPS Squadrons (MPSRON), 20, 229-230

Medical, viii, 10, 11, 178, 209, 292, 304-305

 Field equipment, 210

Medium Tactical Vehicle Replacement (MTVR), vi, 140, 

186, 197, 203, 308, 330

Military construction (MILCON), 221, 278, 328

Military Occupational Specialty (MOS), 316, 321, 

325, 327 

Military Operations in Urban Terrain (MOUT), 154, 198, 

254, 255, 256, 257, 258, 260

Military Sealift Command (MSC), 229

Mine Counter Measures, viii, 233-235

Mine Resistant Ambush Protected (MRAP), vi, 112, 

121, 129-131, 143, 156, 288, 308

 All terrain vehicle (M-ATV), 129-131

 Cougar, 97, 129-131

 egress trainer (MET), 265

Mission Assurance, ix, 289

Mission Payload Module Nonlethal Weapons System 

(MPM-NLWS), vi, 157

Mobile Modular Command and Control System 

(M2C2), v, 97

Mobile Tactical Air Operations Module (MTAOM), vii, 

186, 188, 189, 284

Mobile Trauma Bay (MTB), viii, 209

Mobilization Command (MOBCOM), 34

Modeling and Simulation (M&S), viii, 237, 246-247

 MAGTF Training Simulations Division (MTSD), 246

Modular Sleep System (MSS), 73
338 | USMC CONCEPTS & PROGRAMS 2011 

Modular Tactical Vest (MTV), 69, 71, 72

Modular Weapon System (MWS), iv, 63

Mountain Cold Weather Layering System (MCWLS), 73

Multiple Launch Rocket System (MLRS), 148

Multi-Shot Grenade Launcher, 65

N

National Capital Region (NCR), 21, 50

National Museum of the Marine Corps (NMMC), viii, 

270, 271-272

National Security Strategy, 7

National Strategy to Secure Cyberspace, 39

Naval Operations Concept 2010, 4

Naval Surface Fire Support (NSFS), viii, 231-232, 266

Navy Marine Corps Intranet (NMCI), 

Next Generation Enterprise Network (NGEN), 84,

Noncommissioned officer (NCO), 10

Non-lethal weapons, 154-156

 Green Beam, 155

 VENOM, 156

Non-secure Internet Protocol Routing Network 

(NIPRNET), 97

North Atlantic Treaty Organization (NATO), 42, 

189, 230

O

Office of Personnel Management (OPM), 298

Office of the Secretary of Defense (OSD), 3, 241, 294 

Officer Candidate School (OCS), 298, 303

Operating forces, iv, 7, 24- 43, 57, 72, 86, 92, 102, 

154, 242, 269, 276, 281, 289, 296, 300, 310,

Operational Stress Control and Readiness (OSCAR), 

163, 292

Operational Support Airlift (OSA), vii, 183, 

Operations, 4, 5-6

 counterinsurgency, 6, 268

 distributed, 7, 8, 71

 Enduring Freedom (OEF), 8, 50, 95, 135, 181, 

 196, 214, 217, 237, 240

 Humanitarian, 3, 6

 Iraqi Freedom (OIF), 50, 65, 95, 135, 194, 196, 

 217, 237, 240, 

 Range of Military (ROMO), 2, 7 

Operations and Tactics Training Program (OTTP), 47, 48

Optics, v, 63, 76, 78

 machine gun day optic (MDO), 76

 rifle combat optic (RCO), 

 squad day optic (SDO), 76

 thermal, 78

P

Pre-deployment training program (PTP), 47, 242, 258, 

260, 

 Exercise Mojave Viper, 183, 240, 243

 Mission Rehearsal Exercise (MRX), 242

 Exercise Mountain Warrior, 243

Prepositioning, 50, 125, 166, 221, 222, 229-230

President’s Own, The, 55

Professional Military Education (PME), viii, 10, 267, 

268, 270, 272, 

Program Manager Training Systems Command (PM 

TRASYS), 251, 252

Q

Quality of Life (QOL), ix, 10, 276, 278, 293, 294

R

Radar, 113, 163, 164, 171, 175, 226, 231, 234, 259, 

281, 283, 288

 air surveillance, AN/TPS-59, ix, 94, 188, 284

 Family of Target Acquisition Systems (FTAS), 153

 Ground/Air Task Oriented Radar (G/ATOR), 58, 

 94, 161, 186

Radio Battalion (RadBn), 26, 112, 114, 116, 118, 

121, 165

Radios, iv, v, 95, 100, 102, 135, 146, 183, 188, 189, 

262, 286

 High frequency (HFR), AN/PRC-150, AN/PRC- 

 104, 104

 Intra/Inter squad radio (IISR), AN/PRC-153, 67-68

 Multi-band (MBR), AN/PRC-117F, AN/PRC-119, 

 97, 103, 152

 Tactical Handheld Radio (THHR), AN/PRC-148, 

 67-68

Range and Training Areas (RTA), 244

Ranges, 249, 251, 257, 258, 260

 modernization and transformation (RM/T), 245, 

 251, 253

 multi-capable, 244-245

 status system,259

 sustainment program, 252

 target system, 253

Recruiting, ix, 22, 295-297, 298

 enlisted, 297

 Marine Corps Recruiting Command (MCRC), 22, 

 295

 officer, 297

Rifle, 62, 64, 258

 M16A2, 63

 M16A4, 63, 76

 M4, 63, 76
INDEX | 339

Remote Video Viewing Terminal, vii, 190

Rotary wing, 125, 161, 165, 178, 191, 230, 243, 

283 331

 AH-1Z Viper, 161, 176-177, 331

 CH-46E Sea Knight, 162, 174, 226, 265, 331 

 CH-53 Super Stallion, 134, 145, 149, 162, 179, 

 226, 230, 265, 331

 CH-53K, 134, 149, 161, 162, 179, 226, 331

 MV-22B Osprey, 58, 134, 145, 146, 149, 161, 

 163, 174-175, 226, 265, 331

 UH-1Y Venom, 161, 176-177, 331

Route Reconnaissance and Clearance (R2C), vi, 

129, 143

S

Satellite Communications (SATCOM), 97, 102, 103

Scalable Plate Carrier (SPC), 72

Seabasing, 174, 221, 227

Second Marine Division (2d MARDIV), 26, 27

Second Marine Aircraft Wing (2d MAW), 26, 27

Second Marine Expeditionary Force (II MEF), 16, 24, 

26, 27, 41, 42

Second Marine Expeditionary Brigade (2d MEB), 26, 27

Second Marine Logistics Group (2d MLG), 26, 27

Secure Internet Protocol Routing Network 

(SIPRNET), 97

Security cooperation (SC), 1, 41, 44, 45

 Theater Security Cooperation (TSC), 2, 183, 223, 

Security Cooperation Education and Training Center 

(SCETC), 44-45, 241

Security Force Assistance (SFA), 38, 41

Semi-Automatic Sniper System (SASS), iv, 64

Sensitive Compartmented Information Communications (SCI Comms), vi, 115-116

Service life extension program (SLEP), 164, 228, 283

Shelters, 

 Communications Electronic Equipment 

 Maintenance Complex (CEEMC), viii, 217

 Family of Tactical Soft Shelter (FTSS), viii, 

 219, 308

Ship on Land (SOL), 250

Ship to Shore Connector (SSC), viii, 228, 230

Short take-off vertical landing (STOVL), 161, 171, 

172, 173

Shoulder Launched Multi-purpose Assault Weapon 

(SMAW II), iv, 66

Signals intelligence (SIGINT), 110, 118, 121

Single Channel Ground and Airborne Radio System 

(SINGARS), 67, 103

Single Vehicle Adapter (SVA), 67

Special Operations, 37

 forces (SOF), 8, 13, 15, 18, 37, 64, 

 Marine Corps Special Operations Command, 8, 

 24, 37-39, 72, 114, 116, 152

Special Purpose Marine Air Ground Task Force 

(SPMAGTF), 16, 18-19

Special Reconnaissance (SR), 38

Squad automatic weapon (SAW), M249, 62, 76 

Squad Immersive Training Environment (SITE), 246, 

260, 261

Staff noncommissioned officer (SNCO), 54, 298, 

Sunset parade, 55

 dates and times, 55 

 location, 55

 parking, 55

Supporting Arms Virtual Trainers (SAVT), 266

Supporting Establishment, iv, 44-53, 86, 89, 101, 

275, 301

T

Tactical Air Command Center (TACC), 92, 188

Tactical Combat Operations (TCO), v, 93, 99

Tactical Data Network (TDN), 101

Tactical Data Systems (TDS), 95

Tactical Hand-held Radio (THHR), AN/PRC-148, 67

Tactical Hydrographic Survey Equipment (THSE), v, 75

Tactical Language Training System (TLTS), 46

Tactical MAGTF Integration Course (TMIC), 47, 48, 239

Tactical operations center (TOC), 100

Tactical Video Capture System (TVCS), 263, 264

Targeting, v, 76, 79, 163, 164, 171, 176, 178

 Family of Target Acquisition Systems (FTAS), 

 vi, 153

 Target Location Designation and Hand-off 

 System (TLDHS), vi, 145, 152

Team Portable Communications System-Multi 

Platform Capable (TPCS-MPC), vi, 121-122

Technical Control and Analysis Center (TCAC), vi, 118

Test Measurement and Diagnostic Equipment (TMDE), 

viii, 212

Theater Battle Management Core Systems (TBMCS), 

v, 92

Third Marine Aircraft Wing (3d MAW), 30, 31

Third Marine Division (3d MARDIV), 30, 33

Third Marine Expeditionary Brigade (3d MEB), 30, 33 

Third Marine Expeditionary Force (III MEF), 9, 16, 24, 

30, 33

Third Marine Logistics Group (3d MLG), 30, 33

Thirteenth Marine Expeditionary Unit (13th MEU), 30, 31 
340 | USMC CONCEPTS & PROGRAMS 2011 

Thirty-first Marine Expeditionary Unit (31st MEU), 18, 

30, 33

Total Life Cycle Management (TLCM), vii, 199

Training and Education Command (TECOM), 23, 

44-49, 237, 239, 241, 242, 244, 246, 251

Training and Readiness (T&R) Manual, 48, 266, 246

Training Systems, viii, 170, 237

 Aviation, vii, 169

 Collective, viii, 248-250

 Individual, viii, 265-266

 Range, viii, 251-264

Transition Assistance, 293

Trojan SPIRIT, AN/TSQ-226, 115, 116

Twenty-second Marine Expeditionary Unit (22d MEU), 

26, 27, 222

Twenty-fourth Marine Expeditionary Unit 24th MEU), 

26, 27, 222

Twenty-sixth Marine Expeditionary Unit (26th MEU), 

26, 27

U

Ultra-high frequency (UHF), 103, 114

Universal Needs Statement (UNS), 97, 100, 140, 158, 

178, 209, 288

Unmanned Aircraft Systems (UAS), vii, 161, 180-182, 

190

V

Values-Based Training, 10, 238

Vehicle borne improvised explosive device (VBIED), 

155

Vehicles, vi, 58, 124-143

 combat, 102, 126, 127, 128, 132, 135, 

 246, 249

 strategy, 125-126

tactical, 126, 129-130, 134, 137, 138-139, 140-141, 

142, 143, 311

VENOM Non-lethal Tube Launched Munitions System 

(NL/TLMS), vi, 156

Very high frequency (VHF), 104, 189

Vision and Strategy 2025, Marine Corps, 6

W

Warfighter Network Services – Tactical (WFNS-T), v, 101

Water Packaging System, expeditionary (E-WPS), 

viii, 213

Water Purification System, lightweight (LWPS), viii, 

213, 214

Weapons of Mass Destruction (WMD), 282

Wounded, ill, and injured (WII), 11, 293, 304, 305

Wounded Warrior Regiment (WWR), ix, 11, 304-305
U.S. M A R I N E C O R P S