Includes The Marine Corps Almanac

America’s Expeditionary Force in Readiness

Concepts & Programs 2013

U.S. Marine Corps

U.S. Marine Corp s

2013

Concepts & programs
i v

USMC Concepts & Programs 2013

A Message from the 

Commandant of the 

Marine Corps

Concepts and Programs 2013 provides a status 

update of the United States Marine Corps. Drawing 

on our role as the Nation’s Expeditionary Force in 

Readiness, we have long recognized that our continued success depends 

on our capacity to prepare for, and adapt to the ever-changing global 

security environment. Marines are expeditionary by nature and 

maintain a high state of readiness by design. We are proud of what our 

Corps — in close partnership with the Navy — contributes to America’s 

forward presence and power projection. Combined with the unique 

contributions of joint and coalition partners, these capabilities provide 

America with a potent and versatile military arsenal.
v 

FOREWORD

Our achievements since September 11, 2001 are testament to our long history of innovation. 

The dynamic nature of conflict and competition for technological advancement steels our resolve to 

ensure that Marines are armed with the necessary weaponry, doctrine and equipment necessary to maintain an operational advantage in any engagement. Our focus is not limited to equipment and weapons 

systems, but reflects the development of new operational concepts and organizational realignments. 

Concepts and Programs 2013 is an excellent resource to better understand the Corps, our capabilities, 

and the course we have charted for the future. Optimizing the Marine Corps is a process, not an end-state, 

and spans years of investment and experimentation. The results of this continuous process will yield 

an increasingly lethal, diverse and versatile array of capabilities we consider vital to meet the demands 

of an uncertain security environment. 

 

Semper Fidelis,

James F. Amos

General, U.S. Marine Corps
v i

USMC Concepts & Programs 2013

A Message from the Commandant 

of the Marine Corps . . . . . . . . . . . . . . . . ii

CHAPTER 1:

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

CHAPTER 2: Organization. . . . . . . . . . . . . . . . . . . . . . 10

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Marine Air Ground Task Force (MAGTF). . . . . . . . . . . . 12

Multi-Mission Capable MAGTFs. . . . . . . . . . . . . . . . . . . . 12

MAGTF Composition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Types of MAGTFs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Unique Combatant Commander Support. . . . . . . . . . . . 15

MAGTF Sustainability. . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Maritime Prepositioning Force (MPF). . . . . . . . . . . . . . . 16

Marine Corps Prepositioning Program - 

Norway (MCPP-N). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Headquarters, U.S. Marine Corps. . . . . . . . . . . . . . . . . . . 17

Headquarters, U.S. Marine Corps 

Organizational Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Operating Forces. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

U.S Marine Corps Forces Command 

(MARFORCOM). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

U.S. Marine Corps Forces Command 

Organizational Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

U.S. Marine Corps Forces Command Units. . . . . . . . . . . 20

U.S. Marine Corps Forces, Pacific (MARFORPAC). . . . . 22

U.S. Marine Corps Forces Pacific 

Organizational Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

U.S. Marine Corps Forces Pacific Units. . . . . . . . . . . . . . . 24

U. S. Marine Corps Forces, Special 

Operations Command (MARSOC). . . . . . . . . . . . . . . . . . 27

MARSOC Organizational Chart. . . . . . . . . . . . . . . . . . . . 29

U.S. Marine Corps Forces, Reserve. . . . . . . . . . . . . . . . . . 30

U.S. Marine Corps Forces, Reserve 

Organizational Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

U.S. Marine Corps Forces, Reserve Units. . . . . . . . . . . . . 31

U.S. Marine Corps Forces, Cyberspace 

(MARFORCYBER) Command. . . . . . . . . . . . . . . . . . . . . 32

MARFORCYBER Subordinate Units. . . . . . . . . . . . . . . . . 32

MARFORCYBER Organizational Chart. . . . . . . . . . . . . . 32

Installations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Marine Corps Installations Command (MCICOM). . . . 33

Marine Corps Logistics Command (MCLC). . . . . . . . . . 33

Commanding General, Marine Corps Logistics 

Command Organizational Chart. . . . . . . . . . . . . . . . . . . . 34

CHAPTER 3: Programs. . . . . . . . . . . . . . . . . . . . . . . . . 36

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Acquisition Categories (ACAT) and Terms. . . . . . . . . . . . 38

Pillar 1: High Quality People. . . . . . . . . . . . . . . . . . . 43

Section 1: Manpower. . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Force Structure Review/Drawdown in Forces. . . . . . . . . . 46

TABLE OF CONTENTS

Concepts & Programs 2013

U.S. Marine Corps
vii 

FOREWORD

End Strength. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Marine Corps Recruiting Command (MCRC). . . . . . . . 47

Diversity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Manpower Recruiting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Marine Corps Recruiting Information 

Support System (MCRISS). . . . . . . . . . . . . . . . . . . . . . . . . 49

Marine Corps Retention. . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Marine Corps Reserve. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Civilian Marines. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Section 2: Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Marine Corps University (MCU) and 

Professional Military Education (PME). . . . . . . . . . . . . . 55

College of Distance Education and 

Training (CDET). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

Pillar 2: Unit Readiness. . . . . . . . . . . . . . . . . . . . . . . . 59

Section 1: Keeping Faith With Marines, Sailors, 

and their Families. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

Defense Readiness Reporting SystemMarine Corps (DRRS-MC). . . . . . . . . . . . . . . . . . . . . . . . 62

Medical Readiness Reporting System (MRRS). . . . . . . . . 62

Family Support Programs. . . . . . . . . . . . . . . . . . . . . . . . . . 63

Integrated Behavioral Health. . . . . . . . . . . . . . . . . . . . . . . 64

Sexual Assault Prevention & Response. . . . . . . . . . . . . . . 65

Wounded Warrior Regiment (WWR). . . . . . . . . . . . . . . . 65

Semper Fit and Recreation/Exchange Services. . . . . . . . . 66

Personal and Professional Development. . . . . . . . . . . . . . 67

Section 2: Equipping the Marine. . . . . . . . . . . . . . . . . . 68

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

M27 Infantry Automatic Rifle (IAR). . . . . . . . . . . . . . . . . 70

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

Family of Ballistic Protection Systems (FBPS). . . . . . . . . 71

Clothing and Flame Resistant Organizational

Gear (FROG). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Family of Mountain Cold Weather Clothing 

and Equipment (FMCWCE). . . . . . . . . . . . . . . . . . . . . . . 74

Squad Thermal Sight (STS). . . . . . . . . . . . . . . . . . . . . . . . 75

Route Reconnaissance and Clearance (R2C) 

Family of Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Section 3: Investing in the Education and 

Training of our Marines. . . . . . . . . . . . . . . . . . . . . . . . . . 78

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Training and Education Command (TECOM) 

Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Courses and Facilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

MAGTF Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Predeployment Training Program (PTP). . . . . . . . . . . . . 81

Command and Control Training and Education Center 

of Excellence (C2TECOE). . . . . . . . . . . . . . . . . . . . . . . . . 83

Marine Corps Tactics and Operations 

Group (MCTOG). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Marine Corps Logistics Operations Group (MCLOG). . . 86

Joint, Interagency, and Multinational (JIM) Training. . . 87

Future Training: MAGTF Training Program. . . . . . . . . . 88

Training and Education Enablers. . . . . . . . . . . . . . . . . . . . 89

Marine Corps Training Information Management 

System (MCTIMS). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Modeling and Simulations (M&S). . . . . . . . . . . . . . . . . . 90

Mission-Capable Training Ranges. . . . . . . . . . . . . . . . . . . 91

Combined Arms Command and Control Trainer 

Upgrade System (CACCTUS). . . . . . . . . . . . . . . . . . . . . . 93

Squad Immersive Training Environments (SITE). . . . . . 94

Supporting Arms Virtual Trainers (SAVT). . . . . . . . . . . . 94

Marine Corps History Division. . . . . . . . . . . . . . . . . . . . . 95

National Museum of the Marine Corps (NMMC). . . . . 96

Center for Advanced Operational Culture and 

Learning (CAOCL). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

Section 4: Fire Support. . . . . . . . . . . . . . . . . . . . . . . . . 100

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

High Mobility Artillery Rocket System (HIMARS). . . . 102

Lightweight 155mm Howitzer (LW155). . . . . . . . . . . . . 103

Advanced Field Artillery Tactical Data System 

(AFATDS) Family of Systems. . . . . . . . . . . . . . . . . . . . . . 104

Family of Target Acquisition Systems (FTAS). . . . . . . . . 105

Escalation of Force-Mission Module (EoF-MM). . . . . . 106

Section 5: Command and Control/

Situational Awareness (C2/SA). . . . . . . . . . . . . . . . . . . . 108

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
viii

USMC Concepts & Programs 2013

Aviation Command and Control System (AC2) Family 

of Systems (FOS) and MACCS FOS Sustainment . . . . . 110

Global Command and Control System-Tactical Combat 

Operations (GCCS-TCO) System. . . . . . . . . . . . . . . . . . 111

Common Aviation Command and 

Control System (CAC2S). . . . . . . . . . . . . . . . . . . . . . . . . 112

Theater Battle Management Core System (TBMCS). . . 113

Combat Operations Center (COC). . . . . . . . . . . . . . . . . 113

Ground-Based Operational Surveillance System 

(Expeditionary) (G-BOSS(E)). . . . . . . . . . . . . . . . . . . . . 114 

Section 6: Expeditionary Energy. . . . . . . . . . . . . . . . . 116

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

Expeditionary Energy: From Bases to Battlefield. . . . . . 118

Section 7: Marine Corps Intelligence, Surveillance, 

and Reconnaissance Enterprise (MCISRE) . . . . . . . . . 122

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123

MCISRE Construct. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125

Operational Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . 125

Section 8: Expeditionary Logistics. . . . . . . . . . . . . . . . 128

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129

Electronic Maintenance Support System (EMSS). . . . . 130

Family of Field Medical Equipment (FFME). . . . . . . . . 130

Marine Corps Family of Power and Environmental 

Control Equipment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131

Family of Combat Field Feeding Systems. . . . . . . . . . . . 132

Section 9: Preparing for Tomorrow’s Fight . . . . . . . . 134

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135

Marine Corps Security Cooperation 

Group (MCSCG). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136

PILLAR 3: Capability & Capacity to Meet 

DoD Strategic Requirements. . . . . . . . . . . . . . . . . . . . . 139

Section 1: Amphibious and Pre-positioning Ships. . . 140

Naval Expeditionary Capability in the 21st Century . . 141

Maritime Support to Expeditionary Operations. . . . . . 142

Amphibious Warships. . . . . . . . . . . . . . . . . . . . . . . . . . . . 144

Landing Craft Air Cushion (LCAC)/

Ship-to-Shore Connector (SSC). . . . . . . . . . . . . . . . . . . 146

Evolution of Maritime Prepositioning. . . . . . . . . . . . . . 146

Joint High Speed Vessel (JHSV). . . . . . . . . . . . . . . . . . . . 148

PILLAR 4: Infrastructure Sustainment. . . . . . . . . . . . 151

Section 1: Providing Capable Bases and Stations. . . 152

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153

Installations and Military Construction. . . . . . . . . . . . . 154

Infrastructure Sustainment. . . . . . . . . . . . . . . . . . . . . . . 154

Installations Energy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154

Range Modernization/Transformation (RM/T). . . . . . . 155

Housing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156

Environmental, Natural, and Cultural 

Resources Stewardship. . . . . . . . . . . . . . . . . . . . . . . . . . . 157

PILLAR 5: Equipment Modernization. . . . . . . . . . . . . 159

Section 1: Equipping the Marine. . . . . . . . . . . . . . . . . 160

Follow-On-To Shoulder Launched 

Multi-Purpose Assault Weapon (FOTS). . . . . . . . . . . . . 161

Marine Enhancement Program (MEP). . . . . . . . . . . . . . 161

Family of Improved Load Bearing 

Equipment (FILBE). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162

Family of Individual Warfighter Equipment (IWE). . . . 163

Section 2: Ground Combat Tactical Vehicles. . . . . . . 166

Mobility for the 21st Century. . . . . . . . . . . . . . . . . . . . . . 167

Ground Combat Tactical Vehicle Strategy (GCTVS). . . 168

Assault Amphibious Vehicle (AAV7A1) 

Family of Vehicles Upgrade. . . . . . . . . . . . . . . . . . . . . . . 169

Joint Light Tactical Vehicle (JLTV) 

Family of Vehicles (FOV) . . . . . . . . . . . . . . . . . . . . . . . . . 170

Amphibious Combat Vehicle (ACV). . . . . . . . . . . . . . . . 171

Marine Personnel Carrier (MPC). . . . . . . . . . . . . . . . . . 172

High Mobility Multipurpose Wheeled 

Vehicle (HMMWV). . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

Medium Tactical Vehicle Replacement (MTVR). . . . . . 173

Logistics Vehicle System Replacement (LVSR). . . . . . . . 175

Section 3: Aviation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176

Aviation Strategy for the 21st Century. . . . . . . . . . . . . . 177

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

and C (Carrier Variant) Lightning II Joint 

Strike Fighter (JSF). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178

Joint Strike Fighter (JSF) Transition Plan. . . . . . . . . . . . 179

Marine Air Ground Task Force Electronic Warfare 

(MAGTF EW). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179

MV-22B Osprey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
ix 

FOREWORD

H-1 Upgrades (UH-1Y Venom/AH-1Z Viper). . . . . . . . 182

KC-130J. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183

CH-53K Heavy Lift Helicopter. . . . . . . . . . . . . . . . . . . . . 184

Unmanned Aircraft Systems (UAS). . . . . . . . . . . . . . . . . 186

AN/TPS 80 Ground/Air Task Oriented Radar 

(G/ATOR). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188

P-19A Aircraft Rescue and Fire Fighting (ARFF) 

Vehicle Replacement (P-19R). . . . . . . . . . . . . . . . . . . . . . 189

Section 4: Fire Support. . . . . . . . . . . . . . . . . . . . . . . . . 192

Expeditionary Fire Support System (EFSS). . . . . . . . . . 193

Target Location, Designation, and

Hand-off System (TLDHS). . . . . . . . . . . . . . . . . . . . . . . 193

Mission Payload Module–Non-Lethal Weapons 

System (MPM-NLWS). . . . . . . . . . . . . . . . . . . . . . . . . . . 194

Ocular Interruption System. . . . . . . . . . . . . . . . . . . . . . . 195

Disable Point Target (DPT). . . . . . . . . . . . . . . . . . . . . . . 196 

DoD Non-Lethal Weapons Program. . . . . . . . . . . . . . . . 196 

Section 5: Command and Control/

Situational Awareness (C2/SA). . . . . . . . . . . . . . . . . . . . 198

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199

Marine Air Ground Task Force (MAGTF) 

Command and Control Vision Statement . . . . . . . . . . . 200

Marine Corps Information Enterprise 

(MCIENT) Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200

MCIENT Core Components. . . . . . . . . . . . . . . . . . . . . . 203

Marine Corps Enterprise Information 

Technology Services (MCEITS). . . . . . . . . . . . . . . . . . . . 204

Global Combat Support SystemMarine Corps (GCSS-MC). . . . . . . . . . . . . . . . . . . . . . . . 205

Composite Tracking Network (CTN). . . . . . . . . . . . . . . 206

Joint Battle Command- Platform (JBC-P) 

Family of Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207

Networking On-the-Move (NOTM) Increment 1. . . . . 207

Tactical Networking Systems. . . . . . . . . . . . . . . . . . . . . . 208

Tactical Communication Modernization (TCM). . . . . 210

Tactical Data Network (TDN) 

Data Distribution System- Modular (DDS-M). . . . . . . 211

Ground-Based Air Defense 

Transformation (GBAD-T). . . . . . . . . . . . . . . . . . . . . . . 212

AN/TPS-59(V)3 Radar System. . . . . . . . . . . . . . . . . . . . 212

Identity Dominance System (IDS). . . . . . . . . . . . . . . . . . 213

Counter Radio-Controlled Improvised Explosive 

Device (RCIED) Electronic Warfare (CREW). . . . . . . . 214

Section 6: Intelligence, Surveillance 

and Reconnaissance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216

Distributed Common Ground System-Marine Corps 

(DCGS-MC) Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . 217

Intelligence Analysis System (IAS) 

Family of Systems (FOS). . . . . . . . . . . . . . . . . . . . . . . . . 217

Technical Control and Analysis Center (TCAC). . . . . . 218

Sensitive Compartmented Information 

Communications (SCI Comms). . . . . . . . . . . . . . . . . . . 219

Counter Intelligence and Human 

Intelligence Equipment Program (CIHEP). . . . . . . . . . 219

MAGTF Secondary Imagery Dissemination 

System (MSIDS). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220

Remote Video Viewing Terminal (RVVT). . . . . . . . . . . 221

Wide Field of View Persistent Surveillance (WFVPS). . . 221

21st Century Marine Expeditionary Intelligence 

Analysis (MEIA-21). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222

Tactical Exploitation of National 

Capabilities (TENCAP). . . . . . . . . . . . . . . . . . . . . . . . . 223

Team Portable Collection System Multi-Platform 

Capable (TPCS-MPC) . . . . . . . . . . . . . . . . . . . . . . . . . . 223

Intelligence Support to Cyberspace Operations. . . . . . . 224

CHAPTER 4: Marine Corps Almanac. . . . . . . . . . . . 226

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227

Active Officer Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228

Active Enlisted Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231

Reserve Officer Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235

Reserve Enlisted Data. . . . . . . . . . . . . . . . . . . . . . . . . . . . 237

Marine Corps Fiscal Resource Overview Chart. . . . . . . 239

FY12 TOA Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240

FY12 Appropriations Chart. . . . . . . . . . . . . . . . . . . . . . . 240

Marine Corps Procurement Chart. . . . . . . . . . . . . . . . . . 241

Marine Corps Ground Equipment Age Chart. . . . . . . . 241

Marine Corps Aircraft Age Chart. . . . . . . . . . . . . . . . . . . 242
CHAPTER 1
1 

chapter 1: The USMC America’s Expeditionary Force in Readiness

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 forces available 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 –– particularly in the gray areas where 

they overlap. Marines are always ready to respond whenever the Nation 

calls...wherever the President may direct.

General James F. Amos, USMC

Commandant of the Marine Corps

Strategic Demands and the Security Environment

The United States is a maritime nation, whose interests are inextricably 

wound in the networks of global trade and a stable international order. Our 

nation remains the world’s largest economy, critically dependent on the global 

commons for our livelihood, as more than 90 percent of the world’s commerce 

travels by sea. 

Protecting our citizens, allies and interests in this global system is vital for 

our prosperity and security. While the United States seeks peace and stability, 

armed intervention is sometimes necessary to preserve them. History reminds 

us that, no matter how strong our conventional capabilities may be, clever enTHE UNITED STATES MARINE CORPS:

AMERICA’S EXPEDITIONARY FORCE 

IN READINESS
2

USMC Concepts & Programs 2013

emies find “windows of vulnerability” to exploit. This 

human dimension creates vast uncertainties and demands a security establishment capable of responding 

to a wide range of threats. 

As we look ahead, we see a world of increasing instability, failing states, and conflict provoked by both 

conventional enemies and transnational threats. The 

complexity and scope of conflict continues to evolve 

and change rapidly. Both friends and potential enemies are increasingly bound through economic interdependence, shifting balances of power, and the 

effects of the information age. The information age 

and globalization have brought a diffusion of military 

power, to a greater number of states and to non-state 

and criminal actors. Global stressors such as poverty, 

urbanization, overpopulation, competition over scarce 

natural resources, and natural disasters increase tension and instability.

While millions have benefitted from globalization, 

millions of others have suffered social and economic 

disruptions. Those who perceive themselves as “left 

out” of a globalizing world are ripe for exploitation by 

rogue states, non-state actors, and criminal elements 

that thrive in the chaotic margins of the global order. Irregular challenges are thus becoming the new 

“regular” in the future security environment as terrorism, economic warfare, and cyber warfare present new 

modes of competition. 

 Much of the world’s population is concentrated 

along the world’s coastlines. These littoral regions are 

linked to our national interests and the global economy 

and are the primary operating area for our Navy-Marine Corps team. Our naval and maritime capabilities 

are designed to address the range of instabilities and 

threats found in the critical seam between the water 

and the land. Naval expeditionary forces provide an 

important backstop for today’s unpredictable threats. 

Forward-deployed Marines represent the Nation’s insurance policy against the threats and disruptions in 

the global security environment.
3 

chapter 1: The USMC America’s Expeditionary Force in Readiness

The Role of the Marine Corps

Today’s Marine Corps is purpose-built for the 

current and future security environments. The Marine Corps is the right force, at the right time, contributing the right capabilities to the defense of our nation and its interests around the globe. Our potential 

enemies are observant, adaptive, and cunning. They 

strike without warning, often in places and at times 

we least expect. Our Nation needs a force ready to 

move toward the sound of chaos, responding swiftly 

to crisis and creating the space and time for strategic 

decision-making. America needs a forward-deployed 

force capable of defending its interests, even when access is denied. Our nation has such a force. They are 

called Marines. 

The Marine Corps is a naval service, operating in 

close partnership with the world’s greatest Navy. Together, we share a remarkable heritage that predates 

the signing of our Constitution. Together, we leverage the access provided by the sea to protect the vast 

global commons, while ensuring our ability to project 

our national power and influence into the littoral regions. Naval forces deter aggression through forward 

presence, contain crises, respond to natural disasters, 

and buy strategic decision time for our nation’s leaders. Well-trained Navy-Marine teams are located off 

the coast of anticipated crisis areas every day, poised to 

swiftly respond. 

The flexibility of the Marine Corps and its amphibious capabilities align the service well with the security demands articulated in the 2012 Strategic Guidance for the 21st Century. The Marine Corps has the 

ability to operate without a large footprint ashore, and 

its ability to scale up in times of crisis make them an 

essential tool for national decision-makers and joint 

commanders. Marines smoothly integrate with the 

other elements of the joint force, enable interagency 

efforts, and are a natural partner to special operations. 

Where U.S. citizens, allies or interests are threatened, 

maritime response capabilities provide a range of rapid intervention options. When conflict escalates, their 

ability to conduct forcible entry operations in a major 

contingency serves as a rheostat for the thoughtful and 

appropriate application of military power. 

Marine Corps Operations 

During the past year, the Marine Corps has been 

actively engaged around the world. While continuing 

to meet operational commitments in Afghanistan, the 

Marine Corps simultaneously worked with over ninety 

allies and partners to build effective institutions that 

contribute to global stability and security. Marines 

continue to respond to global crises as they emerge, 

with two-thirds of the Marine Corps operationally 

committed on a daily basis. Even while providing a 

significant contribution to Operation Enduring Freedom (OEF), our Marine Expeditionary Units (MEUs) 
4

USMC Concepts & Programs 2013

and other task-organized Marine Air Ground Task 

Forces (MAGTFs) supported national security objectives throughout the globe. Marines provided forward 

presence, deterrence, and theater security cooperation 

activities, and contributed to building partner capacities in every geographic combatant command. 

Afghanistan 

The Marine Corps’ number-one priority is providing the best trained and equipped Marine units to 

Afghanistan. Over 7,000 Active and Reserve Marines 

remain engaged in operations in the Helmand and 

Nimroz provinces in Regional Command Southwest 

(RC-SW). Marines, along with nine Coalition partners 

and 32,000 Afghan National Security Forces in RC-SW, 

strive to deny the Taliban safe haven, restore stability to 

the most violent regions of Afghanistan, and give hope 

to the Afghan people. We have made significant progress in degrading the Taliban’s ability to organize and 

disrupt the efforts of the Afghan government, while 

building Afghan security institutions and improving 

the political and social conditions within RC-SW. 

As the Afghan government’s ability to provide 

security increases, the confidence of the population 

will be restored, accelerating the achievement of governance, economic, and social objectives. Marines in 

Helmand Province have helped open 86 schools, providing a “new normal” of daily classroom participation. Our efforts have contributed to the education 

of more than 121,000 children, including more than 

28,000 female students, representing a 432% increase 

since 2005. Healthcare is another area of vast improvement. Over the last six years health clinics serving the 

needs of the Helmand population have increased from 

six to 57. 

Global Crisis Response 

Marines remain vigilant around the globe, responding to crises spawned by instability, civil conflict, 

and humanitarian disaster. The Marine Corps provides six rotational MEUs and numerous special-purpose MAGTFs, each capable of responding when conditions deteriorate. For example, for more than 150 

days during 2012, the 24th MEU remained on station, 

ready to protect American interests and provide decision space to our leaders in the wake of violent protests 

across the Middle East and North Africa. 

Additionally, Marine Embassy Security detachments and Fleet Anti-terrorism Support Teams have 

protected our diplomatic missions against a range of 

threats. During 2012, these specialized Marine units 

deployed to reinforce U.S. diplomatic missions to provide physical security and force protection in Libya, 

Yemen, and elsewhere. Every day, Marine Security 

Guards are deployed at 148 embassies and consulates 

around the world. 

Humanitarian Assistance and Disaster Relief 

In December 2012, Marines and Sailors from the 

3rd Marine Expeditionary Brigade (MEB) responded 

quickly and effectively to a request from the Government of the Philippines to assist in humanitarian and 

disaster relief operations in the aftermath of Typhoon 
5 

chapter 1: The USMC America’s Expeditionary Force in Readiness

Pablo. U.S. and Philippine armed forces worked 

shoulder-to-shoulder in order to ensure relief supplies 

reached those in need. 

The flexibility and utility of amphibious forces 

operating from the sea was demonstrated on our own 

shores this past year. When Hurricane Sandy struck, 

more than 300 Marines and Sailors from the 26th 

MEU provided critical recovery and relief operations 

in support of Americans in need. Marine aviation 

conducted disaster relief assessments and provided the 

necessary airlift for Marines to deploy into the hardesthit areas. On the ground, Marines successfully coordinated with local leaders and residents for priority relief 

requirements, providing critical supplies and assisting 

with clearing debris and helping restore normalcy to 

people’s lives. 

Security Cooperation

Last year, Marines participated in more than 200 

security cooperation engagements. Additionally, our 

forward-deployed rotational MEUs participated in 

joint and coalition exercises around the globe, from 

Morocco to Indonesia, strengthening our partnership 

and influence with numerous nations. Marines supported each geographic combatant command, providing crisis response and partnering with a wide range of 

partners and allies. 

Thousands of Marines in Marine Special Operations Command participated in counter-terrorism, 

foreign internal defense, and other “spec-ops” in places 

around the globe. In support of U.S. Africa Command, 

Marines trained counter-terrorism forces in Mali 

and Mauritania supporting coalition forces combating al-Qaida affiliates across the Maghreb region of 

North Africa. 

In Australia, our newly established presence continued to expand the training and partnership opportunities presented by one of our strongest and oldest 

allies in the Pacific. Marine Rotational Force Darwin trained on the ranges in Darwin then embarked 

aboard the USS Germantown to participate in a series 

of combined training and readiness exercises throughout Southeast Asia. Through the annual Landing Force 

Cooperation and Readiness Afloat Training, these Marines conducted valuable training with our partners in 

Thailand, Indonesia, and Malaysia. Returning to Darwin, these Marines conducted training with the Australians, furthering the development of this important 

and enduring partnership.
6

USMC Concepts & Programs 2013

Marine Corps Missions

Marines offer an innovative portfolio of highly 

cost-effective means for crisis response and forward 

engagement. Our ability to respect territorial sovereignty without a large footprint ashore and scalability 

in times of crisis makes us an essential tool for national decision makers or joint commanders. By design, 

Marines smoothly integrate with the joint force, enable the interagency, and are a natural partner to special operations. Where U.S. citizens, allies or interests 

are threatened, maritime response capabilities provide 

rapid intervention options tailored to the demands 

of each crisis. When conflict escalates, our ability to 

“flex” and scale-up to the forcible-entry demands of 

a major contingency serves as a “rheostat” for the application of persuasive military power.

The rapid response and early intervention of Marine forces enables access for the rest of the joint force. 

Operating under austere conditions ashore, Marines 

can sustain themselves from the sea for long periods, 

without the need for immediate reinforcement through 

ports or airfields. The integrated firepower of Marine 

aviation, operating from amphibious ships or expeditionary basing ashore, allows Marine forces ashore 

to operate with a light footprint. Marines provide a 

wedge for the joint force that buys time and space for 

the assembling and movement of larger and heavier elements necessary for sustained operations. When the 

joint force is formed, Marines can smoothly integrate 

into the larger Joint operation ashore or readily return 

to sea, where they can serve as an asymmetric maneuver element. This capability creates a “swing force” for 

subsequent conflict, or for addressing simultaneous 

crises that arise during major contingencies. 

Marines respond to today’s crisis, with today’s 

forces...TODAY. A force able to swiftly intercede in 

crisis buys time for civilian and military decision-makers to assess and formulate a more deliberate response. 

Forward-deployed Marines provide an effective crisisresponse capability throughout the range of military 

operations. Expeditionary forces can defend the territory of allies, seize key terrain, or threaten the global 

interests of an opponent. The inherent flexibility of 

these forces enables the United States to swiftly escalate 

or de-escalate conflict according to the aims of strategy 

and risk. 

 Marines provide a stabilizing forward presence 

that deters conflict. Forward presence builds trust 

that cannot be created suddenly, when conflict looms. 

As our Nation’s force in readiness, the Marine Corps 

bolsters national credibility and deterrence through 

persistent forward naval engagement. With dispersed 

expeditionary units afloat near likely crisis areas, and 

prepositioned equipment stationed forward aboard 

shipping, the Navy-Marine team is a visible and tangible reminder of our nation’s resolve. 

Marines build strong partners. Marines build 

trust. Investment in building partner capacity is not 

“charity work,” but rather an investment in collective 

security throughout the global commons. Sea-based 

Marines tread lightly on host-nation infrastructure 

and sovereignty. Sized more closely to the security forces of most other nations, the Marine Corps 

provides a model of a tightly integrated air-ground-
7 

chapter 1: The USMC America’s Expeditionary Force in Readiness

logistics force, suitable to train effective security 

institutions across the globe. 

Marines assure access ashore. Littoral power 

projection capabilities enable U.S. joint forces to push 

open the door of access ashore. This ability to go where 

the Nation is not “invited” fundamentally underwrites 

the deterrent value of the joint force, and provides 

decision-makers options that complement precision 

strike or nuclear capabilities. Modern amphibious operations seek to achieve precision maneuver that creates and exploits seams in forces that might oppose a 

landing. Uniquely, Marines can operate without the 

requirement for nearby land bases and can sustain 

themselves from the sea without intact and secured 

ports and airfields. 

Marines respond to natural disaster. Crises imposed by unpredictable natural forces create human 

suffering on a scale that the U.S. cannot ignore. Timely 

U.S. responses strengthen the credibility of its promises, and increase the effectiveness of its security deterrence. The ability of amphibious forces to provide 

air, ground, and sea response, without imposing burdens on already stressed infrastructure, makes them a 

unique contributor to U.S. capability and influence. 

Marines are most ready when the nation is least 

ready. Because our Nation cannot afford to hold the 

entire joint force at the highest state of readiness, it has 

chosen to keep the Marines ready. For over half a century, the Marine Corps has complied with the mandate 

of the 82d Congress to be “the most ready when the 

Nation is generally least ready.” There is no effective 

substitute for ready forces that can swiftly respond to 

crisis. There are no effective substitutes for United 

States Marines.

Responding to Austerity with Vision

As the Nation continues to recover economically, 

the Marine Corps is highly cognizant of the necessity 

for frugality and good stewardship of the nation’s resources. We have continued to adjust our organization, 

infrastructure and business practices to make the Marine Corps the best possible return for the defense dollar. Austerity may make us leaner but we will emerge 

stronger as we innovate and remain the most capable 

Marine Corps the nation can afford. We may have to 

do with less, but we will refuse to do things less well. 

Readiness is the currency with which we meet the 

nation’s security obligations; a hollow force is not an 

option for the nation’s crisis response force. While 

readiness comes at a cost, the cost of not being able to 

intervene or contain crisis can be catastrophic. Investment in a ready Marine Corps buys decision space for 

leadership decision-making, and it buys time to assemble the components of the larger joint force if conditions require it. Preserving that ready edge for the joint 

force is fundamental to the capability we provide to the 

nation’s security. 

Maintain our Commitment to fulfillment of 

the mission in Afghanistan. Our Afghanistan mis-
8

USMC Concepts & Programs 2013

sion is not complete until the last Marine is home, our 

wounded warriors have healed, and the families of our 

fallen have been taken care of. As long as Marines are 

forward deployed in a combat theater, they will receive 

our first priority, the center of our thoughts and our 

last ounce of energy. 

Reset and Reconstitute the Force. Our mission 

is not complete until our equipment is reset and our 

force is reconstituted. That equipment is central to our 

ability to respond to future missions. As stewards of 

the taxpayer, Marines have initiated heroic efforts to 

recover, refurbish, and repair equipment. 

Rebalance to the Pacific. Rebalancing to the Pacific theater is a central element of our national strategy which builds on the decades-long presence of Marines who operate across its land, water and airspace 

every day. We will not just “be” in the Pacific, we will 

“be effective” in the Pacific through distributed, multimission-capable MAGTFs. We will preserve our global 

responsiveness, while developing opportunities in this 

priority theater. 

 Advance Littoral Concepts. The changing nature 

of the security threats to the Nation demands continued innovation. Operational Maneuver From The Sea 

and Ship-to-Objective Maneuver remain our capstone 

warfighting concepts, and we will continue to focus on 

our ability to execute them while furthering the concept of Single Naval Battle to provide a seamless projection of naval power from blue-water to operations 

ashore. We must have the organizational and process 

discipline to manage our concepts through their full 

life cycle, providing focus and guidance for innovation, 

training, and experimentation.

Invest in our Marines. The superior qualities of 

the individual Marine provide our warfighting edge. 

That begins with recruiting and retaining the highest 

quality talent and applies to our active duty, reserve, and 

civilian workforces. Marines are expected to shoulder 

increasingly complex burdens in the emerging security 

environment we must adopt our educational establishments and training venues to ensure their readiness for 

the complexity of modern conflict. 

Invest in Innovation. In addition to training and 

education, we will create mechanisms to embrace innovation across the force to move our concepts from 

theory to practice. We will leverage our human capital 

through experimentation and innovation at every level 

and create responsive mechanisms to reduce the “flashto-bang” process of transforming innovative ideas to 

force implementation. 

Care for our Wounded Warriors. After a decade 

of war, the continued physical, moral, and mental 

health of all of our Marines remains paramount. Those 

who bear the physical and mental wounds of war must 

remain our first concern. We will continue to extend 

every effort to heal our wounded, support their families, and help young Marines and Sailors increase their 

resilience. 

Keep Faith with Marines and their Families. The 

faith of the American people has improved the quality of life for our Marines and families during the last 

decade and we must protect those gains in an era of 

increasing fiscal constraints. Our families share in our 

burdens, our values, and our risks, and their service 
9 

chapter 1: The USMC America’s Expeditionary Force in Readiness

must be honored through quality programs and access 

to much-needed resources.

The Nation’s Expeditionary 

Force of Choice

Marines have always responded to change in ways 

both timely and timeless. While our concepts, training, 

and equipment have adapted, our fundamental character has not. Marines remain physically strong, mentally 

agile, and imminently practical warfighters. The cohesion, fidelity, and expeditionary mindset of Marines are 

a proven recipe for success. Marines will continue to 

live hard, train hard, and fight hard, providing the Nation with a ready capability to contain the crisis, plug 

the gap, hold the line, fight and win. 

In short, America’s Marines are a hedge against 

the unexpected and dangerous in a security environment that remains fraught with challenges. A compelling security investment, the Marine Corps provides 

significant return on investment for every security dollar. When the Nation pays the “sticker price” for its 

Marines, it gets not only the least-expensive force in 

the U.S. defense arsenal, it also gets one that is highly 

skilled, forward deployed, and able to operate across 

the full range of military operations. Expeditionary 

naval forces provide an effective hedge against both 

the Nation’s most likely and most dangerous security 

challenges. We do not know where or when we will 

fight, but we know that we will be ready when the bugle 

sounds. We do not know whom we will fight, but even 

the toughest adversaries have not proven our equal. We 

will remain Americas “middleweight” expeditionary 

force in readiness . . . Semper Fidelis.
CHAPTER 2
11 

chapter 2: organization

Introduction

The Marine Corps is a crisis response expeditionary force which is taskorganized and able to conduct operations across the entire spectrum of 

military operations. Fundamentally, the Corps is a “middleweight force” 

that fills the void in our Nation’s defense structure between light Special Operations Forces (SOF) and heavier conventional units. The Corps provides 

scalable and adaptive forces that complement the lighter and heavier forces. 

 During the last several years, the Marine Corps has grown in size to 

202,100 Active Component Marines to meet the demands of global commitments and combat operations. The organization of the Corps has changed in 

order to adapt to the complex environment, even as it retained 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 regional conflicts, while developing agile and capable 

forces to meet future hybrid threats as well. The same will be true of the Marine 

Corps as it adjusts to post-Iraq and post-Afghanistan environments, which 

will include a capabilities-based force reduction to an end strength of 182,100 

active duty Marines by fiscal year 2016. 

Chapter 2 outlines the Marine Corps combined-arms structure and 

organization and highlights the unique capabilities that Marines bring to 

the fight.

organization
1 2

USMC Concepts & Programs 2013

MARINE AIR-GROUND TASK 

FORCE (MAGTF)

The MAGTF is the Marine Corps principal organizational construct for conducting missions across the range 

of military operations. MAGTFs provide combatant 

commanders with scalable, versatile expeditionary forces 

able to assure allies, deter potential adversaries, provide 

persistent U.S. presence with little or no footprint ashore, 

and respond to a broad range of contingency, crisis, and 

conflict situations. They are balanced combined-arms 

force packages containing command, ground, aviation, 

and logistics elements. A single commander leads and 

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

and train together, further increasing their cohesion and 

fighting power.

MULTI-MISSION CAPABLE MAGTFs 

Tailored to meet combatant commanders’ requirements, MAGTFs operate as an integrated force in the 

air, land, maritime and cyberspace domains. The naval 

character of MAGTFs enhances their global mobility, 

lethality, and staying power. 

Embarked aboard amphibious ships or deployed 

using other means, multi-mission capable MAGTFs 

provide U.S. civilian and military leaders with the ability to conduct the following activities:

• Move forces into crisis areas without revealing their 

exact destinations or intentions 

• Provide continuous presence in international waters 

• Commence execution of a mission within six to 48 

hours of receiving a warning order

• Provide immediate national response in support of 

humanitarian and natural disaster relief operations 

• Provide credible but non-provocative combat power 

over the horizon for rapid employment as the initial 

response to a crisis

• Support diplomatic processes for peaceful crisis 

resolution before employing immediate-response 

combat forces

• Respond to crises through the measured projection 

of combat power ashore — day or night and under 

all weather conditions

• Introduce additional Marine forces sequentially into 

a theater of operations

• Operate independent of established airfields, basing 

agreements, and overflight rights

• Conduct combat operations ashore, relying on 

MAGTF-organic combat service support 

• Conduct theater security cooperation to build 

partner capacity

• Enable the introduction of follow-on forces by 

securing staging areas ashore or bypassing littoral 

defenses by going further inland

• Operate in rural and urban environments, and during chemical, biological, radiological, and nuclear 

situations

• Withdraw rapidly at the conclusion of operations

• Participate fully in the joint planning process and 

successfully integrate MAGTF operations with those 

of the joint force and enable larger joint operations

• Integrate with and complement the efforts of SOF

• Support service, joint, and national efforts 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. No matter what their 

mission or mode of deployment, MAGTFs are comprised of four deployable elements that are supported 

from Marine Corps bases and stations.
13 

chapter 2: organization

Command Element (CE) 

The CE contains the MAGTF headquarters and 

other units that provide operations, intelligence, logistics, 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. 

Its makeup can range from a light, air-transportable 

reinforced company to a relatively heavy, mechanized 

unit that includes one or more Marine divisions, or 

any other type of Marine Corps ground combat unit 

that meets the demands of a particular mission.

Aviation Combat Element (ACE)

The ACE conducts offensive, defensive, and all 

other air operations to support the MAGTF mission. 

The ACE is task-organized to perform the six functions 

of Marine aviation required to support the MAGTF 

mission — assault support, anti-air warfare, offensive 

air support, electronic warfare, control of aircraft and 

missiles, and aerial reconnaissance –– which could include aviation support to humanitarian assistance and 

disaster relief operations. The ACE 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 

consisting of 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 Marine Logistics Groups (MLG).

Types of MAGTFs

There are four types of MAGTFs: the Marine Expeditionary Force (MEF); the Marine Expeditionary 

Brigade (MEB); the Marine Expeditionary Unit (MEU); 

and the Special Purpose MAGTF.

Marine Expeditionary Force 

The MEF is the principal Marine Corps warfighting organization during larger crises or contingencies. 

Normally commanded by a Lieutenant General, a MEF 

can range in size from 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. With appropriate augmentation, the MEF CE is capable of performing as a Joint 

Task Force (JTF) headquarters. MEFs often deploy in 

echelon and designate the lead element as the MEF 

(Forward).

MEFs are the primary “standing MAGTFs” in 

peacetime and wartime. The Marine Corps is organized with three standing MEFs, each with a Marine 

division, aircraft wing, and logistics group. The I Marine Expeditionary Force (I MEF) is located at bases in 

California and Arizona. The II Marine Expeditionary 

Force (II MEF) is located at bases in North Carolina 

and South Carolina. And the III Marine Expeditionary 

Force (III MEF) is located at bases in Okinawa, mainland Japan, and Hawaii, with future plans for bases in 

Guam and Australia. 
1 4

USMC Concepts & Programs 2013

Marine Expeditionary Brigade 

The MEB is the mid-sized MAGTF that can include 

up to 20,000 Marines and is normally commanded by 

a Brigadier General. The MEB is scalable, capable of 

full spectrum operations, and self-sustaining for 30 

days. Three standing MEB command elements will be 

activated by the end of FY 2013. The standing MEB 

command elements do not have permanently assigned 

forces, but maintain habitual relationships with associated major subordinate elements through planning 

and exercises. When mobilized, the MEB is comprised 

of a reinforced infantry regiment, a composite Marine 

Aircraft Group, and a Combat Logistics Regiment. 

MEBs provide combatant commanders with scalable warfighting capability across the range of military 

operations and can conduct amphibious assaults and 

operations ashore in any geographic environment. As 

an expeditionary force, it is capable of rapid deployment and employment via amphibious shipping (normally 17 amphibious ships), strategic air and sealift, 

geographic or maritime pre-positioning force assets, 

or any combination of these. A MEB can operate independently, serve as the forward echelon of a MEF or 

act as a JTF headquarters with augmentation.

Concept Development & Integration Department 

is conducting a detailed assessment of future MEB 

structure requirements. Results of this effort will be 

published in 2013, and will provide a thorough guide 

for the future size, composition, and capabilities of this 

type of MAGTF.

Marine Expeditionary Unit 

Forward-deployed MEUs embarked aboard ARGs 

operate continuously in the areas of responsibility of 

various geographic combatant commanders. These 

units provide the President and the geographic combatant commanders a forward-deployed, flexible sea-based 

MAGTF, capable of conducting amphibious operations 

to respond to crisis, conduct limited contingency operations, introduce follow-on forces, and support 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 for and respond to crises, combined arms 

integration, and their interoperability with joint, combined and special operations forces. Composition of 

the MEU is informed by Marine Corps Order 3120.9C, 

Policy for Marine Expeditionary Units.

The MEU is commanded by a Colonel and deploys 

with 15 days of accompanying supplies. Prior to deployment, a MEU undergoes an intensive six-month training program, focusing on its Mission Essential Task 

List and interoperability with Joint and Special Operations Forces. The training culminates with a thorough 

evaluation and certification as “Operationally Ready to 

Deploy.” The organic capabilities of the MEU are as 

follows:

• Amphibious operations

- Amphibious assault

- Amphibious raid

- Small boat raid (specific to 31st MEU)

- Maritime interception operations

- Advance force operations 

• Expeditionary support to other operations/crisis 

response and limited-contingency operations

- Noncombatant evacuation operations

- Humanitarian assistance

- Stability operations

- Tactical recovery of aircraft and personnel

- Joint and combined operations
15 

chapter 2: organization

- Aviation operations from expeditionary sites

- Theater security cooperation activities 

- Airfield and port seizures 

• Theater security cooperation operations to build 

the capacity of partner nations and increase interoperability.

Prior to deployment, the MEF commander exercises full command of his organic MEU. Once embarked, MEU command relationships are delineated 

by the Geographic Combatant Commander (GCC) and 

are normally assigned operational control (OPCON) 

to the naval service component. However, during crisis 

response and contingency operations GCCs may shift 

OPCON of the MEU as articulated in Joint Publication 

(JP) 3-02, Amphibious Operations: 

While the full range of command relationship options as outlined in JP 1, Doctrine for the Armed 

Forces of the United States, are available, in amphibious operations, service component commanders normally retain operational control (OPCON) of their respective forces. If the Joint Force 

Commander organizes along functional lines, 

functional component commanders will normally 

exercise OPCON over all their parent Services’ 

forces and tactical control (TACON) over other 

Services’ forces attached or made available for 

tasking.

Special Purpose MAGTF (SPMAGTF) 

A SPMAGTF is task organized to accomplish a 

specific mission, operation, or regionally focused exercise. They 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 

and crises. SPMAGTFs can support theater campaign 

plans, security cooperation, and civil-military operations requirements. 

SPMAGTFs have capabilities, mobility, and sustainability commensurate with mission requirements 

in order to increase interoperability with, and provide training to, less developed military forces. The 

SPMAGTF can be tasked with building partner nation security capacity and supporting partner nation security efforts in specific regional areas. The 

SPMAGTF provides the combatant commander 

with a flexible expeditionary force employment option that further augments the traditional capabilities provided by the Marine Corps. SPMAGTFs are 

normally designated by the service headquarters 

in response to combatant commander requirements.

The Nation’s MAGTFs thus provide a continuum 

of capabilities to support naval, combatant commander, and national requirements. These MAGTFs joined 

by special-purpose forces and unique Marine forces 

enable the Corps to address the full range of conventional, unconventional, and irregular/hybrid threats as 

well as other taskings as the President might require. 

Unique Combatant 

Commander Support

A combatant commander or subordinate joint 

force commander might also require Marine forces 

that do not have all elements of a MAGTF. These forces 

are not given a specific MAGTF designation. Examples 

include the Black Sea Rotational Force (BSRF) and 

Marine Rotational Force-Darwin, which participate 

in security cooperation to build military capacity, provide regional stability, and develop lasting partnerships 

with nations in the region. 

In addition, as the Marine Corps evaluates potential hybrid threats, we believe there likely will be a 

requirement for smaller combined-arms task forces. 

These task forces will operate in an environment where 

greater capabilities are pushed to lower levels, thus enabling distributed operations at increasing distances. 

These task forces will depend upon increased tactical 

mobility and must maintain a high state of readiness. 

At the same time, they must retain the capability to 

integrate quickly into a larger, more lethal force on 

short notice. 

The Marine Corps ethos, training and warfighting 

philosophy makes Marines ideally suited to these types 
1 6

USMC Concepts & Programs 2013

of units and operations. However, we must ensure that 

our 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 its integral combat logistics element and 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 size MAGTFs deploy with sufficient accompanying supplies to support 

joint operations. MAGTFs 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.

Maritime Prepositioning 

Force (MPF)

The MPF is a strategic power-projection capability 

that combines the lift capacity, flexibility, and responsiveness of surface ships with the speed of strategic airlift. Strategically forward deployed around the globe, 

the maritime prepositioning ships (MPS) of the MPF 

provide geographic combatant commanders with persistent forward presence and rapid crisis response by 

prepositioning the combat equipment and supplies to 

support up to two MEBs for 30 days. 

The MPF is organized into two Maritime Prepositioning Ship Squadrons (MPSRON) with 12 ships 

overall. By 2015, there will be 14 ships. MPSRON-2 

is based at Diego Garcia in the Indian Ocean, and 

MPSRON-3 is based in the Guam-Saipan area of the 

western Pacific Ocean. 

These interoperable MPSRONs are each designed 

to “marry-up” with a fly-in echelon to support the 

rapid closure of a MEB. The MPF can also support 

smaller or larger MAGTFs by employing as few as 

one or as many as 12 MPF ships. The MPF consists of 

government-owned ships operated by Military Sealift 

Command (MSC). When 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 in-country 

reception facilities. The MAGTF combat capability 

provided by MPF is capable of supporting geographic 

combatant commander military operations across the 

range of military operations. 

MARINE CORPS PREPOSITIONING PROGRAM– 

NORWAY (MCPP-N)

MCPP-N enhances the operational responsiveness 

of all geographic combatant commanders by providing mission-tailored, prepositioned support to Marine 

Corps expeditionary operations globally. The existing equipment set is being reshaped, with the addition of communications and ordnance assets, to support a MAGTF built around an infantry battalion task 

force and composite aviation squadron. Quantities of 

equipment and supplies currently stored in Norway 

will also be adjusted to provide a balanced equipment 

set appropriate to support the new force list. MCPPN will retain its primary role of augmenting up to a 

MEB-sized force to support the reinforcement of Norway and U.S. Marine Corps expeditionary operations. 

MCPP-N materiel is stored in six caves and two airfields spread across Norway and is available for rapid 

preparation and marshaling at aerial, sea, or rail ports 

of debarkation in support of deploying MAGTFs. This 

forward prepositioning reduces reaction time and 

eliminates the need to otherwise deploy this equipment from locations in the continental United States, 

with all the attendant burdens on strategic lift that this 

would entail.
17 

chapter 2: organization

Headquarters, U.S. Marine

Corps (HQMC)

Headquarters, U.S. Marine Corps (HQMC) consists of the Commandant of the Marine Corps (CMC) 

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 overall 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. 

DC, plans, policy 

& operations

DC, Combat development 

& integration

Director 

Health Services

Legislative Assistant to 

the Commandant

Staff Judge Advocate 

To The Commandant

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

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

Program 

Executive Office 

Land Systems

Assistant Secretary of 

the navy research

development & acquisition
1 8

USMC Concepts & Programs 2013

Operating Forces

Operating forces — the heart of the Marine Corps 

— provide the forward presence, crisis response, and 

combat power that the Corps makes available to combatant commanders. The Marine Corps has established 

three, permanent commands to provide forces to unified combatant commanders: 

• U.S. Marine Corps Forces Command (MARFORCOM)

• U.S. Marine Corps Forces, Pacific (MARFORPAC) 

• U.S. Marine Corps Forces, Special 

Operations Command (MARFORSOC). 

Control of MARFORCOM is retained by the Marine Corps. The II Marine Expeditionary Force (II 

MEF), and other unique capabilities maintained under 

the Commander, MARFORCOM, are made available, 

by the Commandant of the Marine Corps, via the Joint 

Chiefs of Staff global force management allocation 

process. The Commander, MARFORPAC is assigned 

to the Commander, U.S. Pacific Command (PACOM), 

and provides I MEF and III MEF to PACOM. The 

Commander, MARFORSOC is assigned to the Commander, Special Operations Command (SOCOM) and 

provides assigned forces to SOCOM. 

These assignments reflect the peacetime disposition 

of Marine Corps forces. Marine forces are apportioned 

to the remaining geographic and functional combatant 

commands — the U.S. Southern Command (SOUTHCOM), U.S. Northern Command (NORTHCOM), 

U.S. European Command (EUCOM), U.S. Central 

Command (CENTCOM), U.S. Africa Command 

(AFRICOM), U.S. Strategic Command (STRATCOM), 

U.S. Cyber Command (CYBERCOM), and U.S. Forces 

Korea (USFK) — for contingency planning, and 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.

MARINE CORPS FORCES 

COMMAND (MARFORCOM) 

Located in Norfolk, Virginia, the Commander, 

MARFORCOM is tasked with the following activities: 

• Commanding Active Component (AC), Marine 

Corps-retained operating forces

• Executing force sourcing and synchronization to 

provide joint commanders with the Marine Corps 

forces they require 

• Directing deployment planning and the execution 

of Marine Corps-retained operating forces in 

support of combatant commander and service 

requirements 

• Serving as Commanding General, Fleet Marine 

Forces Atlantic (CG FMFLANT) and commanding 

embarked Marine Corps forces 

• Coordinating Marine Corps-Navy integration of 

operational initiatives and advising the Commander, U.S. Fleet Forces Command (USFF) on Navy 

support to Marine Corps forces assigned to naval 

ships, bases, and installations 

• Serving as Commander, Marine Forces Europe

• Serving as Commander, Marine Corps Bases Atlantic

• Conducting service-directed operational tasks as 

required. 

Within the past year, Marine Corps Installations 

Command (MCICOM) has reached full operational capability (FOC). The 24 active installations and 

11 airfields are divided into three regions: Marine 

Corps Installations Pacific (MCIPAC), Marine Corps 

Installations East (MCIEAST), and Marine Corps 

Installations West (MCIWEST). The 30,000 active 

forces assigned to MCICOM provide timely support 

to the Marines, Sailors, and families from the operating forces and maintenance depots.
19 

chapter 2: organization

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

US Marine Corps 

Forces

command

Marine Corps 

security 

cooperation 

group

II Marine 

Expeditionary 

Force

U.S. Marine Corps Forces Command

commarforcom
2 0

USMC Concepts & Programs 2013

U.S. Marine Corps Forces Command Units

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 

2d Radio Battalion 

 2d Air and Naval Gunfire Liaison Company 

 2d Law Enforcement Battalion

2d Marine Expeditionary Brigade 

2d Marine Expeditionary Brigade Command Element

22d Marine Expeditionary Unit

24th Marine Expeditionary Unit

26th Marine Expeditionary Unit

Marine Corps Security Force Regiment Yorktown, VA

Chemical Biological Incident Response Force Indian Head, MD

2d Marine Division

MCB Camp Lejeune, NC

Headquarters Battalion

2d Marine Regiment

 1st Battalion 

 2d Battalion

 3d Battalion 

 3d Battalion, 9th Marines

6th Marine Regiment

 1st Battalion

 2d Battalion 

 3d Battalion 

 2d Battalion, 9th Marines

8th Marine Regiment

 1st Battalion 

 2d Battalion 

 3d Battalion 

 1st Battalion, 9th Marines 

10th Marine Regiment

 1st Battalion 

 2d Battalion 

 3d Battalion 

2d Tank Battalion

2d Assault Amphibian Battalion

2d Light Armored Reconnaissance Battalion

2d Combat Engineer Battalion

2d Reconnaissance Battalion

2d Marine Aircraft Wing Marine Corps Air Station, 

 Cherry Point, NC

Marine Wing Headquarters Squadron 2

Marine Aircraft Group 14

Marine Aviation Logistics Squadron 14 

Marine Tactical Electronic Warfare Squadron 1 

Marine Tactical Electronic Warfare Squadron 2 

Marine Tactical Electronic Warfare Squadron 3 

Marine Tactical Electronic Warfare Squadron 4 

 Marine Attack Squadron 223 

 Marine Attack Squadron 231 

Marine Attack Squadron 542 

 Marine Attack Training Squadron 203 

Marine Aerial Refueler Transport Squadron 252 

Marine Wing Support Squadron 271 

 

Marine Aircraft Group 26 

MCAS New River, NC

 Marine Aviation Logistics Squadron 26 

 Marine Medium Tiltrotor Squadron 162 

 Marine Medium Tiltrotor Squadron 261 

 Marine Medium Tiltrotor Squadron 263 

Marine Medium Tiltrotor Squadron 264

 Marine Medium Tiltrotor Squadron 266 

 Marine Medium Tiltrotor Squadron 365 

Marine Medium Tiltrotor Training Squadron 204 

Marine Wing Support Squadron 272 

Marine Aircraft Group 29 

MCAS New River, NC

 Marine Aviation Logistics Squadron 29 

 Marine Light Attack Helicopter Squadron 167 

 Marine Light Attack Helicopter Squadron 269 

Marine Light Attack Helicopter Squadron 467 

MCAS Cherry Point, NC 

Force Structure Changes as of 30 Sept 2013
21 

chapter 2: organization

II Marine Expeditionary Force (cont.) 

 Marine Heavy Helicopter Squadron 366 

MCAS Cherry Point, NC 

Marine Heavy Helicopter Squadron 461 

Marine Heavy Helicopter Squadron 464 

 Marine Heavy Helicopter Training Squadron 302 

Marine Wing Support Squadron 274 

Marine Aircraft Group 31 

MCAS Beaufort, SC

 Marine Aviation Logistics Squadron 31 

 Marine Fighter Attack Squadron 115 

 Marine Fighter Attack Squadron 122 

 Marine Fighter Attack Squadron 251 

 Marine Fighter Attack Squadron 312 

Marine All Weather Fighter Attack Squadron 224 

Marine All Weather Fighter Attack Squadron 533 

 Marine Fighter Attack Training Squadron 501 

 (Eglin Air Force Base, FL) 

Marine Wing Support Squadron 273 

Marine Air Control Group 28

 Marine Tactical Air Command Squadron 28 

 Marine Air Control Squadron 2 

 Marine Air Support Squadron 1 

Marine Wing Communications Squadron 28 

 2d Low Altitude Air Defense Battalion 

 Marine Unmanned Aerial Vehicle Squadron 2

2d Marine Logistics Group

MCB Camp Lejeune, NC

HQBN, 2D MLG

 MEU Logistics Battalion 22

MEU Logistics Battalion 24

 MEU Logistics Battalion 26

Combat Logistics Regiment 2

 Combat Logistics Battalion 2 

 Combat Logistics Battalion 6 

 Combat Logistics Battalion 8 

Combat Logistics Regiment 25

 2d Maintenance Battalion 

 2d Medical Battalion 

 2d Supply Battalion 

 Combat Logistics Company 21 

MCAS Cherry Point, NC 

 Combat Logistics Company 23 

 MCAS Beaufort, SC

8th Engineer Support Battalion

2d Dental Battalion

U.S. Marine Corps Forces Command Units

Force Structure Changes as of 30 Sept 2013
2 2

USMC Concepts & Programs 2013

U.S. MARINE CORPS FORCES, 

PACIFIC (MARFORPAC)

MARFORPAC has three command roles and responsibilities. The command serves as U.S. Marine 

Corps component to U.S. Pacific Command (USPACOM), U.S. Marine Corps component to U.S. Forces 

Korea (USFK), and Fleet Marine Forces Commander 

to Pacific Fleet. In addition to its service component 

responsibilities, MARFORPAC could be tasked to act 

as a joint task force command element. 

With its headquarters located aboard Camp H. M. 

Smith, HI, MARFORPAC is the largest field command 

in the Marine Corps, having control of two-thirds of 

Marine Corps operational forces. Commander, MARFORPAC commands all U.S. Marine Corps forces assigned to USPACOM — approximately 86,400 Marines, Sailors and Civilians — operating in a diverse 

geographic area stretching from Yuma, Arizona to 

Goa, India. 

The Commander, MARFORPAC supports national and theater strategic objectives, and exercises 

Marine Corps component responsibilities in support 

of operational and concept plans, theater security cooperation, foreign humanitarian assistance, homeland 

defense, force posture, and lay down. This includes a 

planned rotational presence in northwestern Australia, and protection of installations and forces in the 

USPACOM area of responsibility (AOR). 

Annually, MARFORPAC conducts more than 160 

major multi-lateral and bi-lateral exercises and theater 

security cooperation engagements with some 30 allies 

and partners in the Asia-Pacific region. MARFORPAC 

forces also rapidly respond to a yearly average of 14 

humanitarian-assistance and disaster-relief (HA/DR) 

operations. 

Through unity of effort, MARFORPAC exercises 

coordinating authority in a consultative relationship 

with MCICOM for operational force base support requirements, Defense Policy Review Initiative (DPRI) 

requirements in Japan and Guam, USPACOM Unified 

Campaign Plan (UCP) and contingency planning requirements, and other installation-support initiatives 

affecting the Marine Corps in the PACOM AOR. 

While Marine Corps Installations Command 

exercises command and administrative control over 

all bases and stations of the Marine Corps, two of 

MCICOM’s regional commands, MCIWEST and 

MCIPAC, have USPACOM-assigned forces as tenants. 

As such, COMMARFORPAC exercises tactical control 

of MCIPAC and MCIWEST, or both, when supporting 

USPACOM (UCP) tasking and operational missions. 

During exceptional circumstances that require 

U.S. response in the PACOM AOR, such as HA/DR, 

or major combat operations, COMMARFORPAC, in 

consultation and accord with COMMCICOM, may assume operational control of MCIPAC and MCIWEST 

and their assigned installations. 
23 

chapter 2: organization

U.S. MARINE CORPS FORCES, PACIFIC 

MARFORPAC retains ADCON over MARFORK during Armistice.

MARFORPAC exercises Coordinating Authority in a consultative relationship with MCICOM over operational force base requirements and 

installation support initiatives.

MARFORPAC retains TACON of MCIPAC and MCIWEST when 

supporting CDR, USPACOM UCP tasking, as well as OPCON during 

exceptional circumstances such as crisis/contingency response, depending on CDRUSPACOM requirements.

US Marine Corps

Forces

korea

MCIPAC

MCIWEST

MCICOM

Fleet Marine

Forces Pacific

US Marine Corps

Forces Pacific

commarforPAC

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

III Marine Expeditionary 

Force

3d

Marine Division

1st

Marine Aircraft Wing

3d Marine Logistics 

Group

3d Marine 

Expeditionary Brigade

LEGEND
2 4

USMC Concepts & Programs 2013

U.S. Marine Corps Forces Pacific Units

I Marine Expeditionary Force 

I Marine Expeditionary Force

Marine Corps Base, Camp Pendleton, CA

I Marine Expeditionary Force Headquarters Group

9th Communications Battalion 

1st Intelligence Battalion 

1st Radio Battalion 

1st Air and Naval Gunfire Liaison Company 

1st Law Enforcement Battalion

1st Marine Expeditionary Brigade

11th Marine Expeditionary Unit

13th Marine Expeditionary Unit

15th Marine Expeditionary Unit

1st Marine Division

MCB Camp Pendleton, CA

Headquarters Battalion

1st Marine Regiment

 1st Battalion 

 2d Battalion

 3d Battalion 

1st Battalion, 4th Marines 

5th Marine Regiment

 1st Battalion

 2d Battalion 

 3d Battalion 

2d Battalion, 4th Marines 

7th Marine Regiment 

Marine Corps Air Ground Combat Center, 29 Palms, CA

 1st Battalion 

 2d Battalion 

 3d Battalion 

3d Battalion, 4th Marines 

11th Marine Regiment

 1st Battalion 

 2d Battalion 

3d Battalion MCAGCC, 29 Palms, CA

5th Battalion (HIMARS) 

1st Tank Battalion 

MCAGCC, 29 Palms, CA

3d Assault Amphibian Battalion Company D 

MCAGCC, 29 Palms, CA

1st Light Armored Reconnaissance Battalion

3d Light Armored Reconnaissance Battalion 

MCAGCC, 29 Palms, CA

1st Combat Engineer Battalion 

3d Combat Engineer Battalion 

MCAGCC, 29 Palms, CA

1st Reconnaissance Battalion

3d Marine Aircraft Wing 

Marine Corps Air Station, Miramar, CA

Marine Wing Headquarters Squadron 3

Marine Aircraft Group 11

Marine Aviation Logistics Squadron 11 

Marine Fighter Attack Squadron 232 

Marine Fighter Attack Squadron 314 

Marine Fighter Attack Squadron 323 

Marine All Weather Fighter Attack Squadron 121 

Marine All Weather Fighter Attack Squadron 225 

Marine Aerial Refueler Transport Squadron 352 

Marine Fighter Attack Training Squadron 101 

Marine Wing Support Squadron 373 

Marine Aircraft Group 13 

MCAS Yuma, AZ

 Marine Aviation Logistics Squadron 13 

 Marine Attack Squadron 211 

Marine Attack Squadron 214 

 Marine Attack Squadron 311 

 Marine Attack Squadron 513 

Marine Wing Support Squadron 371 

Marine Aircraft Group 16 

 Marine Aviation Logistics Squadron 16

 Marine Medium Tiltrotor Squadron 161

 Marine Medium Tiltrotor Squadron 163 

 Marine Medium Helicopter Squadron 165 

 Marine Medium Tiltrotor Squadron 166 

 Marine Medium Tiltrotor Squadron 363 

 Marine Heavy Helicopter Squadron 361 

Marine Heavy Helicopter Squadron 462 

Marine Heavy Helicopter Squadron 465 

Force Structure Changes as of 30 Sept 2013
25 

chapter 2: organization

I Marine Expeditionary Force (cont.) 

Marine Heavy Helicopter Squadron 466 

Marine Wing Support Squadron 374

MCAGCC 29 Palms, CA

Marine Aircraft Group 39 

MCAS Camp Pendleton, CA

 Marine Aviation Logistics Squadron 39 

 Marine Light Attack Helicopter Squadron 169 

 Marine Light Attack Helicopter Squadron 267 

 Marine Light Attack Helicopter Squadron 369 

Marine Light Attack Helicopter Squadron 469 

 Marine Light Attack Helicopter Training 

 Squadron 303 

 Marine Medium Helicopter Squadron 268 

Marine Medium Helicopter Squadron 364 

Marine Medium Helicopter Training Squadron 164 

Marine Wing Support Squadron 372 

Marine Air Control Group 38

 Marine Tactical Air Command Squadron 38 

 Marine Air Control Squadron 1 

 MCAS Yuma, AZ 

 Marine Air Support Squadron 3 

MCAS Camp Pendleton, CA 

Marine Wing Communications Squadron 38 

 3d Low Altitude Air Defense Battalion 

MCAS Camp Pendleton, CA 

 Marine Unmanned Aerial Vehicle Squadron 1 

MCAGCC 29 Palms, CA 

 Marine Unmanned Aerial Vehicle Squadron 3 

MCAGCC 29 Palms, CA

1st Marine Logistics Group 

MCB Camp Pendleton, CA

Combat Logistics Regiment 1

 Combat Logistics Battalion 1 

 Combat Logistics Battalion 5 

 Combat Logistics Battalion 7 

MCAGCC 29 Palms, CA

Combat Logistics Regiment 15

 1st Maintenance Battalion 

 1st Medical Battalion 

 1st Supply Battalion 

 Combat Logistics Company 11 

 MCAS Miramar, CA 

 Combat Logistics Company 16 

 MCAS Yuma, AZ

Combat Logistics Regiment 17

 MEU Logistics Battalion 11

 MEU Logistics Battalion 13

 MEU Logistics Battalion 15

7th Engineer Support Battalion

1st Dental Battalion

U.S. Marine Corps Forces Pacific Units

Force Structure Changes as of 30 Sept 2013
2 6

USMC Concepts & Programs 2013

U.S. Marine Corps Forces Pacific Units

III Marine Expeditionary Force 

III Marine Expeditionary Force

Marine Corps Bases, Okinawa, Japan

III Marine Expeditionary Force Headquarters Group

7th Communications Battalion 

3d Intelligence Battalion 

3d Radio Battalion MCB Kaneohe Bay, HI 

5th Air and Naval Gunfire Liaison Company 

3d Law Enforcement Battalion 

3d Marine Expeditionary Brigade 

3d Marine Expeditionary Brigade 

 Command Element

31st Marine Expeditionary Unit

3d Marine Division Marine Corps Bases, Okinawa, Japan

Headquarters Battalion

3d Marine Regiment MCB Kaneohe Bay, HI

 1st Battalion 

 2d Battalion

 3d Battalion 

4th Marine Regiment

Units sourced via Unit Deployment Program(UDP)

12th Marine Regiment

 1st Battalion MCB Kaneohe Bay, HI

 3d Battalion 

3d Combat Assault Battalion

3d Reconnaissance Battalion

1st Marine Aircraft Wing Marine Corps Bases, Okinawa, Japan

Marine Wing Headquarters Squadron 1

Marine Aircraft Group 12 

MCAS Iwakuni, Japan 

 Marine Aviation Logistics Squadron 12 

Marine All Weather Fighter Attack Squadron 242 

Marine Wing Support Squadron 171 

 MCAS Iwakuni, Japan 

Marine Aircraft Group 24 (-)

MCAS Kaneohe Bay, HI 

Marine Aviation Logistics Squadron 24 (-)

 Marine Light Attack Helicopter Squadron 367 

 Marine Heavy Helicopter Squadron 362 

Marine Heavy Helicopter Squadron 463 (CH-53E)

Marine Wing Support Detachment 24 

Marine Aircraft Group 36 

MCAS Futenma, Okinawa, Japan 

 Marine Aviation Logistics Squadron 36 

 Marine Medium Helicopter Squadron 262 

 Marine Medium Tiltrotor Squadron 265 

Marine Aerial Refueler Transport Squadron 152

Marine Wing Support Squadron 172 

Marine Air Control Group 18 

MCAS Futenma, Okinawa, Japan 

 Marine Tactical Air Command Squadron 18 

Marine Air Control Squadron 4 

 Marine Air Support Squadron 2 

Marine Wing Communications Squadron 18

3d Marine Logistics Group Marine Corps Bases, Okinawa, Japan

Combat Logistics Regiment 3

 Combat Logistics Battalion 3 

 MCB Kaneohe Bay, HI 

Combat Logistics Battalion 4 

Combat Logistics Regiment 35

 3d Maintenance Battalion 

 3d Medical Battalion 

 3d Supply Battalion 

 Combat Logistics Company 36 

 MCAS Iwakuni, Japan

Combat Logistics Regiment 37

 MEU Logistics Battalion 31

9th Engineer Support Battalion

3d Dental Battalion

Force Structure Changes as of 30 Sept 2013
27 

chapter 2: organization

U.S. MARINE CORPS FORCES, SPECIAL 

OPERATIONS COMMAND (MARSOC)

In October 2005, the Secretary of Defense directed 

the Marine Corps to form a service component of U.S. 

Special Operations Command (USSOCOM) and begin providing forces to the commander of USSOCOM. 

MARSOC was formally established February 24, 2006 

and is the Marine Corps component of USSOCOM. 

Headquartered at Camp Lejeune, NC, MARSOC 

trains, organizes, equips, and, when directed by the 

Commander USSOCOM, deploys task organized, scalable and responsive Marine Corps special operations 

forces (SOF) worldwide in support of combatant commanders and other agencies.

MARSOC will ultimately grow to a total force 

of approximately 4,000 Marines, Sailors, and civilian 

employees, including smaller numbers of the other 

branches of service. MARSOC includes three subordinate commands: the Marine Special Operations Regiment (MSOR), which consists of three Marine special 

operations battalions (1st MSOB at Camp Pendleton, 

CA, and 2d and 3d MSOB at Camp Lejeune, NC); the 

Marine Special Operations Support Group (MSOSG), 

which consists of three battalions (Marine Special Operations Combat Support Battalion and Marine Special Operations Logistics Battalion at Camp Lejeune, 

NC and Marine Special Operations Support Battalion 

at Camp Pendleton, CA.); and the Marine Special Operations School (MSOS) at Camp Lejeune, NC.

A Marine Corps major general commands MARSOC with a supporting staff designed to be compatible with all the functional areas within USSOCOM 

and Headquarters, U.S. Marine Corps. The MARSOC 

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 its inception in 2006 through 2012, MARSOC has conducted more than 125 operational overseas unit deployments of Marine Special Operations 

Teams (MSOTs) and Marine Special Operations Companies (MSOCs) in support of the geographic combatant commanders. While MARSOC’s primary focus has 

been the support of operations in Afghanistan, units 

have been involved in many other missions that span 

the globe. To date, MARSOC has conducted missions 

in over 18 different countries. The majority of these 

missions focus on training partner nation forces, assisting in counter-narcoterrorism efforts and providing other subject matter expert guidance to countries 

in component commands such as U.S. Africa Command, U.S. Pacific Command, U.S. Southern Command and U.S. Central Command. In 2009, MARSOC 

deployed its first Special Operations Task Force HQ, 

built around a Marine Special Operations Battalion, 

to Afghanistan. MARSOC continues to deploy SOTFs 

to Afghanistan, recently executing the fourth such deployment. These MARSOC SOTFs provide command, 

control, coordination and support to multiple SOF 

elements from MARSOC, U.S. Army Special Operations Command (USASOC) and Naval Special Warfare Command (NSWCOM) throughout RC West and 

Southwest, an area of over 100,000 square miles. 

 

MARSOC Core Activities. Special Operations require unique modes of employment, tactical techniques 

and training, and are often conducted in hostile, denied or politically sensitive environments. MARSOC 

is made up of regionally grounded and operationally 

astute Multidimensional Operators, formed into special operations teams that are forward deployed to 

conduct shaping, deterrence and crisis response operations. MARSOC is tasked by SOCOM with providing 

units specially trained in the following primary SOF 

core activities: 
2 8

USMC Concepts & Programs 2013

• Direct Action (DA) 

• Special Reconnaissance (SR) 

• Security Force Assistance (SFA) 

• Counter-insurgency (COIN)

• Foreign Internal Defense (FID)

• Counterterrorism (CT) 

• Information Operations (IO) 

MARSOC is also tasked to provide support for 

Civil Affairs Operations, Military Information Support Operations, Unconventional Warfare and Counter Proliferation operations, as well as training, equipping, planning for and providing forces to execute SOF 

Command and Control. 

MARSOC Subordinate Units 

Marine Special Operations Regiment (MSOR): 

MSOR consists of a Headquarters Company and three 

Marine Special Operations Battalions (1st, 2d, and 3d). 

The regiment 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 USSOCOM as 

well as the capability to form the nucleus of a joint special operations task force. Marines and Sailors of the 

MSOR train, advise, and assist 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. MSOR deployments are coordinated 

by MARSOC through USSOCOM, in accordance with 

engagement priorities for overseas contingency operations. MSOR HQ is located at Camp Lejeune, NC.

Marine Special Operations Battalions (MSOB): 

The 1st, 2d, and 3d MSOBs 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 MSOC is commanded 

by a Marine major and is capable of deploying task 

organized, expeditionary Marine SOF providing the 

above listed core activities 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 split-team 

operations and trained to conduct FID, DA and SR 

missions both unilaterally and with partnered nation 

forces. 1st MSOB is located at Camp Pendleton, CA,

and the 2nd and 3rd MSOBs are located at Camp 

Lejeune, NC.

Marine Special Operations Support Group 

(MSOSG): The MSOSG provides support capabilities 

for worldwide special operations missions as directed 

by the MARSOC commander. The MSOSG specifically provides all-source intelligence fusion, combined 

arms coordination, multi-purpose canine capability, 

special operations communications, and combat service support capability to MARSOC forces through 

its Combat Support Battalion, Logistics Battalion, and 

Support Battalion. The MSOSG deploys its capabilities 

in tailored operational support detachments as part of 

each MSOC and of each SOTF. The Support Group, 

Combat Support Battalion, and Logistics Battalion are 

located at Camp Lejeune, NC; the Support Battalion is 

located at Camp Pendleton to provide direct support 

to 1st MSOB.

Marine Special Operations School (MSOS): 

MSOS screens, assesses, selects, and trains Marines 

and Sailors for special operations assignments in 

MARSOC; provides both initial and advanced individual special operations training; and serves as 

MARSOC’s training and education proponent in 

support of MARSOC requirements. MSOS is located 

at Camp Lejeune, NC.
29 

chapter 2: organization

Marine Special 

Operations

support group

support

battalion

1st marine

special 

operations

battalion

logistics

battalion

2d marine

special 

operations

battalion

combat

support

battalion

3d marine

special 

operations

battalion

Marine Special 

Operations

regiment

Marine Special 

Operations

school

marsoc
3 0

USMC Concepts & Programs 2013

MARINE FORCES 

RESERVE (MARFORRES) 

Headquartered in New Orleans, Louisiana, MARFORRES 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 of the Marine Corps Reserve. As 

an operational reserve, MARFORRES provides personnel and operational tempo relief for active component forces during times of peace. 

Like the active component, MARFORRES is a 

combined-arms force with balanced ground, aviation, 

and logistics combat support units. MARFORRES 

capabilities are managed through MARFORCOM as 

part of his global force management responsibilities 

for the Commandant. Commander, MARFORRES is 

also Commander, Marine Forces Northern Command 

(MARFORNORTH) and serves as the Marine component of NORTHCOM.

As of September 30, 2013, MARFORRES will have 

units located at 182 training centers in 47 states, Puerto 

Rico and the District of Columbia. The MARFORRES, 

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 of 

MARFORRES is mobilization and combat readiness. 

This ensures the men and women of the Reserve stand 

ready, willing and able to answer the Nation’s call at 

home and abroad at a moment’s notice.

4TH MARINE

 DIVISION

NEW ORLEANS, LA

1st civil affairs

group

camp pendleton, CA

4TH MARINE

 AIRCRAFT WING

NEW ORLEANS, LA

4th Marine

Logistics Group

New Orleans, LA

force Headquarters

Group

New Orleans, LA

4TH CIVIL

AFFAIRS GROUP

WASHINGTON, DC

4TH ANGLICO

WEST PALM BEACH, FL

INTELLIGENCE

SUPPORT BATTALION

NEW ORLEANS, LA

Marine Corps

Individual Reserve

Support Activity

NEW ORLEANS, LA

Law enforcement

battalion

minneapolis, MN

commarforres

3D CIVIL

AFFAIRS GROUP

Great Lakes, IL

3D ANGLICO

BELL, CA
31 

chapter 2: organization

Marine Forces Reserve Units

Force Structure Changes as of 30 Sept 2013

Force Headquarters Group New Orleans, LA 

Intelligence Support Battalion New Orleans, LA

4th Air and Naval Gunfire 

 Liaison Company West Palm Beach, FL

6th Air and Naval Gunfire 

 Liaison Company Concord, CA

1st Civil Affairs Group MCB Camp Pendleton, CA 

2d Civil Affairs Group Miami, FL 

3d Civil Affairs Group NS Great Lakes, IL 

4th Law Enforcement Battalion St. Paul, MN 

6th Communications Battalion Brooklyn, NY

4th Marine Division New Orleans, LA

23d Marine Regiment San Bruno, CA 

1st Battalion Houston, TX 

2d Battalion Pasadena, CA 

3d Battalion Bridgeton, MO 

2d Battalion, 24th Marines Chicago, IL 

 

25th Marine Regiment Ft. Devens, MA 

1st Battalion Ft. Devens, MA 

2d Battalion Garden City, NY 

3d Battalion Brook Park, OH

1st Battalion, 24th Marines Mount Clemens, MI 

14th Marine Regiment Fort Worth, TX 

2d Battalion (HIMARS) Grand Prairie, TX 

3d Battalion Bristol, PA 

5th Battalion Seal Beach, CA 

3d Force Reconnaissance Company Mobile, AL 

4th Force Reconnaissance Company Alameda, CA 

4th Tank Battalion San Diego, CA 

4th Assault Amphibian Battalion Tampa, FL 

4th Light Armored Reconnaissance 

 Battalion MCB Camp Pendleton, CA 

4th Combat Engineer Battalion Baltimore, MD 

4th Reconnaissance Battalion San Antonio, TX

4th Marine Aircraft Wing New Orleans, LA

Marine Transport Squadron 

Det VMR Andrews AFB Andrews Air Force Base, MD 

Det VMR JRB Belle Chase New Orleans, LA 

Marine Aircraft Group 41 JRB Fort Worth, TX 

Marine Aviation Logistics Squadron 41 JRB Forth Worth, TX 

Marine Medium Tilt-Rotor 

 Squadron 764 Miramar, CA 

Marine Fighter Attack Squadron 112 JRB Fort Worth, TX 

Marine Aerial Refueler Transport 

 Squadron 234 JRB Fort Worth, TX 

Marine Fighter Training Squadron 401 MCAS Yuma, AZ

Marine Wing Support Squadron 473 MCAS Miramar, CA 

Marine Aircraft Group 49 JRB McGuire-Dix-Lakehurst, NJ

Marine Aviation Logistics Squadron 49 Stewart ANG Base, NY 

Marine Aerial Refueler Transport 

 Squadron 452 Stewart ANG Base, NY 

Marine Medium Helicopter 

 Squadron 774 NAS Norfolk, VA 

Marine Heavy Helicopter Squadron 772 JRB McGuire-Dix-Lakehurst, NJ

Marine Light Attack Helicopter 

 Squadron 773 Warner Robins AFB, GA

Marine Wing Support Squadron 471 Minneapolis, MN 

Marine Wing Support Squadron 472 JRB McGuire-Dix-Lakehurst, NJ

Marine Air Control Group 48 Great Lakes, IL 

Marine Tactical Air Command 

 Squadron 48 Great Lakes, IL 

Marine Air Control Squadron 24 Virginia Beach, VA 

Marine Air Support Squadron 6 Westover Air Reserve Base, MA 

Marine Wing Communications 

 Squadron 48 Great Lakes, IL 

Marine Unmanned Aerial Vehicle 

 Squadron 4 MCAS Yuma, AZ 

Marine Aviation Training Support Group 42 NAS Pensacola, FL

 

4th Marine Logistics Group New Orleans, LA

Combat Logistics Regiment 4 Kansas City, KS 

Combat Logistics Battalion 23 Fort Lewis, WA 

Combat Logistics Battalion 451 Charlotte, NC 

4th Dental Battalion Marietta, GA 

4th Medical Battalion San Diego, CA 

6th Engineer Support Battalion Portland, OR

Combat Logistics Regiment 45 Marietta, GA 

Combat Logistics Battalion 453 Aurora, CO 

Combat Logistics Battalion 25 Red Bank, NJ 
3 2

USMC Concepts & Programs 2013

U.S. MARINE CORPS FORCES, CYBERSPACE

COMMAND (MARFORCYBER)

Recognizing the significance of the cyberspace 

domain to national security, the Secretary of Defense 

directed the establishment of U.S. Cyber Command 

(CYBERCOM) as a sub-unified command under the 

U.S. Strategic Command. The primary objective of 

CYBERCOM is to integrate the computer network 

operations capabilities of the services and agencies in 

support of the National Strategy to Secure Cyberspace 

(NSSC). 

In response, the Marine Corps established U.S. 

Marine Corps Forces Cyberspace Command (MARFORCYBER) in October 2009. (This was complemented by the standing up of the Navy’s U.S. Tenth 

Fleet/Fleet Cyber Command in January 2010.) MARFORCYBER’s mission is to plan, coordinate, integrate, 

synchronize, and direct full spectrum Marine Corps 

cyberspace operations. This includes Department 

of Defense (DoD) Global Information Grid (GIG) 

operations, defensive cyber operations, and when directed, planning and executing offensive cyberspace 

operations. These operations support the Marine Air 

Ground Task Force (MAGTF), joint, and combined cyberspace requirements that enable freedom of action 

across all warfighting domains and deny the same to 

adversarial forces. 

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 Corps Enterprise Network (MCEN). MCNOSC also provides 

technical leadership to facilitate seamless information 

exchange by Marine 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 information technology (IT) solutions. 

The MCNOSC activities include the following: 

• Operating and defending the 

enterprise aspects of the MCEN 

• Collecting and sharing Global Information Grid 

(GIG) situational awareness 

• Reporting and directing actions that proactively 

address threats and vulnerabilities

• Responding to operational incidents

• Providing technical leadership to ensure that Marine Corps 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 and a “24/7” watch floor to ensure the 

availability and security of the network. Under the operational control of MARFORCYBER, the MCNOSC 

conducts preventative actions, attack detection, and 

incident response to counter rapidly expanding, increasingly diverse, and ever-more complex threats to 

defend the MCEN against cyber attack and enable the 

Marine Corps use of cyberspace. 

Company L, Marine Cryptologic 

Support Battalion (MCSB) 

Assigned under the operational control of MARFORCYBER, Company L’s mission is to plan and 

execute offensive cyberspace operations in order to 

support joint and Marine Corps requirements. Additionally, Company L deploys Marines to provide tailored subject matter expertise in support of MEF and 

MAGTF operations.

MCNOSC Co L, MCSB

marFORCYBER
33 

chapter 2: organization

INSTALLATIONS

MARINE CORPS INSTALLATIONS COMMAND

(MCICOM)

The Commandant of the Marine Corps (CMC) 

directed a reorganization of the Installations and Logistics Department, Headquarters Marine Corps, to 

include the creation of Marine Corps Installations 

Command (MCICOM) subordinate to the Deputy 

Commandant, Installation and Logistics. The CMC 

further stipulated that MCICOM would consist of a 

Headquarters located at Washington, D.C., and three 

subordinate commands: Marine Corps Installations 

East; Marine Corps Installations Pacific; and Marine 

Corps Installations West. MCICOM achieved full operational capability at the commencement of FY 2013.

Marine Corps installations directly support Marine Corps Operating Forces, individual Marines, 

and family members. They are essential components 

in the foundation of national defense as they are the 

force projection platforms that support training, sustainment, mobilization, deployment, embarkation, 

redeployment, reconstitution, and force protection. 

However, our installations face the most significant 

challenges in their history including increasing mission scope and complexity, declining resources, and 

growing threats to their long-term viability. The most 

pressing mission challenge is to maintain high quality 

installation support despite resource constraints.

Marine Corps Logistics Command (MCLC)

Headquartered in Albany, Georgia, 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, and support Marine Corps enterprise and 

program-level total life cycle management. 

MCLC is the Marine Corps Executive Agent for 

the tactical coordination, planning, and execution of 

ground equipment reset and is responsible for end-toend ground equipment reset from Southwest Asia actions from theater, through the appropriate Operation 

Enduring Freedom (OEF) Reset Account and until all 

reset maintenance actions are complete. As such, the 

Command is fully engaged in expediting, tracking, 

and processing principle end items and other classes 

of supply from Afghanistan. Additionally, MCLC manages the enterprise lifecycle maintenance program that 

is used to reset designated ground weapon systems.

Through Marine Corps Logistics Command (Forward) (MCLC (Fwd)), located in Afghanistan, MCLC 

provides critical sustainment logistics support to Marine forces currently deployed to Afghanistan. MCLC 

(Fwd) also executes in-theater reset actions, conducts 

the retrograde of equipment, and assists the redeployment actions of Marine Forces Central Command and 

the OEF Marine Air Ground Task Force. 

MCLC is structured to execute its core competencies via its four subordinate commands, its Marine 

Expeditionary Force (MEF) Support Teams co-located 

with each MEF and Marine Forces Reserve Headquarters, and its liaison officers in the National Capital 

Region, at Marine Corps Systems Command and the 

Program Executive Office-Land Systems.

Blount Island Command

Blount Island Command (BIC), located in Jacksonville, Florida, 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 maritime prepositioning fleet, currently consisting of 12 

ships and growing to 14 by 2015, within a three-year 

period, and also services the Marine Corps’ equipment 

maintained in the Norwegian caves as part of the Marine Corps Prepositioning Program-Norway. The BIC 

facility is being expanded to handle the demands of the 

future Maritime Prepositioning Force (MPF) program 

over the long term. In addition to the MPF mission, 

BIC manages the Marine Expeditionary Unit (MEU) 
3 4

USMC Concepts & Programs 2013

Augmentation Program (MAP). Supporting the 

MEU’s that serve as U.S. Central Command’s strategic 

reserve, the MAP is an inventory of equipment, mainly 

rolling stock and armored vehicles, on call in Kuwait. 

Marine Depot Maintenance Command

In December 2011, the Commandant of the Marine Corps approved the establishment of MCLC’s 

subordinate command, the Marine Depot Maintenance Command (MDMC). MDMC headquarters is 

located in Albany, Georgia with Production Plants in 

Albany and Barstow, California which consolidated 

the two production plants under a single headquarters, 

will reduce overhead, provide greater flexibility, and 

gain critical efficiencies to better support Marines in 

combat and in training. The production plants repair, 

rebuild, and modify all types of Marine Corps groundcombat, combat-support, and combat-service support equipment. These two production plants can be 

rapidly realigned for new capability and capacity to 

meet the immediate needs of the warfighter, to include 

the ongoing deployment of maintenance teams to OEF 

to provide support for combat operations and the continuing execution of the reset of equipment returned 

from Afghanistan. Both production plants are designated as Centers of Industrial and Technical Excellence for ground and amphibious combat and combat 

support systems, combat/tactical vehicles, automotive/

construction equipment, ordance/weapons, generalpurpose equipment, and communications/electronics 

equipment.

Marine Corps Logistics Command (Forward)

MCLC (Fwd) directs MCLC operations conducted in Afghanistan in order to provide service-level 

operational logistics support to Marine Corps forces 

as directed by Commander U.S. Marine Corps Forces 

Central Command and to execute in-theater Redeployment and Retrograde in support of Reset and Reconstitution actions. It provides other services and capabilities that align with the MCLC core competencies 

of supply, maintenance, and distribution to sustain the 

readiness of combat forces and allow them to focus on 

their tactical mission. Areas of effort includes management of a forward-in-stores capability, which is an inventory of critical equipment that is used to replace 

damaged or destroyed items immediately instead of 

waiting for them to be shipped from the United States. 

MCLC (Fwd) manages the principle end item rotation program; an effort designed to maintain a steady 

flow of refurbished equipment throughout the theater 

and coordinates the use of available in-theater maintenance resources to keep equipment combat ready. 

Finally, MCLC (Fwd) is responsible for the retrograde 

of USMC equipment from Afghanistan by identifing, 

accounting for, and shipping equipment to its reset 

destination. 

COMMANDING GENERAL,

MARINE CORPS 

LOGISTICS COMMAND

BLOUNT ISLAND COMMAND 

JACKSONVILLE, FL

Maintenance Center

Barstow, Ca

Maintenance Center

albany, GA
35 

chapter 2: organization

Marine Corps Logistics Command (MCLC) 

Headquarters Group (HQ)

MCLC HQ Group, located in Albany, Georgia, 

provides for the safety and welfare, ensures good order 

and discipline, and maintains individual readiness for 

all Marines and sailors assigned to the headquarters 

and MDMC.
CHAPTER 3
37 

chapter 3: programs

Introduction

The primary role of the Marine Corps in the 21st century is to be the 

Nation’s Expeditionary Force-in-Readiness. It is a force that provides 

combined-arms operating forces — including integrated aviation and 

logistical components — for service as part of naval, joint, and combined 

forces world wide. The Marine Corps fills a unique role in the capability 

range of America’s armed forces. A Middleweight Force, we are lighter than 

the Army, and heavier than Special Operations Forces (SOF). Marine Corps 

forces magnify U.S. power-projection capabilities, ensuring American 

military power remains influential during peacetime, compelling in crisis, 

and decisive in war.

As we look ahead, we will reinvigorate and reinforce our credentials as a 

lighter, faster, hard-hitting, expeditionary, and sea-based Marine Corps that 

relies on agility, shock, and surprise. Innovation and fiscal responsibility likewise will continue to be hallmarks of the Marine Corps. We are continuing to 

invest limited resources to restore combat capability and enhance our Marines’ 

readiness at home and in overseas operating areas. We also are monitoring our 

total investment requirements and measuring them against changing operational 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 2013 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
3 8

USMC Concepts & Programs 2013

ACQUISITION CATEGORIES (ACAT) 

and terms

The category of an acquisition program shall generally be determined based upon an assessment of cost, 

complex and risk. A description of the most commonly 

discussed Acquisition Category (ACAT) levels follows:

ACAT I: Major Defense Acquisition Programs (MDAP)

The Undersecretary of Defense for Acquisition, 

Technology, and Logistics (USD(AT&L)) designates 

MDAPs as ACAT ID (Defense Acquisition Board) or 

ACAT IC (Component). The Milestone Decision Authority (MDA) for an ACAT ID program is USD(ATL), 

and the MDA for ACAT IC (Component) Department 

of the Navy (DON) programs is the Secretary of the 

Navy or the Assistant Secretary of the Navy Research, 

Development & Acquisition (ASN(RDA)). To achieve 

this level of designation, a program must exceed $365 

million in FY 2000 dollars in research and development funding, exceed $2.190 billion in FY 2000 dollars 

in procurement funding or be designated as “Special 

Interest” by the MDA.

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; and the Common Aviation Command and Control System. The Marine Corps also participates in numerous joint ACAT I programs, including the Global 

Broadcast Service, the Joint Light Tactical Vehicle, and 

the Joint Tactical Radio System. 

ACAT IA: Major Automated 

Information Systems (MAIS) 

USD(AT&L) designates MAIS programs as ACAT 

IAM (MAIS) or ACAT IAC (Component) and is the 

MDA for ACAT IAM programs, unless delegated to 

the Assistant Secretary of Defense for Networks and 

Information Integration (ASD(NII)). The ASN(RDA) 

is the MDA for DON ACAT IAC programs. 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 

in FY 2000 dollars, with total program cost in excess of 

$126 million in FY 2000 dollars, or total lifecycle costs 

in excess of $378 million in FY 2000 dollars, or designated as “Special Interest” by the MDA. 

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 and the USD(AT&L) or his designee is the 

MDA for ACAT II programs. The Marine Corps funds 

two ACAT II program: the Logistics Vehicle Systems 

Replacement and the Lightweight 155 Howitzer.

ACAT III

Programs that do not meet the cost threshold for 

ACAT I or II but 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, Program Executive Officer Land Systems, or the Direct 

Reporting Program Manager when that applies. The 

Marine Corps currently manages more than 24 ACAT 

III programs.

ACAT IV

There are two categories of ACAT IV programs. 

ACAT IVT (Test) programs require Operational Test 

and Evaluation (OT&E), while ACAT IVM (Monitor) programs do not. Commander, Operational Test 

and Evaluation Force (COMOPTEVFOR) or Director, 

Marine Corps Operational Test and Evaluation Activity (Director, MCOTEA) may elect to monitor ACAT 

IVM programs. The Marine Corps manages nearly 40 

such programs.
39 

chapter 3: programs

Abbreviated Acquisition Programs (AAPs) 

AAPs are programs that do not meet the criteria 

for ACAT IV or above and does not require operational test and evaluation. Developmental costs for AAPs 

cannot exceed $10 million and total program value 

cannot exceed $50 million. For information technology systems, developmental costs cannot exceed $15 

million, or program costs exceed $30 million. For the 

past several years, the Marine Corps manages approximately 100 AAP programs at any given time.

Operations and Support Programs 

(O&S Programs) 

As total life-cycle managers of already acquired 

and fielded systems, the Marine Corp Systems Command maintains control and management oversight 

responsibilities for more than 300 independent systems needed to support the warfighter. 

Acquisition Phases and Terms

Materiel Solution Analysis Phase (Pre-Milestone 

A): The purpose of this phase is to assess potential 

materiel solutions and to satisfy the phase-specific 

entrance criteria for the next program milestone designated by the MDA. The most promising systems 

concepts shall be defined, in part, by broad objectives 

for performance and the identification of interoperability and integration requirements within a family of 

systems or system of systems. The Materiel Solution 

Analysis Phase ends when the Analysis of Alternatives 

(AoA) has been completed, materiel solution options 

for the capability need identified in the approved Initial Capabilities Document (ICD) have been recommended, and the phase-specific entrance criteria for 

the initial review milestone have been satisfied. 

Technology Development Phase (Pre-Milestone 

B): The purpose of this phase is to reduce technology risk, to determine and mature the appropriate set 

of technologies to be integrated into a full system, and 

to demonstrate critical technology elements on prototypes. Technology Development is a continuous technology discovery and development process reflecting 

close collaboration between the science and technology (S&T) community, the user, and the system developer. It is an iterative process designed to assess the 

viability of technologies while simultaneously refining 

user requirements.

Engineering and Manufacturing Development 

(Pre-Milestone C): This is the phase in which a system 

or increment of capability 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 (Post-Milestone 

C): This is the phase in which the operational capability that satisfies mission needs is achieved through 

operational test and evaluation to determine effectiveness, and suitability. Milestone C authorizes entry into 

Low Rate Initial Production (LRIP, for MDAPs and 

major systems), into production or procurement (for 

non-major systems that do not require LRIP), or into 

limited deployment in support of operational testing 

for MAIS programs or software-intensive systems with 

no production components. The MDAPs and other 

programs on the Office of the Secretary of Defense 

(OSD) Test and Evaluation Oversight List, Production 

and Deployment have two major efforts –– LRIP and 

Full-Rate Production and Deployment –– and require 

a Full-Rate Production (FRP) Decision Review. For 

MAIS programs or software intensive systems with no 

production components, the FRP Decision Review is 

referred to as the Full Deployment Decision Review.

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 customar-
4 0

USMC Concepts & Programs 2013

ily 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 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 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 CDD and CPD.
41 

chapter 3: programs
4 2

USMC Concepts & Programs 2013
Pillar 1:

High Quality People
section 1: Manpower
45 

chapter 3: programs

Introduction

Our Marine Corps is an expeditionary force fully trained and capable 

of executing assigned missions. Our strategic guidance rightfully focuses 

our attention on the Pacific and Central Command regions. Navy-Marine 

Corps forward basing, response capabilities and plans are already positioned 

to support that strategy, yet we will remain vigilant and capable to respond 

on short notice in other areas of the world as our Nation requires. Marines 

continually stand ready to contribute to a decisive joint force and can help 

provide access for that force wherever needed.

Our Corps of today and tomorrow will maintain its high standards 

of training, education, leadership, and discipline while contributing vital 

capabilities to the Joint Force across the spectrum of military operations. The emerging strategy revalidates our role as America’s Expeditionary Force in Readiness. Our partnership with the Navy enables a 

forward-deployed and engaged force that shapes, deters, responds, and 

projects power well into the future.
4 6

USMC Concepts & Programs 2013

Force Structure Review/

Drawdown in Forces

The Marine Corps conducted a capabilities-based 

Force Structure Review beginning in the fall of 2010 

in order to organize, rebalance and posture the force 

for the challenges of the emerging security environment of the future. The Force Structure Review Group 

(FSRG) incorporated the lessons learned from 10 years 

of combat and addressed 21st century challenges confronting our Nation and its Marine Corps. The review’s 

charter included efficient force structure planning, 

later termed as “best value,” with regard to capability, 

cost and readiness relative to the operational requirements of the forward-engaged geographic combatant 

commanders. The 2010 FSRG concluded with a CMC 

approved plan to field a comprehensive force, with an 

approximate end strength of 186,800, which meets the 

Title 10 requirements of the Marine Corps in crisis 

response and forward presence. However, further fiscal constraints articulated within the Fiscal Year 2013 

Presidential Budget required additional adjustments 

to the FSRG’s proposed force, drawing down to approximately 182,100 end strength. The adjusted force 

structure, however, maintained the overall theme and 

charter of FSRG, employing wargamed contingencies 

in capability draw down, while yet maintaining overall 

capabilities necessary in the 21st century for Marines 

to fulfill their primary role as America’s Expeditionary 

Force in Readiness, even at a reduced capacity.

End Strength

Fiscal Year 2013 marks the first year of a four-year 

drawdown period as the Marine Corps moves toward 

the 182,100 force. Personnel costs account for about 

60 cents of every Marine Corps dollar, and the resulting 182,100 Marine active duty force, supported by our 

Reserve component, retains the capacity and capability 

to support steady state and crisis response operations 

through rotational deployments and to rapidly surge in 

support of major contingency operations.

As we reduce our active component end strength, 

we must manage the rate of reduction carefully and responsibly. The Marine Corps plans to draw down our 

end strength by approximately 5,000 Marines per year. 

The continued resourcing of this gradual ramp down is 

vital to keeping faith with our Marines, many of whom 

have served in combat, and their families. This pace 

of drawdown will allow for completion of our mission 

in Afghanistan while ensuring proper resiliency in the 

force relative to dwell times. As our Nation continues to reduce the size of its Armed Forces, the Marine 

Corps will guard against the tendency to focus on pre9/11 end strength levels which would neither account 

for the lessons learned from 10 years of war, nor address the irregular warfare needs of the modern battlefield. Our 182,100 Marine Corps represents fewer 

infantry battalions, artillery battalions, fixed wing aviation squadrons, and general support combat logistics 

battalions than we had prior to 9/11. However, it adds 

cyber warfare capability, special operators, wartime 

enablers, and higher unit manning levels—all lessons 

gleaned from ten years of combat operations. It is a 

very capable force. 

We are also committed to keeping faith with Marines, Sailors and their families who have sacrificed so 

much over the past decade of war. Personnel reductions that become precipitous are among the worst 

measures that can be employed to save money. Our 

all-volunteer force is built upon a reasonable opportunity for retention and advancement. Unplanned and 

unexpected wholesale cuts undermine the faith and 
47 

chapter 3: programs

confidence in service leadership and create long-term 

experience deficits with negative operational impacts. 

Such an approach would no doubt do significant longterm damage to our ability to recruit and maintain a 

quality force.

MARINE CORPS RECRUITING 

COMMAND (MCRC)

Headquartered in Quantico, VA, Marine Corps 

Recruiting Command (MCRC) conducts operations to 

recruit qualified individuals for enlistment or commissioning into the United States Marine Corps and Marine Corps Reserve. 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 Plan Memoranda), the Recruiting Operations 

Order, and as otherwise directed by the Commandant 

of the Marine Corps. MCRC consists of two recruiting regions with three recruiting districts each. MCRC 

has 3,760 Marine Corps recruiters operating out of 48 

recruiting stations, 615 recruiting sub-stations, and 

72 officer-selection sites. MCRC maintains facilities 

throughout the continental United States, Alaska, Hawaii, Puerto Rico, Guam, the U.S. Virgin Islands, and 

the Northern Mariana Islands.

Diversity

Rapidly changing demographics of the Nation will 

continue to propel diversity forward as a strategic issue. Key to the Marine Corps diversity effort is the 

understanding that the objective is not to structure a 

force that merely reflects current demographics. It is 

through actively seeking the best and brightest young 

men and women from all communities in the Nation 

that we achieve diversity of intellect, talent, culture 

and demographic representation—all of which raise 

the total capability of our Corps. Efforts to generate 

more awareness about officer programs in underrepresented communities are underway. Since 2011, we 

have conducted leadership seminars at many locations 

throughout our country, introducing diverse college 

undergraduates and key influencers to Marine leadership traits and Marine Corps leadership opportunities. 

We are actively seeking out new communities within 

which to continue this effort. While minority officer 

accessions saw an increase during Fiscal Year 2012, 

we must nurture this gain and future successes with 

effective career development and mentorship initiatives. Doing so will set the conditions for more diverse 

officer profile projections. Overall, we seek to communicate the Marine Corps diversity mission through 

community outreach and recruit marketing; to ensure 

continued opportunities for merit based development 

and advancement; and to optimize training and education to increase the understanding for all Marines of 

the value that diversity brings to the Total Force. 

MANPOWER RECRUITING

FY 2012 was another productive year for the 

Marines of Marine Corps Recruiting Command as 

their sustained recruiting efforts resulted in 35,964 

total force non-prior service enlisted, 1,464 officer, and 

4,210 prior service Marine accessions with historic 

highs in quality indicators. The tireless effort of the 

recruiting force was instrumental in the Marine Corps 
4 8

USMC Concepts & Programs 2013

attainment of the overall end strength goal of 198,000. 

Moving into FY 2013, MCRC remains poised to meet 

future accession requirements and the challenges of 

recruiting an all volunteer force, by maintaining an appropriately sized and resourced recruiting force.

Recruiting remains the lifeblood of the Marine 

Corps. The efforts of the recruiting force and the quality of the individual Marine remains the bedrock upon 

which the Corps is built. To recruit the high quality 

men and women necessary to earn the title of “Marine” requires an equal investment toward who becomes a recruiter. Those chosen to become recruiters 

undergo extensive screening at their home station to 

ensure qualifications for this demanding independent 

duty are met. These are the best the Marine Corps has 

to offer and they are specifically chosen to be ambassadors of the Marine Corps to communities across 

America. The intent is to have a Marine Corps representative that embodies the values of the Corps to the 

American public and inspires and influences young 

men and women to seek the challenge of becoming a 

Marine. This is further refined by providing intensive 

training at Recruiters School, so that each recruiter is 

thoroughly prepared and armed with the most current information, policies, and techniques to face the 

multi-faceted challenges associated with recruiting 

duty. This training is continuously reinforced and is 

built upon throughout a recruiter’s tour to ensure proficiency, preparedness, and success.

Even before a prospective applicant meets with a 

recruiter in person, it is likely that they have, in some 

way, already been exposed to the Marine Corps message of making Marines, winning our nation’s battles 

and developing quality citizens. This is strategically 

accomplished through comprehensive marketing and 

advertising programs. These programs serve to reinforce the elite warrior image and send the same positive 

message that is communicated daily by the individual 

recruiter and supported by the recruiter’s collateral 

materials. These programs are also critical in maintaining our message, emphasizing 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 

amongst America’s young men and women.

Paid advertising continues to be the most effective means to connect with the public and, as a result, 

remains the focus of MCRC’s advertising efforts. As 

advertising costs increase, it is vital that our advertising budgets remain competitive in order to ensure that 

our recruiting message reaches the right audience. The 

ever-present reality of a down-sizing Marine Corps, 

an active operational war front, and a reduced budget presents new challenges in FY 2013 and beyond. 

MCRC is able to avoid historical post-drawdown 

surges in the out years by maintaining the manpower 

and funding that is required to meet Marine Corps 

personnel and strength levels. 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. 

MCRC achieved success in FY 2012 by making 100 

percent of our enlisted shipping objectives and exceeding the quality standards for both the Department of 

Defense (DoD) and the Marine Corps. For example, 

99.9 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, 75.3 percent were in the I-IIIA upper 
49 

chapter 3: programs

mental group, which again is well above the DoD and 

Marine Corps standards of 60 percent and 63 percent, 

respectively. The Marine Corps Reserve achieved 100 

percent of its recruiting goals with the accession of 

5,450 Non-Prior Service Marines. Of these, 99.9 percent were Tier I high school graduates and 78.1 percent 

were in the I-IIIA mental groups. In addition, MCRC 

accessed 4,210 Prior Service Marines into the Marine 

Corps Reserves, achieving 100 percent of the objective. 

Success was also achieved in the officer mission by 

obtaining 101 percent in all categories of air, ground, 

and law. Coupled with the contributions of the U.S. 

Naval Academy (USNA) and the Naval Reserve Officer 

Training Corps (NROTC) programs, the overall annual 

officer requirement was met. With a drive on finding 

the highest caliber of officers, the Marine Corps Officer Selection Teams are focusing on college campus 

markets for contracting future officers through the 

Platoon Leaders Class (PLC) Program. Every effort is 

being made to ensure that the quality of the future Officer Corps is maintained for years to come.

Diversity representation throughout the Marine 

Corps, both in enlisted and officer ranks, remains an 

important priority. FY 2012 showed continued progress in MCRC’s efforts to further diversify new officer 

accessions. Hispanic officer accessions saw an increase 

for the fourth consecutive year, and for the first time 

ever, MCRC awarded the maximum allotment of 4-year 

Frederick C. Branch Scholarships. The All Community Approach remains the beat that drives MCRC’s 

battle rhythm in engaging the American public and 

increasing the Corps connectedness to the society we 

serve. MCRC is carrying the message of leadership 

opportunities within the Corps to all segments. With 

this determined approach, MCRC will help potential 

applicants see the Marine Corps as a primary option 

and it raises officer program awareness with younger 

audiences, in turn feeding our seeding programs.

The results achieved during FY 2012 have upheld 

Marine Corps Recruiting Commands legacy of recruiting success. The same intensity, dedication, and 

commitment to achieving mission that have been the 

foundation of past success will remain the guide to 

the future.

MARINE CORPS RECRUITING 

INFORMATION SUPPORT 

SYSTEM (MCRISS) 

Description

The MCRISS streamlines the entire enlistment 

process and provides immediate benefits in man-hour 

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 receiving electronic processing results. MCRISS interfaces 

with the Office of Personnel Management to ensure 

security background checks are fully completed on 

each applicant. MCRISS 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 Sub-Station (RSS) and MCRISSOfficer Selection System (OSS).

The deployment of MCRISS-RSS and OSS automates 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. This 

effort will further eliminate redundant data entry and 

save the most valuable asset, time.
5 0

USMC Concepts & Programs 2013

Operational Impact

Time is the officer or enlisted recruiter’s greatest 

challenge and most precious asset. A Marine’s achievement and success on recruiting duty is measured only 

by the number of qualified quality individuals interviewed, contracted, and shipped to recruit training 

or Officer Candidate School. MCRISS-RSS/OSS, coupled with solid skills, will systematically organize the 

Marine’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

FY 2013 effort will include a hardware refresh in 

order to adequately support the future growth and 

functionality of MCRISS by leveraging industry best 

practices. Also, future endeavors will include expanding the system to support mobile technology. A mobile 

technology initiative will deliver the utmost flexibility. 

The initiatives for FY 2013 will be focused and concerted efforts resulting in a system that is efficient, effective, 

and utilized by all levels of recruiting.

MARINE CORPS RETENTION

Enlisted Personnel

Enlisted retention achievements contribute to the 

Marine Corps success in reaching key end strength 

milestones and ensuring the proper grade composition 

and experience levels in the enlisted career force. The 

Marine Corps continues to retain both first-term and 

subsequent-term enlisted Marines in order to shape 

the Non-Commissioned Officer and Staff Non-Commissioned Officer leadership required to meet its active component end strength. In Fiscal Year 2012, we 

achieved our desired end strength and enforced strict 

first-term boat-space caps. In addition to achieving 

our aggregate retention mission, we achieved an impressive 97.2 percent Military Occupational Specialty 

match with our first-term alignment program, which 

ensures proper grade shaping for the future career 

force. Retention goals will remain aggressive as the Marine Corps continues to shape its enlisted career force. 

The Selective Reenlistment Bonus Program (SRBP) 

has aided reenlistment endeavors and improved retention for many of our critical skill shortages. 

Although SRBP greatly assists with retention success, intangible attributes such as pride of service and 

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 our 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 

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 guidance to 

enlisted career Marines, performance evaluations on 

retention and retirement requests, and informational 

briefs to commands throughout the Marine Corps. 
51 

chapter 3: programs

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 91.8 

percent. For Fiscal Year 2012, we achieved a retention 

rate of 92.5 percent. Regardless of this great success, 

the Marine Corps continues to look for indicators of 

higher attrition in future years.

Overall, officer retention is excellent. Shortages 

do exist in certain grades and skills, but we are taking actions to properly shape the composition of the 

officer corps. To this end, the Marine Corps has both 

monetary and non-monetary programs in place. 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.

Marine Corps Reserve

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 supporting overseas 

contingency operations and the needs of combatant 

commanders worldwide. At home, Marine Forces Reserve (MARFORRES) maintains units and assets prepositioned throughout the country ready to assist not 

only national defense missions, but also civil-military 

activities such as disaster relief.

Despite the current high operational tempo, the 

Marine Corps continues to meet its Reserve recruiting 

mission. New Marines and prior service Marines are 

accessed into our Reserve at a rate of approximately 

25 percent of the Selected Reserve’s end strength per 

year, providing continued capability to augment and 

reinforce the Active Component. The Reserve Officer 

Commissioning Program is enabling the Reserve Component to meet the demand for platoon leaders and 

company grade officers in our combat arms battalions. 

This program, combined with increased recruiting of 

all prior service officers and pilots through increased 

affiliation bonuses, inactive duty training travel, Active 

and Reserve Component transition opportunities, and 

primary military occupational specialty retraining, is 

providing the leadership needed in our Selected Marine Corps Reserve units.

The Marine Corps Reserve is a full partner in 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.” MARFORRES will continue to serve as an 

integral part of the Marine Corps Total Force in accomplishing its assigned mission as an expeditionary 

force in readiness. 

civilian marines

Civilian Marines are valuable assets to the Marine 

Corps Total Force team, providing critical support in 

numerous areas throughout the Corps. The Civilian 

Marine workforce totaled approximately 33,000 employees at the end of Fiscal Year 2012.

Civilian Marines work in true partnership with 

Marines and play an important role in current combat 

operations, research and development, and acquisition. They provide invaluable assistance, especially to 
5 2

USMC Concepts & Programs 2013

Marines returning from deployment and their families, as well as traditional services vital to base and station operations. 

The Marine Corps is committed to having a civilian workforce equipped with the leadership skills and 

technical competencies necessary to meet all challenges, today and into the future. Through community management and career-development initiatives, 

Civilian Marines are able to remain a team of experts 

strategically integrated into the mission of the Corps. 

For instance, the Marine Corps Acculturation Program enables our civilians to learn and better understand their supporting roles, develop an appreciation 

of Marine Corps culture and history, and learn how 

their work fits into the Marine Corps mission.

The Marine Corps maintains relations with nine 

federal unions representing nearly 17,000 Civilian Marines. Guided by the Federal Service Labor-Management law, the Marine Corps supports a proactive labor 

relations program that manages strategies for effective 

communication, investigation, and establishment of 

work-life balance to create a more positive and effective workplace environment.
53 

chapter 3: programs
section 2: Education
55 

chapter 3: programs

EDUCATION

Marine Corps University (MCU) 

and Professional Military 

Education (PME)

The MCU, also known as “Education Command,” 

oversees a series of schools that Marines attend progressively 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. The Commission of Colleges of the Southern Association of Colleges and Schools accredited 

the MCU.

MCU is the Professional Military Education (PME) 

advocate for the Marine Corps and is charged with developing, implementing and monitoring PME policies 

and 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, Virginia, 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 for 

second-year majors; and the Marine Corps War College for lieutenant colonels. The Senior Planner Course 

was first offered in 2010 for colonels, and a Reserve Officers Course was introduced in 2011 for lieutenant 

colonels and colonels. The Senior Planner Course also 

has included master/first master and master gunnery 

sergeants/sergeants major. 

Enlisted resident education is conducted at the six 

regional Staff Noncommissioned Officer Academies 

worldwide that offer the Sergeants, Career, and Advanced Courses. The Senior Enlisted PME Course was 

first introduced in 2008 and is offered for master sergeants/first sergeants and master gunnery sergeants/

sergeants major. 

The MCU’s Lejeune Leadership Institute has 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 Marine Air Ground Task Force proficiency in 

the core warfighting functions of combined arms, 

amphibious operations, and maritime prepositioning 

operations, in addition to developing and expanding 

the Corps irregular warfare and counterinsurgency 

capabilities. MCU is implementing the 35th Commandant Marine Corps Planning Guidance by further 

developing the University into a world-class institution and expanding opportunities for officer and 

enlisted PME.

Enlisted PME programs continue to be revised to ensure resident and nonresident programs are coordinated, relevant, and meet the 

needs of the operating forces. In 2011, the Marine 

Corps College of Distance Education and Training (CDET) began development of a new series of 

distance learning products for enlisted Marines. Leading Marines for lance corporals and the Advanced 

Course pre-work for gunnery sergeants can be taken 

on the Marine Distance Learning Network, MarineNet. 

The Corporals Course will open in 2012. 

The CDET has successfully established Blended 

Seminar PME distance-education programs for the 
5 6

USMC Concepts & Programs 2013

Expeditionary Warfare School and the Command and 

Staff College. This innovative hybrid offering combines distance learning with short-duration residency 

periods in Quantico 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 been 

joined by the Center for East Asian Studies, expanding MCU’s strategic studies capacity. MCU will continue to broaden its regional coverage to research and 

publish on regional areas of significance to the Marine 

Corps and the Nation and 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 centers will be outreach to other PME institutions, 

civilian academic programs, and research institutes. 

MCU leadership is exploring a concept of establishing regional campuses to give the university the capacity to expand and engage the student population both 

onsite and online in worldwide educational environment. This will provide CDLP and PME to major bases 

and stations since a significant percentage of Marines 

complete their PME and CDLP via distance learning. 

By providing comprehensive and immediate access to 

MCU research and academic resources, students and 

faculty assemble and participate in a learning environment delivering courses with the use of technologies 

that link home campus with regional campuses and 

individual students to a greater extent than in the past. 

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.

COLLEGE OF DISTANCE 

EDUCATION AND TRAINING (CDET)

Description

The Marine Corps Distance Learning Program 

(MCDLP) fielded the Marine Distance Learning 

Network,(MarineNet) in 1998 and 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. As an ACAT III Program managed by the College of Distance Education and Training (CDET) and Program Manager, Training Systems, 

the MCDLP 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. CDET is 

responsible for the design, development, and delivery 

of electronic training courses and products that meet 

vital Marine Corps training and educational requirements. CDET Professional Military Education (PME) 

programs provide the requisite PME for over 80% of 

all Marine officers (Chief Warrant Officer through 

Major). CDET enlisted PME programs, many currently in development, will impact all the Corps enlisted 

leaders (Lance Corporal through Gunnery Sergeant). 

MarineNet courseware facilitates career progression 

and expedites the training process by granting rapid 

online course enrollments and completions. 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 

42 Learning Resource Centers (LRCs) to the major 

Marine Corps bases and stations. 

Available electronic courseware products provide 

training and education for:

• Pre-Deployment 

• Annual training requirements
57 

chapter 3: programs

• Military occupational specialties 

• Culture and language 

• Professional military education 

(Officer and Enlisted)

• Business skills and information 

technology courses 

OPERATIONAL IMPACT

MCDLP contributes to operational readiness by 

providing all Marines with immediate 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. MCDLP gives the 

commander a better-trained Marine while increasing 

personnel availability.

PROGRAM STATUS

Throughout the Marine Corps, 42 LRCs have been 

fielded and are currently operational. 

Pillar 2:

Unit Readiness
section 1: Keeping Faith With 

Marines, Sailors, and their Families
61 

chapter 3: programs

Introduction

We expect and require extraordinary loyalty from our Marines and Sailors 

—loyalty to country, family, and Corps. Our Nation has been at war more 

than a decade, placing unprecedented burdens on Marines, Sailors, families, 

Wounded Warriors, and the families of the fallen. They have all made tremendous sacrifices, many in the face of danger; we owe our complete loyalty back 

to them all. 

We will work to ensure the critical needs of our families are met during 

times of deployment and in garrison by providing the services, facilities and 

programs to develop the strength and skills needed to thrive while facing the 

challenges of operational tempo. If wounded, injured or ill (WII), we will seek 

out every available resource to restore Marines to health. We will enable the 

return to active duty for those seeking it. For those unable to do so, we will 

responsibly transition them to civilian life. We will support and protect the 

spouses and families of our wounded and those of our fallen Marines. There 

are several areas and programs central to our tenet of “keeping faith with Marines, Sailors and their families.”
6 2

USMC Concepts & Programs 2013

DEFENSE READINESS

REPORTING SYSTEM – 

MARINE CORPS (DRRS-MC) 

Description

The DRRS is the next-generation Marine Corps 

authoritative data systems for force readiness reporting. The Marine Corps began development of DRRSMC in April 2009 to function as part of the DRRS 

Enterprise (DRRS-E), a collection of approved hardware and software components culminating in a DoDwide web-based user interface. Similar to DRRS-Army 

and DRRS Navy, DRRS-MC merges resource-based 

(personnel, equipment supply, equipment condition, 

training) and Mission Essential Task (MET)-based 

reporting to simplify the readiness reporting process. 

DRRS-MC 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 supports the Five Pillars of Institutional Readiness construct by allowing Marine commanders to accurately and efficiently report the readiness of 

their units to Headquarters Marine Corps (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. 

DRSS-MC allows commanders to report unit readiness in terms of resources, ability to conduct METs, 

and overall readiness to execute a unit’s core mission 

and its assigned missions. DRRS-MC allows users to 

view current and historical readiness information using graphical user interface screens to efficiently display readiness information. DRRS-MC 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.

Program Status

The Marine Corps went “live” with DRRS-MC on 

April 30, 2010 with the fielding of the Net-centric User 

Status Report application. This application enabled 

unit commanders to submit readiness reports containing both resource data and mission assessments. 

The DRRS-MC business intelligence tool, the Marine 

Readiness Management Output Tool, was fielded at 

the end of FY 2010 and enables Marine Expeditionary Forces, Marine Corps Forces (MARFORs), and 

HQMC to assess force readiness with greater clarity. 

The DRRS-MC business intelligence tool is undergoing a significant series of functional enhancements to 

further meet requirements of the user community. In 

November 2012, the USMC fielded an Enterprise Messaging web-service capability in DRRS-MC, allowing 

USMC Mission Assessments and Resource data to be 

consumed by the DRRS-E. This new capability enables 

senior DoD leadership, including Combatant Commanders, to view and consume USMC readiness data. 

DRRS-MC is expected to reach full operational capability in FY 2014.

MEDICAL READINESS REPORTING

SYSTEM (MRRS)

Description

The MRRS is the Individual Medical Readiness 

(IMR) reporting system for the Marine Corps. MRRS 

effectively standardizes the reporting of IMR and 

deployment health. It collects, tracks, and reports 

individual medical/dental readiness for both the 

TING SYSTEM – MARINE CORPS (DRRS-MC)

ation Marine Corps authoritative data systems for force

Corps began development of DRRS-MC in April 2009 

RS Enterprise (DRRS-E), a collection of approved 

nents culminating in a DoD-wide web-based user 

 and DRRS Navy, DRRS-MC merges resource-based 

equipment condition, training) and Mission Essential 

mplify the readiness reporting process. DRRS-MC has 

dividend investment that has had a positive impact on 

 to assess the operational readiness of their units. 

Pillars of Institutional Readiness construct by allowing 

ly and efficiently report the readiness of their units to 

MC). The goal is to simplify and expedite the reporting 

formation flow 

intuitive web

MC allows 

ness in terms 

t METs, and 

a unit’s core 

ns. DRRS-MC 

and historical 

raphical user 

ently display 

C is designed 

em that begins at a summary level and allows a “drill

etailed readiness information.
63 

chapter 3: programs

active and reserve components, ensuring the Marine 

Corps meets Department of Defense and Congressional requirements. MRRS is a low-cost, high-dividend 

investment that has had a positive impact on the 

ability of Marine commanders to assess the medical 

readiness of their units.

Operational Impact

Medical readiness reporting is the responsibility of 

the commander. MRRS allows Marine commanders 

to accurately and efficiently report the medical readiness of their units. With MRRS, IMR reporting has become institutionalized. Data is updated in real time, 

allowing commanders to gain immediate awareness 

on the deployment health status of their units, down 

to the individual Marine. In addition to tracking unit 

and individual medical readiness, the capability exists 

within MRRS to track Marines and Sailors who have 

been diagnosed with Traumatic Brain Injury (TBI) 

– and those who have experienced concussive events 

that may produce TBI – from their “point of injury” 

to “return to full duty.” This will give commanders 

the ability to monitor the status of a Marine who has 

suffered a concussive event, in combat or at home station, and if necessary, ensure that Marine is referred to 

the appropriate health care provider. A similar application has been developed for Post Traumatic Stress 

Disorder.

Program Status

MRRS has been operational since 2006. The 

USMC continues to make minor enhancements to 

MRRS to meet service, Joint and the Office of the 

Secretary of Defense requirements for Unit Medical 

Readiness visibility and IMR reporting.

FAMILY SUPPORT PROGRAMS

While we recruit Marines, we retain families. The 

readiness of our families is directly linked to the readiness of our Corps. Because almost 50 percent of our 

Marines are married, investment in our families is 

critical to the long-term health of our Corps. For our 

active duty population, we have almost 90,000 spouses, 

more than 117,000 children, and approximately 280 

dependent parents and other dependents. The Marine 

Corps is a young force, with 61 percent being 25 years 

old or younger. Almost 39 percent of our enlisted force 

is between the ranks of private and lance corporal (pay 

grades E-1 to E-3), and almost 62 percent of Marines 

are on their first enlistment. Our personal and family readiness planning carefully considers these demographics.

The Marine Corps is committed to providing Marines and their families with a comprehensive and effective support system. Periods of increased utilization 

are expected both during the existing wartime mission 

and as Marines return to garrison life and reunite with 
6 4

USMC Concepts & Programs 2013

families. Effective strategic communications on changing benefits will be essential to ensure complete transparency and opportunity for families to adjust their 

individual family plans while maintaining a consistent 

quality of life.

Our Family Readiness Programs strengthen 

and fortify Marines and families by providing official 

unit communications, readiness preparedness training, information on and referral to qualified helping 

professionals, and vital unit/installation/community 

connection. Just as our Marines are required to be 

in a constant state of readiness, so must our Marine 

families. We know that in order to develop, maintain, 

and sustain their personal and family readiness and 

resiliency, we must provide innovative programs and 

services that are timely and relevant. Technology enablers such as e-Marine and Marine On-line have been 

incorporated into the family readiness program to 

keep Marines and family members apprised of events. 

Well-trained and equipped Family Readiness Officers 

act as a critical program connector. They actively seek 

partnerships with other helping professionals and leverage family member volunteers to support the unit, 

personal and family readiness mission. 

Our Family Care Program utilizes integrated 

capabilities that support the care and development 

of Marine Corps children from birth to age 18 and 

family members with disabilities. These programs—

Child, Youth and Teen Program (CYTP), Exceptional 

Family Member Program (EFMP) and the School Liaison Programs — attend to both typical and unique 

family needs that may challenge the resiliency, health, 

education, and overall well-being of our Marine Corps 

children. 

CYTP supports families in balancing the demands 

of meeting mission requirements and parental responsibilities by offering families quality, affordable, accessible child care and youth and teen recreation programs. 

Services may be located on or off the installation and 

respond to the full-day, part-day and hourly needs of 

Marine Corps families. CYTP strives to deliver standardized, consistent, predictable programs across all 

installations thereby reducing the stress of the military 

lifestyle on children, youth and teens. EFMP improves 

the quality of life for families that support a member 

with a disability. EFMP ensures that Marines are assigned to duty stations where the required support and 

services are available. This allows the Marine to focus 

on the mission, benefiting the Marine’s unit and career 

progression. Our School Liaison Programs provide 

the critical link between commanders, communities, 

schools, and families of military school-age children 

to provide clarity and direction that is vital to assure 

all stakeholders operate cohesively in a standardized 

manner.

Integrated Behavioral Health

Marines continue to make significant contributions to the war effort around the globe. After more 

than a decade of sustained conflict, many are experiencing considerable stress from multiple deployment 

cycles, the rigors of combat, high operational tempos, and the anxieties of separation. Marines, Sailors, 

and their families continue to receive access to high 

quality, comprehensive behavioral health services. 

The Behavioral Health Program seeks to maximize 
65 

chapter 3: programs

resources to improve access to quality behavioral 

health care services.

The Behavioral Health Program provides resources to address the concerns facing Marines, Sailors, and 

their families today including new parent support, life 

and relationship skills, interventions for family violence, combat and operational stress control, suicide 

prevention, and substance abuse prevention. In addition, the Behavioral Health Program is increasing the 

number of trained behavioral health personnel available to provide counseling services and treatment. 

Sustaining the wellness and optimal functioning 

of Marines, Sailors, and their families remains the top 

priority of the Marine Corps. To succeed in this endeavor our Behavioral Health Program is empowering 

leaders through training and awareness programs that 

strategically target common behavioral health risk and 

protective factors and whose goal is earlier prevention 

and intervention. The recent development of Marine 

Total Fitness, a unifying framework that promotes a 

holistic view of health including mind, body, social, 

and spiritual elements, helps to guide the development 

of wellness. The efforts of the Behavioral Health Program and engaged leadership enhances unit, personal 

and family readiness.

SEXUAL ASSAULT PREVENTION

AND RESPONSE

Sexual assault is a crime that is incompatible with 

Marine Corps values of honor, courage, and commitment. Not only does it undermine mission readiness 

and unit cohesion, sexual assault results in an irrevocable loss of faith in the institution and violates the basic 

principles every Marine has vowed to defend.

Tasked with determining how best to stop this “aberration” within the Corps, the Commandant’s handselected Operational Planning Team devised the 2012 

Sexual Assault Prevention and Response (SAPR) Campaign Plan to reinvigorate the existing SAPR program 

through the implementation of new prevention and 

victim care initiatives. Large-scale Marine Corps-wide 

training initiatives were implemented utilizing a topdown leadership model, in order that the impact of 

sexual assault and its overarching effects on the Corps 

were clearly understood by all. Commanders and their 

senior enlisted leaders will continue to establish an environment that is non-permissive to any misconduct, 

especially the crime of sexual assault. But the duty of 

preventing sexual assault belongs inherently to Marines of every rank.

The SAPR Program remains steadfast in its commitment to victim care. Response systems have been 

strengthened through advocacy training and have 

heightened focus on world class victim care. The Marine Corps remains focused in its commitment to ensuring all victims of sexual assault receive supportive 

services that preserve their dignity and safety. In addition to the successful implementation of these initiatives, SAPR recognizes that sexual assault remains an 

underreported crime. We will continue to reinforce 

our prevention and response efforts, while holding fast 

to the fact that one instance of sexual assault is one 

too many.

Wounded Warrior Regiment 

(WWR)

Through our Wounded Warrior Regiment 

(WWR), the Marine Corps will continue to provide 

non-medical care to honor the sacrifices of our Nation’s wounded, ill, and injured (WII) Marines and 

their family members. WII Marines are highly resilient. Whether they return to full duty or resume their 

lives in their civilian communities, they are remarkable 

individuals whose hard-won experiences are highly 

valuable to our Nation. The Marine Corps believes 

that WII Marines’ best days are not behind them, but 

are still to come. The WWR supports WII Marines 

and families to ensure that this belief is realized.

In caring for WII Marines and their families, the 

WWR has confirmed that their needs are varied and 
6 6

USMC Concepts & Programs 2013

highly dependent upon many factors, including the 

acuity of the Marine’s wound, illness, or injury; his or 

her family support system; and the phase and location 

of recovery. WII Marines and their families are a highly unique population and must receive programs and 

services commensurate with their particular situation. 

For the Marine Corps, care for WII Marines is not a 

process; it is a relationship.

Headquartered at Marine Corps Base Quantico, 

the WWR is a military command with detachments 

around the globe to ensure care is provided when and 

where it is needed. The Marine Corps makes no distinction for the purposes of providing care. Marines 

wounded in combat, Marines injured in the line of 

duty, and Marines who fall ill, may all benefit from 

the WWR’s comprehensive non-medical care. This 

non-medical care is provided in many ways, to include preparing and executing recovery plans, disability evaluation system advocacy, liaison to the medical 

community (including behavioral health), resource 

and information referral, navigating pay and entitlements, and community reintegration. 

 Marines do not need to be assigned to the WWR 

to receive care and support. Under the Marine Corps 

care construct, only the most medically acute cases are 

joined to a regimental element. When joined, these 

WII Marines and their families benefit from hightouch recovery oversight via multi-disciplinary teams 

consisting of medical and non-medical experts who 

regularly confer to ensure a holistic recovery. WII Marines whose medical conditions do not trigger assignment to a regimental element are also supported by the 

WWR’s non-medical recovery care experts and programs and services. The WWR also supports Marine 

Commanders by providing them with the information 

and resources they need to care for their WII Marines.

The Marine Corps has pledged to “keep faith” with 

those who have served. The WWR is a fundamental 

component of this pledge. Whether we are a Nation 

at war or in times of peace, the WWR will continue 

to successfully meet the advocacy, non-medical support, and care coordination needs of WII Marines and 

their families.

SEMPER FIT AND RECREATION / 

EXCHANGE SERVICES

The Marine Corps Total Fitness Campaign is supported through partnership with the Semper Fit and 

Exchange Services programs. These programs are 

aligned to support the social and physical cords of Marine Total Fitness, to sustain a high quality of life and 

community health, and to enhance the Marine Corps 

mission, focus, and readiness. 

Highlights of significant 2012 initiatives include 

the High Intensity Tactical Training (HITT) program, 

a comprehensive strength and conditioning program 

specific to optimizing physical performance and combat readiness for all active duty and reserve Marines. 

HITT takes functional fitness and strength and conditioning to the next level for the Corps. Aquatic Cadence 

and Reconditioning is another program unveiled in 

2012. Currently operating at 15 pools around the Marine Corps, this program is focused on pool running 

and workouts lasting 20 to 60 minutes. The workouts 

are low-impact and easier on joints than running on a 

road. The program has been getting positive reviews 

from Marines who find it to be even more challenging 

than the more traditional workout.

The “For the Leathernecks” Comedy and Entertainment tour is a unique event which brings comedians and musicians on-installation to perform free of 
67 

chapter 3: programs

charge and has been popular with Marines and Sailors. 

These shows build esprit de corps and unit cohesion 

to support the Marine Corps Total Fitness strategies. 

In 2012, the “For the Leathernecks” tour reached over 

10,000 single Marines, many of which recently returned from a deployment or training exercise. Approximately 24 more shows across the Marine Corps 

are scheduled for 2013. 

Operation Adrenaline Rush (OAR), currently offered at Marine Corps Air Station (MCAS) Yuma and 

Camp Lejeune, assists Marines in reintegration after 

deployment by empowering small unit leaders, maintaining combat readiness, and reinforcing unit cohesion through high adventure, outdoor activities like 

white water rafting or rock climbing. There are plans 

to expand OAR to several other installations in 2013.

Special congratulations go to two other Marine 

Corps special activities — the All-Marine Boxing and 

Rugby teams — that won their respective Armed Forces Championships in 2012. 

Marine Corps Community Services Business Operations provide lifestyle relevant products and services 

below market price, which Marines and families need 

and desire to support household and financial health 

both in garrison and while deployed. In 2012, the Marine Corps Exchange (MCX) celebrated its 115th anniversary. It has come a long way since 1897 and remains 

steadfast in its support of Marines, Sailors, and families. 

The MCX continues to support the Commandant’s 

priority of “keeping faith with Marines and families” 

by providing a quality, relevant, and accessible benefit. 

In 2012, we made important infrastructure improvements; several new and renovated branded Exchanges 

opened, including at Twentynine Palms, Henderson 

Hall, Camp Lejeune, and Camp Pendleton. The MCX 

remains conscious of the changing needs of Marines 

and families while seeking efficiencies and implementing best business practices. With MCX, Marines and 

their families can rely upon a high quality product, at a 

fair, competitive price, and know that the proceeds are 

invested in their community, creating a stronger Marine Corps and enhancing overall community health. 

PERSONAL AND PROFESSIONAL

DEVELOPMENT PROGRAM

As our Nation’s force in readiness, Marines stand 

combat-ready. The Commandant is committed to 

ensuring they also stand transition-ready through a 

Personal and Professional Development Program that 

will be integrated into Marines’ careers. The Marine 

Corps is transforming its transition assistance so that 

it engages Marines throughout their military careers. 

Marines will develop long-term education and career 

goals and will be equipped with the skills needed to 

successfully reintegrate into civilian life. Our first 

phase revolutionized our Transition Readiness Seminar, which now contains both core and pathway content that tailors a Marine’s transition to his or her goals 

while meeting specific transition readiness standards. 

Our next phase will enhance outreach to those who 

require localized support through our Marine for Life 

Program and its Marine for Life representatives that 

will help Marines develop and maintain local networks 

of Marine-friendly individuals, employers, and organizations. Our Personal and Professional Development 

Program will also focus on spouse employment and 

effective financial management strategies.

This approach positions the Marine Corps to better support Marines and families during their military 

service and while they prepare for their eventual reintegration into civilian life. Transition will no longer 

be a culminating event to a Marine’s service, rather 

it will become a vital part of a Marine’s continuous 

personal and professional development from recruit 

to veteran. Whether they choose to be reservists, students, business owners, or employees, our Marines and 

their families will return as quality citizens with a plan 

for success.
section 2: Equipping the Marine
69 

chapter 3: programs

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, well-educated, and 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 enhance shared understanding of the battlespace 

and enable rapid, coordinated action — all without overburdening the Individual Marine or compromising our expeditionary agility. 

 Today’s Marines are operating superbly in every clime and place. The 

Marine Corps leadership has an obligation to their Marines, their families, and 

the Nation to be prepared for tomorrow with an eye to lightening the current 

fighting load. 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.
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USMC Concepts & Programs 2013

M27 INFANTRY 

AUTOMATIC RIFLE (IAR)

Description

The IAR significantly enhances the automatic rifleman’s maneuverability and displacement speed, while 

also providing the ability to suppress or destroy targets 

of most immediate concern to the fire team.

Operational Impact

The automatic rifle will significantly enhance the 

automatic rifleman’s maneuverability and displacement speed, while also providing the ability to suppress or destroy targets of most immediate concern to 

the fire team.

Program Status

Following the Milestone C decision in 2009, the 

IAR underwent a Limited User Evaluation (LUE) with 

participation by three Operation Enduring Freedom

active-duty infantry battalions, a reserve infantry 

battalion, and an active-duty light armored reconnaissance battalion. The LUE assessment collection 

included a post-workup assessments and a 100-day 

deployment assessment. Due to positive feedback from 

the deployed units, the Commandant of the Marine 

Corps terminated the Limited User Evaluation in favor 

of a Full-Rate Production Decision in third quarter of 

FY 2011. A Fielding Decision was achieved and fielding 

began in second quarter FY 2012. Initial Operational 

Capability was achieved third quarter FY 2012 and Full 

Operational Capability is scheduled for second quarter 

FY 2013. The full AAO has been purchased.

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer:

Heckler & Koch, Ashburn, VA

MARINE EXPEDITIONARY RIFLE

SQUAD (MERS)

Description

The MERS is responsible for the Squad as a System. 

The focus is on the Marine as a human and everything 

worn, carried and consumed by the squad as a capability provider. 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 located on Camp Barrett at The Basic 

School. The facility provides a venue to engineer, evaluate, and refine 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 Operational Environment Simulator focused on equipment 

evaluation in order to accomplish equipment modernization and integration initiatives. Human Systems 
71 

chapter 3: programs

Integration and ergonomics are applied to the physical 

integration of the infantry squad’s equipment. 

Operational Impact

Ergonomic solutions coupled with weight, stiffness and bulk reductions enhance the mobility of the 

squad while providing simple, reliable, and trainable 

integrated equipment solutions.

Program Status

Integration efforts during 2013 include:

• Metric for mobility of Marines utilizing the 

Marine Corps Load Effects Assessment Program 

(MC-LEAP)

• Integration of the Joint Battle Command – 

Platform (JBC-P) into the Marine rifle squad

• Improvements in the weight distribution and load 

carriage methodology within the squad using 

metrics for mobility

• Infantry weapon as a system ergonomic 

enhancements

• Thermal strain and physiological studies in the 

operational environment

• Research into efficient power generation and power/

data distribution on the Marine

• Integration and anthropometry of the Marine in 

mobility platforms under development such as Joint 

Light Tactical Vehicle, Amphibious Combat Vehicle, 

and Marine Personnel Carrier

• Integration of the various unique items carried in 

the billet positions within the squad 

FAMILY OF BALLISTIC 

PROTECTION SYSTEMS (FBPS) 

Description

 The Marine Corps (FBPS) is comprised of critical individual armor systems that save lives, reduce the 

severity of combat injuries, and increase combat effectiveness. It also provides Marines with the ability to 

adapt their armor load to address the tactical situation. 

FBPS includes the latest in personal protective equipment and load-bearing equipment, including the following: Improved Modular Tactical Vest (IMTV), Plate 

Carrier (PC); Full Spectrum Battle Equipment (FSBE); 

Body Armor System Combat Vehicle Crewman; Light 

Weight Helmet (LWH); Protective Undergarment 

(PUG); Protective Over Garment (POG); Enhanced 

Combat Helmet (ECH); and Improved Ballistic Eyewear (IBE). 

In February 2007, the Marine Corps transitioned 

to the Modular Tactical Vest (MTV) for troops deployed in Overseas Contingency Operations. The 

MTV provided improved load carriage, fighting load 

integration, and emergency release capability over the 

legacy Outer Tactical Vest. In response to MTV design 

deficiencies identified during field use, the program office developed the IMTV. The IMTV improved armor 

and fighting load integration, resulting in increased 

mobility and lethality while reducing system complexity and overall weight in comparison with the MTV. 

Initial fielding was initiated during the first quarter of 

FY 2012. 
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USMC Concepts & Programs 2013

The Scalable Plate Carrier (SPC) was issued as 

an additional ballistic vest for Marines operating in 

jungle environments and the mountainous regions of 

Afghanistan, beginning in 2008. The SPC provides an 

option for commanders to address certain mission and 

threat requirements. Compared to the MTV, the SPC 

allows for greater individual maneuverability, agility, 

and mobility with reduced thermal stress in jungle and 

hot mountainous environments. The SPC is intended 

to address a predominantly direct fire threat and offers the same level of ballistic performance as the MTV. 

The system reduces overall weight by minimizing the 

soft armor required beyond that needed to address the 

direct-fire threat. The SPC is being replaced with the 

Plate Carrier (PC). 

The USMC PC is now the Marine Corps armor 

Program of Record. The PC is a government-developed 

design that improves shoulder comfort, improves load 

carriage, incorporates an emergency release capability when compared to the SPC, and shares 95 percent 

commonality with the IMTV. 

The FSBE provides a tailorable suite of torso and 

headborne ballistic protection, short-duration underwater breathing capability, flotation, and limited load 

carriage to meet the specific mission profiles required 

by the Marine Corps Special Mission communities. 

The Tier 1 PUG was developed to protect the skin 

from the effects of sand and small debris used in Improvised Explosive Devices. There are two phases to 

this effort. The first phase, which began initial fielding 

during the first quarter of FY 2012, provides an immediate solution in support of Marines in Afghanistan. 

The second phase calls for exploring and the development of new protection systems for the lower extremities. To facilitate this effort, a Pelvic Protection working group has been assembled under the Natick Soldier 

Research Development and Engineering Center. The 

working group coordinates Army and Marine Corps 

efforts that explore more effective and less restrictive 

solutions to reduce the lower extremity casualties suffered by Marines and Soldiers. 

The Tier 2 POG was developed to provide increased coverage to the pelvic region against high velocity fragmentation. There are two phases to this effort. The first phase provided an immediate solution 

in support of Marines in Afghanistan. Initial fielding 

of the POG was initiated during the first quarter of FY 

2012. The second phase calls for the development of 

new protection systems for the lower extremities that 

integrate with the final Tier 1 PUG design. Marine 

Corps Systems Command is working with the Office 

of Naval Research and the Naval Research Laboratory 

as well as the Army to develop more effective and less 

restrictive solutions to reduce the lower extremity casualties being suffered by Marines and Soldiers. 

In addition to body armor, Product Manager, Infantry Combat Equipment (PdM ICE) also procures 

the current LWH and Modular Integrated Communications Helmet (MICH). The LWH and MICH are the 

helmets that have been used by Marines during overseas contingencies since 2004. 

Starting in 2009, Enhanced Combat Helmet 

(ECH) has been in development. Developmental testing has shown the ECH has resistance to select small 

arms penetration and superior fragmentation protection at the same weight of presently fielded helmets. 

The ECH is a protective helmet consisting of a ballistic protective shell, pad suspension system, four-point 

retention system, reversible helmet cover, night vision 

goggle bracket, and attachment hardware. The ECH 

shell has the shape of the Army’s Advanced Combat 

Helmet for improved field of view, sound localization, 

and equipment integration. 

The Improved Ballistic Eyewear (IBE) has replaced 

the Military Eyewear Protection System (MEPS) Eye 

Safety Systems (ESS) ICE spectacle. The IBE is designed to protect Marines against sun, wind, dust, 

and ballistic hazards that are common on the battlefield. The IBE is fielded as a system, one spectacle and 

one goggle.
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chapter 3: programs

Operational Impact

The FBPS allows the incremental enhancement of 

individual components within the program as technological improvements become available, while ensuring integration with fielding and developing Personal 

Protective Equipment (PPE). Working closely with 

the U.S. Army, with whom the USMC shares ballistic 

performance requirements and testing standards, the 

Marine Corps is fielding tested PPE tailored to the dynamic operational environment.

Program Status

The FBPS is equipping the operating forces with 

technologically advanced and highly effective PPE. As 

technology advances, there is a continuous upgrade 

and replacement of personal protective systems based 

on battlefield comments and threat information. The 

Marine Corps is already developing the concept and 

armor behind the Modular Scalable Protection System 

which will integrate armor requirements into one system that will include iterative product improvement 

and additions.

Procurement Profile: FY 13 FY 14

Quantity:

ECH 77,000 0

PC 55,882 41,947

PUG 183,600 0

NEXTGENSAPI PLATE 30,000 0

Developer/Manufacturer:

ECH: Ceradyne, Inc., Costa Mesa, California

FSBE: The Resource Center, Jamestown, New York

IBE: Eye Safety Systems, Inc. (ESS), Foothill Ranch, 

California

IMTV: Carter Enterprises, Brooklyn, NY and KDH, Eden, 

North Carolina

PC: Carter Enterprises, Brooklyn, NY; KDH, Eden, NC; 

Ibiley Manufacturing, Miami, Florida 

POG: Hawk Protection, Inc., Pembroke Pines, Florida

PUG: Armorworks, Chandler, Arizona

LWH: BAE Systems, Jessup, Pennsylvania

CLOTHING AND FLAME RESISTANT

ORGANIZATIONAL GEAR (FROG)

Description

In February 2007, the 

Marine Corps began fielding FROG – including gloves, 

balaclava, long-sleeved undershirt, combat shirt, and combat trousers — to all deployed 

and deploying Marines. As part 

of this effort, the Marine Corps 

recently added the Inclement 

Weather Combat Shirt (IWCS) 

to the FROG capability set. 

This pullover shirt is designed 

to be worn with body armor 

and provide protection against 

the effects of adverse weather 

conditions such as rain, wind, 

and snow while maintaining the current level of flameresistant protection. A product-improvement initiative 

is underway in response to durability deficiencies experienced in Afghanistan and to improve integration 

through design changes. In addition, the requirement 

for Woodland Marine Pattern FROG combat shirt, 

trouser and IWCS are required to provide improved 

camouflage and concealment in areas with green 

vegetation.

Operational Impact

This lifesaving ensemble of flame-resistant clothing items mitigates flash-flame exposure injuries 

caused by Improvised Explosive Devices. The Marine 

Corps continues development of FROG to reduce 

weight, increase comfort, improve durability, and increase flame-resistant properties.

Program Status

The FROG ensemble is post Milestone C and is 

being fielded.
7 4

USMC Concepts & Programs 2013

Procurement Profile: FY 13 FY 14

Quantity: 

Woodland Sets 35,000 15,000

Developer/Manufacturer:

FRGloves: Camelback, Petaluma, CA; Botach Tactical, 

Los Angeles, CA; Promotion Plus Inc, North Royalton, OH

Combat shirt and Trouser: Propper ECommerce Inc, 

Weldon Spring, MO; Provengo LLC, Oceanside, NY

Inclement Weather Combat Shirt: Short Bark Industries, 

Vonore, TN

Mid-weight Balaclava: Southeastern Rehabilitation, 

Corbin, KY

Lightweight Balaclava: Dawn Enterprises, Inc, 

Blackfoot, ID

LSt-shirts: Peckham Vocational Industries, 

Lansing, MI

FAMILY OF MOUNTAIN COLD

WEATHER CLOTHING AND

EQUIPMENT (FMCWCE)

Description

The purpose of the Mountain Cold Weather Clothing and Equipment Program (MCWCP) is to increase 

the survivability, mobility, and lethality of Marines in 

mountainous and cold-weather environments, at altitudes in excess of 15,000 feet, and at temperatures 

that fall as low as -25 degrees Fahrenheit. Clothing and 

equipment addressed by the FMCWCE include skis, 

snowshoes, cold-weather hydration systems, sleeping 

systems, climbing equipment, mobility enhancement 

equipment, cold-weather clothing systems, and coldweather footwear. 

In September 2008, the Marine Corps identified a 

need to provide a smaller and lighter sleep system to 

replace the Modular Sleep System (MSS). The ThreeSeason Sleep System (3S) leverages technological advances in textiles and insulation to increase environmental protection while reducing weight and volume 

compared to 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 MSS patrol bag. The 3S is designed 

for 20 degrees with lightweight insulating layers and 

as low as 10 degrees when wearing recommended 

MCWCP insulating clothing layers.. The 3S increases 

mobility and survivability by permitting Marines to 

operate across a greater temperature range than could 

be achieved with the previous MSS. 

The 3S is being fielded. In FY 2012, the Marine 

Corps will address temperatures between 10 and -20 degrees with the Extreme Cold Weather Bag (ExCWB).

The FMCWCE also encompasses the Mountain 

Cold Weather Clothing Program (MCWCP), which 

consists of the following: 

• 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

• Flame-Resistant Silkweight 

Underwear

• Flame-Resistant Midweight 

Underwear. 

The MCWCP is in the operations and support 

phase.

Operational Impact

The FMCWCE allows Marines to operate in every climate and place by providing the clothing and 

equipment required to survive in harsh mountain cold 

weather environments. The program drives innovation 

and improvement in the commercial market, which 

leads to lighter weight and higher performing clothing 

and equipment for the warfighter. 
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chapter 3: programs

Program Status

Many of the programs within the FMCWCE are 

post-Milestone C and are either being fielded or sustained. The ExCWB will be a new effort in FY 2012.

Procurement Profile: FY 13 FY 14

Quantity:

ExCWB 20,332 105,000

Folding Mat 22,222 37,072

All Purpose Liner 26,000 58,798

Ski System 0 1,203

Developer/Manufacturer:

ExCWB: NISH: Readyone Industries, El Paso, TX

Ski System: NISH: Pioneer Adult Rehab Center (PARC), 

Clearfield, UT

Folding Mat: NISH: Pioneer Vocational/

Industrial Services Inc., Danville, KY 

All Purpose Liner: NIB: Industries for the Blind, Winston 

Salem, NC

SQUAD THERMAL SIGHT (STS)

Description

The STS will be a lightweight thermal imager that 

can be used in the handheld mode or in the weaponmounted, clip-on mode that is compatible with the 

AN/PVQ-31 Rifle Combat Optic, the magnified day 

optic used on the M16A4 service rifle, and M4 carbine. 

The STS will have an integrated Class 3B infrared (IR) 

laser pointer with two modes of operation: training 

(eye-safe) and tactical (non-eye safe). The IR pointer 

will assist in target designation when used with imageintensification night-vision devices.

Operational Impact

The STS will better enable Marines to detect and 

recognize potential targets, danger areas, and items of 

interest in low light as well as all other lighting conditions. The integrated laser pointer will allow Marines 

to designate potential threats to other team members 

equipped with image-intensified night-vision devices, 

thus improving situational awareness and facilitating 

control of organic weapon fire. As recently as early 

2012, Marines have had to carry two separate devices to satisfy the requirement for thermal imaging in 

weapon-mounted and hand-held configurations. The 

fielding of one device that is optimized to function in 

both modes leads to an overall weight-savings for the 

individual Marine and also reduces the logistical burden and support.

Program Status

The STS program will attain Initial Operational 

Capability during FY 2014 and Full Operational Capability during FY 2015.

Procurement Profile: FY 13 FY 14

Quantity: 25 863

Developer/Manufacturer:

TBD

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). First and Second CEBs will 

be assigned three sets each.
7 6

USMC Concepts & Programs 2013

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

The Increment I Capability Production Document 

(CPD) 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. The Increment II CPD was approved 

in July 2011. Increment II consists of rebuilding CATEGORY I, II, and III Mine Resistant Ambush Protected (MRAP) vehicles, adding an interrogation arm 

and Vehicle Optic Senor System (VOSS) onto CAT II 

Mine Resistent Ambush Protected (MRAPS), and procurement of the ENFIRE automated route reconnaissance kits. Increment III requirements documents are 

planned for signature in 2013. Increment III will add 

emerging R2C capabilities to the Family of Systems.

Procurement Profile: FY 13 FY 14

Quantity: 

Blades 46 0

Robots 46 0

ENFIRE 23 0

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.
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chapter 3: programs
section 3: Investing in the Education 

and Training of our Marines
79 

chapter 3: programs

Introduction

We will maintain professional military education and training programs 

that prepare Marines for the stress of combat operations and equip them with 

the skills to meet the challenges of life as a Marine. Founded on our core values, our education and training curricula strengthen individual resilience and 

support a wide range of operational capabilities. We are leveraging competencies in entry-level and skills-progression training, and re-emphasizing core 

competencies in combined arms and amphibious operations. Future training 

will also center on the MAGTF Training Program, which will develop the essential unit capabilities to conduct integrated operations. We are transforming 

the Marine Corps University into a world-class institution and are widening 

opportunities in career-level schools for our company-grade officers. We are 

likewise increasing enlisted resident courses and are adding more distanceeducation learning opportunities and requirements, especially at the junior 

enlisted and non-commissioned officer level. 
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USMC Concepts & Programs 2013

TRAINING AND EDUCATION

COMMAND (TECOM)

Located in Quantico, VA, TECOM is a key component of Marine Corps Combat Development Command (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. The major subordinate 

commands within TECOM that carry out this mission 

are described below. 

MARINE CORPS RECRUIT DEPOTS (MCRDs) 

PARRIS ISLAND, SOUTH CAROLINA AND SAN 

DIEGO, CALIFORNIA

The Marine Corps Recruit Depots (MCRDs) 

are responsible for basic training also known as 

“Boot Camp.” This process, in which recruits are 

cut off from the civilian world and inducted into 

Marine Corps lifestyle, is conducted over a 13 week 

period. Upon completion, recruits earn the title “Marine” and then move on to additional combat or other 

military occupational specialty training. 

TRAINING COMMAND (TRNGCMD)

Located in Quantico, VA, TRNGCMD is the Marine Corps proponent for military occupational specialty individual-skill training. TRNGCMD analyzes, 

designs, develops, resources, implements, and evaluates standards-based individual training in order to 

provide combat capable Marines to the operating 

forces. TRNGCMD accomplishes its mission by exercising command over each of the Marine Corps formal schools, Marine Corps detachments at other Services’ bases, and the Marine Aviation Training Support 

Groups located across the United States. 

EDUCATION COMMAND (EDCOM)

Located in Quantico, VA, home of the Marine 

Corps University, EDCOM is responsible for developing, delivering, and evaluating the professional military 

education programs through resident and distance education programs to prepare leaders to meet the challenges of the national security environment. EDCOM 

also preserves, promotes, and displays the history and 

heritage of the Marine Corps through the History and 

Museum Division and the National Museum of the 

Marine Corps. 

MAGTF TRAINING COMMAND (MAGTF-TC)

Located in Twentynine Palms, CA, MAGTF-TC is 

responsible for designing, executing, and assessing Marine Air Ground Tasks Forces (MAGTFs) and Major 

Subordinate Element level training exercises. MAGTFTC conducts relevant live-fire combined arms training, urban operations, and joint and coalition level 

integration training that promotes operational forces 

readiness. 

Marine Corps

recruit depot

san diego, ca

Marine Corps

recruit depot

parris island, sc

training 

command

quantico, va

education

command

quantico, va

magtf training

command

29 palms, ca

COMMANDING GENERAL,

training & Education

command
81 

chapter 3: programs

Courses and Facilities

A broadly capable middleweight force will meet 

future requirements through the integration of newly 

acquired and traditional operational competencies. To 

remain America’s Expeditionary Force in Readiness, the 

Marine Corps requires balanced, high-quality training 

and education at all levels. As history has repeatedly 

shown, wars are won by the better-trained force, not 

necessarily the larger one. In the midst of ongoing combat operations, the Marine Corps is realigning education and training efforts to enable Marines and Sailors 

to succeed in conducting distributed operations in increasingly complex environments against any threat. 

To meet these challenges, the Marine Corps Training 

and Education Command (TECOM) will provide the 

training courses and facilities that are responsive and 

relevant for preparing individual Marines and Marine 

Corps units via targeted, progressive training and continuous assessment.

Our current training is focused on preparing Marine units for combat, counterinsurgency and stability 

operations in support of Operation Enduring Freedom 

(OEF) . The past 10 years of combat have demonstrated that there is a positive correlation between quality 

training and education and individual/unit readiness; 

both directly translate to operational success. Therefore, as we draw-down from Afghanistan, our training 

and education will rebalance to support the execution of a wider range of operational capabilities. We 

will achieve this balance by leveraging competencies 

in entry-level and skills progression training and by 

re-emphasizing core competencies in combined arms 

and amphibious operations, irregular warfare, humanitarian assistance, and inter-agency coordination. In 

addition, we are making the investments necessary to 

implement the recommendations of the 2006 Officer 

Professional Military Education Study (The Wilhelm 

Report) to transform the Marine Corps University 

(MCU) into a “world class institution.” These efforts 

will ensure that Marines are prepared to meet the challenges of post-OEF operational environments.

Our training and education programs will culminate with the MAGTF Training Program. Through a 

standardized training approach, the MAGTF Training 

Program will develop the essential unit capabilities 

necessary to conduct integrated MAGTF operations. 

Building on lessons learned over the past 10 years, this 

approach includes focused battle staff training and a 

service assessment exercise modeled on the current 

exercise, Enhanced Mojave Viper. Additionally, we will 

continue conducting large scale exercises that integrate 

training and assessment of the MAGTF as a whole. The 

MAGTF Training Program facilitates the Marine Corps 

ability to provide multi-capable MAGTFs prepared for 

operations in complex, joint and multi-national environments against hybrid threats. 

In order to fully realize these training and education enhancements, we will continue investing in the 

resources, technologies and innovations that enable 

them. These investments include modernizing our 

training ranges, training devices, and infrastructure to 

ensure quality resources are available to support the 

training of Marines, individual to MAGTF. We will 

also leverage advanced technologies and simulation 

systems to create realistic, fully immersive training 

environments.

TRAINING

MAGTF TRAINING 

PRE-DEPLOYMENT TRAINING

PROGRAM (PTP)

MARINE AIR GROUND TASK FORCE (MAGTF) 

TRAINING

The Marine Corps has developed an extensive PTP, 

based on the Pre-Deployment Training Continuum, to 

prepare Marines for today’s operational environments. 

The PTP establishes a coherent progression of skill level training conducted by commanders and evaluated at 

PTP Mission Rehearsal Exercises (MRXs). Training is 

conducted in four nested “blocks” in ascending com-
8 2

USMC Concepts & Programs 2013

petency levels. Marine Expeditionary Force commanders determine what level of competency is required for 

each deploying unit based on mission-essential task 

analysis. MEF commanders 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 following training blocks comprise the PTP 

Continuum.

Block 1

Block 1A and 1B training consists of Sustained 

Core Skills Training, Core Plus Skills Training, and Marine Corps Common Skills 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 the qualifications and 

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 (METs) 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 (MRE). 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 Essential Task Lists. Battalion and higher deploying units will 

typically undergo a Training and Education Command 

(TECOM)-supported MRX. Deploying units that do 

not participate in an MRX complete an Alternate Mission Rehearsal Exercise that is supported by the parent MEF. The MRX provides information for the MEF 

Commanding General’s unit certification process.

Enhanced Mojave Viper

Conducted onboard the Marine Corps AirGround Combat Center (MCAGCC) in Twentynine 

Palms, California, 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 counterinsurgency. 

Under various conditions, including desert, limited 
83 

chapter 3: programs

visibility, urban, rural, joint, and interagency missions, 

units are provided a live-fire, combined-arms training 

venue that closely resembles the conditions in which 

they will operate once deployed.

Mountain Exercise 

Mountain Exercise is a 28-day, Block 3 Marine Air 

Ground Task Force (MAGTF) exercise conducted at 

the Marine Corps Mountain Warfare Training Center 

(MCMWTC) at Bridgeport, California. This exercise 

focuses on military mountaineering technical skills, 

and tactical operations across the warfighting functions, at medium to high altitudes in complex and 

compartmentalized terrain and in all weather conditions. The exercise is also conducted on the Lucky Boy 

Pass unimproved road network and the Hawthorne 

Army Depot (HWAD), Hawthorne, Nevada; Ryan 

Canyon Road’s unimproved road network, and Naval 

Air Station Fallon, Nevada. 

Mountain Exercise includes the following five 

phases: 

• Phase I, Preparation and Deployment, involves selected individuals attending the MCMWTC formal 

programs of instruction, which are focused at conducting operations in mountainous, medium to high 

altitude, and in a cold-weather environment. Phase I 

also includes the arrival of the units’ advanced and 

main body, pre-environment training, the staff participating in the Mountain Operations Staff Planning Course, and a communication exercise. 

• Phase II, Shaping, is focused on Basic Mobility, including military mountaineering mobility, survival, 

and technical skills and a company-platoon exercise. 

• Phase III, Decisive Action, is focused on conducting 

offensive, defensive, joint, and coalition operations. 

• Phase IV, Security and Stability Operations, is focused on mounted/dismounted counter-improvised 

explosive device training patrolling operations, military operations on urban terrain (MOUT), cultural 

engagements, and limited combined arms company 

live fire. 

• Phase V, Redeployment, is focused on the unit retrograding to its home station.

COMMAND AND CONTROL

TRAINING AND EDUCATION

CENTER OF EXCELLENCE 

(C2TECOE)

Description

The Command and Control Training and Education Center of Excellence (C2 TECOE) serves as the 

central Marine Corps agency for command and control training and education issues through all levels of 

Marine Air Ground Task Force (MAGTF) commanders 

and their staffs. In conjunction with appropriate Training and Education Command (TECOM) staff sections, 

it provides integrated and timely coordinated solutions 

for validated C2 training and education requirements 

among TECOM, the operating forces, the Advocates, 

Headquarters Marine Corps, Marine Corps Systems 

Command (MCSC), the Marine Corps Warfighting 

Lab (MCWL), and selected joint, service, and coalition 

agencies. Additionally, it identifies, tracks, and investigates the potential impacts of future MAGTF warfighting requirements or prospective changes within the C2 

training and education continuum.

Operational Impact

The C2 TECOE provides Active and Reserve Component commanders, their staffs, and individual Marines timely and relevant home-station and mobile 

training team training in the art and science of command and control to enable them to act more decisively and effectively than the enemy. C2 TECOE works 

in concert with the Marine Corps Tactics and Operations Group (MCTOG), the Marine Corps Logistics 

Operations Group (MCLOG), Marine Aviation Warfare Training Squadron (MAWTS)-1, and the MAGTF 

Staff Training Program (MSTP). The Center advances 

the mastery of command and control in the operating 
8 4

USMC Concepts & Programs 2013

forces through individual C2 operator and watch officer/watch chief and initial collective Battle Staff Training offered through its five, regionally situated subordinate MAGTF Integrated Systems Training Centers 

(MISTCs). These training centers are located at Camp 

Lejeune, North Carolina; Camp Pendleton, California; 

Twentynine Palms, California; Kaneohe Bay, Hawaii; 

and Okinawa, Japan, and are integral components 

of the MAGTF Training Program’s C2 training 

continuum.

 The MISTCs are under the operational and administrative control of the C2 TECOE and directly 

support the MEFs and the formal schools through a 

building block approach that focuses on C2 training 

tailored to unit size and type that culminates in increasingly complex series of battle drills that exercise 

unit standard operating procedures; introduce the latest tactics, techniques, procedures (TTPs); and incorporate C2 best practices. 

The C2 TECOE is the lead proponent for the C2 

Training and Readiness Manual. They work closely 

with the TECOM Ground Training Division and the 

Deputy Commandant for Plans, Policies and Operations to establish C2 training standards, regulations 

and practices regarding the training of Marines for 

combat. This supports unit commanders, who will 

continue to develop their own training plans to sustain proficiency and assess their units’ progress toward 

attaining combat readiness. The C2 TECOE will continue to develop and maintain programs of instruction ensuring skill-training requirements support the 

building block approach in a formal school setting at 

each MISTC.

The C2 TECOE preserves and promotes C2 training for Operating Force Marines by coordinating with 

the Deputy Commandant for Combat Development, 

Deputy Commandant Advocates in HQMC, and liaising with the Marine Corps System Command Product 

Group system acquisitions processes. This includes 

participating in several ongoing manpower personnel 

and training plan IPTs to ensure that appropriate C2 

sustainment training is incorporated throughout the 

lifecycle of a program. Additionally, the C2 TECOE 

is the lead doctrinal proponent for the Marine Corps 

Warfighting Publication (MCWP) 3-40.2 Information 

Management due to be published in mid-2012.

Program Status

The C2 TECOE currently offers more than 20 programs of instruction through its MISTCs that support 

C2 operator, systems administrator, advanced systems 

courses, watch officer/watch chief courses and collective Battle Staff Training, with six more POIs under 

development. Additionally, it has a Commanders C2 

Systems Overview course to acquaint operating force 

commanders with the tools available to them in today’s 

digital Combat Operations Center. The C2 TECOE 

and its MISTCs effectively support the C2 training 

continuum from the individual Marine to the initial 

collective level that feeds more advanced collective 

training contained within the forthcoming Servicelevel Battle Staff Training Program, Integrated Training Exercise and Large Scale Exercise, all components 

of the MAGTF Training Program.

MARINE CORPS TACTICS AND

OPERATIONS GROUP (MCTOG)

The Marine Corps Tactics and Operations Group 

was established in February 2008 under the cognizance 

of Training and Education Command (TECOM) to 

implement the Operations and Tactics Training Program (OTTP). Located onboard Marine Corps Air 

Ground Combat Center, Twentynine Palms, MCTOG 

is a subordinate organization to Marine Air Ground 

Task Force (MAGTF) Training Command.

The mission of MCTOG is to provide standardized, advanced training and certification to Ground 

Combat Element (GCE) Operations Officers, Operations Chiefs, and other selected GCE training specialists in operations, combined-arms planning and 
85 

chapter 3: programs

integration. MCTOG also supports unit readiness 

planning at the company, battalion, and regiment levels to support GCE training and readiness events. This 

is accomplished through the Tactical MAGTF Integration Course (TMIC). In addition, MCTOG provides 

advanced collective training to company through regiment battle staffs by executing the Battle Staff Training Program (BSTP). Lastly, MCTOG 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 individual and 

collective training and readiness events are mutually 

supporting to enhance the combat readiness of GCE 

units.

Operations and Tactics 

Training Program

The OTTP 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 OTTP 

are the TMIC, the BSTP, and the synchronization of 

GCE Doctrine and training and readiness events. The 

desired end state of the OTTP encompasses the following objectives:

• Ensure full interoperability of GCE units through 

standardization of tactics, techniques, and procedures in publications and in practice in the operating forces

• Inculcate GCE companies, battalions, and regiments 

with a higher level of training capability and rigor 

across the warfighting functions

• Codify and provide the training requirements for key 

GCE staff members to build expertise in the training, 

preparation, and employment of GCE units on the 

complex battlefields of the future

• Implement mechanisms to ensure GCE doctrine, 

standards, training, and requirements maintain pace 

with the changing threat environment and emerging 

operational concepts

• Enhance GCE unit preparation/performance in 

combat operations

Tactical MAGTF Integration Course

and Ground Operations Chief Course

(GOCC)

The blended TMIC and GOCC are the method used 

to train and certify Operations and Tactics Instructors 

(OTIs) for the GCE. The GCE Operations Officer and 

Operations Chief must be certified as an OTI prior to 

being assigned to their designated billet. The OTIs are 

the unit 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. The 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:

• Master training designers able to implement and 

manage the unit readiness program

• Skilled in the art and science of planning and executing operations in complex environments

• Skilled in the art and science of command and control 

across the range of military operations

• Proponents of standardization to enable integration 

and interoperability with external organizations and 

enablers

• Advocates of best practices, lessons learned, resources, 

and emerging concepts.

Intelligence Tactics Instructor 

Course

Intelligence Officers and Chiefs are a secondary 

training audience during the execution of TMIC. A 

gap analysis determined that intelligence officers and 

chiefs assigned to GCE units lacked certain capabilities and understanding of GCE operations. The Intelligence Department of HQMC, in concert with TECOM 

and MCTOG, developed a six-week parallel-tracked 

GCE Intelligence Tactics Instructor (ITI) Course that 
8 6

USMC Concepts & Programs 2013

provides specific intelligence training and then links 

the student with TMIC to solidify the intelligence and 

operations integration.

Battle Staff Training Program

The Battle Staff Training Program (BSTP) is the 

method by which MCTOG assists commanders and 

OTIs in training units in advanced, collective Battle 

Staff command and control and planning skills. The 

BSTP prepares units to integrate Service, joint, and 

interagency assets in support of their anticipated missions during deployment. In addition, the BSTP uses 

tailored unit training packages, exercise support, and 

unit defined Mobile Training Team support packages 

to train unit battle staffs either at the MCTOG Battle 

Lab, or in support of Home Station Training. Furthermore, 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

The MCTOG is the critical link between the GCE 

Advocate (the Deputy Commandant for Plans, Policies, 

and Operations) and the means by which the doctrine, 

tactics, techniques, procedures, training standards, curricula, and institutional training programs are established and kept current. As such, MCTOG will assist the 

GCE Advocate in developing standardized GCE individual and collective capabilities that are linked to best 

practices, current TTPs, and emerging requirements.

MARINE CORPS LOGISTICS

OPERATIONS GROUP (MCLOG)

Deputy Commandant, Installations and Logistics 

and Commanding General, Training and Education 

Command, partnered to establish the Marine Corps 

Logistics Operations Group (MCLOG). The MCLOG 

provides a capability similar to the Marine Corps Tactics and Operations Group (MCTOG) and Marine 

Aviation Warfare Training Squadron (MAWTS)-1 for 

logistics units in the operating forces. MCLOG will report to the Commanding General, Marine Air Ground 

Task Force Training Command (MAGTF TC), and will 

be located at Twentynine Palms. 

MCLOG will serve as the following:

• The single logistics operations training element responsible to synchronize the logistics training and 

education continuum on behalf of the Logistics 

Advocate

• The lead for providing advanced and standardized 

tactical logistics operations training and education 

on behalf of the Logistics Advocate 

• The logistics doctrine proponent on behalf of the 

Logistics Advocate. 

MCLOG will implement the Logistics Tactics 

Training Program (LTTP) to enhance combat readiness 

and performance of logistics personnel and Logistics 

Combat Element (LCE) units in MAGTF operations. 

The cornerstone of the LTTP will be the graduatelevel logistics operations courses, and the assignment 

of graduates to logistics operations officer billets in all 

elements of the MAGTF. 

MCLOG also will work with MCTOG and 

MAWTS-1 to integrate Ground Combat Element; Aviation Combat Element; and LCE training and tactics, 

techniques, and procedures within the Tactical Logistics Operation Center (TLOC) through an Advanced 

Unit Collective training program that will assist LCE 

unit staffs in C2 and planning skills with a focus on logistics operations. This program will use tailored unit 

training packages, exercise support, and unit defined 

Mobile Training Team support packages to train logistics unit battle staffs either at the MCLOG facility, or in 

support of home station training.
87 

chapter 3: programs

JOINT, INTERAGENCY, AND MULTINATIONAL (JIM) TRAINING

Leveraging several joint initiatives from the Office 

of the Secretary of Defense, the Chairman Joint Chiefs 

of Staff, and the newly formed J7 (Joint and Coalition 

Warfighting, or JCW) on the Joint Staff, Training and 

Education Command 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), the Training and Education Command (TECOM) has integrated specific joint 

context solutions to identified joint training shortfalls 

at U.S. Marine Corps Joint National Training Capability-accredited programs, which include: 

• Marine Air Ground Task Force Training Command 

(MAGTF TC), Twentynine Palms, California

• Marine Aviation Weapons and 

Tactics Squadron-1 (MAWTS-1), Yuma, Arizona 

• Marine Air Ground Task Force Staff Training Program (MSTP), Quantico, Virginia 

• Mountain Warfare Training Center (MWTC), 

Bridgeport, California

• Marine Corps Tactics and Operations Group (MCTOG), Twentynine Palms, California

The JNTC also provides several tools that support 

the incorporation of joint training into Service Title 10 

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, 

reconfigurable network that supports joint training 

exercises, and the evaluation of new warfighting concepts. Additionally, it allows for inter- and intra-Service 

forces to link “Service-owned” training and simulation 

networks to train in a live, virtual and constructive environment that blends live tactical forces with manned 

simulators and sophisticated computer models. A second tool is the JNTC sponsored, Joint Training Coordination Program, which assists Marine Corps JNTCaccredited programs in gaining participation of others 

services at their training and exercises.

Interagency Cooperation

and Training: Interagency Cooperation and Training 

TECOM leverages interagency participation such 

as subject matter expert attendance at pre-deployment 

training to increase realism and meet mission-training standards at pre-deployment training programs. 

Through efforts with the U.S. Agency for International 

Development, the Marine Corps Civil-Military Operations School, and MCTOG, deploying units have been 

trained in the use of the District Stability Framework 

assessment tool, which assists commanders with identifying the root causes of instability in their location, 

and target efforts to address these problems. Similarly, 

TECOM provides input to civilian training efforts to 

make them more accessible to Marine units, such as the 

Department of Agriculture’s Agricultural Development 

for Afghanistan Pre-Deployment Training program. 

TECOM also assists the State Department’s Bureau 

of Conflict and Stabilization Operations by supporting annual training aboard Marine Corps Base (MCB) 

Quantico for a civilian capstone exercise centering on 

the Civilian Response Corps.

Multinational Training

Coalition partners are invited to participate in 

service-level training when feasible and relevant. One 

focus area is on operational level interaction, primarily 

through coordination and reciprocal participation in 

mission rehearsal exercises with partner nations where 

USMC units will serve as higher headquarters during 

current operations. Additionally, institutional-level 

interoperability is being pursued through staff and 

instructor exchange programs in respective training 

organizations. Opportunities to incorporate coalition 

partners into MAGTF TC training events such as En-
8 8

USMC Concepts & Programs 2013

hanced Mohave Viper or the Weapons and Tactics Instructor Course are frequently pursued and exploited.

FUTURE TRAINING: MAGTF 

TRAINING PROGRAM

The Training and Education Command (TECOM) 

is developing the next generation of training for Marine operating forces to prepare for future fights and 

operating environments. The Marine air Ground Task 

Force (MAGTF) Training Program will establish, define, and integrate the requirements for training programs and resources that will facilitate the development of warfighting capabilities in those operational 

forces comprising 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 battalion, or squadron, to Marine Expeditionary Force (MEF)-level. Most importantly, 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.

Integrated Training 

Exercise (ITX)

The ITX provides a battalion- or squadron-level 

collective training event supporting training in skills 

required to accomplish assigned core mission essential tasks, 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, ground combat, logistics combat, 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. 

Large-Scale Exercise (LSE)

The LSE is a Marine Expeditionary Brigade (MEB)/

MEF-level exercise program that will use live-virtualconstructive training linked through a supporting network across the United States and with amphibious 

forces afloat, or ashore, to focus on the integration of 

headquarters organizations and their ability to conduct integrated MAGTF operations. It can be used as 

the final pre-deployment training event for a MAGTF 

that 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, depending on requirements of the MEF commander. The 

LSE will increase joint and amphibious capabilities as 

the Marine Corps reconstitutes its full amphibious 

capability.

Amphibious Core Training

The Marine Corps is developing and refining key 

training programs to reinvigorate our amphibious 

capability. TECOM is preparing individual Marines 

through training and education at the Marine Corps 
89 

chapter 3: programs

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 MAGTFs by training alongside the Navy through such exercises as amphibious 

landing exercises and MEB-level exercises.

Training and 

Education Enablers

MARINE CORPS TRAINING

INFORMATION MANAGEMENT

SYSTEM (MCTIMS)

MCTIMS is the Marine Corps emerging enterprise information system for training development 

and management. An official program of record with 

Marine Corps Systems Command oversight, MCTIMS 

web-enabled applications work in concert with Oracle 

databases containing USMC training information to 

provide integrated applications that serve all Marine 

Corps training development and management needs. 

MCTIMS is the authoritative data source for all 

training data, generating, maintaining, sharing, and 

reporting training data as required by other Marine 

Corps and service-level systems. Early MCTIMS developments directly supported the mission of TECOM 

to provide entry-level trained Marines to the operating forces and supporting establishment. In the near 

future, units will use MCTIMS to develop the units’ 

training plans, training schedules, and record training 

achievements. 

MCTIMS is a government-owned software application that is available for use by the total force. The 

system standardizes Marine Corps training development and management by aligning to the Systems Approach to Training process. 

Training & Readiness (T&R) 

Development Module

The T&R Development Module is the backbone 

of the MCTIMS suite of modules. This module is used 

during T&R Development and Review Conferences 

to build or maintain individual and collective events 

and manage T&R data. The TECOM and Education 

Command (EDCOM) staff uses this web-based application to capture individual and collective training 

standards for an occupational field and Military Occupational Specialty (MOS) to produce the T&R manual. 

T&R Manuals provide commanders in the Operating 

Forces, Supporting Establishment, and formal learning 

centers with a tool for the planning and implementation of progressive training that ultimately will ensure 

individual and collective proficiency. 

Military Occupational Specialty (MOS) 

Manual Module

The MOS Manual Module supports TECOM’s 

Ground Training Division mission to manage the MOS 

Manual for the Marine Corps. This module provides 

the capability to store web-based MOS Manual data to 

expedite the annual review and reduce the labor associated with management of the MOS Manual. 

MOS Roadmap Module 

TECOM and EDCOM use this web-based application to guide individual Marines on career training and 

education. Roadmaps are single-source documents 

containing grade-specific information related to training and education requirements from which Marines 

can make informed career decisions regarding assignment, training and education requirements and career 

progression opportunities. Leaders use the roadmap as 

an aid to counsel and mentor subordinates. 
9 0

USMC Concepts & Programs 2013

Unit Training Management (UTM) and

Individual Marine Management (IMM) 

Modules

The UTM and IMM modules are the latest MCTIMS development efforts designed to directly support 

the Operating Force. The UTM module provides commanders with a toolkit that aligns with the unit training management process outlined in Marine Corps 

Reference Publication 3-0A, the Unit Training Management Guide. This capability enables commanders 

and their staff to execute doctrinal UTM practices via 

an automated system. Other capabilities within this 

module will allow units to record, track, and evaluate 

all unit collective-training requirements. 

Additional MCTIMS

Developments to Support

the Marine Corps

Two additional MCTIMS developments fielded 

during FY 2011 are the Curriculum Library and the 

Electronic Training Jacket (ETJ). The Curriculum Library provides Marines in the operating forces access to 

formal learning center course materials to support training and standardize instructional materials throughout 

the Marine Corps. Marines operating forces will be able 

to access lesson plans, student outlines, instructor preparation guides, and media to support unit training requirements. The ETJ provides a cradle-to-grave record 

of all training accomplishments for all Marines viewable by the individual Marine or their commander. 

Other Formal School

Management Capabilities

The Curriculum Management (CMD) Module. 

TECOM and EDCOM staff and schoolhouse curriculum developers use this web-based application to create and manage curriculum for Marine Corps formal 

schools. The use of this module is mandated for the 

production of Marine Corps programs of instruction. 

The Student Evaluation (SEV) Module. TECOM 

and EDCOM staffs use this web-based application to 

construct tests, record test data, track student scores 

and grade point averages, and generate reports. The 

SEV module controls the synchronization of this data 

with the external Question-Mark Perception applications. Student evaluation is also used to create survey 

questionnaires and track student responses. 

The Student Management Module. TECOM staff 

uses this web-based application to manage rosters, 

units, and individual students for Marine Corps formal 

schools. 

Student Registrar. The Student Registrar Module 

is management by the Formal School Training Division, TECOM. The TECOM and EDCOM staffs use 

this web-based application to manage class rosters and 

student registrations. 

MODELING & SIMULATIONS (M&S)

TRAINING AND EDUCATION

ENABLERS

Marine Air Ground Task Force (MAGTF) Training Simulations Division (MTSD), a directorate of the 

Training and Education Command (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 environment. MTSD also 

addresses simulation system integration, interoperability, interconnectivity, compatibility, and networking. 

Participants in this forum are drawn from across the 

Marine Corps and the science and technology community. With this forum’s input, TECOM has published 

the Training and Education Modeling and Simulation 

Master Plan. The purpose of the plan is to inform Marines and other stakeholders of current and future efforts pertaining to training simulations and to guide the 

development and sustainment of effective simulationbased training in support of the operating forces.
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chapter 3: programs

Small-unit training is receiving particular focus by 

TECOM to prepare Marines for today’s and future operating environments. The Squad Immersive Training 

Environment (SITE) program will significantly enhance 

collective training for the squad. 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” should include 

current virtual and live 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 (ECO) concept, MTSD is examining the 

networking and interoperability 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. 

TECOM’s request to integrate the Marine Corps 

MAGTF Tactical Warfare Simulation system into its 

joint live, virtual, and constructive (JLVC) federation 

was approved. 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, the MROC approved TECOM’s Live, Virtual, and Constructive Training Environment (LVCTE) Initial Capabilities Document that outlined desired 

LVC-TE capabilities. This analysis identified gaps in the 

Marine Corps ability to network 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 future joint and other exercises.

MISSION-CAPABLE TRAINING

RANGES

Marine Corps combat readiness depends on the 

continued availability of Ranges and Training Areas 

(RTAs) that provide opportunities for realistic, mission-oriented training in multiple, complex environments. To this end, the Marine Corps Training and 

Education Command (TECOM) continues to execute 

the comprehensive Mission-Capable Ranges Program. 

The purpose of Mission-Capable Ranges is to plan, 

program for, and execute the development, modernization and sustainment of RTAs, and the delivery of 

comprehensive range services and training support 

to the warfighter. Mission-Capable Ranges is requirements-driven, incorporating standards articulated in 

Marine Corps Reference Publication (MCRP) 3-0C 

Operational Training Ranges Required Capabilities, and 

requirements-based assessments of the capabilities of 

RTAs.

TECOM has established six cornerstone objectives 
9 2

USMC Concepts & Programs 2013

for Mission-Capable Ranges, including:

• Preserve and enhance the live-fire combined 

arms training capabilities of Marine Corps Air 

Ground Combat Center/Marine Air Ground Task 

Force (MAGTF) Training Command, Twentynine Palms, and Marine Corps Air Station (MCAS) 

Yuma Range Complex

• Recapture and enhance MAGTF and unit training 

capabilities of the nation’s two premier littoral training areas, Camp Lejeune and Camp Pendleton

• Leverage technology to support every level of training with a goal of providing timely and objective 

feedback to the training audience

• Honor our commitments to protecting the environment, while preserving and enhancing our ability to 

conduct live-fire and maneuver training

• Facilitate cross-service employment of Marine Corps 

training ranges, and ensuring Marine Corps access 

to other-service ranges

• Support the Joint National Training Capability with 

the common range infrastructure and systems architecture to ensure effective joint training

Mission-Capable Ranges provides the Marine 

Corps with a comprehensive, fully developed strategy 

for providing modern RTAs and related services that 

are focused on current and future needs of the warfighter. The cornerstone of the program is range modernization through: 

• Sustainment of ranges to maintain capabilities and 

protect range investments 

• Re-capitalization to upgrade or replace existing 

ranges and range resources

• Investment in new ranges that leverage advanced 

range instrumentation, targets, and training systems.

In recent years, the program has focused primarily on range modernization at the installation level 

and on assessing and supporting initiatives to address 

long-term requirements for sufficient land area and 

airspace for training. At our installations, Mission-Capable Ranges has delivered the range resources to support training requirements emerging from the theaters 

of operation, particularly those relating to urban and 

counter-IED tactics. Since 2006, the program has made 

unprecedented investments (approximately $700 million) in Marine Corps training infrastructure.

 As we look to the future, the program will increase 

its focus on realistic, immersive training environments 

for our Marines using integrated systems for tactical 

engagement, range instrumentation, interactive targets, threat simulators, and after-action review. Additionally, TECOM has initiated a comprehensive effort 

to field Training Support Centers at our major training 

bases to facilitate efficient and effective utilization of 

the full suite of RTAs and other training resources by 

the operating forces. 

With regard to service-level initiatives, MissionCapable Ranges has focused on three shortfalls: 

• The inability of Marine Corps ranges to fully exercise 
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chapter 3: programs

a large MAGTF in a realistic, doctrinally appropriate 

training scenario 

• Inadequate training opportunities for the Marine 

units stationed in the western Pacific and Hawaii 

• Inadequate aviation training facilities on the east 

coast of the United States with range capabilities such as those provided by MCAS Yuma on the 

west coast. 

TECOM will continue to focus on meeting these 

deficits. Concurrently, TECOM will engage in forward–looking initiatives as it confronts future challenges to RTA capabilities, including potential limitations on resources available for range modernization 

and sustainment. Sufficient commitments to sustaining and enhancing range capabilities are necessary to 

ensure RTAs continue to fully support the training requirements of the Marine Corps.

Combined Arms Command and 

Control Trainer Upgrade 

System (CACCTUS)

Description

The CACCTUS is a combined arms staff training 

system that, when fully fielded will enable comprehensive Marine Corps staff, unit, team, and individual 

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 Marine Air Ground 

Task Force (MAGTF) elements up to and including the 

Marine Expeditionary Brigade (MEB) level. 

Using the system components and simulation 

capabilities, two-dimensional and three-dimensional 

visuals, interfaced Command, Control, Communication, Computers and Intelligence (C4I), synthetic terrain, and an After-Action Review (AAR), CACCTUS 

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 decisionmaking processes prior to any physical engagement. 

In addition, CACCTUS provides training across live, 

virtual, and constructive training networks through 

interoperability with appropriate C4I systems in a 

training environment. 

Operational Impact

The CACCTUS provides 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

All five CAST facilities have been fielded with Version 5.2.1. Authority to operate as a standalone system 

was granted in August 2011. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

Riptide Software, Inc. Oviedo, Florida
9 4

USMC Concepts & Programs 2013

SQUAD IMMERSIVE TRAINING

ENVIRONMENTS (SITE) 

Description

SITE is an integrating training construct focused 

on preparing squads for missions in the contemporary 

operating environment. These environments will provide the commander training venues 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 and Technology community and provides means to aid the transition of most 

technologically advanced capabilities into Programs 

of Record. 

Operational Impact

SITE addresses the following training capability 

gaps:

• Enable proper employment of Operational 

Weapons and Realistic Casualty Determination

• Provide realistic Battlefield Effects to set the 

conditions for maneuver

• Enable proper employment of operational 

equipment

• Support Infantry Squad Core Competencies

• Provide realistic environmental conditions for 

required geographic regions

• Provide realistic characteristics of a “Thinking” 

Opposing Force

• Provide realistic indigenous population

• Provide the ability to conduct Mission Planning 

and Rehearsal

• Provide realistic contemporary operating environment entities

• Provide stimulation of senses to enhance realism 

of training and support decision making

• Provide high fidelity After-Action Reviews 

Provides USMC Vision and Strategy 2025-CMC 

Planning Guidance:

• Improve training and experience level for Maneuver 

Unit Squad Leaders.

Program Status

Research Development Test and Evaluation is 

planned in FY 2013 for Live Core System enhancements 

and in FY 2014 for Virtual Core System enhancements. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

TBD

SUPPORTING ARMS VIRTUAL

TRAINERS (SAVT) 

Description

The SAVT advances the training capability, operational readiness, and tactical proficiency of Marine 

Corps joint terminal attack controllers, forward observers, and forward air controllers. This virtual simulator 

provides personnel with training scenarios that require 

the placement of tactical ordnance on selected targets 

using Joint Close Air Support procedures and observed 
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chapter 3: programs

fire procedures. These scenarios will allow for practical 

application of Naval Surface Fire Support, artillery and 

mortar fire, neutralization, suppression, illumination, 

interdiction, and harassment fire missions. 

Operational Impact

Simulation events can replace 33 percent of 

Marine Corps live-fire Training and Readiness requirements, as well as Joint Service currency training 

requirements.

Program Status

Six systems have been installed, one each at Camp 

Lejeune, Twentynine Palms, Camp Pendleton, Marine 

Corps Base Hawaii, Marine Corps Air Stations Yuma, 

and Okinawa. During January 2012, the MCAS Yuma 

system was part of the Proof of Concept linking the 

SAVT with the AV-8B aircraft trainer. The Yuma SAVT 

has been assigned to Aviation Weapons Systems Requirements Branch for further refinement with the 

inter-operability between these two systems and other 

simulation trainers in the future. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

TJ Inc., Christmas, Florida

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. The division does so 

in the following ways:

• By making the Corps 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

• Assisting in the Marine Corps use of military history 

to aid in professional military education and training and to provide background and precedents for 

decision-making. 

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 on the campus of Marine Corps University (MCU). 

The 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. For 

example, the Reference Branch fulfills several specific 

functions and to perform these functions maintains 

topical working files that cover five areas: (1) specific 

history subjects; (2) biographical files on prominent 

Marines; (3) unit files; (4) photo files; and (5) geographic area files.

As part of its mission, the Division also 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
9 6

USMC Concepts & Programs 2013

in 2010 and plans to produce two issues in 2011. The 

journal features articles, interviews and reviews on 

issues of strategy and international security. During 

2010, History Division also expanded the operations 

of MCU Press. It will maintain progress on a multiyear 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/).

NATIONAL MUSEUM OF THE

MARINE CORPS (NMMC)

The President of the United States dedicated the 

National Museum of the Marine Corps (NMMC) on 

November 10, 2006. Located in Quantico, Virginia, the 

NMMC is one of the most popular cultural attractions, 

with an average annual visitor attendance of more than 

500,000 during each of its first five years. Its exhibitions recreate environments and immerse visitors into 

Marine Corps action. NMMC’s mission encompasses 

the following activities:

• Collecting and preserving objects that reflect the history of the Corps

• Interpreting Marine Corps history

• Educating students and families

• Conducting collections-based research

• Supporting the recruitment, education, 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 and conference center, artifact storage 

and restoration building, 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 42,000 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 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 
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preservation of aircraft, vehicles, artillery pieces, and 

other large artifacts completes the detailed restoration 

of several artifacts each year. 

Working with curators and historians, an in-house 

exhibitions team 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. 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 Arch during Marine Week Saint Louis in 2011.

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 generations of 

Americans. 

In addition to the NMMC, command-specific 

museums are located at Recruit Depots San Diego, 

California, and Parris Island, South Carolina; Marine 

Corps Air Station Miramar, California; and at the 

Marine Corps Mountain Warfare Training Center 

Historical Display at Bridgeport, California. These 

museums reflect the unique interests and objectives 

of those facilities. For additional information, see 

www.usmcmuseum.org.

Center for Advanced 

Operational Culture and 

Learning (CAOCL)

The CAOCL is tasked with ensuring that Marines 

are regionally focused, globally prepared, and effective 

at navigating and influencing culturally complex 21stcentury 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. 

Policy and Planning

CAOCL supports the Marine Corps in formulating policies, plans, and strategies to address regional 

understanding, operational culture, and language familiarization requirements across the doctrine, organization, training, materiel, leadership and education, 

personnel, and facilities (DOTMLPF) spectrum.

Regional, Culture, and Language

Familiarization (RCLF) Program

CAOCL serves as the administrator and coordinator of the Marine Corps RCLF Program, which is a career-long training and education program that begins 

at accession and instills, develops, and sustains a basic 

language, regional, culture capability in our career Marines 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. The 

RCLF Program is still under development but has met 

several key milestones on the path to full implementation, with three of six planned officer instructional 

blocks launched and five enlisted instructional blocks 

becoming available in 2012. As of late 2011, there were 

more than 8,000 Marine officers with regional assignments, with enrollment set to substantially grow 
9 8

USMC Concepts & Programs 2013

with the launch of the enlisted instructional block for 

sergeants.

Pre-deployment Training

and Resources

Language Familiarization Training. CAOCL 

serves as the central point of coordination for language 

familiarization training for all general-purpose Force 

Marines other than Foreign Area Officers and professional linguists. CAOCL uses a combination of onstaff language instructors, Defense Language Institute 

language instructors, and computer-based language 

training products to meet the operational requirements of Marines and units preparing for worldwide 

deployments. CAOCL language familiarization programs, regardless of method of delivery, focus on mission-oriented tactical phrases most likely to be used by 

Marines during exercises and operations. 

CAOCL maintains Language Learning Resource 

Centers (LLRCs), which are technology-enhanced 

classrooms equipped with culture and language study 

materials and software, at eight major Marine Corps 

bases and stations to facilitate culture and language 

training for individual Marines and units. This helps 

commands meet pre-deployment training requirements and home-station sustainment training requirements. CAOCL also provides phrase cards for ready 

reference in deployed environments.

Operational Culture Training. CAOCL provides 

operational culture training via mobile training teams 

for Marines and units deploying anywhere in the world, 

focused on those operationally relevant aspects of culture that will enhance Marines’ ability to navigate and 

influence a specific operating environment during the 

accomplishment of their missions.

CAOCL provides Operational Culture-General 

instruction, preparing units with skills to work within 

any culture around the world. The center also provides 

Operational Culture-Specific classes and briefs for 

units who need to learn about the cultures they will 

operate within during a specific deployment and mission. CAOCL likewise assists units in practicing techniques for incorporating operational culture into their 

planning process. CAOCL incorporates the integral 

skills of using an interpreter, understanding and using non-verbal communications, and interacting with 

a foreign population into culture training. Focusing 

primarily on commanders and key personnel, CAOCL 

also provides Key Leader Engagement training, which 

combines culture and language skills for effective 

cross-cultural communications. Additionally, CAOCL 

publishes and distributes a variety of cultural reference 

material and field guides to assist Marines while deployed or during training.

CAOCL Liaison Officers at each Marine Expeditionary Force (MEF) assist Marine units in accessing 

resources, scheduling training, and fulfilling culture 

and language training requirements.

Operational Support

CAOCL provides subject matter experts in direct 

support of the operating forces. These experts assist 

commanders in understanding the cultural terrain of 

the battlespace and in planning operations. They serve 

as evaluators and advisors during mission rehearsal 

exercises, assist in scenario and exercise design when 

requested, and provide a reach-back resource for deployed forces for issues related to operational culture. 

Cultural Advisors to MEF and Ground Combat Element (GCE) commanders serve as special staff officers during pre-deployment training and deploy with 

the units as integral members of operational staffs for 

specified deployments to provide personal advice to 

commanders and to assist in integrating operational 

culture into the planning process.

Professor of Operational Culture

CAOCL maintains a faculty member at Marine 

Corps University (MCU) for providing instruction 

during Professional Military Education to MCU students on the concept of operational culture and its ap-
99 

chapter 3: programs

plication in Marine Corps planning and operations. 

The professor also conducts ongoing research on the 

subject of operational culture.

Translational Research Group 

The Translational Research Group (TRG) 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. The TRG 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 leveraging expertise 

from other organizations. TRG also has responsibility for developing valid assessment platforms to ensure CAOCL’s activities are meeting the needs of the 

operating forces. TRG brings together scientists with 

critical disciplinary backgrounds that are uncommon 

in the Department of Defense. Therefore, although focused on CAOCL, TRG’s expertise is also brought to 

bear on broader issues of interest to the Corps Training 

and Education Command, such as resiliency.
section 4: Fire Support
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chapter 3: programs

Introduction

In 2007, the “Major Combat Operations Analysis for Fiscal Years 2014 

to 2024” study scrutinized the in-service 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 require 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 in-service 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 face 

across the full range of military operations. 

The foundation of ground indirect fires is the M777A2 Lightweight 

155mm howitzer that, through design innovation, navigation and positioning 

aides, and digital fire control offers significant improvements in lethality, survivability, mobility, and durability compared to the M198 howitzer. The HighMobility Artillery Rocket System (HIMARS) fills a critical range and volume 

gap in Marine Corps fire-support assets. HIMARS provides an extendedrange precision capability to Marine forces. The third “leg” of Marine Corps 

ground indirect fires is the Expeditionary Fire Support System (EFSS), a towed 

120mm mortar. EFSS will be the principal indirect fire support system for helicopter- and tiltrotor-borne forces executing ship-to-objective-maneuver as 

part of a MAGTF. When paired with an Internally Transportable Vehicle, EFSS 

can be transported on board MV-22 and CH-53E/K 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, and the Target Location, 

Designation and Handoff system. In addition, the development of precision 

guided munitions, such as Excalibur, Guided Multiple-Launch Rocket System 

and the Precision Extended Range Munition, has shown lethality on the battlefield while minimizing collateral damage. 
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USMC Concepts & Programs 2013

HIGH MOBILITY ARTILLERY 

ROCKET SYSTEM (HIMARS)

Description

HIMARS is a C-130 aircraft-transportable, 

wheeled, indirect-fire, rocket/missile system capable 

of firing all rockets and missiles in the in-service and 

future Multiple-Launch Rocket System 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 basic 

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 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.

Program Status

The HIMARS program is in the operations and 

support phase. HIMARS achieved Initial Operational 

Capability in the fourth quarter of FY 2008 and Full 

Operational Capability in FY 2010. In early 2012, HIMARS was fielded to two additional battalions (one 

active and one Reserve) in the Marine Corps. The 

program continues to procure munitions in support 

of operations and sustainment. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer:

Launcher and MFOM: Lockheed Martin Corporation, 

Missiles and Fire Control Division, Dallas, Texas

LIGHTWEIGHT 155MM HOWITZER 

(LW155) 

Description

The LW155 is a joint Marine Corps/Army program 

whose mission is to develop, produce, field and sustain 

a towed 155mm howitzer. Designated the M777A2, the 

LW155 replaces the M198 Howitzer providing direct, 

reinforcing and general support fires for both services.

The LW155 incorporates innovative design technologies to reduce the system weight to less than 

10,000 pounds while providing increased mobility, 

survivability, deployability and sustainability in expeditionary operations throughout the world. It is the 

first ground combat system whose major structures 
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are made of high-strength titanium alloy resulting in a 

weight savings of more than 7,000 pounds when compared to the M198 system. The system makes extensive use of hydraulics to operate the breech, loading 

tray, and suspension system reducing crew size and fatigue. The M777A2 provides significant improvements 

in displacement and emplacement, capable of being 

emplaced in less than 3 minutes and displaced in 2-3 

minutes. A primer feed mechanism supports firing a 

maximum of four rounds per minute, with sustained 

firing of two rounds per minute. 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. 

The M777A2 is a pre-planned upgrade to the initial M777 design that adds a Digital Fire Control System (DFCS) improving pointing accuracy to 1 mil. 

The DFCS uses a global positioning system, an inertial 

navigation unit, and a vehicle motion sensor to accurately locate and orient the weapon to deliver greater 

accuracy and responsiveness. The system integrates radios for voice and digital communications and a chief 

of section display that can be mounted into the cab 

of the prime mover for use as a navigation aid during towing. The systems mission computer processes 

fire missions and outputs pointing information to onboard gunners and chief of section displays. A planned 

software upgrade will support on-board ballistic computations commencing in the fall of 2013.

Operational Impact

The LW155 provides significantly greater combat 

capability to troops. The weight reduction improves 

transportability and mobility without impacting range 

and accuracy. The M777A2 is towed by the USMC Medium Tactical Vehicle Replacement and can be airlifted 

by the CH-53E/K, CH47D and the MV-22B Osprey 

into remote high-altitude locations inaccessible by 

ground transportation. 

The M777A2 can fire the precision guided Excalibur munitions up to 24 miles with sufficient accuracy, for example, to target commensurate portions 

of a building, reducing the chance of non-combatant 

casualties and enabling supporting fire to be delivered much closer to friendly troops. The M777A2 has 

proven it is battle worthy and reliable, achieving an 

operational availability greater than 90% supporting 

Operation Enduring Freedom for USMC, Army and 

Canadian forces. 

Program Status

The LW155 has been in-service with the U.S. Marine Corps and Army since 2005 and is deployed in 

current operations. The Marine Corps has procured 

its full approved acquisition objective of 511 M777A2 

howitzers while the Army has purchased 488 systems. 

Both services will take final deliveries during 2013. 

The Canadian army purchased 37 base-model M777s 

under a foreign military sale contract while the Australian army has purchased 54 M777A2s to date. The 

Government of India has also expressed interest in 

purchasing the M777A2 submitting a Letter of Request 

for 145 systems in Nov 2012. 

Developer/Manufacturer:

The M777A2 prime contractor is BAE Systems located in 

Barrow in Furness in the United Kingdom. BAE Systems 

manages a supply chain consisting of both US and UK vendors who deliver components for final integration at BAE 

systems integration facility in Hattiesburg, MS. The Program 

Manager -Towed Artillery Systems also supplies a number 

of Government Furnished Equipment items, including the 

Cannon Assembly manufactured by Watervliet Arsenal. 

Final acceptance testing occurs at Yuma Proving Grounds.
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USMC Concepts & Programs 2013

ADVANCED FIELD ARTILLERY 

TACTICAL DATA SYSTEM (AFATDS) 

FAMILY OF SYSTEMS

Description

The GYK-60 AFATDS 

is an automated fire-support Command and Control system that provides 

the Marine Air Ground 

Task Force (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, 

including artillery, rockets, mortars, naval surface fire 

support, and close air support. Additionally, the 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/PYG-1 BUCS is 

a hand-held computer system 

that resides on a Ruggedized 

Personal Digital Assistant 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: 

• Centaur, the Light-Weight Technical Fire Direction 

System application for computing safety parameters 

and artillery technical firing solutions

• Field Artillery Survey Program software to compute 

artillery survey data 

• The meteorological software application to convert 

raw meteorological Plot Balloon readings into ballistic and computer meteorological messages

The TSQ-17 MTS is a modified U.S. Army-procured shelter mounted on a High-Mobility Multiple 

Wheeled Vehicle employed by the battery Fire Direction Center (FDC), Battery Operations Center, and 

Fire Support Teams. 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 

provides environmental protection for AFATDS at the 

battalion and above. 

Operational Impact

AFATDS will be the primary Commanders Fire 

Support Coordination System employed from Marine Expeditionary Force 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.
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chapter 3: programs

Program Status

The AFATDS program is an Evolutionary Acquisition program, designated an Acquisition Category 

II for the Army. The AFATDS is a multiple service 

program and the Army is the Executive Service. The 

AFATDS program is in Sustainment. MTS achieved 

Initial Operational Capability in first quarter FY 2012. 

Full Operational Capability will be achieved in second 

quarter FY 2013. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer:

AFATDS: Raytheon, Ft Wayne, IN

BUCS: Fire Support Engineering Division, Army

MTS: SPAWAR, Charleston, SC

FAMILY OF TARGET ACQUISITION

SYSTEMS (FTAS)

Description

The FTAS is the Ground Combat Element’s indirect-fire acquisition capability. The FTAS comprises 

the TPQ-46 Firefinder Ground Weapons Locating Radar (GWLR), the TPQ-48 Lightweight Counter Mortar Radar (LCMR), and the TSQ-267 Target Processing 

Set (TPS). 

Operational Impact

The AN/TPQ-46 Firefinder has the ability to locate indirect-fire weapons — which include mortars, 

artillery, and rockets — within a 1,600 mil search 

sector from ranges of 0.75 to 24 kilometers. It is the 

primary indirect fire-detection system in the Marine 

Corps. The TPQ-48 LCMR provides a 6,400 mil mortar-detection capability at ranges of 1 to 5 kilometers, 

short-range detection coverage, and slewing/cueing 

intelligence to the TPQ-46 via the TSQ-267.

The TSQ-267 TPS is the command and control 

node of the FTAS capability, providing radar deployment orders, support functions, and target data to the 

counter-fire/countermeasure-servicing agent. The TPS 

uses the Advanced Field Artillery Tactical Data System 

as its primary communication, and Command and 

Control 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 to Afghanistan supporting operations associated with Operation Enduring Freedom. The Marine Corps recently procured and fielded an additional 

22 Firefinder radar systems to support expanded requirements. These procurements supported an increased Approved Acquisition Objective (AAO) for 

the Firefinder from 22 to 44 systems. The LCMR was 

procured and fielded under an AAP as a solution for 

an approved Urgent Universal Needs Statement, with 

an AAO of 46 systems. Procurements for both the Firefinder and LCMR were funded using Overseas Contingency Operations supplemental procurement funding. The AAO for the TPS is seven sets, two for each 

active-duty artillery regiment and one for the Reserve 

Component. Full Operational Capability for the TPS 

occurred in September 2011. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer:

AFATDS: Raytheon, Ft Wayne, IN
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USMC Concepts & Programs 2013

ESCALATION OF FORCE-MISSION

MODULE (EoF-MM)

Description

The Escalation of Force-Mission Module (EoFMM) consists of multifunctional, non-lethal systems 

and force protection equipment needed to minimize 

friendly and civilian casualties. The EoF-MM is the replacement of the in-service Non-Lethal Capability Sets 

(NLCS) and Force Protection Capability Sets (FPCS) 

procured in the 1990s and 2000s. 

The EoF-MM consists of selected equipment 

that is used during escalation of force situations. The 

equipment and supplies contained in the EoF-MM allow the Marine to accomplish several different tasks in 

direct support of defined Marine Corps missions.

The EoF-MM consists of commercial-off- theshelf (COTS) and government-off-the shelf (GOTS) 

equipment. The COTS/GOTS equipment is configured into capability groups, capability modules, and 

equipment sets. The groupings and modules define 

the location of the COTS/GOTS within the containers. The grouping and module structure will facilitate 

easier transport by tailoring to the mission demands 

and replacing and adding of new technologies. 

The EoF-MM consists of three capability groups, 

ten capability modules. Each module consists of specific equipment necessary to support that module’s 

capability mission. The modules are configured to fit 

within four Quadcon containers.

Operational Impact

The EoF-MM provides the appropriate 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 and complement existing lethal capabilities.

Capability Groups Capability Modules

Checkpoint Group Vehicle Check Point

Entry Control Point

Urban Patrol

Establish and 

Secure Perimeter

Convoy Security

Clear Facilities

Conduct Cordon

Crowd Control 

Group Crowd Control

Detain Personnel 

and Conduct Search

Training Group Training

Program Status

The EoF-MM program is currently in the 

Operation and Support phase. However, due to the 

operational need for additional systems, the program 

will return to the Production and Deployment phase 

in order to procure an additional 40 systems. The 

award of a contact should occur in the third quarter 

of FY 2012.

Procurement Profile: FY 13 FY 14

Quantity: 20 20

Developer/Manufacturer: TBD
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Section 5: Command and Control/

Situational Awareness (C2/SA)
109 

chapter 3: programs

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 C2, approved in 

2009, incorporate joint integrating concepts and C2 mandates. Together, they 

articulate our goal of delivering end-to-end, fully integrated, cross-functional 

capability, including forward-deployed and reach-back functions. They emphasize that C2 must be leader-centric and network-enabled, and that individual Marines must understand their commander’s intent and be able to carry 

out complex operations. The C2 ICD, Functional Concept, and the Marine 

Corps Information Enterprise strategy described in this section will enable 

Marine Air Ground Task Force (MAGTF) commanders to exercise effective 

C2 and bring together all 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.
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USMC Concepts & Programs 2013

AVIATION COMMAND AND

CONTROL (AC2) FAMILY OF 

SYSTEMS (FOS) AND MARINE AIR 

COMMAND AND CONTROL SYSTEM 

(MACCS) FOS SUSTAINMENT

Description

The AC2 FoS and the MACCS FoS sustainment 

efforts support the systems employed by Marine Air 

Command and Control System tactical agencies and 

operational facilities. Each MACCS agency performs 

different functions and tasks and using different equipment suites fielded and supported by squadrons within 

the Marine Air Control Group (MACG) in support of 

the Aviation Combat Element. 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 future AC2 FoS consists of the following 

systems:

• Common Aviation Command and Control System 

(CAC2S), which achieved IOC in FY 2012 for phase 1

• Ground/Air Task Oriented Radar (G/ATOR), which 

will achieve IOC in FY 2016 

• Composite Tracking Network, which achieved IOC 

in FY 2011)

• AN/TPS-59 radar, which is already fielded 

The current MACCS FoS is in the operations and 

support life cycle phase and will be replaced by CAC2S 

phase 2: 

• TYQ-23(V)4 Tactical Air Operations Module 

(TAOM) 

• TSQ-269 Mobile TAOM (MTAOM)

• TYQ-101 Communications Data Link System 

(CDLS)

• MRQ-12(V)4 Communications 

Interface System (CIS) 

• TYQ-87(V)2 Sector Anti Air Warfare Facility 

(SAAWF) 

• UYQ-3B Direct Air Support Center/Airborne System (DASC/AS)

• MSQ-124 Air Defense Communications Platform 

(ADCP)

• URC-107(V)10 Joint Tactical Information Distribution System (JTIDS) Terminal

In addition to the core MACCS FoS, the FoS Sustainment Project Office has management responsibilities for the following equipment that will not be replaced by CAC2S: 

• Link Management System MultiTactical Data Link (LMS-MT)

• GRC-171B(V)4 Ultra High Frequency (UHF) Radio

• USQ-140(V)11(C) Multifunctional Information 

Distribution System (MIDS) Low Volume Terminal 

(LVT),

• TYQ-145 Beyond Line of Sight 

Gateway (BLOS-GW) 

• GRC-256 High Frequency Radio 

The MACCS FoS is responsible for one program 

that is in the deployment (as well as the O&S) phase. 

The TSQ-269 MTAOM achieved Initial Operational 

Capability in November 2011, with fielding continuing throughout FY 2012. 

Operational Impact

The MACCS FoS Sustainment Project Office ensures these systems, supporting the TACC, TAOC, and 

DASC, remain ready, relevant, and capable until Full 

Operational Capability of CAC2S is achieved in 2018. 

This is accomplished through selected engineering initiatives, software sustainment, and maintenance of the 

appropriate logistics resources. 

Program Status

The re-baselined CAC2S program schedule has 

impacted all projected MACCS FoS support requirements and program funding. The MACCS FoS itemexit dates have been extended. Currently, the MACCS 

FoS will remain fielded through the end of calendar 

year 2018.
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Global Command and Control 

System-Tactical Combat 

Operations (GCCS-TCO) System

Description

The GCCS uses joint system-of-record software 

to provide select command-and-control capabilities 

throughout the Marine Corps. These capabilities facilitate the planning, execution, and management of 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, and unit readiness reporting is done via the Global Status of Resources and 

Training System (GSORTS). GCCS is fielded at the 

regiment and above echelons of command. TCO is 

the principle tool within the Marine Air-Ground Task 

Force for generating situational awareness through the 

distribution of the Common Tactical Picture (CTP). 

TCO also is the primary entry point for the joint-level 

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 the ability to receive, fuse, store, develop, transmit, and display 

commander’s critical information requirements.

Operational Impact

GCCS is the joint command and control system 

that provides commanders with the information and 

capability to plan, execute, and manage operations, as 

well as the capability to report unit readiness. TCO 

provides the access and ability to contribute to the 

situational awareness provided by the CTP and COP, 

both internally to the Marine Corps and within the 

joint community.

Program Status

The GCCS program has reached the Approved Acquisition Object of 194 servers and 320 clients. GCCS 

is in the sustainment phase of its acquisition lifecycle. 

GCCS capabilities will be combined with the Joint Tactical Common Operational Picture Workstation in FY14, 

and the GCCS program will merge with TCO.

TCO is in the sustainment phase of its acquisition lifecycle, having reached Full Operational Capability in 1996. TCO will continue to sustain software 

upgrades across the Future Year Defense Plan as well 

as Marine Corps-wide hardware upgrade of both the 

Tactical Common Operational Picture Server and the 

Intelligence Operations Workstation Version 1 client in 

FY 2013.

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer:

Defense Information Systems Agency (DISA), 

Falls Church, VA
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USMC Concepts & Programs 2013

COMMON AVIATION COMMAND

AND CONTROL SYSTEM (CAC2S)

Description

CAC2S will provide a complete and coordinated 

modernization of Marine Air Command and Control 

System (MACCS) equipment. CAC2S will replace current dissimilar systems and provide the Marine AirGround 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 combined 

command and control units. CAC2S will be comprised 

of 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 

Automated Information System program. It has been 

restructured with a 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, including 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, Indiana, will oversee the integration 

and upgrades of the previously developed and fielded 

systems (e.g., AN/TSQ-239 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 into a single subsystem (Aviation Command & Control Subsystem (AC2S) and with 

the 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 Joint Requirements Oversight Council 

in September 2007.

The program was designated a MAIS program 

on December 26, 2007, and elevated to an ACAT IAC. 

CAC2S Phase 1 successfully completed its Initial Operational Test and Evaluation in the third quarter of 

FY 2011. Subsequently, Phase 1 received its Full Deployment Decision in the fourth quarter of FY 2011 

and Limited Deployment Capability (LDC) in February 2012. Phase 2 is currently in the Engineering and 

Manufacturing Development (EMD) phase with a 

Milestone C decision anticipated in the fourth quarter of FY 2014. The AAO for CAC2S Increment I is 50 

AC2S, and 75 CS. Initial Operational Capability (IOC) 

for Phase 1 commenced 17 January 2012 with the 

first operational unit (MASS-3) at Camp Pendleton, 

CA, followed by 2d Marine Aircraft Wing (2d MAW), 

Cherry Point, NC, in August 2012.
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THEATER BATTLE MANAGEMENT

CORE SYSTEMS (TBMCS)

Description

TBMCS is an air war-planning tool mandated by 

the Chairman of the 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) 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

The USAF placed TBMCS into sustainment in 

2007 following the release of version 1.1.3 which is 

now fielded throughout the operating forces and the 

joint community. The USAF Program Office (PO), 

in conjunction with the USN, USA and USMC Program Offices continue to sustain version 1.1.3 while 

planning for the eventual transition to a new system 

of record which the USAF PO is currently working on 

with the joint community. The Marine Corps PO has 

fielded TBMCS Maintenance Release (MR) 1/Service 

Pack (SP) 27, which provides key assault support enhancements for both planning and execution, and is 

in the final process of testing and approval for release 

of TBMCS MR2/SP1 which will provide USMC users 

with operating system and hardware upgrades.

COMBAT OPERATIONS

CENTER (COC)

Description

The COC is a deployable, self-contained, centralized facility that provides shared command and control 

and situational awareness functionalities in a collaborative environment. The system is designed to enhance 

the tactical common operational picture for all levels 

of the Marine Air Ground Task Force (MAGTF). It is 

a commercial-off-the-shelf, total turn-key, integrated 

hardware solution using unit-provided radios, legacy 

and re-hosted tactical data applications, and prime 

movers to provide mobility, modularity, and scalability for each assigned mission. From 1996 to 2011 there 

were three COC system variants (V) in production — 

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 and 

enables critical warfighting functions: Command and 

Control (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 C2 

Software Package. Based on service oriented architecture principles, this baseline will enable existing Tactical Data Systems (TDS) to share their data, producing 

an identical common tactical picture. To support such 

a robust software capability, the COC program will 

field a major hardware refresh in FY 2013 and FY 2014. 
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USMC Concepts & Programs 2013

This hardware upgrade will be provided to support 

virtualization of COC software and the fielding of the 

COC C2 Software Package in FY 2012. The COC C2 

Software Package is derived from the Tactical Service 

Oriented Architecture (TSOA), which is a set of reusable software components that can be used anywhere 

in the Marine Corps. These components are built to a 

newly defined MAGTF C2 Software Architecture that 

establishes the foundation for C2. The processes, patterns, practices used to develop components for the 

TSOA are described by the Expeditionary Software Development System. The deployment of Rapid Response 

Integration Teams to units in the fleet will directly support tailored, rapid application development. 

Operational Impact

COCs have been deployed to Operation Iraqi Freedom and Operation Enduring Freedom, as well as many 

other operational exercises and missions around the 

globe. COCs provide capabilities to 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 

integration of commercial- and government-off-theshelf technologies shorten 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 current Approved Acquisition Objective for all 

COC Variants is 309. The AN/TSQ-239 (V) 2, 3, and 4 

reached Full Operational Capability in December 2011. 

(V) 2-4 are post-full-rate production and are in the operations and support phase of the acquisition life cycle. 

The COC program will continue to incorporate engineering changes and equipment technical refresh and 

insertion in order to address operational requirements 

for improved technical capabilities and new system interface requirements. 

The COC (V)1, Marine Expeditionary Force level 

variant, is a new start Abbreviated Acquisition Program 

currently in production and uses the Deployable Joint 

Command and Control system as a baseline for the materiel solution. Three systems are allocated for procurement, one for each MEF. Initial Operational Capability 

will occur in FY 2014. 

Procurement Profile: FY 13 FY 14

Quantity:

(V)1: 3 0

Developer/Manufacturer:

(V)2/3/4: General Dynamics C4 Systems, Scottsdale, AZ

(V)1: Naval Surface Warfare Center, Panama City 

Division, FL

GROUND-BASED OPERATIONAL

SURVEILLANCE SYSTEM 

EXPEDITIONARY (G-BOSS(E))

Description

The G-BOSS(E) provides organic, around-theclock persistent surveillance capabilities through the 

use of multi-spectral sensors and ground-surveillance 

radars configured on three distinct, mobile and flexible 

(heavy, medium, and light) platforms supporting an 

array of missions. All three variants can be employed 

by any size Marine Air-Ground Task Force, or elements 

within the MAGTF, in order to expand a commander’s 

view of the battlespace. Sensor-derived information 

can be shared internally between sensor nodes and 

relayed to the Combat Operations Center (COC) for 

further analysis and sharing across the Global Information Grid. Information can be forwarded to intelligence, operations, and fire-support agencies or used 

organically as real-time actionable intelligence. 
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chapter 3: programs

Operational Impact

This will be a Marine Expeditionary Force (MEF)-

level asset to be employed by the lower echelon units 

based on the assigned mission. The system allows for 

operation at permanent installations, forward operating bases (FOBs), combat outposts, and temporary 

tactical locations to observe the perimeter, avenues 

of approach, and/or areas of interest. Larger longterm FOBs and combat outposts will rely upon the 

heavy variant for long-range and close-in surveillance 

to observe areas and avenues of potential enemy approach. The medium (light trailer transportable) and 

light (man-transportable) variants will provide company-size maneuver elements with surveillance and 

detection capabilities at smaller, short-term tactical 

locations.

Program Status

The G-BOSS family of systems is employed by 

the Marine Corps in Operation Enduring Freedom, 

based upon numerous Urgent Universal Need Statements. The G-BOSS 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. The G-BOSS(E) Initial Operational Capability is scheduled for FY 2015 and Full 

Operational Capability is scheduled for FY 2019.

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

NSWC Crane Division, Crane, IN

DRS Technologies, Parsippany, NJ

Argon ST, Fairfax, VA

MTEQ, Kilmarnock, VA

FLIR Systems Inc., Wilsonville, OR
section 6: Expeditionary Energy
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chapter 3: programs

Introduction

“The current and future operating environment requires an 

expeditionary mindset geared toward increased efficiency 

and reduced consumption, which will make our forces lighter 

and faster.”

 Gen James F. Amos

Commandant, U.S. Marine Corps

In 2011 the Commandant called on the Marine Corps to change the way 

we think about energy as we man, train, and equip our expeditionary force. 

As a Corps, we recognize that over the last ten years of combat, we have become more lethal, but have become critically dependent on fuel and batteries, 

putting our expeditionary capabilities and Marines at risk. Yet, the current 

and future security environment demands a “middle weight force,” flexible to 

respond to a host of threats at a moment’s notice, and able to sustain itself for 

significant periods, at a time and place of its choosing. Modernizing our capabilities in expeditionary energy is critical to maintaining operational capabilities 

and readiness of the Force, for today’s fight and tomorrow’s conflicts. 

In March 2011 the Commandant issued the Marine Corps Expeditionary 

Energy Strategy and Implementation Plan (Strategy) with the goal of increasing 

our combat effectiveness through ethos, efficiency and renewable energy—

from “Bases to Battlefield.” The goal of the Strategy is simple: a lighter, faster 

and more lethal force, which goes farther and stays longer on every gallon of 

fuel, every kilowatt of energy it requires. Specifically, the Strategy directs the 

Marine Corps, by 2025, to create a Marine Air Ground Task Force (MAGTF) 

capable of maneuvering from the sea, and only requiring liquid fuel for mobility systems once ashore. This means C4I and life support systems will be powered by alternative and renewable energy and our vehicles will power larger 

ground systems when required. Recognizing that to achieve this bold vision 

would require institutional change, the Marine Corps put in place an framework to guide our efforts: the Strategy, the Expeditionary Energy, Water, and 

Waste Capabilities Based Assessment and Initial Capabilities Document (E2W2 

CBA/ICD), together with the 2012 Marine Corps Science and Technology 

Strategic Plan provide an investment plan to drive modernization in expeditionary energy.
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USMC Concepts & Programs 2013

Expeditionary Energy: 

From Bases to Battlefield 

The Future Force

One of the Commandant’s six critical pillars of 

modernization for the Corps, Marine Corps investments in energy efficient equipment and renewable 

energy are essential to building a lighter, more capable 

MAGTF. Translating into greater military capability, 

these investments mean increased tactical and operational tempo, and reduced vulnerabilities during resupply. In short, they can mean the difference between 

reaching “Baghdad” or waiting for resupply. They save 

Marines time, with more focus on the enemy and less 

time spent planning and executing sustainment missions. Most importantly, by investing in training Marines we are reinforcing our expeditionary mindset, 

teaching Marines that resource efficiency is a force 

multiplier that increases combat effectiveness. 

Requirements

In September 2011, the Assistant Commandant 

of the Marine Corps signed a comprehensive requirements document to guide our investments in our 

equipment and our people: the E2W2 CBA/ICD. This 

document provides the analytical framework for developing the solutions to build the future force. The 

E2W2 CBA/ICD identifies 152 gaps, including materiel 

and non-materiel gaps, and together with the Strategy, 

provides a prioritized roadmap that the Marine Corps 

is using to systematically focus investments and drive 

combat development. 

Catalyzing the next generation of capabilities, the 

Marine Corps 2012 Science and Technology Strategic 

Plan is the third element of our framework. It identifies six priority areas to lead turn the S&T enterprise: 

(1) expeditionary energy harvesting; (2) temperatureindependent electronics; (3) expeditionary water harvesting; (4) energy-efficient, combat-effective mobility; 

(5) optimized personnel performance; and (6) energy 

storage other than liquid. 

Experimental Forward

Operating Base

In November 2009, the Deputy Commandant for 

Combat Development and Integration established 

the Experimental Forward Operating Base (ExFOB) 

to identify, evaluate, and accelerate the Marine Corps 

materiel solutions to achieve the mission of the Strategy. ExFOB brings together stakeholders from across 

the Marine Corps requirements, acquisitions, and science and technology-development communities to 

systematically focus on capability gaps identified in 

the E2W2 CBA/ICD. A semi-annual event, ExFOB invites industry to demonstrate off-the-shelf technologies with potential to address Marine Corps needs. 

Promising technologies are put into the hands of Marines for extended user evaluation under combat and 

training conditions. Qualitative and quantitative data 

collected during ExFOB inform requirements, reduce 

investment risk, and build Marines’ confidence in new 

capabilities.

ExFOB has taken new capabilities “from concept 

to combat” in less than a year—twice. In 2010 ExFOB 

sourced commercial and Marine Corps technologies, 

trained an infantry company with renewable energy 

systems, and deployed them to Afghanistan in winter 

2010. Marines learned that these capabilities could 

reduce risk and increase effectiveness at the forward 

operating edge, such as enabling a foot patrol to operate for three weeks without battery resupply, operating 
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patrol bases entirely on renewable energy, and dramatically reducing fuel demand at a company outpost. 

In summer 2011, Marines evaluated ExFOB’s hybrid 

power solutions and efficient air conditioners at Patrol Base Boldak in Afghanistan. This effort tackled 

our largest ground power user — command and control operations — and enabled a leap forward in our 

understanding of the military requirement for hybrid 

power. In 2012, the Marine Corps put this knowledge 

to work in preparing the Analysis of Alternatives for 

hybrid energy systems, a critical benchmark in accelerating the acquisition of an entirely new means of 

powering the force. 

Since 2010 ExFOB has:

• Reviewed over 280 technologies 

• Evaluated over 75 technologies at ExFOB 

demonstrations 

• Purchased and deployed 11 different 

technologies to combat in Afghanistan 

• Transitioned 4 Technologies to Programs 

of Record

• Led the requirements development of 

battlefield hybrid power

• Collaborated with industry to develop high 

efficiency flexible solar

• Collaborated with industry to develop small 

unit water purification systems 

• Integrated and evaluated fuel saving auxiliary 

power units for combat logistics vehicles

• Informed $352M in USMC investment and 

interests within HQMC processes and within 

the Expeditionary Force Development System. 

Bases to Battlefield

The Strategy recognized that because Marines live, 

train, and fight as an expeditionary force, it is essential 

to foster energy efficient habits at our bases that Marines will translate to the battlefield. At installations, 

the Marine Corps has made real progress in harnessing renewable energy resources and building more 

efficient buildings and systems to drive down energy 

costs. To achieve the Commandant’s vision of an energy-efficient, combat effective Marine Corps, every unit 

and every Marine at our bases and stations, including 

our civilian Marines and our family members, must 

make energy a priority. A culture that values resources 

and increases energy efficiency at our installations will 

strengthen the readiness and capability of our force. 

The Expeditionary Energy

Office (E2O)

Established in October 2009, the USMC Expeditionary Energy Office (E2O) is responsible for analyzing, developing, and directing Marine Corps energy 

strategy “in order to optimize expeditionary capabilities across all warfighting functions.” E2O, a Director-level office within Headquarters Marine Corps 

(HQMC) reporting to the Assistant Commandant, 

works closely with the combat and technology development communities. E2O serves as the Proponent 

for Expeditionary Energy in the force development 

process. Additionally, E2O is tasked with advising the 

Marine Requirements Oversight Council (MROC) on 

all energy and resource-related requirements, acquisitions, and programmatic decisions. And, in accordance 

with the National Defense Authorization Act for Fiscal 

Year 2009, the Secretary of the Navy assigned the E2O 

responsibilities as the Marine Corps Senior Official for 

Operational Energy.

Program Investments

Our investments are focused on supporting Marines in combat today, but also on increasing the combat effectiveness of the future force. We are driving 

energy performance considerations into the acquisition and requirements processes, improving new and 

legacy systems as well as future upgrades. 

We calculate our “Return on Investment” in terms 

of military capability gained through dramatic savings 
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in weight and fuel transported. For example, within 

the FYDP, we expect our investments to improve the 

energy effectiveness of our Marine Expeditionary Brigades (MEB) by about 9 percent. We estimate that the 

future MEB, over a 365 day operation, will be able to 

operate one month longer on the same amount of 

fuel that it demands today. It will need 208 fewer fuel 

trucks, thereby saving seven million pounds of fuel 

per year. 

Initial investments in current programs and new 

areas put us on track to achieve the mission of the 

Strategy by 2025. They include:

• Accelerating expeditionary energy systems — Solar Portable Alternative Communications Energy 

System (SPACES) and Ground Renewable Expeditionary Energy Network Systems (GREENS) — to 

Afghanistan (complete in March 2012), and the 

Fleet Forces

• Implementing mobile electric power sources to 

achieve ~22 percent fuel efficiency across the fleet 

of systems (Army funded development and USMC 

funded procurement)

• Fielding Enhanced Efficiency Environmental Control 

Units (E3CU) to achieve ~15-25 percent improved 

fuel efficiency beginning in 2012, with the next-generation family of ECUs entering service in 2014

• Developing fuel economy improvements for Medium Tactical Vehicle Replacement (MTVR) vehicles, 

anticipating 15 percent increased efficiency

• Executing ExFOB demonstrations twice a year

• Exercising and training renewable energy systems at 

events including Steel Knight 2012, Weapons Tactics 

Instructors Course, and Enhanced Mohave Viper

• Improving expeditionary energy modeling and 

simulation capability to guide future program investments across the MAGTF 

• Training in expeditionary energy ethos for entry-level Marines; developing improved training and education that includes ethos, energy planning, management, production, distribution and storage concepts 

and practices

• Supporting a Naval Postgraduate School multi-disciplinary student research program in expeditionary 

energy, beginning fall of 2012

These and future efforts are guided by formal requirements, which include:

• USMC E2W2 CBA/ICD

• Urgent Statement of Needs for Energy-Efficient Lighting for Expeditionary Shelter System 

• Urgent Statement of Needs for Expeditionary Shelter 

System Energy-Efficient Insulating Liner 

• Urgent Statement of Needs for the Solar Portable Alternative Communications Energy System and Ground 

Renewable Expeditionary Energy Network Systems 

• Energy Efficiency Key Performance Parameter 

included in Ground-Based Optical Surveillance 

System (Expeditionary) Capability Development 

Document

• MAGTF Expeditionary Hybrid Power System (MEHPS) 

Analysis of Alternatives 

“Transforming the way we use energy is 

essential to rebalance our Corps and prepare 

it for the future.” 

 Gen James F. Amos

Commandant, U.S. Marine Corps
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section 7: MARINE CORPS INTELLIGENCE, 

SURVEILLANCE, AND RECONNAISSANCE

ENTERPRISE (MCISRE)
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Introduction

Marine Corps Intelligence is more than support to operations — it is 

continuous operations, oriented on global, dynamic threats as well as security cooperation engagements necessary to enable prudent action in pursuit of 

national interests. The MCISRE is an innovative, operational approach to the 

intelligence warfighting function, providing timely, reliable, and understandable intelligence information that forms the basis of Marine Corps planning 

and operations. The multi-domain, collaborative, worldwide construct of 

the MCISRE provides the crucial operational edge required for Marine 

Corps forces. 

The MCISRE is not driven by the crisis of the moment. Rather, it is a 

“24/7/365” predictive analysis process with the global reach of operational 

Marine Expeditionary Force (MEF) Intelligence Centers (MICs) backed by 

the Marine Corps Intelligence Activity (MCIA) and its connectivity to the 

Combat Support Agencies (CSAs) and National Intelligence Community (IC). 

To ensure its viability, Marine Corps Intelligence will continue to evolve and 

maintain vigilance over a complex, technically sophisticated threat environment by seizing technological opportunities to increase MCISRE capabilities 

and capacities. 

Today

The MCISRE supports the Marine Corps intelligence unity of effort 

across the air, ground, maritime, and cyberspace domains. This strategy synchronizes current USMC intelligence programs, units, and personnel at every 

echelon across the operating forces and supporting establishment to enable 

collaboration and sharing of all information and federated intelligence in 

support of the Marine Air Ground Task Force (MAGTF). 

To date, the MCISRE strategy continues implementing an enterprise solution in which all ISR functions, sources, and methods across the total force are 

leveraged and shared for operational success. A major milestone has been the 

creation of MICs that enable MEF units to train as they fight by providing analytical and intelligence production support from garrison locations to deployed 

forces, supporting the Commandant’s “Lighten the MAGTF” initiative as well 

as reducing the required number of forward-deployed personnel. Other major 

advances include the creation of the Headquarters, Marine Corps Intelligence 

Department Technology Innovation Division led by the Enterprise Chief 

Technology Officer, a comprehensive intelligence professionalization program 

across the Enterprise, and advanced analytic training, methods, and tools 
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that enable standardized, collaborative predictive 

analysis across the Enterprise. 

These recent advances place ISR capability and 

capacity at all echelons throughout the total force integrating intelligence information to respond to and 

reduce uncertainty within complex threat environments. As budgets decrease and global threats multiply, 

the MCISRE embraces operational flexibility through 

adaptive responses in operating concepts, doctrine, 

training, and equipment. 

Tomorrow 

When fully implemented, the MCISRE will provide each component element access to shared knowledge, data, resources, and expertise from across the 

enterprise, as well as joint, national, and contributing 

partner agencies. The ability to “See,” “Understand,” 

and “Act” enables a highly trained, networked, and 

analytically astute intelligence force to enhance decision-making at all echelons, while meeting intelligence 

quality and information-sharing standards required 

by Department of Defense (DoD) and National Intelligence Directives. 

MCISRE High-Level Operational View (OV-1)
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MCISRE Construct

Fixed Site: The MCISRE Fixed Site is managed by 

the MCIA in Quantico, Virginia. It serves as the Marine Corps principal connection to national agencies 

and exposes all USMC ISR data to the IC. The fixed 

site is the primary enterprise data storage and archival 

site and serves as the primary reach-back site for Garrison Nodes.

Garrison Nodes: MICs are operationalizing garrison capacity in support of operational forces worldwide. They serve as critical reach-back nodes for expeditionary forces. The MICs conduct intelligence 

planning, analysis, and production in collaboration 

with MCIA, expeditionary forces, or designated joint 

force elements. These reach-back sites are located at 

each of the three MEFs and are capable of supporting 

forward operations from garrison or deploying to augment tactical, expeditionary nodes.

Expeditionary Nodes: Expeditionary nodes are 

deployed with the MAGTF. They are scalable, aligned 

to the mission, and provide intelligence planning, direction, collection, analysis, production, and dissemination of intelligence and combat information to the 

MAGTF and joint forces.

Operational Overview

The MCISRE is built on three core pillars to support MAGTF intelligence requirements in both garrison 

and deployed environments: (1) Persistent ISR (P-ISR) 

enables the MAGTF to “See”; (2) Distributed Common 

Ground System–Marine Corps Enterprise (DCGS-MC) 

enables intelligence professionals to “Understand”; and 

(3) Intelligence, Dissemination, and Utilization (IDU) 

enables the MAGTF to “Act.” Individual components 

of these pillars are further described under Chapter 3, 

Pillar 5, Section 6: Intelligence, Surveillance, and 

Reconnaissance Systems and Equipment.
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“See” with Persistent-ISR: P-ISR provides the 

means for intelligence planning, directing, and collecting. Through P-ISR, the Marine Corps is building 

a holistic intelligence-collection strategy that leverages joint and national ISR assets to augment organic 

battlefield sensors. The P-ISR strategy synchronizes 

organic MAGTF ISR collection assets with support 

from joint and CSA resources to provide leaders at all 

echelons the ability to use intelligence and combat information.

“Understand” with Distributed Common 

Ground System–Marine Corps Enterprise (DCGSMC) Enterprise: DCGS-MC provides the foundation to expose and discover data from a multitude 

of geospatial intelligence (GEOINT), human intelligence (HUMINT), signals intelligence (SIGINT), and 
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other sources to provide all-source intelligence production. DCGS-MC is the USMC component of the 

DoD DCGS Enterprise that performs all aspects of 

MCISRE data processing, exploitation, exposure, discovery, analysis, and production. DCGS-MC consists 

of a family of systems that is scalable, modular, and 

tactically deployable. The DCGS-MC Enterprise comprises the DCGS-MC program of record and several 

other programs. This critical capability increases the 

amount and precision of information and intelligence 

made available to operators, decision-makers and 

intelligence professionals across and at all echelons 

of the MAGTF. 

“Act” with IDU: The Intelligence Dissemination 

and Utilization (IDU) concept strives not only to deliver intelligence, but also to integrate it with operations and planning. IDU includes the systems, people, 

and processes associated with dissemination, integration, use, and evaluation of intelligence. The IDU concept enables precise action and the prudent re-tasking 

of P-ISR capabilities. IDU is the act of identifying and 

conveying relevant combat information and intelligence to satisfy MAGTF intelligence requirements. 

IDU incorporates continuous feedback to ensure the 

right combat information and intelligence is delivered 

to the right consumer at the right time. IDU comprises those capabilities associated with the dissemination, integration, evaluation, and feedback steps of the 

Marine Corps intelligence process.
section 8: EXPEDITIONARY LOGISTICS
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Introduction

Logistics is a fundamental element of MAGTF expeditionary operations. 

The MAGTF expeditionary logistics capability supports a balanced, multi-capable force that is integral to the strategic direction described in Marine Corps 

Vision and Strategy 2025. Marine expeditionary forces are self-contained and 

self-sustained forces that have everything necessary to accomplish the mission 

– from individual equipment to expeditionary airfields and medical treatment 

facilities. These forces are structured to meet a wide range of contingency operations and possess the logistics capabilities needed to initiate an operation, 

sustain forces, and reconstitute for follow-on missions. 

MAGTF Expeditionary Logistics includes the information systems, equipment, and processes to train, deploy, employ, and sustain Marine forces across 

the range of military operations. Enablers include:

• Electronic Maintenance Support System

• Family of Combat Field Feeding Systems

• Family of Field Medical Equipment

• Family of Power and Environmental Control Equipment 

These are key for continuous MAGTF operations on a distributed battlefield. The Marine Corps vision of the future requires fundamental changes in 

the way we provide logistics support to our MAGTFs.
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ELECTRONIC MAINTENANCE

SUPPORT SYSTEM (EMSS) 

Description

The Electronic Maintenance Support System 

(EMSS) is a key Marine Corps maintenance aid designed to enhance combat service support to Marine 

Air-Ground Task Forces while deployed or in garrison. 

EMSS consists of an electronic maintenance device 

(EMD) and server backbone. The EMD consists of a 

rugged, lightweight, one-man portable maintenance 

device that the maintainer can employ at the point of 

repair to interface with the equipment/system undergoing repair, view technical data, and document maintenance actions. 

The EMD is capable of supporting multiple platforms and systems across maintenance communities 

and provides the necessary technical conduit to enable 

maintainers to gain access to the Global Information 

Grid via the EMSS server backbone. EMSS provides a 

means to archive and download maintenance data collected from the EMD, host maintenance applications, 

and provides easy access to authoritative technical 

data with automatic updates as changes occur. EMSS 

can operate in a connected, disconnected, and wireless mode and provide access to subject matter experts 

over USMC networks. 

Additionally, EMSS provides reach back 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 and 

Condition Based Maintenance). 

Operational Impact

EMSS provides ground maintenance personnel 

with an electronic decision support tool capable of 

wireless connectivity and access to web-based applications and technical data via Global Command Support 

System – Marine Corps, interactive electronic technical manuals, computer-based training, forms, and 

files. EMSS will reduce no-evidence of failure, lower 

cost of maintenance, eliminate paper publications and 

assist the maintainer in becoming more effective and 

efficient by providing networked tools and electronic 

information, enabling sustained performance and 

readiness of Marine Corps weapon systems anywhere 

on the battlefield. 

Program Status

EMSS has received a full fielding decision for 

2141, 2147 and 3521 military occupational specialties (MOSs). Fielding is 100 percent complete. Future 

efforts will field EMSS to the 11xx, 13xx, 28xx, 59xx 

MOSs.

Procurement Profile: FY 13 FY 14

Quantity: 2,000 2,000

Developer/Manufacturer: 

Developer/Manufacturer: Special Projects Engineering and 

Research (SPEAR) Team, Naval Surface Warfare Center, 

Crane, IN (systems integrator)

FAMILY OF FIELD MEDICAL

EQUIPMENT (FFME)

Description

The FFME consists of medical capability sets known 

as Authorized Medical Allowance Lists (AMALs), Authorized Dental Allowance Lists (ADALs), and medical 

kits. These sets provide the Marine Air-Ground Task 

Force commander with the health-care capabilities 

required to maintain the combat effectiveness of the 

force and safely stabilize and evacuate casualties from 

the battlefield. There are 30 different AMALs/ADAL 

and four medical kits fielded to Marine Corps units. 

AMALs, ADALs, and medical kits provide Medical Battalions, Dental Battalions, unit medical personnel, and 

individual Marines and Sailors with the equipment, 

consumables, and medicine required to treat patients 

in a field or combat environment. 
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Operational Impact

The type of FFME that supports the MAGTF includes forward resuscitative care, shock trauma, and 

first-responder capability sets that provide life-saving 

care as far forward on the battlefield as possible. In 

addition, FFME also includes preventive medicine capability sets designed to prevent the spread of disease. 

Loss of any of these capabilities 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 (NHRC), verified by 

subject matter experts, and stocked to reflect current 

casualty rates and protocols. Planned enhancements to 

FFME capability sets to improve the quality of health 

care provided to the warfighter include a Portable Patient Transport Life Support System, Infrascanner for 

the early detection of subdural hematomas, and the 

Mobile Anesthesia Delivery Module. Other efforts include joint research and development efforts for tourniquets and hematology analyzers.

Program Status

A review with NHRC, HQMC, CD&I, MCSC, and 

subject matter experts is conducted on each AMAL, 

ADAL, and medical kit every four years. The AMAL/

ADAL 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 added to the AMAL, ADAL, or 

medical kit is fielded the year following a review with 

obsolete equipment being disposed of properly.

MARINE CORPS FAMILY OF POWER 

AND ENVIRONMENTAL CONTROL

EQUIPMENT

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 skid-mounted 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.
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Program Status

Within the families of power equipment and environmental control equipment, various items are 

replaced as determined appropriate by the life cycle 

manager, Product 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.

Procurement Profile: FY 13 FY 14

Quantity: 5,400 5,250

Developer/Manufacturer: 

Environmental Control Units: Hunter Defense, Geneva, OH

Current Tactical Generators: Dewey Electronics, Oakland, 

NJ; DRS-Fermont , Bridgeport, CT; 

AMMPS 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

Cargo Containers: SeaBox Inc., East Rutherford, NJ; 

CMCI, Charleston, SC; and Garrett Container Company, 

Accident, MD

Radio Power Adaptors: IRIS Technology, Irvine CA and 

Graywacke, Mansfield, OH

Power Supplies: AMETEK, San Diego, CA 

Renewable Energy Systems: IRIS Technology, Irvine, CA; 

UEC Electronics, Hanahan, SC; and LM Engineering, 

Youngstown, OH

Power Distribution: LEX Products, Shelton, CT

Floodlights: Magnum Products, Berlin, WI

Integrated Trailer, ECU and Generator: Magnum Products, 

Berlin, WI

On-Board Vehicle Power System: Oshkosh Corp., 

Oshkosh, WI and DRS, Huntsville, AL

FAMILY OF COMBAT FIELD

FEEDING SYSTEMS

Description

The CFFS team provides material solutions that 

give the Operating Forces the capability of feeding Marines and Sailors in an expeditionary environment.

The Expeditionary Field Kitchen (EFK) is a rapidly deployable, mobile, and fully self-sustaining kitchen capable of preparing a minimum of 500 meals up 

to three times per day. The EFK is configured within 

an 8-by-8 by 20-foot. International Organization for 

Standardization (ISO) container for transportation 

and is compatible with current and project Marine 

Corps transport assets (Medium Tactical Vehicle Replacement (MTVR) with MCC20 container trailer). 

The kitchen includes an array of food-serving equipment assembled in the expandable ISO container. The 

transition from shipment mode to operational mode 

includes placing mobile appliance units into a food 

preparation and sanitation configuration.

Operational Impact

The EFK provides a mid-level feeding system to 

support expeditionary field mess operations 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. 

Program Status

The EFK is being fielded in FY 2013 and FY 2014 

with expected Full Operational Capability scheduled 

during FY 2016.

 

Procurement Profile: FY 13 FY 14

Quantity: 

EFK 72 34 

Developer/Manufacturer: 

Sotera Defense Solutions, Easton, MD
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section 9: Preparing for

Tomorrow’s Fight 
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Introduction

We are preparing for tomorrow’s fight in three critical areas: cyber warfare; special operations; and security cooperation. Modern armed forces cannot conduct high-tempo, effective operations without reliable information 

and communications networks and assured access to cyberspace and space. 

The Marine Corps Forces Cyberspace Command is the focus of our organic 

cyber capabilities and capacities needed to retain speed, precision, and lethality. The Marine Corps Special Operations Command is the Corps contribution to the U.S. Special Operations Command and maintains a shared heritage and strong bond with its parent service as “soldiers from the sea.” The 

Marine Corps Security Cooperation Group capitalizes on our theater security 

cooperation and partnership activities with allies and partners, providing our 

leaders with strategic options to shape outcomes, prevent conflicts, strengthen 

“at-risk” states, and deny enemy safe-havens.
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USMC Concepts & Programs 2013

MARINE CORPS SECURITY 

COOPERATION GROUP (MCSCG)

The Marine Corps Security Cooperation Group 

(MCSCG) achieved full operational capability in October 2012 as a unique command that consolidates all 

facets of security cooperation (SC) to include advisor 

skills, training and assessment expertise, and security 

assistance program management. MCSCG is commanded by a Marine colonel and has a total of 203 

personnel organized into a headquarters staff, instructor group, and regionally aligned coordination, liaison, and assessment teams (CLATs). The command 

is assigned as a subordinate element of Marine Forces 

Command (MARFORCOM). 

The MCSCG mission is to execute and enable security cooperation programs, training, planning, and 

activities in order to ensure unity of effort in support 

of USMC and Regional Marine Component Command 

(MARFOR) objectives and in coordination with operating forces and MAGTFs. These include assessments, 

planning support, SC related education and training, 

and advisory support to ensure the accomplishment of 

USMC and Regional Marine Force (MARFORs) Component Command SC objectives. MCSCG achieves 

this by concentrating on these three SC focus areas: 

Build relationships, facilitate access and building 

partner capacity (BPC). 

MCSCG accomplishes its mission through six 

principal lines of effort in order to provide integrated 

security cooperation solutions:

1. Security Assistance/International Programs: Coordinate and manage Security Assistance education 

and training programs. 

2. Foreign Security Force – Capability Based Assessments: Conduct detailed and comprehensive assessments that inform the SC Planning Cycle. 

3. Security Cooperation Engagement Plans: Develop long term and enduring Security Cooperation 

Engagement Plans with our partners and provide deployable planning support elements to the 

regional MARFORs. 

4. Education: Provide resident and deployable instruction to Marine Corps personnel assigned to manage 

SC activities.

5. Training: Provide SC training to Marines tasked to 

conduct SC missions. 

6. Unity of Effort: SC coordination across USMC and 

Maritime services. 
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Building PartneR

capacity (BPC)

• Security Force 

Assistance (SFA)

• Security Assistance (SA)

Building relationships

• Key Leader Engagements

• Mil to Mil Talks

• Exchange Programs

facilitate access

• Routine Visits

• Basing / Over Flight

Pillar 3:

Capability & Capacity to Meet DoD 

Strategic Requirements
Section 1: Amphibious and

Pre-positioning Ships
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Naval Expeditionary Capability 

in the 21st Century

The United States is a Global Maritime Nation. It remains the world’s 

largest economy, critically dependant on the global commons for our livelihood. Over 90% of the world’s commerce travels by sea. Global populations 

continue to shift to the littoral regions along the oceans’ coastlines; 21 of the 

world’s 28 mega-cities lie within 62 miles of a coastline. Protecting our citizens, 

allies and interests in this global system is necessary for both our prosperity 

and security. 

The sea provides the primary global common through which American 

power is projected. Marines (an inherently naval force) and the amphibious 

warships which carry them, use the oceans as maneuver space in order to influence potential crises from the sea without forcing escalation or aggravating 

sovereignty. Amphibious forces are designed to provide a wide range of capabilities from the sea. They can loiter unseen over the horizon or provide a visible deterrent. Our presence equals access, which creates options and decision 

space for our Nation’s leaders. With modern aviation and surface connectors, 

Marine forces can provide kinetic strike or responsive maneuver from hundreds of miles out to sea. 
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MARITIME SUPPORT TO

EXPEDITIONARY OPERATIONS

During the 1920s and 1930s, 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 aircraft carrier operations using a converted coal 

ship and two partially completed battle cruisers. The 

Marine Corps experimented with amphibious tractors, close-air support, and combined arms to develop doctrine, concepts of operations, 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 shaping the Marine Corps and Navy for the 

21st Century. The concept of sea basing 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 materiel and equipment can be employed only once forces 

are assembled ashore. Additionally, our prepositioned 

equipment has been perceived as a “break glass in time 

of war” capability. It is no longer primarily reserved for 

major combat operations.

Meeting the demands of today’s security environment means that our amphibious and prepositioning assets must be more integrated to better support 

steady-state operational requirements. We also must 

eliminate the false perception that amphibious and 

pre-positioning capabilities are separate and distinct. 

Amphibious and prepositioning capabilities are complementary and in the future will become more interoperable and mutually supportive across the range 

of military operations. 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 support major combat 

operations. In particular, our Maritime Prepositioning 

Force (MPF) must develop a full at-sea arrival and assembly capability to better support maneuver 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 forcible-entry 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 imperatives as follows:

• Limiting regional conflict with forward-deployed, 

decisive maritime power 

• Deterring major-power war 

• Winning our Nation’s wars 

• Contributing to homeland defense in depth 

• Fostering and sustaining cooperative relationships 

with more international powers, and

• Preventing or containing local disruptions before 

they impact the global system

Operating in concert with the Navy and the Coast 

Guard, Marine Corps expeditionary forces can be 

employed from a sea base to complement other joint 

means of projecting influence and power. 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 
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Corps core competencies are the foundation for our 

expeditionary forces’ significant contributions to the 

Nation’s security. 

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 our maritime nation; 

the ability to maneuver across 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 

persistent and 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 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 1st Lt. 

Jack Lummus to support humanitarian and disasterrelief operations in Haiti in 2010 is an example of the 

Marine Corps capability to rapidly respond to crisis. 

These forces provide a similar capability to respond 

at the high end of the military operations spectrum 

to create littoral maneuver space for the Joint Force. 

The expeditionary character, versatility, and agility 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.

Today’s Amphibious Capability

Among the many capabilities provided by integration of combat-ready Marine Air Ground Task Forces 

(MAGTFs) with multi-mission amphibious ships, 

three are of critical importance:

• Forward presence to support engagement and theater security cooperation 

• A ready force to immediately respond to emergent 

crises

• A credible and sustainable forcible-entry capability 

Forward-deployed amphibious forces are unique 

in that they are postured to immediately respond to 

crises while conducting persistent forward engagement to prevent and deter threats, particularly in the 

areas of instability in the littorals. Often the mere presence of an amphibious force capable of delivering a 

powerful amphibious blow at a point and time of its 

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 that depends on its ability to exploit its command of the seas to project influence and 

power, as follows:

• 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 their choosing. 

• Deterrence: 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 to an ally or friend. 

• Assured Access: Amphibious forces contribute 
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unique and essential capabilities toward the Nation’s 

ability to take advantage of the freedom of the high 

seas to enter a region without regard to access constraints and impediments and to sustain sea-based 

operations almost indefinitely without need for intheater host-government support.

• Uncertainty for Adversaries: A credible forcible-entry capability compels potential adversaries to invest 

in a broad range of systems and spread their defenses 

over larger areas of concern.

The lengthy experience of the Marine Corps 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 underscored 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 2.5 times per year; since 1990, the rate has 

increased to about 5.5 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 forward-engagement activities throughout their areas of responsibility. Viewed 

another way, combatant commanders’ global demand 

for amphibious ready groups and MEUs has increased 

86 percent and 53 percent for independent amphibious 

ships during the FY 2007 to FY 2011 period. 

The ability to meet the demand for amphibious 

ships with the programmed amphibious fleet is a critical concern. When forward-presence requirements are 

factored in with the 2.0 Marine Expeditionary Brigade 

(MEB) assault-echelon lift needs, the requirement 

calls for 38 amphibious ships, 11 of which must be 

aviation-capable large-deck warships. Because of fiscal 

constraints, however, the FY 2012 programmed force 

level calls for 32 ships. The increased demand for amphibious forces thus has placed a strain on amphibious 

shipping as the employment of amphibious forces has 

increased while the inventory of amphibious ships has 

declined. Newly delivered amphibious ships, such as 

the San Antonio (LPD 17)-class landing platform dock 

ships, are more capable than the ships they replace. 

However, 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 deployments and other 

requirements. The Marine Corps amphibious ship and 

associated ship-to-shore connector requirements are 

highlighted in the following pages.

Amphibious Warships

Amphibious warfare ships are the centerpieces 

of the Navy-Marine Corps presence, forcible-entry, 

and sea-basing capabilities continue to play essential 

roles in global operations. These ships are equipped 

with aviation- and surface-assault capabilities that, 

when coupled with their inherent survivability and 

self-defense systems, support a broad range of mission 

requirements. They provide the most formidable expeditionary forcible-entry capability in the world, the 

development and maintenance of which is the responsibility of the Marine Corps under U.S. Code Title 10. 

The Marine Corps operational requirement is for 

two Marine Expeditionary Brigade Assault Echelons 

(MEB AE) of forcible-entry capability reinforced with 

two additional MEBs from the Maritime Prepositioning Force. 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, the 

AE requirements total 38 ships. Of these 38 ships, 11 

must be aviation-capable large-deck ships — Landing 
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Helicopter Assault (LHA), Landing Helicopter Dock 

(LHD), or Landing Helicopter Assault (Replacement) 

LHA(R) — to accommodate the MEB’s Aviation 

Combat Element. 

Nine large-deck ships (eight Wasp-class LHDs 

and one Tarawa-class LHA) are in service in 2013. 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 as the foundation for other critical 

roles, missions, and tasks. It includes nine amphibious 

ready groups (ARGs), each consisting of three amphibious ships. The centerpiece of the ARG is a Wasp

(LHD 1)-class or Tarawa (LHA 1)-class amphibious 

assault ship. The sole Tarawa-class amphibious assault 

ship will be decommissioned in FY 2014. The first of 

two transitional LHA Replacement (LHA(R)) ships, 

the USS America (LHA 6), began construction in 2008. 

LHA 6 design modifications enhance 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 FY 2016 LHA(R) 

platform and to incorporate changes in the basic ship 

design to ensure optimized aviation and surface operations and service life.

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 commitment to a modern expeditionary fleet. The first five 

ships of the class — the USS San Antonio (LPD 17), 

USS New Orleans (LPD 18), USS Mesa Verde (LPD 19), 

USS Green Bay (LPD 20), and USS New York (LPD 21) 

— have been commissioned. The San Antonio-class 

LPDs are replacing the remaining ships of the Austin

(LPD 4) class.

The LPD 17’s unique design expands force coverage and decreases the reaction times of forward-deployed MEUs. In forcible-entry operations, the LPD17 

helps maintain a robust surface assault and rapid offload capability for the MAGTF 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 vehiclestowage 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 
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landing craft utility (LCU). Flight decks can support 

operations by two CH-53E/K Super Stallions, two MV22B Osprey tilt-rotor aircraft, four CH-46E Sea Knight 

helicopters, or a mix of H-1 attack/utility helicopters. 

The ships in this class also are outfitted with two Rolling Airframe Missile launchers for self-defense and 

incorporate design features that significantly reduce 

their radar cross-sections when compared to previous 

amphibious ships.

Developer/Manufacturer: 

Huntington Ingalls Industries (formerly Northrop 

Grumman Ship Systems), Pascagoula, Mississippi

LANDING CRAFT AIR CUSHION

(LCAC) / SHIP-TO-SHORE

CONNECTOR (SSC)

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 is 

developing a replacement for the in-service LCACs 

and the LCAC service-life extension program (SLEP) 

as these craft reach the ends of their service lives. In 

2007 the Navy Resources, Requirements Review board 

selected the 74 Short-Ton Air-Cushion Vehicle concept in an approved Initial Capabilities Development 

Document as the LCAC replacement platform.

The Joint Requirements Oversight Council approved the Capability Development Document in 2010. 

The contract for the detail, design, and construction of a 

SSC test and training craft was awarded to Textron, Inc. 

in 2012.

EVOLUTION OF MARITIME

PREPOSITIONING

The Marine Corps prepositioning programs consist of the Maritime Prepositioning Force (MPF) Program and the Marine Corps Prepositioning Program 

– Norway (MCPP-N). The MPF Program provides 

equipment and supplies to enable the rapid deployment and employment of two Marine Expeditionary 

Brigades (MEBs) from afloat prepositioned shipping. 

MCPP-N provides equipment and supplies for a cri-
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sis response Marine Air Ground Task Force (MAGTF) 

and three theater security engagement MAGTFs from 

a shore-based prepositioning site. The MPF program 

will continue to evolve to meet the challenges of a constrained fiscal environment as well as a strategic environment with greater anti-access challenges. 

Maritime Prepositioning Ship Squadron-One 

(MPSRON-1) was eliminated and its ships were either 

transferred to the U.S. Transportation Command’s 

Strategic Sealift Fleet or reassigned to MPSRON-2 or 

-3. The Marine Corps and Navy collaborated extensively to enhance the capabilities of the two remaining MPSRONs, to include the addition of a legacy 

MPF ship to each MPSRON. This enhancement attained a higher lift capacity of the MEB requirement 

per MPSRON, retained critical sea-basing enabling 

capabilities within each MPSRON, and maintained 

the Maritime Prepositioning Force’s ability to support 

geographic combatant commander requirements. In 

addition, Marine Corps afloat and ashore prepositioning programs are programmed for other significant 

changes through 2025 and beyond. Changes will occur 

in the afloat program, where the capability to conduct 

sustained sea-based 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 MPSRON has increased organic ship-toshore movement capability with the fielding of the 

Improved Navy Lighterage System (INLS). The INLS 

provides operability in higher sea states and greater 

throughput capacity than the legacy lighterage it replaces. The MPF also has been recapitalized with Military Sealift Command (MSC) either purchasing or terminating the program’s leased ships. 

Another major enhancement is the integration of 

four Large Medium-Speed Roll-On/Roll-Off (LMSR) 

ships which provide more stowage space to accommodate the larger and more numerous equipment of the 

MEB. Three LMSRs are already in service with the program; the fourth will be integrated in February 2013.

While the 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 to some operations. 

In-service MPF platforms can embark limited personnel pierside, at anchor, or while in transit. However, 

the platforms lack the billeting and support services 

to facilitate a sea-based force. Additionally, equipment 

and supplies are administratively stowed to maximize 

all available space. This administrative “dense packing” of the ships precludes the conduct of assembly 

operations aboard MPF ships. In-service MPF platforms can support the limited employment of forces 

from a sea base, but this requires significant planning 

prior to back-loading the ships during the preceding 

MPF maintenance cycle. Also, since there are no maintenance facilities aboard in-service MPF vessels, all reconstitution must be done ashore before back loading 

any of the equipment or supplies.

Between 2013 and 2015, additional ships will be 

integrated into the MPSRONs. Each new platform will 

incrementally transform the existing MPSRONs and 

provide an immediate operational benefit to combatant commanders. Dry cargo/ammunition ships enable 

selective access to and the offload of supplies, allowing 

the building of tailored sustainment packages for forces operating ashore. Mobile Landing Platforms will 

provide the capability to conduct at-sea, sea state-3 

selective offload and vehicle/cargo transfer from an 

LMSR to ship-to-shore connector craft. 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.
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Joint High Speed Vessel (JHSV)

The 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 highspeed airlift.

The JHSV lead ship — USNS Spearhead (JHSV 

1) — completed acceptance trials in 2012 with three 

additional ships in various stages of construction at 

Austal USA in Mobile, AL. The current contract is 

for 10 ships. Two high-speed commercial ferries, 

renamed the USNS Guam and USNS Puerto Rico

have also been purchased. In the interim, highspeed vessels will continue to be leased in the Pacific 

Command area of responsibility to satisfy compelling 

requirements.
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Pillar 4:

Infrastructure Sustainment
section 1: Providing Capable 

Bases and Stations
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Introduction

Logistics is a fundamental element of Marine Air Ground Task Force 

(MAGTF) expeditionary operations. The MAGTF expeditionary logistics capability supports a balanced, multi-capable force that is integral to the strategic direction described in Marine Corps Vision and Strategy 2025. Marine 

expeditionary forces are self-contained and self-sustained forces that have everything necessary to accomplish the mission — from individual equipment 

to expeditionary airfields and medical treatment facilities. These forces are 

structured to meet a wide range of contingency operations and possess the 

logistics capabilities needed to initiate an operation, sustain forces, and reconstitute for follow-on missions. 

MAGTF Expeditionary Logistics includes the information systems, 

equipment, and processes to train, deploy, employ, and sustain Marine forces 

across the range of military operations. Enablers include:

• Electronic Maintenance Support System

• Family of Combat Field Feeding Systems

• Family of Field Medical Equipment

• Family of Power and Environmental Control Equipment 

These are key for continuous MAGTF operations on a distributed battlefield. The Marine Corps vision of the future requires fundamental changes in 

the way we provide logistics support to our MAGTFs.
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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 through acquisition and maintenance of essential 

training facilities. Additionally, those bases and stations are and will continue to be integral to the quality 

of life of Marines, Sailors, and their families through 

provision of a range of support facilities and related 

infrastructure. 

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.

The Marine Corps has more than $58 billion and 

133 million square feet 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 must be appropriately maintained. Adequately sustaining facilities is the 

highest facilities management priority.

The Marine Corps has a multi-faceted Military 

Construction program that is addressing: baseline infrastructure improvements, operational and quality of 

life projects at existing installations, and the Defense 

Posture Review Initiative to move Marines to Guam. 

The FY 2013 proposal of $741 million is critical to 

maintaining and improving installations and providing adequate facilities both in the continental United 

States and overseas.

Infrastructure Sustainment

Facilities sustainment supports the Marine Corps 

mission by ensuring facilities are maintained and repaired so that they can effectively be used for their designated purposes. As resources overall and Military 

Construction funds in particular, become more constrained, the Marine Corps will continue to rely on the 

sound stewardship of existing facilities and infrastructure to support mission requirements. In FY 2013, the 

Marine Corps has programmed facilities sustainment 

funding at 90 percent of the Department of Defense 

(DoD) Facilities Sustainment Model, resulting in a facilities sustainment budget of $653 million. Even this 

relatively strong commitment could result in some facility degradation according to the DoD model. Since 

FY 2004, the Marine Corps has been able to execute 

more than 90 percent of the Office of the Secretary of 

Defense Sustainment Model each year, and it is possible that such opportunities to exceed our initial 

programming objectives for facilities sustainment 

will again arise in FY 2013.

Installations Energy

The Marine Corps recognizes the operational imperative to address an energy strategy at all levels of 

leadership and in all theaters of operation, from our 

“Bases to the Battlefields.” Critical to this is a shared 
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“ethos” within our force that efficient use of vital resources increases combat effectiveness. We must educate and inform everyone who lives, trains, and works 

on our installations — energy users — about their 

daily impact on the energy footprint and then provide 

them with tools to manage and improve their energy 

and water use. Awareness starts with an understanding of the value of energy, at home and deployed, and 

ends with accountability. In the end, we increase installation energy security while reducing the cost of 

purchased utilities.

The USMC Expeditionary Energy Strategy provides additional guidance and specific actions to 

implement the strategy. There are five key enabling 

concepts to 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. These actions will 

enable the Marine Corps to implement the Deputies 

Management Advisory Group strategies to: invest in 

energy efficiency; develop an energy ethos; and reduce 

conventional energy dependence.

Facilities Energy Investments

Our investments support enabling concepts by 

putting metering and meter data management systems 

in place to make energy usage information available 

to Marine units on our bases as well as to our facilities 

managers. We are also making significant investments 

in basic facilities infrastructure to improve the efficiency of our existing buildings and the energy consuming 

systems in them. New construction is efficient and 

cost effective to meet requirements for energy efficiency and sustainability. Installation Commanders will 

make operational improvements as appropriate using 

improved information on energy use. These efforts 

will provide a comprehensive approach for achieving 

energy efficiency standards and goals.

We are partnering with private companies to provide secure, cost effective, renewable power taking advantage of incentives available to our private partners, 

which allows us to meet renewable energy mandates. 

Where practical, these efforts will improve energy security for our installations and the country by reducing reliance on foreign energy sources. 

Garrison Mobile Equipment (GME)

GME provides commercially available equipment 

supporting installation transportation requirements 

such as transportation, firefighting, rescue, construction, and material handling. The fleet includes over 

14,000 vehicles. 

The Marine Corps has an aggressive program for 

petroleum fuel reduction and conservation in the GME 

fleet. The Service repeatedly exceeds the requirements 

of 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.

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 delivery of valueadded after-action reviews. Interface with installation 

command and control training centers — including 

the Battle Staff Training Facility, Combined Arms Staff 

Trainer, and Battle Staff Simulation Center — will facilitate the production of multiple scenario events that 

deliver relevant and realistic training. Integrating live 

and simulated training technologies, the fielded capabilities actively enhance live-fire, force-on-target, and 

force-on-force training through extensive after-action 
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reviews with ground-truth feedback, realistic representation of opposing forces, and enhanced range and 

exercise control capabilities.

Operational Impact

RM/T aligns Marine Corps live training with 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 (MAGTF) 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, Training and Education Command, 

and managed by Program Manager Training Systems, 

Marine Corps Systems Command, RM/T is the final 

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, opposing force 

threat systems (including targets), and data collection 

systems 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 and Joint Counter Radio controlled Improvised 

Explosive Device Electronic Warfare System 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.

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, provided more than 

$2.7 billion in construction funds to correct barracks 

space shortfalls, implement renovations, and provide 

collateral equipment. These initiatives will eliminate 

existing BEQ space deficiencies and inadequate barracks and achieve the Marine Corps desired “2+0” assignment standard by FY 2014.

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. 

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). Privatization of 

housing was done to provide better quality homes, 

community support facilities, and maintenance services that were not possible through the Military Construction, and Operations and Maintenance processes 

of the past. 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.
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Constructing deficit housing will continue 

through 2014, principally at Camp Pendleton, CA; 

Camp Lejeune, NC; and Marine Corps Air Ground 

Combat Center, Twentynine 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.

Environmental, Natural, 

and Cultural Resources 

Stewardship

The Marine Corps serves as custodian and steward of approximately 2.3 million acres of some of the 

most environmentally sensitive and diverse areas of 

the country and the world, including large portions 

of the Mojave and Sonoran Deserts, some of the last 

remaining sub-tropical rain forest in Asia, and numerous fresh and saltwater waters and wetlands. These 

lands provide areas where our Marines live and train as 

well as 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; 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. Many of our installations are also located in areas with regional air and 

water quality issues that require the Marine Corps to 

meet stringent requirements to ensure environmental 

protection and improvement and mission success.

Effective environmental management of these resources ensures mission readiness by allowing the Marine Corps to sustain and enhance these lands, while 

protecting the health of our citizens, Marines, and 

the valuable resources entrusted to us by our Nation. 

Land is a finite, valuable commodity. Unless properly 

managed, Marine Corps lands can become damaged 

to the point where realistic training can no longer take 

place. 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 stewardship of natural and 

cultural resources. These values have been translated 

into laws requiring the Marine Corps to protect and 

preserve human health and the environment. In most 

instances, Federal and state laws and regulations apply 

to the Marine Corps in the same way they do to our civilian counterparts. Failure to comply with these laws 

can lead to fines, penalties, and judicial, legislative, and 

executive decisions denying the Marine Corps access 

to land for training. 
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Pillar 5:

Equipment Modernization
section 1: Equipping the Marine
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FOLLOW-ON TO SHOULDER

LAUNCHED MULTI-PURPOSE 

ASSAULT WEAPON (FOTS)

Description

The Shoulder Launched Multi-Purpose Assault 

Weapon (SMAW) II is the materiel solution to the 

FOTS capability requirement defined in a Capability 

Development Document. The SMAW II system will 

consist of a new launcher to replace the existing SMAW 

Mk153 Mod 0 launcher, and the multi-purpose, firefrom-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

The Launcher will reach Initial Operational Capability (IOC) in FY 2013 and Full Operational Capability (FOC) in FY 2016. The Rocket (FFE Round) will 

reach IOC in FY2014 and FOC in FY 2017. 

Procurement Profile: FY 13 FY 14

Quantity:

Launchers 0 0

FFE Rounds 0 0

Developer/Manufacturer:

FFE Round: Nammo Talley, Incorporated, Mesa, AZ

Launcher: Raytheon Missiles Systems, Tucson, AZ

MARINE ENHANCEMENT PROGRAM

(MEP)

Description

The Marine Corps stood up the 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 
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USMC Concepts & Programs 2013

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.

Operational Impact

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 (GCE). 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: Field Tarp, Flame-Resistant Organizational Gear, 

Modular Tactical Vest, Multi-Purpose Bayonet, Rifle 

Combat Optic, Individual Water Purification Block I 

(Miox Pen), Tactical Handbook, Unit Leaders, Small, 

Grip Pod for the M16 and M203, Handheld Flashlight, Three Season Sleep System, Pocket Laser Range 

Finder, Marine Corps Pack, Hearing Armour (hearing 

protection), Solar Portable Power System, the Vehicle 

Mounted Battery Charger, Patrol Planning Tool and 

the Improved Helmet Suspension/Retention System.

Program Status

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 2013 include: Small Arms Collimator, Modular/Scalable Protection System and Enhanced 

Hearing Protection.

FAMILY OF IMPROVED LOAD

BEARING EQUIPMENT (FILBE)

Description

The FILBE comprises load-carrying systems and 

components. It is designed to provide a stable platform 

for carrying equipment and supplies needed across 

the spectrum of individual and unit operations. The 

FILBE includes the load carriage system for the USMC 

(USMC Pack system), the holster for the service pistols 

(USMC Holster), the Corpsman Assault System (CAS), 

Individual Water Purification System (IWPS), sub-belt, 

body armor pouch suite, and the USMC Chest Rig.

The USMC Pack system incorporates an external 

composite frame and is designed to better integrate 

with body armor systems. The USMC Pack system will 

be fielded as a system consisting of a main pack, an 

assault pack, a hydration carrier, and five sustainment 

pouches of differing sizes.

The USMC Holster is an integrated system using a modular composite holster that is replacing the 

fielded M-12 holster. The USMC Holster will provide 

three mounting platforms: the belt platform for garrison duty; the drop-leg platform to support combat 

dismounted use; and the Pocket Attachment Ladders 

System (PALS) platform to support a chest-mounted 

position for tactical operations. 
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The CAS is a modular four-bag system that will 

provide rapid access to medical equipment and consumables. It supports first-responder capabilities tailored to the duration and casualty expectations of a 

full range of combat and non-combat operations. The 

CAS will integrate with the different USMC body armor systems and will be compatible with the USMC 

Pack system. 

The IWPS is a critical element of the Marine’s individual load. It is intended to provide the warfighter 

with the capability to produce microbiologically safe 

water from any freshwater source while operating in 

austere environments. It will reduce waterborne pathogens (viruses, bacteria, and protozoan cysts), sediment, 

and bad taste and odor. IWPS includes an oxidant and 

ultra-filter device (pump or in-line filter). 

The Sub-Belt provides for attachment of the 

USMC Holster and pouches via PALS to optimize load 

distribution and an alternative placement of pouches 

to the chest rig and body armor systems.

The ILBE pouches are a series of robust, specialized pouches capable of carrying the basic ammunition load required to support and sustain the individual Marine during combat operations. The pouch 

suite will be a collection of individual pouches geared 

toward the Marine’s load carriage requirements.

The USMC Chest Rig provides the individual 

Marine the means to carry the fighting load in a 

modular system. It allows for rapid reconfiguration 

of the fighting load between fielded Personal Protection Equipment (PPE) or employed in a stand-alone 

configuration. 

Operational Impact

The FILBE program provides Marines improved 

scalability, modularity, and integration with other 

fielded body armor and individual equipment. It allows Marines to efficiently carry mission loads across 

the full-spectrum of combat and non-combat operations. The USMC Holster allows Marines better 

weapons carriage and the ability to rapidly engage 

targets from the holster implementing current combat 

marksmanship techniques. The CAS will enhance first 

responder capabilities by providing the Corpsman a 

smaller, lighter, and efficient pack system responsive to 

the different mission requirements.

Program Status

The USMC Pack system reached Initial Operational Capability (IOC) in FY 2012 and will reach Full 

Operational Capability (FOC) in FY 2013. The USMC 

Holster IOC and FOC were reached in FY 2012.

Procurement Profile: FY 13 FY 14

Quantity:

USMC Pack 36,071 0

CAS 10,000 0

IWPS 130,100 14,456

SUB-BELT 269,662 0

POUCH SUITE TBD TBD

Developer/Manufacturer:

USMC Pack/Sub-belt: Eagle Industries, Fenton, MO

Propper International, Mayaguez, Puerto Rico

CAS: TBD

IWPS: TBD

Pouch Suite: TBD

FAMILY OF INDIVIDUAL 

WARFIGHTER EQUIPMENT (IWE)

Description

The IWE consists of multiple programs that provide increased warfighter capability, protection, and 

sustainment in combat environments. There are more 

than 100 IWE projects within the Family of IWE. Many 

of these programs were the result of Universal Needs 

Statement (UNS) requirements or requests from Marine Corps operating forces. The Family of IWE programs include:

Multipurpose Compact Attachable Light (MCAL); 
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USMC Concepts & Programs 2013

Night Vision Goggle Compatible Light; Enhanced Bed 

Net System; Handheld Flashlight; High Intensity Miniature Illumination System; Multi-Purpose Bayonet; 

Mechanical Breachers Kit; Martial Arts Kit; Chaplain’s 

Kit; Field Tarp; ILBE Waterproof Bags; Marine Corps 

Wire Cutter; Marine Corps Strap Cutter; Entrenching 

Tools; Collapsible Waterbag; and Engineer Tools

Operational Impact

The IWE provides Marines individually issued 

items that enhance their combat capabilities, have reduced weight, increase energy efficiency and provide a 

unique capability to the operating forces.

Program Status

IWE programs are in various phases of the acquisitions process ranging from the Engineering and 

Manufacturing Development phase to Operations and 

Support phase.

Procurement Profile: FY 13 FY 14

Quantity:

MCAL 9,204 14,336

Developer/Manufacturer:

Streamlight Eagleville, PA
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section 2: Ground Combat 

Tactical Vehicles
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chapter 3: programs

Mobility for the 21st Century

As the middleweight force, we are light enough to the point of friction 

quickly, heavy enough to carry the day upon arrival, and capable of operating independent of local infrastructure. Initiated in 2008, the Marine Corps 

founded the Ground Combat and Tactical Vehicle Strategy. It provides a basis 

for planning, programming, and budgeting the ground maneuver and mobility capabilities and needs for the Marine Corps as America’s Expeditionary 

Force in Readiness – a balanced, air-ground logistics team. We are forwarddeployed and forward-engaged: shaping, training, deterring, and responding 

to all manner of crises and contingencies. This Strategy guides planning for 

the right mix of vehicles capable of supporting the spectrum of operations. 
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USMC Concepts & Programs 2013

GROUND COMBAT and TACTICAL 

VEHICLE STRATEGY (GCTVS) 

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 will be capable of a two-Marine Expeditionary Brigade (MEB) sea-based, assuredaccess operation with one MEB in Assault Follow On 

Reserve; all MEFs will be capable of conducting 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 

Memoranda (POMs) 2013, 2014, and 2016 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 rotarywing and surface assets, sustainability, and complementary to enhance tactical flexibility and minimize risk. 

The GCTV strategy manages the future inventory 

in heavy, medium, and light vehicle categories that 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 

to achieve the following objectives: 

• Support rapid transition between concentration and 

dispersion of MAGTF combat power by fielding vehicles with modular and adaptable armor in multiple 

capability categories

• Support strategic deployment concepts by closely 

managing transport weights and prepositioning objectives 

• Provide capacity to meet and sustain simultaneous 

Marine Corps commitments worldwide by maintaining operational availability and optimizing mix and 

distribution across the enterprise 

Combat Vehicles

The Expeditionary Armored Forces Initial Capability Document (EAF ICD) is a USMC capability-based 

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 
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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 of 

conflict 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 1 already has informed POM 2010 investments, and Decision Point 2 

did the same for POM 2012 investments. A key output 

of Decision Point 2 analysis is a planned 10,000 vehicle 

approved acquisition objective (AAO) reduction by the 

fourth quarter of calendar year 2013. Fiscal implementation of that reduction will inform POM 2013. The 

POM 2012 endgame will set the course for key Requests 

For Information to be addressed during Decision Points 

3a and 3b, which will informing POM 2013 and POM 

2014 investments, respectively. 

The Marine Corps will continue to take a holistic 

approach to its GCTV Strategy. Actions occurring during FY 2012 included:

• Invested in Assault Amphibious Vehicle upgrades in 

order to improve seamless ship to shore transition

• Initiated the Amphibious Combat Vehicle program 

based on a revised set of requirements, key performance parameters, and key system attributes

• Assessed 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 Multi-purpose Wheeled Vehicles 

(HMMWV) and inform HMMWV recapitalization 

and reconstitution efforts

• Examined HMMWV survivability upgrade program 

to leverage on-hand vehicles

ASSAULT AMPHIBIOUS VEHICLE 

(AAV7A1) FAMILY OF VEHICLES 

UPGRADE 

Description

Initially fielded in 1972, the Assault Amphibious 

Vehicle (AAV) remains the primary general-support 

armor personnel carrier (APC) for Marine infantry. 

The AAV family of vehicles consists of the AAVP7A1 

Reliability, Availability, Maintainability/Rebuild to 

Standard (RAM/RS) APC and two supporting mission-role variants: AAVC7A1 RAM/RS Command and 

AAVR7A1 RAM/RS Recovery. The AAV7A1 RAM/RS 

family of vehicles 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 RAM/RS family of 

vehicles will continue to serve the Marine Corps until 

at least 2030. The AAV7A1 RAM/RS family of vehicles 
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USMC Concepts & Programs 2013

previously underwent a series of capability enhancements to improve mobility and reliability and to extend the platforms’ service lives. 

The AAV Upgrade Program will further improve 

survivability and land and water mobility of 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 are slated for 

approximately 392 AAVP7A1 RAM/RS with potential 

select upgrades applied to the Command and Recovery variants. 

Operational Impact

The upgraded AAV will provide significant survivability improvements through increased protection against current and future threats. Through improvements in 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 AAV Upgrade Program will enter the acquisition life cycle at Milestone B during FY 2013 and begin the engineering, manufacturing and development 

phase. Developmental Testing is planned for late FY 

2014 followed by Live Fire Testing in FY 2015. Milestone C, authorizing entrance into the Production and 

Deployment Phase, is scheduled for late FY 2015 and 

IOC in late FY 2017.

JOINT LIGHT TACTICAL VEHICLE 

(JLTV) FAMILY OF VEHICLES (FOV)

Description

The JLTV FOV is a joint Army/Marine Corps 

program to procure the next generation of light tactical vehicles and companion trailers. JLTV objectives 

are to improve the mobility and payload of the light 

tactical vehicle fleet, while providing increased survivability through modular protection within the weight 

constraints of the expeditionary force. The JLTV 

program will also strive to minimize operations and 

maintenance costs by maximizing vehicle commonality, increased reliability, and better fuel efficiency, while 

garnering additional procurement savings through effective competition throughout program execution. 

JLTVs can be configured to support multiple mission 

packages, derived from two base vehicle configurations, the 4-door Combat Tactical Vehicle and 2-door 

Combat Support Vehicle. The commonality of components, maintenance procedures, and training among 

all configurations will minimize total ownership costs. 

Operational Impact

The JLTV FOV will be capable of operating across 

a broad spectrum of terrain and weather conditions. 

The approved JLTV Capabilities Development Document (CDD) identifies the capabilities of the next generation of light tactical vehicles required to support 

joint forces across the full range of military operations 

and to provide a vital force enabler, multiplier, and extender. 

The joint service program is intended to replace a 

portion of the Army and Marine Corps High Mobility 

Multipurpose Wheeled Vehicle (HMMWV) fleet with 

JLTVs as part of the ground equipment modernization 

effort. The JLTV’s performance characteristics will exceed those of the armored HMMWV Expanded Capability Vehicle (ECV), and will ensure the additional 

protection and mobility required by the Marine Air 

Ground Task Force and joint forces. The JLTV FOV 

will provide the warfighter with increased protection 
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chapter 3: programs

through the use of scalable armor solutions, while returning light tactical vehicle payloads lost due to the 

armoring of the HMMWV fleet. The JLTV FOV will 

also increase warfighter maneuver capacity by providing expeditionary mobility on the modern battlefield. 

The vehicles will be transportable by CH53 rotary 

wing aircraft and amphibious/Maritime Prepositioning Squadron ships.

Program Status

The JLTV CDD was approved by the Joint Requirements Oversight Council in January 2012. The JLTV 

program is in the Engineering and Manufacturing Development (EMD) phase following a successful Milestone B decision in August 2012. During September 

2012 EMD phase contracts were competitively awarded to AM General, Lockheed Martin, and Oshkosh 

Defense for the design and build of 22 prototypes per 

vendor. Delivery of the vehicles will be followed by 14 

months of government testing. Marine Corps Initial 

Operating Capability for the JLTV FOV is scheduled 

for September 2017 with Full Operational Capability 

occurring in September 2021.

Developer/Manufacturer: AM General, Lockheed Martin, 

and Oshkosh Defense

Amphibious Combat 

Vehicle (ACV)

Description

The ACV is a new-start, pre-Major Defense Acquisition Program that 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 visual horizon, with speed to enable the rapid 

buildup ashore, and provide combat-ready Marines at 

the objective. The ACV will possess ground mobility 

and speed similar to the M1A1 during sustained operations ashore and will possess the capability to provide 

organic, direct fire support to dismounted infantry in 

the attack. The ACV will protect the force during offensive and defensive operations, providing 360-degree protection against direct fire, indirect fire, mines, 

and 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 two mission role variants: Personnel 

and Command and Control. 

Operational Impact

The ACV’s over-the-horizon launch capability 

enables the Navy and Marine Corps team to project 

power from the sea base — and conduct 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, 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 operaAmphibious Combat Vehicle

(ACV)
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USMC Concepts & Programs 2013

tional mobility with a balanced level of performance, 

protection and payload. This balance makes the ACV 

operationally relevant across the full range of military 

operations. The vehicle will be well protected against 

the entire range of known and emerging threats while 

maintaining robust performance requirements in support of the Marine Corps mission profile. 

Program Status

The ACV is in the Material Solution Analysis Phase 

of the Joint Capabilities Integration and Development 

System process. An analysis of alternatives (AoA) has 

been completed. The scope of the AoA included development of life cycle cost estimates for each alternative 

considering major cost drivers, acquisition and sustainment strategies, and fully burdened cost of energy. 

The AoA has now paved the way for requirements refinement in an effort to transition the program to the 

next phase of acquisition development.

Marine Personnel

Carrier (MPC)

Description

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 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 (MPC-C (command) and MPC-R (recovery). 

Two MPC-Ps can transport a reinforced rifle squad. 

The MPC-C supports mobile battalion command echelon/fire-support coordination center functions and 

the MPC-R fulfills mobile recovery and maintenance 

requirements. 

Operational Impact

The MPC supports expeditionary maneuver warfare and the requirements of the Ground Combat Element maneuver task force by providing a platform 

that possesses a balance of performance, protection, 

and payload attributes. 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). The MPC 

is effective on land while maneuvering with other 

wheeled and tracked combat and tactical vehicles, 

possesses sufficient lethality to protect the vehicle and 

support dismounted infantry in the attack, and retains sufficient payload to carry the infantry’s combat 

loads, mission-essential equipment, and days of supply. The MPC will 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 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.

Program Status

In June of 2008, the Marine Requirements Oversight Council validated the MPC requirement and approved the solution as an advanced-generation eightwheeled armored personnel carrier to be integrated 

into the AA Battalions. The initiative envisions a Materiel Development Decision in FY 2013 or FY 2014, after 

which the program would enter the acquisition life cycle at Milestone B. The MPC program, once launched, 

will rely on full and open competition throughout the 

developmental cycle.
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HIGH MOBILITY MULTIPURPOSE 

WHEELED VEHICLE (HMMWV) 

EXPANDED CAPACITY VEHICLE 

(HMMWV-ECV)

Description

The ECV is the fourth-generation design of the 

HMMWV and has replaced the aging fleet of baseline A1 variants and some A2 variants. The HMMWV 

was originally fielded with Marine Corps units in the 

mid-1980s. Upgrades to the HMMWV ECV include 

a more powerful and environmentally compliant 6.5L 

turbo engine, microprocessor controlled engine electronic start system, increased payload (500 pounds), 

improved corrosion prevention, and access panels to 

facilitate maintenance. 

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 and shelter transport, a towed weapons prime mover, and weapons platform throughout 

all areas of the battlefield or mission area. In addition, 

71 Marine Corps component programs use the HMMWV as their prime mover. For units that require 

specific vehicle configurations, vehicle kits, capable of 

being installed at the intermediate level of maintenance 

or below are provided. 

Program Status

Since February 2010, the Marine Corps has procured a limited number of specialty variant ECVs, as 

the approved acquisition objective for the fleet is being 

reduced. However, with plans to keep the HMMWV 

fleet in the Marine Corps inventory until the year 2030, 

efforts have begun on the HMMWV Sustainment Modification Initiative (SMI) to explore concepts to restore 

payload, reliability and automotive performance lost 

due to the increased weight of armoring. An upgraded 

power train, brakes, suspension, axles, and wheels are 

among those components and subsystems targeted for 

improvement. Four test concepts ranging in capability 

and cost are scheduled to be designed and built during 

2013 for evaluation. Upon conclusion of testing, the 

Marine Corps will select one SMI concept based upon 

performance and affordability to go forward with a full 

and open competition for production. The Marine 

Corps anticipates fielding the improved HMMWV SMI 

concept to the Operating Forces beginning in 2016.

Original Developer/Manufacturer:

AM General, South Bend, IN, 

HMMWV SMI Vendor: TBD

MEDIUM TACTICAL VEHICLE 

REPLACEMENT (MTVR)

Description

The MTVR program replaced the medium truck 

fleet (M809/M939) series 5-ton trucks with state-ofthe 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, central tire inflation system, automatic transmission, and corrosion technology upgrades.

MTVR family of vehicles includes a cargo variant 

(both standard and extended wheel base configura-
174

USMC Concepts & Programs 2013

tions), 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 and 

the M777 155mm howitzer. The Navy also uses MTVR 

vehicles for Naval Construction Battalion (Seabee) operations. The High Mobility Artillery Rocket System 

(HIMARS) Re-supply vehicle (and associated trailer) 

is an MTVR variant that was procured as part of the 

USMC HIMARS program.

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 withstand small-arms fire, 

improvised explosive devices, and mines. It includes 

upgraded suspension, air conditioning system, removable armored troop carrier (with ballistic glass), 

machine gun mounts, and the Marine Corps transparent armor gun shield. The reducible-height 

configuration of MAS allows for removal of cab roof 

to accommodate maritime prepositioned shipping 

space requirements.

Operational Impact

More than 1,000 MTVRs have seen service in support of Operation Iraqi Freedom, Operation Enduring 

Freedom, and humanitarian-assistance and disasterrelief missions. With its 70 percent off-road mission profile and highly survivable armor package, the 

MTVR has been heavily used in contingency operations as well as missions in support of humanitarian 

operations.

Program Status

The MAS is installed on all MTVR variants deployed to hostile environments. The MTVR Program 

Office has continued to improve the MAS in response 

to Urgent Universal Needs Statements. These improvements include the addition of increased underbody 

blast protection, fuel tank fire-protection kits, and 

300-amp alternator kits (e.g., for powering counterIED technologies), 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 and crew protection upgrades, such as 

an automatic fire suppression systems and emergency 

egress windshields, in response to additional urgent 

need statements. The program office is also working 

with the Office of Naval Research under the Future 

Naval Capability program to develop a fuel economy 

upgrade kit. The approved acquisition objective of the 

MTVR is 8,750 vehicles. A follow-on production order 

was placed at the end of FY 2012 to procure 207 cargo 

variants and an interservice exchange agreement with 

the Navy is being executed for 29 Dump Truck variants 

toward the goal of achieving the desired variant mix 

within the approved acquisition objective.

Procurement Profile: FY 13 FY 14

Quantity: 32 0

Developer/Manufacturer:

Oshkosh Defense Corporation, Oshkosh, WI
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chapter 3: programs

LOGISTICS VEHICLE SYSTEM

REPLACEMENT (LVSR) 

Description

The LVSR replaces the current Marine Corps 

heavy-tactical wheeled vehicle, the Logistics Vehicle 

System. The LVSR cargo variant transports several cargos, including: bulk liquids; ammunition; standardized 

containers; bulk, break bulk, and palletized cargo; and 

bridging equipment. The LVSR has wrecker and tractor variants as well and is being fielded throughout the 

Marine Air Ground Task Force (MAGTF). The vehicle 

base design includes factory-installed floor armor and 

is also designed to accept an add-on armor kit for increased crew protection.

The vehicle is equipped with an independent suspension system for superior off-road mobility in the 

most severe environments. The LVSR features an onroad 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 incab diagnostics of the vehicle’s critical systems. 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, reliable, and flexible. 

This system must be capable of operating over increased distances with increased payloads. The LVSR 

will rapidly distribute all classes of supply, while including a self-loading and unloading capability. The 

LVSR addresses one of the most significant Marine 

Corps challenges in Afghanistan, that 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 contract for the LVSR was awarded 

in May 2006 to Oshkosh Defense, Oshkosh, Wisconsin. 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. Add-on armor can be applied in the field by 

maintenance activities. By the end of FY 2012, the full 

Approved Acquisition Objective of 2000 vehicles was 

procured consisting of 1489 Cargo variant, 349 Tractor variants, and 162 Wrecker variants . The Program 

Office and Logistics Command are conducting Reset 

and Reconstitution planning which may result in additional vehicle procurements. 

Procurement Profile: FY 13 FY 14

Quantity:

Cargo variant 0 0

Tractor variant 0 0

Wrecker variant 0 0

Developer/Manufacturer:

Oshkosh Defense Corporation, Oshkosh, WI
section 3: Aviation
177 

chapter 3: programs

Aviation Strategy for the 21st Century

Across the spectrum of military operations Marine fixed and rotarywing aircraft shape the battlespace, often in direct support of Marines on the 

ground. The MAGTF air-ground combined-arms team has proven unequalled 

in answering the Nation’s call 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 FY 2013 

Marine Aviation Plan is a phased plan with a ten year and beyond horizon 

that incorporates force structure changes while balancing active-duty and 

reserve components of the total force. Our numerous transition task forces 

are critical enablers; leading the way as we transition from legacy aircraft to 

new platforms.

The Marine Corps transition strategy can be separated into two mutually supportive, challenging efforts: sustain the legacy fleet and transition to 

new aircraft. The Aviation Plan is our roadmap for navigating through these 

challenges, to ensure our continued capability to carry out all six functions 

of Marine Aviation: (1) assault support; (2) anti-aircraft warfare; (3) offensive air support; (4) electronic warfare; (5) control of aircraft and missiles; 

and (6) aerial reconnaissance. This “living” document outlines the Marine 

Corps multiyear transition plan to a dramatically changed fleet, and provides 

details for:

• Legacy aircraft modernization and sustainment

• Marine Aviation Command and Control System (MACCS) 

modernization and sustainment

• Aviation Ground Support (AGS) systems sustainment

• F-35B and F-35C Joint Strike Fighter (JSF) transition 

• MV-22B Osprey transition

• H-1 upgrades program (UH-1Y and AH-1Z)

• KC-130J transition and Harvest HAWK system introduction

• CH-53K program and heavy lift requirements

• Unmanned aircraft systems (UAS) programs and upgrades

• Operational support aircraft sustainment and upgrades 

• Common Aviation Command and Control System (CAC2S)

• AN/TPS-80 Ground/Air Task Oriented Radar (G/ATOR)

• Composite Tracking Network (CTN) 
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USMC Concepts & Programs 2013

F-35B SHORT TAKE-OFF VERTICAL 

LANDING (STOVL) AND C (CARRIER

VARIANT) LIGHTNING II JOINT

STRIKE FIGHTER (JSF)

Description

The F-35 JSF is the next generation strike weapons 

system designed to meet an advanced threat, while improving lethality, survivability, and supportability. It 

will be the cornerstone of a multi-mission joint force 

possessing improved mission flexibility and unprecedented effectiveness to engage and destroy both air and 

ground threats. The F-35 is designed to participate in 

a wide variety of operations from routine, recurring 

military activities, to Major Theater War, and peacekeeping operations. 

The F-35 was developed using a complete analysis of legacy aircraft shortfalls, emerging threats, and 

consideration of future operating locations. This approach led to an aircraft design that incorporates advanced stealth characteristics and a powerful sensor 

suite that provides superior awareness to the pilot and 

ensures increased survivability and lethality in all environments. 

The F-35 has an autonomous capability to strike 

a broad range of moving or fixed targets, either day or 

night and in adverse weather conditions. These targets include air and ground threats, as well as enemy 

surface units at sea and anti-ship or land attack cruise 

missiles. The F-35 can complete the entire kill chain 

without reliance on external sources by using fused 

information from its onboard systems and/or other 

F-35s. This capability allows shortened engagement 

times, less exposure to threats, and retains the element 

of surprise. Together these elements allow the pilot to 

control the tactical environment using proactive tactics. When operating in a less restrictive environment 

the F-35 provides sensor data to Marine Air-Ground 

Task Force (MAGTF) command and control agencies 

to enable intelligence collection and targeting across 

the force. 

The F-35 brings unprecedented lethality, survivability, and maintainability never possible in legacy 

fighter attack aircraft. These attributes have been 

designed into the aircraft from the beginning of the 

process and ensure flexibility to counter even more sophisticated threats as they emerge. 

Operational Impact

The F-35 JSF brings strategic agility, operational 

flexibility and tactical supremacy to the MAGTF. The 

F-35B variant unites fifth generation stealth, precision 

weapons and multi-spectral sensors with expeditionary responsiveness of a Short Take-off and Vertical 

Landing (STOVL) fighter-attack platform. The F-35B 

will replace AV-8B, F/A-18A/C/D, and EA-6B aircraft. 

Having a single aircraft capable of performing all these 

missions decreases logistical requirements and increases operational effectiveness.

The F-35 is a force-multiplier for the MAGTF 

commander. It can operate without degradation within anti-access or highly contested airspace providing 

an advanced engagement capability that is not possible 

with legacy aircraft. The F-35 fuses information from 

all of its sensors and displays it to the pilot on large 

panoramic cockpit displays. This comprehensive and 

intuitive display provides complete situation awareness to the pilot, showing the location and status of 

both enemy and friendly forces. 

The ability for the F-35 to accomplish the entire 

kill chain independently minimizes reliance on other 
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support aircraft. This reduces logistical requirements, 

further decreasing strains on MAGTF resources. 

Program Status

Highlights of the F-35B program:

• May 12: VMFAT-501 begins F-35B flight 

operations at Eglin Air Force Base

• September 12: 948 total F-35B flights

• October 2011: L Class ship trials

• Estimated Initial Operational Capability 

(IOC): Late 2015 

• Estimated Full Operational Capability 

(FOC): TBD

Procurement Profile: FY 13 FY 14

Quantity: 6 6

Developer/Manufacturer:

Lockheed Martin, Fort Worth, TX

JOINT STRIKE FIGHTER (JSF) 

TRANSITION PLAN

The Marine Corps will employ the F-35B and 

F-35C to support the six functions of Marine Corps 

aviation. 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 April 

2, 2010 as part of the JSF Integrated Training Center 

at Eglin AFB, FL. 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 33rd Fighter Wing. Students are 

expected to start training in 2012. The Operational 

Test and Evaluation (OT&E) detachment stands up 

at Edwards AFB during 2014 and commences Block 

2.0 OT&E in 2015.

The Marine Corps will acquire 357 STOVL aircraft and 63 CV aircraft for a total of 420 JSFs. Once 

the F-35 enters service, the Marine Corps will begin 

retirement of AV-8Bs and F/A-18A-Ds. All legacy tactical strike aircraft platforms should be retired by 2031.

Marine Air Ground Task

Force Electronic Warfare

(MAGTF EW)

Description

The USMC’s EA-6B Prowler will be decommissioned by the end of FY 2019. This “sundown” plan, 

combined with rapidly changing dynamics in the electromagnetic operating environment (EMOE), compels 

an evolutionary approach to the complex problem set 

of electromagnetic spectrum (EMS) control. 

The Marine Corps will address its electronic warfare requirements through a concept known as MAGTF 

EW, an integrated family-of-systems approach of distributed, platform-agnostic attack and receive capabilities. Far from a compromise plan for the retirement 

of the EA-6B, the MAGTF EW strategy will unite air, 

land, and sea-based EMS-dependent technologies to 

ensure collaborative, efficient, and effective control of 

the EMS. 
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USMC Concepts & Programs 2013

Future growth of MAGTF EW will allow for the 

progressive inclusion of technologies and capabilities 

from other Services and commercial vendors. At present, the following capabilities comprise the MAGTF 

EW portfolio in development:

• Intrepid Tiger II (IT-2) – A modular, commercialoff-the shelf based Electronic Warfare pod designed 

to address irregular warfare targets. The V(1) variant 

will fly aboard tactical aircraft (TACAIR) assets, the 

V(2) will fly aboard unmanned aerial systems (UAS), 

and the V(3) will fly aboard rotary-wing airframes. 

• Software Reprogrammable Payload (SRP) – A 

small-format, software-definable, multi-channel, 

radio-reprogrammable digital technology for radio 

relay, network management/monitoring, internet 

routing, and dynamic bandwidth allocation. SRP 

contributes to MAGTF EW by providing robust EMS 

maneuver and adaptability in stressed EMOEs.

• EW Service Architecture (EWSA) – An extensible 

data exchange and hardware protocol intended to 

connect EW/SIGINT airborne nodes to ground Operators, Cyber/EW Control Cells (C/EWCCs), and 

other air EW nodes. EWSA will provide “on-demand EW fires” in operational conditions under C/

EWCC control, and will unite Air EW, Ground EW 

and SIGINT via an adaptive network with multiple 

waveforms. Additionally, EWSA will also provide 

basic digital interoperability between air platforms. 

Scaled and Distributed

Electronic Warfare

Battle Management

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FOR OFFICIAL USE ONLY

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Communications

 Attack

Signal

Exploitation

Protection

Reach Back

Spectrum

Surveillance

Communications

 Attack

Information

Operations

LFOC

Electronic Warfare

Battle Management

Maneuver Element

Electronic Warfare

Battle Management

Full Spectrum

Intelligence, Surveillance, and

Reconnaissance

	
  •	
  Electromagne&c	
  Spectrum	
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  • Adap<ve	
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  •	
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FSCC

Electronic Warfare

Battle Management

Suppression of 

Enemy Air Defenses

and battlefield 

surveillance sensors
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chapter 3: programs

Operational Impact

The Marine Corps operational dependence upon 

the EMS is increasing in amount, type, density, and 

complexity. Active pursuit of the MAGTF EW strategy 

allows the Corps an opportunity to replace the lowdensity, platform-centric EA-6B Prowler capability 

with a scalable, organic, adaptable and cost-effective 

system-of-systems for EMS control. This system will 

be equally applicable across the range of military operations. When fully realized, MAGTF EW will constitute an improvement over current capabilities.

Program Status

The Marine Requirements Oversight Council approved the MAGTF EW Information Systems Initial 

Capabilities Document (IS ICD) in September 2012. 

MAGTF EW is a distinct program of record and is 

funded against the FY 2014 FYDP. 

IT-2 Block 0 is currently deployed in early operational capability status on AV-8B Harriers. IT-2 Block 

1 will incorporate EW Support / surveillance capabilities, and the later Block X variant will move beyond 

irregular warfare targets to include counter-radar 

capabilities. 

SRP has demonstrated capability in live-flight 

tests aboard the KC-130J. The next spiral of SRP may 

incorporate TTNT waveform capability, Link-16, and 

advanced NSA-accredited crypto capabilities.

EWSA functionality has been demonstrated in 

tactical demonstrations, with more demonstrations of 

increasing complexity planned. EWSA is being shared 

with Army EW, and interested commercial vendors, 

to pursue new capabilities from a normalized frame 

of reference and to encourage its adoption by other 

agencies. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

Various (NAVAIR, NRL, and prospective 

commercial vendors)

MV-22B OSPREY

Description

The V-22 Osprey tilt-rotor aircraft, the only 

such operational military aircraft in the world, is an 

advanced-technology vertical/short takeoff and landing (VSTOL), multi-purpose tactical aircraft that is 

replacing the current fleet of Vietnam-era CH-46E & 

CH-53D helicopters. The V-22 is a multi-mission aircraft designed for use by the Marine Corps, Navy, and 

Air Force.

The USMC variant, the MV-22B, joins the Joint 

High-Speed Vessel (JHSV) and Landing Craft Air 

Cushion (LCAC) as the sea-basing 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 design incorporates sophisticated 

and mature composite materials technology, “fly-bywire” flight controls, advanced manufacturing processes, and digital cockpits. 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 90 degrees, transitioning the MV-22B into a 

high-speed, high-altitude, and fuel-efficient turboprop 

aircraft.
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USMC Concepts & Programs 2013

Operational Impact

The MV-22B is becoming 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 self-deployment 

capability.

Program Status

The Marine Corps transition from the CH-46E to 

the MV-22B continues at the approximate rate of 3 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 lifecycle and capability improvements 

throughout the lifetime of the platform. 

Block A aircraft are designed to serve as non-deployable training aircraft, and they include software 

enhancements, a nacelle reconfiguration, and additional reliability and maintainability improvements 

compared to the original aircraft design. As of January 

2013, 30 Block A aircraft have been delivered and are 

primarily in service at Marine Corps Air Station New 

River.

Block B 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 2013, 108 Block B aircraft have been delivered to the fleet. 

Block C aircraft incorporate mission enhancements and increased operational capability. Enhancements include weather radar, a forward-firing 

ALE-47 dispenser, improved hover coupled features, 

an improved environmental conditioning system, and 

a troop commander situational awareness station. As 

of January 2013, 31 Block C aircraft have been delivered to the fleet. 

 

Procurement Profile: FY 13 FY 14

Quantity: 

Block C 17 18

Developer/Manufacturer: 

Bell Helicopter Textron, Fort Worth, TX

The Boeing Company, Philadelphia, PA

H-1 Upgrades

(UH-1Y Venom/AH-1Z Viper)

Description

The H-1 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-the-art cockpit in both aircraft models. 

The UH-1Y and AH-1Z also incorporate new performance-matched transmissions, a four-bladed tail rotor, 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 
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chapter 3: programs

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, day/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 (referred to as “Zulu”) 

share 85 percent of replaceable components, which 

significantly benefit Marine Air Ground Task Force 

maintainability and supportability. The H-1 program 

effectively mitigates the narrow power margins of the 

UH-1N and the high aircrew workloads of the AH-1W 

while enhancing tactical capability, operational effectiveness and sustainability of our attack and utility helicopter fleet. 

UH-1Ns are being rapidly pushed towards retirement due to airframe and engine fatigue, which routinely force aircrew into flight regimes with narrow 

power margins and little room for error. Continued 

implementation of the “Yankee Forward” strategy — 

an effort to accelerate replacement of UH-1Ns with 

the new UH-1Ys as quickly as possible — is a top Marine Corps aviation priority. Significant operational 

demands, aircraft attrition, and the current shortfall 

of attack and utility helicopters, has forged the Marine 

Corps “build new” strategy for its UH-1Y and AH-1Z 

fleet. The success of this effort will more rapidly reduce the current USMC Attack helicopter shortfall. 

The UH-1Y conducted its first deployment with 

the 13th Marine Expeditionary Unit (MEU) in 2009 

and has been deployed to Afghanistan since October 

2009. Transition to the UH-1Y is complete at Marine 

Air Group (MAG)-39 and has shifted to MAG-29 

on the East Coast. The first AH-1Z deployment was 

with the 11th MEU in November 2011. Of note, this 

is the first time the AH-1Z and UH-1Y have deployed 

alongside each other; fully exploiting the benefits of 

85 percent commonality.

Program Status

Ninety-two production aircraft (66 UH-1Ys and 

26 AH-1Zs) were delivered through the end of Oct 

2012. The UH-1Y achieved Initial Operational Capability in August 2008 and the AH-1Z achieved IOC in 

February 2011. The H-1 Upgrades overall procurement objective is 160 UH-1Ys and 189 AH-1Zs.

Procurement Profile: FY 13 FY 14

Quantity: 28 27

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

KC-130J

Description

The KC-130J is a versatile four-engine tactical airto-air refueling and assault-support aircraft which provides the only organic long-range, fixed-wing assaultsupport capability to the Marine Corps. The KC-130J 

features increased efficiency over legacy KC-130 variants. The Rolls Royce AE 2100D3 propulsion system 

with Dowty R391 advanced-technology six-bladed 
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USMC Concepts & Programs 2013

propeller system provides thirty percent more thrust, 

twenty four percent faster time to climb and twenty 

percent better fuel efficiency.

A state-of-the-art flight station and integrated advanced defensive system enables fewer aircrew to perform the same missions. Other improvements include 

an advanced cargo ramp and door, capable of operating at airspeeds up to two hundred fifty knots and an 

improved air-to-air refueling system which enables increased fuel transfer rates without requiring the installation of the fuselage fuel tank. All active component 

legacy KC-130 aircraft have been replaced with KC130Js. Once reserve component squadrons have transitioned to the KC-130J, the Marine Corps will have one 

type, model, and series of this versatile aircraft. 

Operational Impact

The KC-130J provides tactical air-to-air refueling for fixed-wing, rotary-wing, and tilt-rotor aircraft; 

rapid ground refueling of aircraft or tactical vehicles; 

assault air transport of air-landed or air-delivered 

(parachute) personnel and equipment; airborne command and control augmentation; pathfinder support; 

battlefield illumination; tactical aero-medical evacuation; and is an enabler for tactical recovery of aircraft 

and personnel. 

In response to an Urgent Universal Need, the 

Marine Corps has acquired a bolt-on/bolt-off MultiSensor Imagery Reconnaissance (MIR)/Weapon Mission Kit for KC-130J aircraft. This kit, known as Harvest HAWK, rapidly reconfigures the KC-130J aircraft 

into a platform capable of performing persistent MIR, 

targeting and delivery of precision fires using Hellfire 

as well as Griffin and Viper strike stand-off precision 

guided munitions. 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 seventy-nine aircraft. The KC-130J is 

currently in production with forty-six aircraft delivered. A forty-seventh KC-130J is on contract for delivery by May 30, 2014. Initial Operational Capability was 

achieved in February 2005.

Procurement Profile: FY 13 FY 14

Quantity: 0 2

Developer/Manufacturer: 

Lockheed Martin Aeronautics Company, Marietta, GA

CH-53K HEAVY LIFT HELICOPTER

Description

The CH-53K is critical to sea-based expeditionary maneuver warfare for the Marine Corps of 2025. 

As Marine Air Ground Task Force (MAGTF) equipment gets heavier, demand for vertical heavy lift assets increase. Heavier equipment, such as up-armored 

High Mobility Multipurpose Wheeled Vehicles (HMMWVs), the future Joint Light Tactical Vehicle (JLTV), 

and the Light Armored Vehicle (LAV) eliminate medium-lift assets as lift platforms and increase demand for 

the heavy-lift CH-53K.

The CH-53K provides the Marine Corps with the 

ability to transport 36,000 pounds of external cargo 

and is specifically designed to lift 27,000 pounds of 

cargo up to 110 nautical miles in support of future 

warfighting concepts. The CH-53K generates nearly 
185 

chapter 3: programs

three times the external lift capability of the CH-53E 

under the same environmental conditions, while fitting within the same shipboard footprint. Performance 

improvements enable vertical insertion of dual-slung 

up-armored HMMWVs, the JLTV, LAV, or three individually tailored resupply loads delivered to three 

different operating bases using the independent triplehook external load system.

The CH-53K provides unparalleled lift and range 

capability under high-temperature and high-altitude 

austere conditions, similar to those found in Afghanistan, thereby greatly expanding the commander’s operational reach. It is the only fully “marinized” helicopter 

that can lift 100 percent of MAGTF equipment from 

amphibious shipping to inland objectives. The CH53K, having more lift capacity than present day heavylift assets, becomes the aircraft of choice to minimize 

the MAGTF footprint while maximizing operational 

efficiency. 

Major system improvements include more powerful engines, an increased lift capability, an enhanced 

drive train, advanced composite rotor blades, a modern digital cockpit, improved external and internal cargo handling systems, and increased survivability and 

force-protection measures. The CH-53K is designed 

to greatly improve heavy-lift performance and survivability while reducing shipboard logistical requirements, operating costs, and direct maintenance man 

hours-per-flight hour compared to the CH-53E. 

Operational Impact

CH-53K maintainability and reliability enhancements decrease recurring operating costs significantly, 

while improving aircraft efficiency and operational effectiveness compared with the CH-53E. Survivability 

and force protection enhancements significantly increase protection for aircrew and passengers. The CH53K will transport three independent external loads 

tailored to individual unit requirements and provide 

the critical logistics air bridge to facilitate sea-based 

and distributed operations. 

Program Status

In 2012, the CH-53K program made significant 

progress. The Ground Test Vehicle (GTV) completed 

assembly in Oct at Sikorsky’s Florida Assembly and 

Flight Operations (FAFO) facility in West Palm Beach, 

Florida, and entered the system validation test phase. 

The GTV will undergo tests ensuring safe operations 

of the Engineering Development Model (EDM) flight 

vehicles. All four EDM’s are currently in assembly at 

FAFO, EDM-1 is 40 percent complete and will deliver 

in Oct 2013, and will conduct the first CH-53K flight 

in 2014. Milestone C is scheduled for FY16 with Initial 

Operating Capability scheduled for the first quarter of 

fiscal year 2019.

General Electric (GE) continues to make great 

strides with the CH-53K GE38 engine. A new engine, 

specifically developed to power the CH-53K, the GE38 

has achieved over 2400 successful test hours and recently completed the rigorous 1000 hour Missionized 

Durability Testing. The GE38 (required to produce 

7500 shaft-horse-power) has sustained 7760 SHP and 

peaked at a robust 8300 SHP.

The first Marine Maintenance Detachment and 

Integrated Test Team arrived at FAFO in January 2013. 

The maintenance detachments will function as work 

center supervisors, training other Marines on the 

CH-53K, and assisting in logistics support development. These Marines will also assist in the assembly 

of all four EDM’s and support subsequent tests. The 
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USMC Concepts & Programs 2013

Integrated Test Team will work hand-in-hand with 

their Sikorsky counterparts in test plan development 

and implementation.

The Foreign Military Sales (FMS) potential of 

this aircraft continues to grow. Milestone C marks the 

first opportunity for the U.S. Government to establish 

FMS contracts with foreign governments, with several 

countries already expressing interest in the CH-53K.

Developer/Manufacturer: 

Sikorsky Aircraft Corporation (SAC), United Technologies 

Corporation (UTC), Stratford, CT

UNMANNED AIRCRAFT

SYSTEMS (UAS)

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 concept of operations 

(CONOPS) and has begun the procurement and fielding of improved systems at every level of the Marine 

Air Ground Task Force (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. 

USMC UAS Requirements include the following:

• Marine Corps Tactical UAS (MCTUAS): 

RQ-7B Shadow

• Small Tactical UAS (STUAS): RQ-21A Integrator

• Small UAS (SUAS): RQ-11B Raven

OPERATIONAL IMPACT

The Marine Expeditionary Force (MEF) and Marine Expeditionary Brigade (MEB) are supported by 

MCTUAS, the largest of our UAS systems, the RQ7B Shadow UAS. The first system was deployed with 

VMU-1 to support Operation Iraqi Freedom in September 2007. Employing MCTUAS electro-optical 

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 the Marine Corps Ground Combat Element (GCE) with route reconnaissance, fires 

integration and force-protection prior to, during, and 

post-mission. 

Program Status

RQ-7B Shadow programmed upgrades include 

tactical common data link (TCDL), UHF capability, 
187 

chapter 3: programs

weaponization, and a universal ground control station (UGCS) that will increase joint interoperability 

with other aircraft, UAS, and data systems. Procured 

as a near-term solution to shortfalls in the older RQ2B program, the RQ-7B provides multiple capabilities 

to the MAGTF. Upgrades to the RQ-7B are planned 

through FY 2018. These upgrades will support the 

transition to a larger (Group-4) UAS that will provide 

the MAGTF with persistent ISR, strike, and electronic 

warfare, on board a faster UAS platform with an improved endurance and payload capacity while maintaining an expeditionary footprint.

Operational Impact: SUAS

The Marine Expeditionary Unit (MEU) and the infantry regiment are supported by STUAS, with supporting personnel sourced as detachments from the VMU. 

The STUAS system is designed to provide reconnaissance, communications relay, and target acquisition in 

support of the GCE. The Marine Corps currently provides STUAS support to the GCE with the Aerosonde 

UAS under an ISR services contract with AAI. 

PROGRAM STATUS: RQ-21A Integrator

The Marine Corps selected the RQ-21A Integrator 

(produced by Insitu Inc.) as a government-owned material solution for the STUAS requirement. As 32 RQ21 systems are fielded, they will replace the remaining 

contract intelligence, surveillance and reconnaissance 

(ISR) services in Operation Enduring Freedom. The 

RQ-21A program is in Engineering Manufacturing 

and Development and is planned for IOC in the fourth 

quarter of FY 2013. 

PROGRAM STATUS: RQ-11B Raven

The RQ-11B Raven is produced by AeroVironment 

Inc. In 2008, 439 RQ-11 systems began replacing the 

older RQ-14 Dragon Eye. The Marine Corps has also 

purchased limited quantities of the smaller Wasp III 

UAS (also produced by AeroVironment Inc.) to perform a user assessment for a potential add to the UAS 

family of systems.

OTHER UAS APPLICATIONS

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. Two Lockheed Martin/Kaman KMAX Cargo UAS deployed to 

OEF in 2011 in support of a Military User Assessment 

with the VMU as a government-owned/contractor-operated cargo UAS service. The MUA will help to form 

future CONOPS and a formal program of record that 

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 electronic warfare (EW) capability into current and future UAS platforms, partly to 

address the eventual retirement of EA-6B Prowlers. 

This UAS EW capability 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 lowdensity/high-demand assets (such as the EA-6B) and 

make EW ubiquitous across the battle space.

Procurement Profile: FY 13 FY 14

Quantity: 

RQ-7B (MCTUAS) 0 0

RQ-21 (STUAS) 4 4

RQ-11 (SUAS) 13 0 
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USMC Concepts & Programs 2013

AN/TPS 80 GROUND/AIR TASK 

ORIENTED RADAR (G/ATOR)

Description

The AN/TPS-80 G/ATOR is a highly expeditionary, three-dimensional, short-to-medium-range 

multi-role radar designed to detect low-observable, 

low-radar cross section targets such as rockets, artillery, mortars, cruise missiles, and unmanned aircraft 

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 ground and aviation missions and will replace 

three in-service legacy radars and the functionality of 

two retired systems.

Increment I is the air defense/surveillance radar 

(AD/SR). It will provide real-time radar measurement 

data to the Tactical Air Operations Center through the 

TYQ-23(V)4 Tactical Air Operations Module, TSQ-269 

Mobile Tactical Air Operations Module, Composite 

Tracking Network, and the Common Aviation Command and Control System. Increment I can also function as a short-range air-defense radar and will provide fire control quality data to a future ground-based 

air-defense weapon system. Increment II will fill the 

ground weapons locating radar requirement and will 

provide a counter-battery and target acquisition capability for the Ground Combat Element. Increment IV 

is the expeditionary airport surveillance radar and will 

provide air traffic control capabilities to the MAGTF. 

G/ATOR consists of three major subsystems: the 

radar equipment group (REG), the communications 

equipment group (CEG), and the power equipment 

group (PEG). The REG is integrated radar and trailer 

combination towed behind a medium-tactical vehicle 

replacement (MTVR) platform. The CEG is a palletized communications and radar control systems transported by the armored M1151A1 High-Mobility Multipurpose Wheeled Vehicle. 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 heavy-lift helicopters, tilt-rotor 

aircraft, KC-130s, or ground vehicles during the initial stages of operations. This system can augment 

sea-based 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 battlespace 

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. 

Operational Impact

G/ATOR’s expeditionary, multi-role capabilities 

represent the next generation of ground radar technology. This radar will provide crucial enhancements 

to warfighting capabilities for Marine Corps and joint 

force commanders, as it possesses greater range, accuracy and detection capabilities against current and 

emerging threats. The G/ATOR will also provide increased mobility, reliability and improved situational 

awareness with the ability to act as the landward 

xtension of seabased defenses and enable strikes 

against inland targets.

Program Status

The AN/TPS-80 G/ATOR was designated an 

ACAT IC by the Under Secretary of Defense for Acqui-
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sition, Technology and Logistics in October 2011. The 

Department of the Navy will continue to be the lead 

acquisition agency for G/ATOR. G/ATOR is currently 

in Developmental Testing (DT); the final phase of DT 

and the Operational Assessment for G/ATOR will be 

conducted in Yuma, AZ in early 2013, with a Milestone 

C Low-Rate Initial Production Decision to follow. The 

approved acquisition objective is 57 units. 

Procurement Profile: FY 13 FY 14

Quantity: 2 0 

Developer/Manufacturer: 

Northrop Grumman Electronic Systems, 

Linthicum, MD

P-19A AIRCRAFT RESCUE AND

FIRE FIGHTING (ARFF) VEHICLE 

REPLACEMENT (P-19R)

DESCRIPTION

The P-19A Aircraft Rescue Fire Fighting (ARFF) 

Vehicle Replacement is intended to replace the A/

S32 P-19A Aircraft Crash and Structure Fire Fighting 

Truck, known as the P-19A. The P-19A was introduced 

into service in 1984, with an intended service life of 12 

years but has been in service in excess of 28 years. The 

primary mission of the P-19R is fighting aircraft fires 

and crew rescue. The secondary mission of the vehicle 

is to fight other types of fires, such as brush and structural fires. The P-19A is currently the Marine Corps 

sole tactical Aircraft Fire Fighting Vehicle capable of 

supporting both garrison and expeditionary air fields.

The P-19R ARFF vehicle will meet both the 2012 

National Fire Protection Association - 414 standards 

and the expeditionary firefighting and aircraft rescue requirements of the Marine Corps. This program will replace P-19A’s at both Operational Force 

(OPFOR) units and Garrison Mobile Equipment 

(GME) Air Facilities located at the Bases and Stations. The legacy P-19A cannot be economically upgraded to meet the mandated in the 2012 NFPA 414 

standards. Most predominantly absent on the P-19A’s

 are various crew safety-related upgrades including; 

three-point crew restraints, anti-lock braking, and 

roll-over warnings.

The P-19R will have functional capabilities to 

minimize the consequences of fire and emergency incidents including: fire suppression and extinguishment 

on aircraft and structures, crew extrication and rescue. 

Capabilities include the ability to seat a four person 

crew and meeting USMC mobility and transportability requirements at base and stations, and forward 

operation bases. It is equipped with fire suppression 

compounds and extinguishing agents, handheld extinguishers, and specialized rescue tools to extinguish 

aircraft fires, protect rescue personnel, cool explosive 

ordnance, extract aircrews, and successfully accomplish each rescue mission. 

OPERATIONAL IMPACT

The P-19R can be transported to the area of operations via strategic airlift (C-17 (Threshold) and C-5 

(Objective) aircraft) or surface platforms. The legacy 

P-19A fleet is undergoing critical 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 

less than 75 percent material readiness levels.
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PROGRAM STATUS

The P-19R Capabilities Development Document 

has been signed by Deputy Commandant, Combat 

Development & Integration, and the program should 

receive its Milestone B decision in the second Quarter of FY 2013. The original Authorized Acquisition 

Objective (AAO) of 180 vehicles is anticipated to be 

reduced to 164 based on the MIP trade space review. 

The Solicitation has been approved, RFP released and 

proposals are due in December of 2012. The P-19R 

Initial Operational Capability (IOC) is planned for FY 

2016. IOC is achieved when one MWSS has received a 

complete issue of P-19Rs; 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. The Marine 

Corps is pursuing P-19R Full Operating Capability by 

FY 2020 to meet the AAO. 

Procurement Profile: FY 13 FY 14

Quantity:

Test Articles 2 0

Low Rate Initial Production 0 4

Developer/Manufacturer: TBD
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section 4: Fire Support
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EXPEDITIONARY FIRE SUPPORT

SYSTEM (EFSS) 

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 is the primary 

indirect fire-support system for the vertical assault 

element of the ship-to-objective maneuver force. As 

such, the EFSS mortar section — the M327 120mm 

Rifled Towed Mortar, the Prime Mover Weapon, the 

Prime Mover Trailer, and Ammunition Trailer with a 

basic load of ammunition — and its crew are internally transportable by two CH-53 helicopters or two MV22B tilt-rotor aircraft, and possess the greatest possible 

range and flexibility of employment for operational 

maneuver from the sea. 

Operational Impact

The EFSS expands the maneuver commander’s 

spectrum of fire-support options and capabilities 

to successfully engage a spectrum of point and area 

targets, including motorized, light armored, and dismounted personnel; command and control systems; 

and indirect-fire systems. The EFSS affords the MAGTF 

commander increased flexibility in tailoring his firesupport systems to support the scheme of maneuver. 

EFSS-supported units are particularly well suited for 

missions requiring speed, tactical agility, and vertical 

transportability. The EFSS design and configuration 

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. The EFSS Approved Acquisition Objective 

(AAO) has been procured and will complete delivery 

and fielding during 2013. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer:

General Dynamics Ordnance and Tactical Systems, 

St. Petersburg, FL

TARGET LOCATION, DESIGNATION, 

AND HAND-OFF SYSTEM (TLDHS)

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 
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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 supportingarms elements. The TLDHS employs a laser designator for precision-guided munitions and laser spot 

trackers, and it also generates accurate coordinates for 

global positioning system-guided weapons, including 

Excalibur rounds 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 for field artillery missions, firepower control 

teams of the air and naval gunfire liaison companies, 

Marine Corps Special Operations Command, and the 

supporting training commands. 

TLDHS is interoperable with several systems, including AFATDS, Naval Fire Control System, Joint Tactical Common Operational Picture Workstation Gateway, Common Laser Range Finder, and the PRC-117 

Tactical Combat Net Radio. Tactical air control parties 

often employ TLDHS in conjunction with intelligence, 

surveillance and reconnaissance assets.

Program Status

TLDHS Block II is in sustainment. 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. Block II hardware is being refreshed in FY 

2013 and FY 2014. 

Procurement Profile: FY 13 FY 14

Quantity: 

(Block II hardware refresh) 200 200

Developer/Manufacturer:

Stauder Technologies, Saint Peters, MO

MISSION PAYLOAD MODULE–

NON-LETHAL WEAPONS SYSTEM

(MPM-NLWS)

Description

The Mission Payload Module–Non-Lethal Weapons System (MPM-NLWS) will allow Marine Corps 

forces to conduct counter-personnel missions by 

providing a new vehicle-mounted, non-lethal tubelaunched munitions delivery system capable of suppressing human targets (i.e., the ability to degrade one 

or more functions or capabilities of a human target to 

render it ineffective) with minimal risk of significant 

injury. The MPM-NLWS will mount onto the Marine Corps Transparent Gun Shield (MCTAGS) on 

the High-Mobility, Multipurpose, Wheeled Vehicle 

(HMMWV) or its replacement. Increment One of 

the MPM-NLWS will deliver an enhanced pyrotechnic (thermobaric effect) munition from a tube-launch 

system. Future increments of the MPM-NLWS may 

include mounting the system to additional vehicles 

(e.g., Light Armored Vehicle (LAV), Medium Tactical 

Vehicle Replacement, Joint Light Tactical Vehicle, and 

naval vessels. In addition, future increments may include additional munitions — including obscuration, 

illumination, and other rounds — to provide a more 

flexible response capability and enable the system to 

address future emerging capability gaps. 
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Operational Impact

Compared to current non-lethal weapon systems, 

the MPM-NLWS will provide significant improvements primarily in range, standoff distance, duration 

of effects, area coverage, volume of fire, and non-lethal 

effects. MPM-NLWS munitions will be designed to 

suppress personnel with minimal risk of significant 

injury and can be selectively employed in order to provide a graduated response option to scenarios involving crowd control, access or area denial, convoy operations, or engaging a lethal threat. 

Program Status

The program is currently in the Engineering, 

Manufacturing and Development (EMD) phase of the 

acquisition process, after receiving a favorable Milestone B decision and approval to release the Request 

for Proposal for an EMD contract in May 2012. The 

Marine Corps will award a single contract to conduct 

the EMD Phase. During this phase, the contractor 

will complete the system design and provide systems 

(launchers and munitions) to the Government for formal system qualification testing. A Milestone C decision is planned for the first quarter of FY 2015. Based 

on a favorable MS C decision, a contract option will 

be awarded to the EMD contractor for the production 

of the Low-Rate Initial Production quantities for the 

Initial Operational Test and Evaluation. Operational testing is planned for the first quarter of FY 2015. 

Initial Operational Capability is planned for fourth 

quarter of FY 2016 and Full Operational Capability for 

fourth quarter of FY 2017. The approved acquisition 

objective is 312 systems. 

Procurement Profile: FY 12 FY 13

Quantity: 0 0

Developer/Manufacturer: TBD

OCULAR INTERRUPTION SYSTEM

Description

The Ocular Interruption (OI) system will be a permanent replacement for 

the GLARE MOUT 

532P-M and LA-9/P 

Green Beam Laser 

Systems that were 

fielded to Marine 

Corps units in the 

U.S. Central Command area of responsibility in response to 

an Urgent Universal Need Statement. The OI system 

will be a weapons-mounted or hand-held dazzling laser 

employed during Escalation of Force (EoF) situations 

and will provide a non-lethal, force protection/force 

application capability to warn and visually suppress 

targeted personnel at ranges from 10 to 500 meters. 

The device will use bright light to cause visual field 

obscuration in targeted individuals and will mitigate 

the risk of inadvertent lasing through the use of automatic engineering controls. It is intended to be used as 

a visual warning capability in order to gain the attention of personnel approaching lethal force-authorized 

zones, with an inherent capability to visually suppress 

as the range from operator to target decreases. 

Operational Impact

The OI device will 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 vehicle 

operators at safe standoff distances. This will provide commanders with a complementary, non-lethal hailing and warning capability in support of 

their EoF missions and protect Marines against 

the threat of a vehicle-borne improvised explosive 

device.
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Program Status

The program is scheduled to achieve a Milestone C 

decision in FY 2014. Initial Operational Test and Evaluation is to occur in FY 2014. A total of 1,482 systems 

will be procured, with Initial Operational Capability 

scheduled for FY 2015 and Full Operational Capability 

in FY 2019. 

Procurement Profile: FY 12 FY 13

Quantity: 0 0

Developer/Manufacturer: TBD

Disable Point Target (DPT) 

Description

Operational Forces have an immediate requirement for additional capabilities that provide Marines 

with increased standoff when employing non-lethal 

(NL) effects. There is a critical need to accurately incapacitate individuals while simultaneously keeping Marines beyond the reach of a hostile threat. Currently 

fielded individual personnel incapacitation systems 

require Marines to be in close proximity to the threat. 

This close range places the Marine at greater risk and 

compresses the Marine’s decision and response times. 

The next generation non-lethal un-tethered personnel 

incapacitation system will permit Marines to acquire 

targets during both day and night operations at a range 

greater than 21 feet.

Operational Impact

Operating forces continue to need additional capabilities that increase options along the use of force 

continuum. The capability to engage and incapacitate 

point targets with precision accuracy during crowd 

control/human shield situations or when facing ambiguous threats is critical. The requirement to incapacitate individuals refers to the capability of dissuading 

or rendering individuals incapable of acting or reacting, so that friendly forces may gain control, minimize 

interference, and/or accomplish a task. The next generation NL Untethered Personnel Incapacitation System 

will provide this capability at distances greater than 

current systems. Recent Science and Technology experimentation and research have demonstrated practical, available opportunities in this area. This system 

will increase the standoff distance between the Marine 

and a potential threat, allowing more time to determine intent and to escalate force, if necessary. 

Program Status

An Analysis of Alternatives is being conducted on 

the Disable Point Target program.

Procurement Profile: FY 12 FY 13

Quantity: 0 0

Developer/Manufacturer: TBD

DoD Non-Lethal Weapons

Program

The Department of Defense (DoD) Non-Lethal 

Weapons Program stimulates and coordinates non-lethal weapons requirements of the U.S. Armed Services 

and is the resource sponsor for the development of 

technologies to satisfy these requirements. The Commandant of the U.S. Marine Corps serves as the DOD 

Non-Lethal Weapons Executive Agent.

Located at Marine Corps Base Quantico, the Joint 

Non-Lethal Weapons Directorate serves as the Executive Agent’s day-to-day management office. The U.S. 

Armed Services work with the Combatant Commanders and the Executive Agent through a joint process to 

identify requirements and coordinate the planning, 

programming and funding of non-lethal weapons research, development, and test and evaluation. These 

efforts directly support the services and U.S. Special 

Operations Command in their efforts to procure and 
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field a wide range of non-lethal capabilities. All legal 

and arms-compliance reviews must be completed before fielding of non-lethal weapons.

In the 15 years since the program’s inception, the 

need for non-lethal weapons, devices and munitions 

— both counter-personnel and counter-materiel — 

continues to grow in support of the multitude of DOD 

missions being conducted around the world. Whether 

engaged in counterterrorism, stability and reconstruction, or anti-piracy operations, U.S. forces will need to 

be adept at employing less-than-lethal techniques to 

complement lethal capabilities and to have the means 

to satisfy a critical tenet common to counterinsurgency 

operations: protection of the population.

In recent years, the program has achieved success 

in fielding programs of record and responding to urgent operational needs. An array of non-lethal weapons, devices, and munitions are available now for conducting checkpoint operations, convoys, area security, 

patrols, detainee operations, crowd control, maritime 

operations, and other missions. Today’s non-lethal inventory includes acoustic hailing devices, vehicle arresting devices, electric stun guns, vehicle launched 

grenades, multi-sensory munitions, optical distracters 

and voice translation devices — all proven technologies that provide reversible effects and applicability 

across the spectrum of irregular operations. 

Non-lethal weapons are explicitly designed and 

primarily employed to incapacitate personnel or materiel while minimizing fatalities, significant injury to 

personnel, and undesired damage to property in the 

target area or environment. Non-lethal capabilities 

have matured from the days of riot batons and rubber 

bullets, but much more needs to be done to increase 

versatility and further expand the range of non-lethal 

options available to U.S. forces. Several new or improved capabilities are currently advancing through 

the development process including the: 

• Vehicle Arresting Device 

• Improved Acoustic Hailing Device

• 12-Gauge Extended Range Marking Munition

• Mission Payload Module

• Airburst Non-Lethal Munition

• Improved Flash-Bang Grenade

• Green Laser Interdiction System

• Ocular Interruption Device

Additionally, extensive research has been conducted on next generation non-lethal directed energy capabilities that show great promise in providing vehicle 

stopping, vessel stopping, and area denial applications 

at extended ranges. The DOD Non-Lethal Weapons 

Program is committed to supporting the U.S. Armed 

Services with a wide range of proven non-lethal weapons, munitions and devices to support full spectrum 

operations in complex environments. 

For more information, please visit: http://jnlwp.

defense.gov.
section 5: Command and Control/

Situational Awareness (C2/SA)
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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 C2, approved in 

2009, incorporate joint integrating concepts and C2 mandates. Together, they 

articulate our goal of delivering end-to-end, fully integrated, cross-functional 

capability, including forward-deployed and reach-back functions. They emphasize that C2 must be leader-centric and network-enabled, and that individual Marines must understand their commander’s intent and be able to carry 

out complex operations. The C2 ICD, Functional Concept, and the Marine 

Corps Information Enterprise strategy described in this section will enable 

Marine Air Ground Task Force (MAGTF) commanders to exercise effective 

C2 and bring together all 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.
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USMC Concepts & Programs 2013

MARINE AIR GROUND TASK FORCE 

(MAGTF) COMMAND AND CONTROL 

VISION STATEMENT

MAGTF C2 focuses on the simple premise of getting the right information to the right Marine at the 

right time in order to make timely and informed decisions. MAGTF C2 is leader-centric, network-enabled 

and is intended to support the continuous decision 

making cycle of commanders at every level to ensure 

they are positioned to best plan, direct, coordinate, and 

control. Networked C2 capabilities will connect all elements of the MAGTF with joint forces and mission 

partners to create unparalleled information sharing 

and collaboration, adaptive organizations, and a greater unity of effort via synchronization and integration 

of force elements at the lowest levels. Commanders 

will have the ability to command and control disaggregated forces across great distances to allow Enhanced 

MAGTF Operations (EMO) down to the company 

level and below. MAGTF C2 has, at its core, the following ideas:

• Commander/Leader Centric

• Network enabled

• Information Assurance

• Collaborative, shared situational understanding

• Performed by all echelons

• Can be performed anywhere in the operational 

environment

MAGTF C2 ROADMAP

The Deputy Commandant of Combat Development and Integration has published the C2 Roadmap 

for FY 2013 (https://ehqmc.usmc.mil/org/mccdc/default.aspx). The MAGTF C2 Roadmap document is 

capability-based and informs resource and acquisition 

oversight requirements. This yearly update to the FY12 

baseline expands upon the previous annual version and 

evolves in coordination with other Capability Portfolio Management (CPM) and other elements of HQMC 

to provide a streamlined foundation for informed decision making. The FY13 edition of the MAGTF C2 

Roadmap will address FY13-FY21 proceedings, focusing on the Program Objective Memorandum (POM)-

15 investment cycle.

MARINE CORPS INFORMATION

ENTERPRISE (MCIENT) STRATEGY

The Marine Corps Information Enterprise is 

defined as the Marine Corps information resources, 

assets, services, and processes required to achieve decision and execution superiority, and to share information and knowledge across the Marine Corps and 

with mission partners. The 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 Marine Corps Information Enterprise. Communications and services with 

these characteristics facilitate collaboration, coordinated 

actions, and instant or near real-time access to mission-
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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. 

These investments will emphasize better ways for 

rapidly infusing emerging technologies that enhance 

command and control , extend the reach of forward-deployed forces, and improve 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: In the future, the 

location of MAGTF or other USMC forward-deployed 

forces will vary depending upon the operating context, mission, and the extent to which Marines interact 

with internal and external organizations and individual mission partners. The Marine Corps will leverage 

multi-capable MAGTFs with Marines who are trained 

Figure 1. MCIENT Model
202

USMC Concepts & Programs 2013

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 real-time 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. Figure 1, 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 Marines and their mission partners to 

access the information they need in austere and distributed environments, whenever they need it. The 

Director C4/Chief Information Officer of the Marine Corps 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.
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MCIENT CORE COMPONENTS

Marine Corps Enterprise Network: At the foundation of the MCIENT model shown in Figure 3 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., the 

Support Wide Area Network) operating in the USMC.

mil namespace and in USMC-routable Internet Protocol (IP) addresses; and (2) Operations and Maintenance (O&M) functions that provision data transportation, enterprise information technology (IT), 

network services, and boundary defense (e.g., Marine 

Corps Enterprise IT Services). 

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 

Environment. 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 depicts the MCEN and MCITE as 

inextricably linked, but distinguishes the MCITE layer 

as that encompassing 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., technologies such as Smart Phones, or the Data Distribution 

System-Modular, 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 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.
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USMC Concepts & Programs 2013

MARINE CORPS ENTERPRISE 

INFORMATION TECHNOLOGY 

SERVICES (MCEITS)

Description

MCEITS is an enterprise information technology 

capability that delivers value to Marine Corps decisionmakers, application owners, information managers, 

and network users. MCEITS is the enterprise computing and communications capability in the Marine AirGround Task Force command and control framework. 

MCEITS provides enterprise Information Technology 

services contained within a world-class application 

and data hosting environment with supporting communications, computing network, information assurance, and enterprise services infrastructure supporting 

net-centric operations. MCEITS enables Marine Corps 

Information Technology portfolio consolidation of 

Information Technology facilities, infrastructure, and 

services.

The MCEITS service management design contains 

industry best practices and will utilize Information 

Technology Infrastructure Library-based principles 

and methods to provide capabilities to meet operating 

forces and supporting establishment requirements. The 

MCEITS System Integration Environment provides 

Marine Corps application owners and developers with 

formal application integration and evaluation processes and staging environment. The application inclusion 

process includes documented, defined, repeatable processes supporting the migration of applications into 

the operational environment. The MCEITS management effort will provide the documents that contain 

guidance for the successful management, evaluation 

and integration of new and modified enterprise services into the MCEITS operations environment.

The MCEITS operations environment provides 

the common Information Technology infrastructure, 

allowing the Marine Corps to achieve greater effectiveness and efficiency in the delivery and support of its 

Information Technology service operations relating to 

data management, application support, and information sharing. MCEITS operations coordinates and carries out proactive and reactive activities supporting 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 includes an enterprise platform with a 

common hardware, software, and facilities infrastructure required to support managed hosting services, 

non-managed hosting services and provisioned hosting services for Marine Corps applications. MCEITS 

delivers and manages its hosting services at agreed levels as defined by Service Level Agreements to Marine 

Corps application owners. It provides 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 provides users 

quick access to all hosted applications and core enterprise services by enabling single sign-on capabilities. 

MCEITS is delivering an agile Information Technology 

infrastructure that can easily adapt to evolving Marine 

Corps software, hardware, data, services, and management requirements while providing an enterprise view 

into the Information Technology environment, facilitating greater reuse of existing Information Technology assets.

Program Status

MCEITS achieved Milestone C on June 28, 2011 

and Initial Operational Capability on July 6, 2011. 

MCEITS is proceeding with Release 2 to deliver high 
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availability, disaster recovery and continuity of operations capabilities to achieve Full Operational 

Capability. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

N/A

GLOBAL COMBAT SUPPORT

SYSTEM- MARINE CORPS (GCSS-MC)

Description

GCSS-MC is the Marine Corps web-enabled, deployable logistics information system that provides the 

backbone for all logistics information exchanges required to effectively request, distribute, and maintain 

critical battlefield equipment and supplies. The system is being fielded as an Acquisition Category (ACAT 

IAM) program also known as a Major Automated Information Systems. To achieve this level of designation, a program must exceed $365 million in research 

and development funding and 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, Asset Tracking for Logistics and Supply 

and Supported Activities Supply System. As the primary technology enabler for the Marine Corps Logistics Modernization strategy, the core of GCSS-MC is a 

modern, commercially available off-the-shelf (COTS) 

enterprise resource planning software package based 

on Oracle’s 11i e-Business Suite. With a sizable Business Process Reengineering effort, GCSS-MC enables 

the warfighter to use GCSS-MC both in garrison and 

while deployed, providing logistics chain “reach-back” 

from the battlefield.

Operational Impact

Marines in combat require a rapid and flexible logistics capability responsive to the 21st century battlefield. GCSS-MC answers this critical operational imperative. Providing a deployable, single point-of-entry 

for retail logistics transactions, GCSS-MC introduces 

cutting edge enabling technology in support of logistics operations, while facilitating modernization of 

aged logistics processes and procedures. Key to sustaining deployed logistics operations is the GCSS-MC 

enhancement of asset visibility and supplies accountability. Critical performance objectives include reduced logistics response, reduced customer wait time, 

and decreased 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 Increment 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, while Release 1.2 centers on the system’s 

ability to operate in an expeditionary logistics environment in support of the Marine Air Ground Task Force 

by providing a cross-domain solution (i.e., unclassified 

and classified exchange of information) and data synchronization (e.g., continued operation in a disconnected environment) for deployed units. GCSS-MC is 

tied to GCSS-Joint within the GCSS Family of Systems 

to enable a Department of Defense system of record 

enabling joint logistics command and control.

Program Status

Increment 1: Release 1.1 has been fully implemented in the III Marine Expeditionary Force Area of 

Operations, which includes Okinawa, mainland Japan, 

and Hawaii. Release 1.1 Total Force Implementation to 
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USMC Concepts & Programs 2013

all operational units, bases and stations in the Continental United States began in September of 2011, and 

was completed in late 2012. Development of the deployable Release 1.2 capability is ongoing, with fielding 

expected to begin during 2013. 

Metrics collection is a strong component of GCSSMC. Initial operations in Okinawa indicates significant 

improvements in Order Ship Time, Repair Cycle Time, 

and Time to First Status. The full impact of these logistics enhancements will take time to assess and interpret although initial data indicates positive results.

Increment II/Future Increments: Current projections include an essential major Oracle COTS software 

upgrade to the e-business suite. Key system enhancements for Asset Logistics Management also include 

enhanced wholesale functionality, such as Warehouse 

Management solutions, Item Unique Identification, 

and other force multiplier capabilities to processes 

and reporting. Other improvements may include InTransit Visibility and Standard Financial Information 

Structure accounting, along with continuous process 

improvements to Supply Chain Management and data 

warehousing capabilities. 

Post Deployment System Support Program 

(PDSS): PDSS supports GCSS-MC 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 

within the Information Technology Infrastructure.

Developer/Manufacturer:

Oracle USA, Inc, Redwood Shores, CA

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 the ability 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 architecture.

Operational Impact

CTN will provide the Marine Air-Ground Task 

Force (MAGTF) 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 

target-quality 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 of FY 2009, 

and the software began Low Rate Initial Production in 

early 2010. Initial Operational Capability was achieved 

March 2011. The Approved Acquisition Objective is 25 

systems — ten initial procurement and the remaining 

15 dependent upon funding and required manpower 

adjustments. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer:

Naval Surface Warfare Center, Crane Division, Crane, IN
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Joint Battle CommandPlatform (JBC-P) 

Family Of Systems

Description

JBC-P Family of Systems (FoS) is the Marine 

Corps primary battlefield Command and Control 

(C2) system. It provides tactical input and output of 

battlefield digitized position location information and 

Situational Awareness (SA) at the company, squad, and 

vehicle levels. It enables enhanced combat effectiveness of friendly forces. It populates the common tactical picture and supports development of the common 

operational picture. JBC-P FoS supports the full range 

of military operations. JBC-P is Increment II of the 

Force XXI Battle Command Brigade and Below program. JBC-P builds on the experience of evolutionary 

development of digital battle command information 

systems and provides integrated, on-the-move, timely, 

relevant C2/SA information to tactical combat, combat support and combat service support commanders, leaders, and key C2 nodes. JBC-P FoS provides 

mounted, dismounted, and command post C2/SA capability and will become the cornerstone of the Joint 

Blue Force Situational Awareness envisioned to support the joint warfighter. 

Operational Impact

JBC-P FoS provides 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 FoS Increment II is scheduled for Operational Test in FY 2013. Fielding will begin in FY 2014. 

Procurement Profile: FY 13 FY 14

Quantity: 0 1,354* 

* Procurement information is for Dismounted 

Initiative 1 only

Developer/Manufacturer:

JBC-P is an Army-led partnership of the U.S. Army, 

Marine Corps, and the Software Engineering Directorate 

in Huntsville, AL. 

Networking On-The-Move

(NOTM) Increment 1

Description

NOTM Increment 1 is a transformational Command and Control (C2) capability for all elements of 

the Marine Air Ground Task Force (MAGTF). Increment 1 specifically targets urgent U.S Central Command requirements but the program is envisioned to 

address broader requirements in an incremental approach. Leveraging expertise and lessons learned from 

developing Mobile Modular Command and Control 

systems operating in Operation Enduring Freedom 

since 2009, Increment 1 is an Urgent Statement of 

Need based rapid acquisition and fielding program 

providing robust C2 On-The-Move through wideband 

Satellite Communications and terrestrial data links. 

Consisting of four subsystems, Point of Presence Vehicle Kit (POP-VK) (A03877G), Staff Vehicle Kit (SV 

Kit) (A03887G), Staff Kit (SK) (A04057G), and TEP 

Modem Kit (TMK) (A03957G), NOTM Increment 1 

provides three network enclaves, Secret Internet Protocol Router, Unclassified but Sensitive Internet Protocol 

Router and Mission Specific while incorporating Full 

Motion Video, Voice Over Internet Protocol, and other 

network centric capabilities all integrated on standard 

USMC tactical vehicles. SV Kits and SK utilize ruggedized laptops with a full suite of Joint Common Tactical Workstation software accessing the Common Tactical Picture and other C2 facilitating applications from 

the POP-VK to the rear command operations center. 

Operational Impact

NOTM Increment 1 enables commanders to better exercise C2 while OTM and Beyond Line of Site and 

provides transmission paths that enable mobile forces, 
208

USMC Concepts & Programs 2013

across the MAGTF to collaborate, access information, 

and to exchange voice, video, and data in a dynamic environment while OTM and at the halt. 

Program Status

IOC: March 2013

FOC: August 2014

Procurement Profile: FY 13 FY 14

Quantity:

POP-VK 43 16

SV Kit 85 32

SK 170 6

TMK 4 5

Developer/Manufacturer:

Space and Naval Warfare Systems Command 

(SPAWAR)

Pelatron Inc. Honolulu, HI

Tactical Networking Systems

Description

Tactical Networking Systems is a portfolio of core 

baseband networking hardware and software configured as a family of services that facilitates end-user 

services requirements of multiple security enclaves 

for Marine Air-Ground Task Force (MAGTF) tactical 

communications networks. The portfolio comprises 

the Joint Enhanced Core Communications System 

(JECCS); the Tactical Data Network (TDN), which includes the Data Distribution System-Modular (DDSM) Core, and Expansion modules; the Digital Technical Control (DTC); and the Transition Switch Module 

(TSM).

JECCS is the joint task force (JTF) enabler, a “firstin” integrated, processor-controlled communications 

and management system that provides Command and 

Control (C2) capabilities supporting a Marine Expeditionary Unit (MEU) deployment ashore or the early 

phases of a deployment by a larger command element, 

such as a MAGTF or JTF commander’s mission into 

an area of operations. It provides the primary interface between subscriber equipment and the long haul 

multi-channel transmission systems. JECCS facilitates 

secure and non-secure voice and data communications, switching functions, network routing, and management functions. 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, 

Secret Internet Protocol Router Network (SIPRNet), 

and Sensitive but Unclassified Internet Protocol Router Network (NIPRNet) networks and physical network 

management services, messaging services, International Maritime Satellite, Global Broadcast System (GBS), 

and Ultra High Frequency-Tactical Satellite (UHFTACSAT) capabilities.

TDN DDS-M provides an Internet Protocol (IP)-

based data networking capability for communications 

support to organizations organic to a MAGTF. The 

transit-cased DDS-M provides an extension of the 

DISN, SIPRNet, and NIPRNet, as well as a coalition 

networking capability. It provides the backbone tactical data communications infrastructure to the MAGTF 

commander in the form of an integrated data network 

providing the capability to access a single data network 

enclave, authenticate users and equipment, send and 

receive electronic mail, share and store files, directory 

services, disaster recovery/ COOP, perform required 

information assurance functions, Integrated Services 

Digital Network, transparent routing and switching of 

digital messages between the LAN, circuit switch, and 

EPLRS sub networks. The DDS-M provides Marine 

Corps maneuver elements with a flexible, survivable, 

scalable, and modular IP data transport capability that 

enables access to strategic, supporting establishment, 

joint, and other service tactical data networks.

DTC provides a deployable technical control func-
209 

chapter 3: programs

tion for the MAGTF commander. The DTC performs 

control and management functions over expanding 

digital communications systems, integrating the communications assets of a node into an efficient system 

that provides the MAGTF commander with seamless 

communications while making efficient use of limited 

bandwidth and equipment. The DTC is the central 

management facility, terminating all terrestrial links 

and switch circuits for major commands. Data circuits and miscellaneous subscriber circuits are interconnected, as required. The DTC consists of an S-280 

shelter that is modified to accommodate commercial 

off-the-shelf (COTS), government off-the-shelf, and 

non-developmental item technical control and ancillary equipment. 

TSM provides a flexible unit level switch that replaced legacy TRI-TAC switches (SB-3614, SB-3865, 

AN/TTC-42) with more robust voice and data switching, data transport, and bandwidth management capabilities. The TSM consists of three functional suites of 

equipment mounted in transit cases: (1) the Deployable End Office Suite (DEOS); (2) the Remote Subscriber Access Module (RSAM); and (3) the Deployable 

Integrated Transport System (DITS). TSM maintains 

USMC joint interoperability as the other services transition to COTS switching technologies. The modular 

design of the TSM provides the capability to add or 

delete equipment without adversely affecting existing 

communications architectures. A further emerging requirement is to incorporate a Voice over Internet Protocol (VoIP) capability. 

Operational Impact

JECCS meets the Joint Task Force Enabler (JTFE) 

mission requirements with a “first-in” backbone connectivity capability that accesses the Defense Information Network Standard Tactical Entry Point, Nonsecure Internet Protocol/Secret Internet Protocol Router 

Network, Video Teleconference, and Defense Switch 

Network. JECCS augments both current and some 

planned communications architectures and provides 

technical control and network management services 

for a broad range of switching and radio connectivity 

requirements. 

TDN DDS-M provides its subscribers with basic 

data transfer and switching services; access to strategic, 

supporting establishment, joint, and other service component tactical data networks; network management 

capabilities; and value-added services such as message 

handling, directory services, file sharing, and terminal 

emulation support. It will provide IP connectivity for 

tactical data systems and the Defense Message System. 

DTC provides the resources for the technical controller to exercise effective operational control over 

the communications links, trunks, and groups within 

a deployed Marine Corps network. DTC is located at 

the Marine Force Component, Marine Expeditionary Forces (MEFs), and Major Subordinate Command 

(MSC) HQ C2 nodes. Within a MAGTF node, the DTC 

can connect to multiple transmission systems such as 

satellite systems, multi-channel systems, single channel 

radio systems, and cable. From the MEF user’s perspective, the DTC provides the multiplexing and link management of four general categories of information. The 

DTC manages voice/circuit switches, data switches, and 

dedicated circuits.

TSM is employed at all levels of the MAGTF to 

effect voice and limited data switching capability. The 

modular design allows units to implement the system 

according to the mission needs. The equipment is operated and maintained by MSC, Marine Expeditionary 

Unit, Marine Expeditionary Brigade, and MEF communications personnel. The number of TSM packages deployed to a theater will be commensurate with the size 

of the operation/contingency. The TSM equipment has 

been fielded to all levels of the MAGTF.

Program Status

Initial Operational Capability (IOC) for Core 

Module Suites was completed in 2012. Full Operational 

Capability (FOC) for Core Module Suites is expected 

to take place in fourth quarter of FY 2013. IOC for 
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USMC Concepts & Programs 2013

Expansion Modules is scheduled for the second quarter 

of FY 2014 with FOC occurring in second quarter of 

FY 2015.

JECCS underwent an IA upgrade during FY 2012 

to ensure compliance with IA requirements. A series of 

Engineering Change Proposals (ECPs) are planned during FY 2013 – FY 2015 to preclude any obsolescence, interoperability, and information assurance issues.

DTC has undergone a system refresh, and IOC was 

achieved in 2012. FOC is expected to take place by the 

third quarter of FY 2013.

TSM is in sustainment with replacement of obsolete 

components being conducted through ongoing ECPs. 

Initial development of a VoIP capability is expected to 

begin during FY 2013. A comprehensive review of the 

Authorized Acquisition Objective for TSM will be concluded during FY 2013. This review is expected to reduce quantities for DEOS and RSAM. 

Procurement Profile: FY 13 FY 14

Quantity:

DDS-M 477 0

JECCS 14 0

TSM-DEOS 221 0

RSAM 855 0

DITS 128 0

Developer/Manufacturer:

DDS-M: General Dynamics C4 Systems, Taunton, MA

JECCS: SPAWAR, Charleston, SC

DTC and TSM: SPAWAR, Charleston, SC

Tactical Communication 

Modernization (TCM)

Description

TCM is a family of radio systems that bridges 

the gap between legacy systems — non-networking, 

non-communication security (COMSEC) modernization compliant — and forecasts delivery of advanced 

systems that operate Joint Networking Waveforms 

such as Soldier Radio Waveform, Wideband Networking Waveform, and Mobile User Objective System 

(MUOS). TCM addresses the requirement to enhance, 

improve, upgrade, and sustain tactical radios while 

achieving interoperability and minimizing the effects 

of equipment obsolescence. TCM procurements support National Security Agency COMSEC modernization requirements that must be compliant no later 

than 2024. This entails replacing thousands of MultiBand Radio (MBR) systems and High Frequency (HF) 

systems such as the AN/PRC-117F and AN/PRC-150.

Operational Impact

TCM provides the primary means of secure voice 

and data networked communications for mounted 

and dismounted forces. It also provides push-to-talk 

and networked radios that operate across multiple frequency bands and modes of operation. TCM enables 

Command and Control and Situational Awareness for 

all elements of the Marine Air Ground Task Force and 

networked data communication down to the squad/

team level.

Program Status

The TCM line consists of multiple radios at various 

levels of development, procurement and sustainment. 

Currently in the sustainment phase are: high frequency 

radios; (AN/PRC-150, AN/VRC-104, AN/TRC-209 and 

AN/MRC-148), MBRs; (AN/PRC-117F and AN/VRC103); Tactical Handheld Radios (THHRs); (AN/PRC148(V)2/3, AN/PRC-152, and AN/VRC-110/112/113), 

as well as the Integrated Intra-Squad Radios (IISR). 
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chapter 3: programs

Legacy systems, such as Enhanced Position Locating 

and Reporting System, will not be supporter after 2016. 

Radios in the procurement phase include: the MBR II; 

(AN/VRC-117G, AN/VRC-114(V)1, and AN/MRC145B), Wideband THHR; and MUOS. Planning for the 

follow-on generation of IISR and HF radios to address 

lifecycle and COMSEC modernization compliance is 

underway. 

Procurement Profile: FY 13 FY 14

Quantity: 

MBR II 385 367

MUOS N/A TBD

Developer/Manufacturer:

Harris- Melbourne, FL

Thales- Clarksburg, MD

Motorola- Schaumburg, IL

Raytheon- Waltham, MA

Tactical Data Network (TDN) 

Data Distribution SystemModular (DDS-M) 

Description

The TDN DDS-M provides the tactical Unclassified but Sensitive Internet Protocol Router, Secret Internet Protocol Router, and Coalition Network backbone 

data communications infrastructure to the Marine Air 

Ground Task Force (MAGTF). DDS-M allows users 

to access to web surfing, send and receive e-mail, file 

sharing/storage, perform required Information Assurance functions, and to host mission-essential applications. DDS-M provides firewalls, servers and data 

infrastructure components that allow tactical and deployed USMC forces to connect to the Defense Information Systems Agency and Theater and USMC Enterprise Networks. Programs such as Combat Operations 

Center, Common Aviation Command and Control 

System, and Common Logistics Command and Control System utilize DDS-M for world-wide connectivity. DDS-M is comprised of both core and expansion 

modules. Core modules include the Configuration 

Module (CM), Communications Switch Module, LAN 

Services Module, LAN Extension Module, Application 

Server Module and Data Storage Module. Expansion 

modules include the WAN Service Module (WSM), 

Multimedia Control Module, Multimedia Distribution 

Module, Enterprise Switch Module (ESM), Deployed 

Information Assurance Tools Suite, and Information 

Assurance Module (IAM).

Operational Impact

TDN DDS-M provides extension of the Marine 

Corps Enterprise Network via the Global Information 

Grid to forward deployed forces – i.e. the last tactical 

mile. The modular packaging of the DDS-M provides 

a ‘take what the mission needs’ employment concept 

within the MAGTF.

Program Status

Core Module Suites:

IOC: 4Q FY12

FOC: 4Q FY13

Expansion Modules:

IOC: 2Q FY14

FOC: 2Q FY15

Procurement Profile: FY 13 FY 14

Quantity: 

Core Module Suites: 477 0

Expansion Modules:

WSM(V)1 0 49

WSM(V)2 0 880

 ESM 0 62

Power Module 0 111

IAM 0 148

 CM 0 148

Developer/Manufacturer:

General Dynamics- West Falls Church, VA
212

USMC Concepts & Programs 2013

GROUND-BASED AIR DEFENSE 

TRANSFORMATION (GBAD-T)

Description

GBAD-T is the Marine Corps only organic groundbased air defense capability. GBAD-T uses the HighMobility Multipurpose Wheeled Vehicle (HMMWV)-

based Advanced Man-Portable Air Defense System 

(A-MANPADS) and the Stinger missile to defeat both 

fixed- and rotary-wing threats. 

Operational Impact

Employing A-MANPADS and the Stinger missile, the Low-Altitude Air Defense (LAAD) Battalions 

provide the MAGTF low-altitude, short-range air defense asset against enemy air threats. LAAD battalion 

detachments deploy with Marine Expeditionary Units 

(MEUs) as part of the Marine Air Control Group detachment. 

The A-MANPADS Increment I program enhances 

the legacy systems’ command and control 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 satellitecommunications capable. 

Program Status

In May 2009, the Marine Requirements Oversight 

Council approved the GBAD Initial Capabilities Document (ICD) that validated existing capability gaps 

against low-observable/low-radar cross-section threats. 

The GBAD Analysis of Alternatives identified candidate 

material solutions for the Stinger missile replacement 

that fill 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-be-determined weapons system to 

be programmed for Program Objective Memoranda 

(POMs) 2015 and 2016. The future weapon system is 

envisioned to provide continuous, on-the-move, lowaltitude air defense for the Marine Air Ground Task 

Force (MAGTF). The program will examine future 

capabilities, such as an integrated multi-mission turret with a gun, missiles, and directed-energy weapons, 

which support future material and technology solutions 

and the joint on-the-move engagement sequence. 

Procurement Profile: FY 13 FY 14

Quantity: 

Section Lead 

Vehicles 10 3

Fire Unit Vehicles 41 9

Developer/Manufacturer: 

Naval Surface Warfare Center Crane 

Division, Crane, IN

AN/TPS-59A(V)3 RADAR SYSTEM

Description

The AN/TPS-59 was fielded in 1985 and is the only 

Marine Air Ground Task Force (MAGTF) long-range, 

three-dimensional, air surveillance, theater ballistic 

missile defense (TBMD)-capable radar. The AN/TPS59A(V)3 a is transportable, solid-state L-band radar 

that serves as the MAGTF’s principal air-surveillance 

radar and is integrated into the TYQ-23(V)4 Tactical 

Air Operations Module. The radar may also be configured for operation with the MSQ-124 Air Defense 

Communication Platform to provide TBM track data 

to the Joint Tactical Information Distribution System 

via the Tactical Digital Information Link-Joint Service 

Link-16 network. 

The TPS-59(V)3 is a component in the Navy’s Cooperative Engagement Capability in the littoral environment and is the Marine Corps lead sensor in the 

Composite Tracking Network. 
213 

chapter 3: programs

Operational Impact

The AN/TPS-59A(V)3 radar system is optimized 

to detect and track TBMs and air-breathing aircraft targets that constitute threats to MAGTF operations. Marine Air Control Squadrons employ the radar during 

sustained operations ashore and as part of the joint theater integrated air and missile defense architecture. The 

radar system supports the MAGTF commander in antiair 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 deployed to 

Operation Enduring Freedom and in direct support of 

MAGTF operations.

Program Status

The AN/TPS-59A(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. Additionally, per Department of Defense mandate, a Mode 5 

Identification Friend or Foe capability will be incorporated into the AN/TPS-59A(V)3 in the FY 2014 to 

FY 2015 timeframe. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

Lockheed Martin Mission Systems and Sensors, 

Syracuse, NY

IDENTITY DOMINANCE 

SYSTEM (IDS)

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 a fielded, commercial-off-the-shelf item 

that is fulfilling that immediate need. The Identity 

Dominance System (IDS) will replace BAT with improvements such as increased data storage and longer 

battery life. 

The IDS will be a multimodal biometric 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 designed as a threetiered system with hardware and software including a 

server suite capability, a client suite capability, and a 

family of handheld capabilities.

Operational Impact

The primary mission of the IDS is to provide the 

Marine Air Ground Task Force (MAGTF) and other 

Department of Defense (DOD) forces with the means 

to identify persons encountered in the battlespace. The 

capability requires the MAGTF commander be able to 

collect, match, store, and share biometric data. The IDS 

will enable Marines to collect 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

In August 2012, a Marine Corps Systems Command Acquisition Decision Memorandum designated 

the IDS as an Abbreviated Acquisition Program and 
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USMC Concepts & Programs 2013

the Program Decision Authority to Program Manager, 

Marine Air Ground Task Force Command, Control 

and Communications. The Marine Corps intends to 

be a customer of the larger DOD Biometrics program 

but will maintain an interim capability until the joint 

solution is available. The Army schedule for the joint 

solution shows and Initial Operational Capability for 

IDS-Marine Corps in FY 2019. 

Developer/Manufacturer: TBD

COUNTER RADIO-CONTROLLED

IMPROVISED EXPLOSIVE DEVICE 

(RCIED) ELECTRONIC WARFARE 

(CREW)

Description

The RCIED CREW systems are vehicle-mounted 

and man-portable backpack active/reactive electronic 

countermeasure systems designed to counter high and 

low-powered radio controlled 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, 

while the Thor III dismounted system is the in-service 

man-portable system. Thor III provides coverage and 

protection from RCIEDs when Marines are dismounted and operating outside the protective envelope of 

mounted CREW systems. 

Program Status

The Marine Corps CREW program was designated as an Acquisition Category II program in February 

2007 and achieved 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. 

The December 2008 approval of the Joint CREW 3.3 

Capabilities Development Document and February 

2009 approval of the CREW Program Office Acquisition Strategy/Acquisition Plan led to the procurement 

of up to 8,000 CVRJs. CVRJ and THOR III legacy systems will be maintained and sustained to meet the operational requirements of the Combatant Commands. 

Planned Approved Acquisition Objective for the 

enduring CREW requirement is 2,410 total systems: 

1845 Mounted and 565 Dismounted systems. 

Procurement Profile: FY 13 FY 14

Quantity: 0 0

Developer/Manufacturer: 

CVRJ: International Telephone and Telegraph (ITT), 

White Plains, NY

Chameleon: General Dynamics, Falls Church, VA

Thor III: Sierra Nevada Corporation, Sparks, NV
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section 6: Intelligence, 

Surveillance and Reconnaissance
217 

chapter 3: programs

Distributed common ground 

system-marine corps (DCGS-MC) 

ENTERPRISE

DCGS-MC, in compliance with the Department 

of Defense (DOD) DCGS Family of Systems concept 

and policies, is a service-level effort to migrate select 

Marine Corps intelligence, surveillance, and reconnaissance (ISR) capabilities into a single, integrated, 

net-centric baseline. As part of 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) and supporting establishment by 

making organic and external all-source ISR data more 

visible, accessible, and understandable. The DCGS Integration Backbone provides foundational interoperability among the Services’ DCGS programs. 

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 Increment 1 achieved 

Milestone B during the fourth quarter of FY 2011 and 

was granted authority to enter into the Engineering 

and Manufacturing Development Phase. DCGS-MC 

will continue to leverage the developmental efforts of 

other services’ DCGS programs. The program acquisition strategy is based on incremental development 

optimized to rapidly introduce government and commercial technologies, enterprise standards, and modular hardware components in order to minimize costs 

and reduce program risk. The program subsumed the 

Tactical Exploitation Group and Topographic Production Capability programs during FY 2010 as part of the 

Increment I development. The DCGS-MC Capability 

Development Document (CDD) is anticipated to be 

approved for conversion to an Information Systems 

CDD by the joint staff during second quarter FY 2013. 

Approval of this updated requirements document will 

enable DCGS-MC to more rapidly and efficiently integrate and field emerging technologies.

Procurement Profile: FY 13 FY 14

Quantity: 0 25

Developer/Manufacturer:

The Space and Naval Warfare Systems Command 

Systems Center Atlantic (SSC LANT) is the lead systems 

integrator.

INTELLIGENCE ANALYSIS SYSTEM

(IAS) FAMILY OF SYSTEMS (FoS)

Description

IAS FoS provides the all-source analysis capabilities within the Distributed Common Ground System 

– Marine Corps Enterprise. It uses a three-tiered approach for receiving, parsing, and analyzing information from multiple sources to fuse and disseminate 

all-source intelligence products and threat warnings. 

Tier I, the Marine Expeditionary Force (MEF) IAS, 

is a mobile system that supports the MEF Command 

Element. Tier II is the Intelligence Operations Server 

that supports intelligence operations at the major subordinate commands within the Divisions, Regiments, 

Wings, and Groups. Tier III is the Intelligence Operations Workstation that supports intelligence operations 

at the battalion, squadron, and company levels using 

client/server and web-based technology to network 

with intelligence sections and units at higher echelons. 

The IW can also function as a stand-alone workstation in a disconnected or degraded communication 

environment.
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USMC Concepts & Programs 2013

Operational Impact

Fielding of IAS FoS has provided Marine Air 

Ground Task Force commanders with a mobile, allsource, intelligence data analysis, fusion and dissemination capability as well as access to time-sensitive 

intelligence information that is crucial to the military 

decision-making process and battlespace awareness.

Program Status

The IAS FoS is in the operations and support 

phase of the acquisition process. All systems are fielded 

to the operating forces and Marine Reserve units. IAS 

FoS executes periodic hardware, software, and peripheral upgrades.

Procurement Profile: FY 13 FY 14

Quantity:

Tier I 10 0

Tier II 0 1,717

Developer/Manufacturer:

Space and Naval Warfare Systems Center, Charleston, SC 

is the lead systems integrator.

TECHNICAL CONTROL AND

ANALYSIS CENTER (TCAC)

Description

TCAC is the Marine Corps primary signals intelligence (SIGINT) analysis system. TCAC satisfies the 

Marine Corps requirement for a semi-automated tactical SIGINT and Electronic Warfare (EW) fusion system 

that can perform the processing, analysis, and reporting functions of the Radio Battalions (RadBn), Marine 

Special Operations Intelligence Battalion, and Marine Tactical Electronic Warfare Squadrons (VMAQ). 

TCAC fuses signals intelligence data from organic, theater, and national collection platforms and is the focal 

point of the RadBn SIGINT operations. TCAC delivers an enhanced automated intelligence processing, 

analyzing, and reporting capability that improves the 

total control and management of SIGINT and EW 

capabilities, including the production and dissemination of SIGINT/EW information for the Marine Air 

Ground Task Force (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. 

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 fully fielded, post-Milestone C program 

that is undergoing incremental upgrades to improve 

current capabilities. Major enhancements include a 

Windows Server upgrade, Full Disk Encryption, a fully integrated audio processing capability, a Semantic 

Wiki with user-defined alerts, Digital Network Intelligence analysis capability, and integration with the Real 

Time Regional Gateway. 

Procurement Profile: FY 13 FY 14

Quantity:

TCAC RAWS 15 0

Transportable Workstation 500 0

Developer/Manufacturer:

Space and Naval Warfare Systems Center, San Diego, CA 

is the lead systems integrator.
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SENSITIVE COMPARTMENTED

INFORMATION COMMUNICATIONS 

(SCI COMMS)

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, including man-portable, 

palletized, and trailer-mounted variants. Each system 

provides a unique, mission-specific capability. However, all systems provide the Marine Air-Ground Task 

Force (MAGTF) commander a near real-time means 

to move perishable data for the production of timely, 

actionable intelligence.

Operational Impact

SCI Comms provides MAGTF commanders shortand long-haul, deployable and secure communication 

capabilities using existing networks and access providers (examples include the Defense Intelligence Activity, the Defense Information Systems Agency, or the 

U.S. Army Intelligence and Security Command). SCI 

communications are deployed in support of MAGTF 

intelligence units worldwide and provide dedicated, 

mission critical intelligence communications.

Program Status

SCI Comms approved acquisition objective is 

32 palletized systems, 20 mobile systems and 18 Team 

terminals. 

Developer/Manufacturer:

Trojan SPIRIT LITE (V)1: U.S. Army Communications 

Electronics Command (CECOM) Intelligence and Information Warfare Directorate (I2WD) -- now part of U.S. Army 

Research, Development and Engineering Command 

(Provisional), Fort Monmouth, N.J. -- is the material developer for the TROJAN family, including TROJAN SPIRIT 

II and TROJAN SPIRIT LITE. The combat developer is 

the U.S. Army Intelligence Center & Fort Huachuca, Ariz., 

with the U.S. Army Intelligence and Security Command, 

TROJAN Management Office, serving as executive agent 

for the system. The system is fabricated and integrated by 

CECOM I2WD with the largest subcontractor being Global 

SATCOM Technologies, Gaithersburg, Md. for the satellite 

communications subsystem.

High Band Special Intelligence Mobile Terminal (HBSI–

MT): PM WIN-T, Aberdeen, Maryland (Contracting Office), 

HBSI-MT fabricated and integrated by General Dynamics, 

Duluth, GA. 

HBSI Team Terminal: DJC2 Program Office, Pensacola, Fl;

SWE-DISH: Rockwell Collins, Duluth, GA

COUNTER-INTELLIGENCE AND

HUMAN INTELLIGENCE 

EQUIPMENT PROGRAM (CIHEP)

Description

CIHEP supports the full spectrum of counterintelligence (CI) and human intelligence (HUMINT) 

operations with imagery, commercial 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 standardized 

CIHEP software baseline provides reporting, analysis, 

communications, mapping, still and video image processing, and Common Operational Picture applications. 

Operational Impact

CIHEP enhances the Counterintelligence HUMINT Detachment (CHT) ability to conduct HUMINT and CI operations in support of Marine Air 

Ground Task Force missions at the tactical, operational, and service levels. The equipment suite provides CHTs with an organic capability to research collection requirements, process collected information, 
220

USMC Concepts & Programs 2013

produce intelligence reports, and disseminate those 

reports securely to supported commanders and the 

Intelligence Community. The equipment also provides 

limited organic technical support to CI and HUMINT 

operations.

Program Status

In fourth quarter of FY 2012, CIHEP was successfully granted a full rate production determination 

by the milestone decision authority to proceed with 

the CIHEP Modification to Systems (Mods). CIHEP 

Mods includes a surveillance communication, media 

exploitation, and technical support capability. CIHEP 

is scheduled to return to the milestone decision authority to request a fielding decision by third quarter 

FY 2013. The existing components within CIHEP are 

in sustainment, and selected components are refreshed 

annually.

Procurement Profile: FY 13 FY 14

Quantity:

Communication Set 30 0

Technical Support Set 66 0

Media Exploitation Light 86 0

Module Refresh 0 166

Communication Suite 0 230

Developer/Manufacturer:

Various, including: Canon U.S.A., Inc., Lake Success, 

NY; Harris Communications Corp, Rochester, NY; IDEAL 

Technology Corporation, Orlando, FL; Klas Telecom, Inc., 

Washington, D.C.; Panasonic Corp., Secaucus, NY; and 

Thales Communications, Rockville, MD.

MAGTF SECONDARY IMAGERY 

DISSEMINATION SYSTEM (MSIDS)

Description

Marine Air-Ground Task Force (MAGTF) Secondary Imagery Dissemination System (MSIDS) provides 

the capability to capture key ground view perspective 

intelligence and puts an imagery collection asset with 

the local commander. The MSIDS Family of Systems 

(FoS) meets three different mission profiles. The first 

mission profile provides the MAGTF the capability to 

take digital imagery of named areas of interest from 

forward positions and transmit them via organic field 

radios to tactical and theater command and control 

facilities in near real time. The second mission profile provides all MAGTF intelligence sections, artillery, 

tank, civil affairs, Combat Engineer Battalions, logistics 

units and other various units the ability to take pictures and video for Battle Damage Assessment, Force 

Protection or intelligence gathering. The third mission profile is to edit, manipulate, annotate, and brief 

collected imagery, and to disseminate imagery and intelligence products to adjacent or higher units.

Operational Impact

MSIDS provides the only self-contained, handheld, ground-perspective imagery capability to 

MAGTF units and is essential in intelligence collection, mission planning, battle damage assessments and 

force protection. 

Program Status

MSIDS consists entirely of commercially available 

off-the-shelf components. Approximately one-fifth of 

the system’s components are refreshed each year. The 

approved acquisition objective is 5,698 units.

Procurement Profile: FY 13 FY 14

Quantity:

Data Controllers 1000 0

Advanced Video Suites 65 0

Thermal Components 100 0
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chapter 3: programs

Advanced Camera Suites 0 606

Basic Camera Suites 0 1182

Base Stations 0 137

Developer/Manufacturer:

Various vendors, including Canon, Epson, Sony, Panasonic, 

ITT, Bogen-Manfrotto, ViaSat, FLIR, Integrity Data Inc. 

REMOTE VIDEO VIEWING

TERMINAL (RVVT)

Description

The RVVT allows 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 Urgent Universal Need Statement process. 

RVVT will also assume the operations and sustainment of these legacy systems.

Operational Impact

RVVT provides the Marine Air Ground Task 

Force (MAGTF) a more complete view of the battlefield by allowing Marines to view video from various theater and organic intelligence, surveillance and 

reconnaissance assets that are in the MAGTF area of 

operations in a compact portable form-factor. RVVT 

allows Marine forward air controllers, joint tactical air 

controllers, and commanders at regiment and below 

to view real-time video, capture and exploit the data, 

and receive platform metadata for precision targeting 

thus increasing battlespace awareness and enabling the 

warfighter to characterize and engage threats more effectively. 

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, which 

is scheduled for FY 2016. Milestone B is scheduled for 

FY 2013, and Milestone C is scheduled for FY 2015. 

The Marine Corps procured a total of 599 VideoScout 

systems during FY 2010 and FY 2011 and is considering an engineering change proposal to meet a Suite A 

(Type 1) encryption requirement for VideoScout. 

Procurement Profile: FY 13 FY 14

Quantity:

VideoScout 0 0

RVVT 0 36

WIDE FIELD OF VIEW PERSISTENT

SURVEILLANCE (WFVPS)

Description

In response to a Joint Urgent Operations Need 

Statement (JUONS) from the U.S. Central Command, 

the Marine Corps is developing and fielding a ground 

receive station (GRS) with automated data handling 

and intelligence analysis that will enable Marine Forces 

to employ a dedicated Wide Area Airborne Surveillance 

sensor payload on Marine Corps organic unmanned 

aerial system (UAS). WFVPS will be able to downlink 

wide area images from any Common Data Link (CDL)-

compliant wide area system, and will direct collection 

from the Wide Focal Plane Array Camera (WFPAC). 

In near real time, it will generate automated tracking 

of vehicle-sized movers and perform intelligence fusion on a subset of the imagery. Post-mission, WFVPS 

will generate automated tracking of all vehicle-sized 

movers and perform intelligence fusion across the entire mission area and duration. 

WFVPS is one of four multi-service programs 

supporting the WFPAC quick-reaction capability in 

response to the JUONS. As part of the MCISR-E, the 

GRS will be integrated into the DCGS-MC program 

of record.
222

USMC Concepts & Programs 2013

Operational Impact

This system will provide the ability to receive and 

disseminate imagery down-linked from the wide field 

of view sensor via the SIPRnet. WFVPS imagery will 

be incorporated into multi-intelligence products at the 

Intelligence Battalion.

Program Status

The system is scheduled for a Field User Evaluation during the first quarter of 2013. The evaluation will inform future program of record efforts. In 

FY 2013, WFVPS will transition to a program of 

record. Ground receive stations will be fielded to each 

Marine Expeditionary Force and to the supporting 

establishment.

Procurement Profile: FY 13 FY 14

Quantity: 3 1

Developer/Manufacturer:

Los Alamos National Laboratory, NM.

21ST CENTURY MARINE 

EXPEDITIONARY INTELLIGENCE 

ANALYSIS (MEIA-21)

Description

MEIA-21 is a non-material analysis modernization program to improve intelligence analysis from the 

Company Level Intelligence Cell to the Service Intelligence Center. The program creates the applied analytic 

tradecraft methods used to answer mission-specific 

questions that lead to the production of intelligence. 

Applied tradecraft is created by specialist organizations within Marine Intelligence that consolidate and 

improve intelligence techniques and methods. As it is 

developed, applied analytic tradecraft is inserted in 

an enterprise environment for intelligence analysts to 

use in addressing a wide range of operational requirements. MEIA-21 is the Marine Corps Director of Intelligence analysis program to provide applied analytic 

techniques to meet the intelligence challenges of the 

21st-century operating environment. 

Operational Impact

MEIA-21 provides Marine intelligence analysts at 

all levels within the Marine Air Ground Task Force a 

strong set of applied analytic tradecraft to accurately 

answer intelligence questions and provide commanders with actionable intelligence. It institutionalizes new 

and proven analytic techniques by creating a culture 

within Marine Intelligence to structure, capture, refine, train, archive, and disseminate analytic tradecraft. 

MEIA-21 is the pathway to overcoming the analytic 

shortfalls of the present and to increasing and sustaining the professionalism of Marine Corps intelligence 

analysis. The creation of analytically rigorous Marine 

Corps applied intelligence tradecraft, based on principles from the social and physical sciences, will lead to 

higher reliability, reduced errors, significant explanatory power, and self-correcting techniques. Further, 

it generates new knowledge and reliable, actionable 

intelligence about the enemy and the environment in 

which the enemy operates.

Program Status

In 2011, Marine Intelligence collected, improved, 

and disseminated 27 individual elements of applied 

analytic tradecraft for training and operational use. 

In 2012, Center for Marine Expeditionary Intelligence 

Knowledge (CMEIK) refined and validated 23 Structured Methods and Techniques (SMATs) with an external Social Science Board; created nine new SMATs; 

produced a handbook of social science theories applicable to SMATs; and developed a framework for foundational SMATs to support and/or feed into other, 

more complex SMATs. CMEIK conducted five training 

sessions targeted at developing tradecraft facilitators at 

intelligence units throughout the Marine Corps intelligence enterprise. In addition, CMEIK collaborated 

with Advanced Analytics tool developers to automate 

some of the processes associated with SMATs.
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chapter 3: programs

TACTICAL EXPLOITATION

OF NATIONAL CAPABILITIES 

(TENCAP) 

Description

The mission of the Marine Corps TENCAP program is to exploit in-service national reconnaissance 

systems and programs by examining both technical 

and operational capabilities, implementing training, 

and sponsoring prototyping capabilities and concept 

demonstrations to directly support Marine Corps operating forces. The program objectives seek to optimize 

the tactical use of current national systems, maximize 

the tactical utility built into future systems, and rapidly deliver emerging technologies to the operating 

forces in order to provide greater access to national 

systems data.

Operational Impact

The TENCAP program advocates for tactical requirements to be addressed in the development of new 

national intelligence systems. The program transitions 

results of demonstrations and field user valuations 

to the Marine Corps Intelligence Activity for Service 

analytical use; Marine Corps Systems Command for 

acquisition decisions; Marine Corps Combat Development Command for appropriate doctrine, training, 

or force structure actions; or other government organizations as appropriate. The program also supports 

and conducts various intelligence planning and study 

efforts as directed by the Marine Corps Director of Intelligence.

Program Status

The Marine Corps TENCAP program moved 

under the operational control and governance of the 

Intelligence Department Technology Innovation Division during the spring of 2011.

Team Portable Collection 

System Multi-Platform 

Capable (TPCS-MPC) 

Description

The TPCS-MPC provides the Marine Air Ground 

Task Force (MAGTF) with integrated, semi-automated signals intelligence (SIGINT) equipment. With it, 

MAGTF Marines can conduct communications intelligence, direction-finding, and computer-aided SIGINT 

analysis, as well as provide indications and warnings, 

electronic warfare support, and limited cyber operations. TPCS-MPC is scalable to meet tactical mission 

requirements, having single collection outstations for 

stand-alone requirements and integrated capabilities. 

The primary emphasis is on rapid procurement of 

commercially available off-the-shelf, government offthe-shelf, and non-developmental item technologies 

and systems. The program focuses on limited integration to allow rapid fielding of new capabilities to 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 Mine-Resistant Ambush-Protected 

(MRAP) vehicle.

Operational Impact

TPCS-MPC will provide enhanced SIGINT suites 

and PIKs to enable installation of the system into 

RadBns and Marine Special Operations Command organic ground platforms. TPCS-MPC will be operated 

in a dismounted mode, or stationary mode and mobile 

modes when installed on a platform. In response to the 

Deputy Commandant for Combat Capabilities and 

Integration 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 the up-armored High Mobility Multipurpose Wheeled Vehicle, 

the Integrated Assault Platform, the MRAP and the 

Light Armored Vehicle.
224

USMC Concepts & Programs 2013

Program Status

The TPCS-MPC Block 0 achieved Full Operational Capability in 2009. TPCS-MPC achieved Milestone 

C in May 2011 and Initial Operational Capability in 

third quarter of FY 2012. Additional systems will be 

delivered in second and fourth quarter FY 2013 with 

full operational capability planned for fourth quarter 

FY 2013.

Procurement Profile: FY 13 FY 14

Quantity:

Master Station 29 0

Advanced Case 35 0

Modular Case 54 0

Locate Case 73 0

Work Station 236 0

Intelligence Support To 

Cyberspace Operations 

Description

The development of Marine Corps cyberspace 

capabilities is critical in ensuring Marine Air Ground 

Task Force (MAGTF) Commanders can successfully 

maneuver and achieve desired effects within the cyberspace domain. MAGTF Commanders rely on timely 

and accurate intelligence, and increasingly this intelligence resides in the cyberspace domain. To achieve 

operational objectives in cyberspace, the Marine Corps 

is coordinating across multiple departments and agencies to develop a codified, repeatable, and integrated 

process for providing cyberspace capabilities to the 

MAGTF. This process will require both offensive and 

defensive capabilities which are synchronized with external cyberspace organizations that have capabilities 

and authorities not resident in the MAGTF. 

Critical to this process is a cyber national tactical 

integration (NTI) model that draws on existing national authorities and capabilities to meet emerging cyber 

requirements from the operating forces. This effort 

will link the existing cyber capabilities already resident 

within the MAGTF, such as Radio Battalion, to national agencies and create a more responsive MAGTF 

support process. Additionally, these cyberspace capabilities, when supported by the larger Marine Corps 

Intelligence Surveillance Reconnaissance Enterprise, 

will provide the MAGTF Commander comprehensive 

and multi-sensor support to cyberspace operations 

and enable the exploitation, defense, and delivery of 

fires throughout the cyber domain.

HQMC Intelligence Department, Marine Forces 

Cyber Command, and other Marine Corps entities and 

stakeholders have partnered with Marine Corps and 

other national organizations to develop the required 

policies to support this critical cyber NTI process. Included in this process is assessing required manpower 

growth in select cyber-related Marine Operational 

Specialties, reviewing cyber-related training requirements, research materiel and non-materiel solutions 

to existing cyberspace capability gaps, and developing 

initiatives to better access and leverage existing national infrastructure to support the MAGTF. 
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chapter 3: programs
CHAPTER 4
227 

chapter 4: marine corps almanac

Introduction

This chapter provides a brief snapshot of the Marine Corps at the end 

of FY 2012. 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. 

Marine Corps almanac
228

USMC Concepts & Programs 2013

Active Duty Officer Accessions

Active Duty Officer Age Distribution

MECEP/ECP/MCP 174 10.4%

NROTC 228 13.6%

Officer Candidate Course 216 12.9%

Platoon Leader Course 566 33.9%

Military Academies 261 15.6%

Warrant Officer Program 216 12.9%

Other 10 0.6%

Total 21,822 100%

 Age Number Percent

 Type Number Percent

Active Duty Officer Grade Distribution

Warrant Officer 2,092 9.6%

Second Lieutenant 2,511 11.5%

First Lieutenant 3,657 16.8%

Captain 6,909 31.7%

Major 3,906 17.9%

Lieutenant Colonel 1,923 8.8%

Colonel 687 3.2%

General Officer 91 0.4%

Total 21,776 100%

 Rank Number Percent

<22 22 0.1%

22 269 1.2%

23 755 3.5%

24 1,012 4.6%

25 1,215 5.6%

26 1,219 5.6%

27 1,235 5.7%

28 1,136 5.2%

29 1,103 5.1%

30 1,064 4.9%

31-35 4,683 21.5%

36-40 3,972 18.2%

41+ 4,091 18.8%

Total 21,776 100.0%
229 

chapter 4: marine corps almanac

Active Duty Officer Occupational Field Distribution

 Primary Female Male Total

	MOS Code	 Description	 Officer	 Officer	 Officer

01 Personnel & Administration 184 565 749

02 Intelligence 90 1,307 1,397

03 Infantry 0 2,594 2,594

04 Logistics 209 1,582 1,791

06 Communications 90 1,168 1,258

08 Field Artillery 0 1,068 1,068

09 Training 0 3 3

11 Utilities 3 41 44

13 Engineer 41 672 713

18 Tank & AAV 0 377 377

21 Ordnance 2 138 140

23 Ammunition & EOD 3 138 141

26 Signals Intelligence 3 38 41

28 Ground Electronics Maintenance 4 102 106

30 Supply Administration & Operations 92 676 768

31 Distribution Management 4 30 34

33 Food Service 6 35 41

34 Financial Management 35 340 375

35 Motor Transport 1 102 103

41 Marine Corps Community Services 2 11 13

43 Public Affairs 42 121 163

44 Legal Services 84 554 638

46 Combat Camera 2 20 22

48 Recruiting & Career Planning 0 15 15

55 Music 2 20 22

57 CBRN Defense 3 117 120

58 Military Police and Corrections 27 284 311

59 Electronics Maintenance 1 74 75

60 Aircraft Maintenance 29 454 483

63 Organizational Avionics Maintenance 1 134 135

65 Aviation Ordnance 2 91 93

66 Aviation Logistics 31 277 308

68 METOC Services 1 32 33

70 Airfield Services 1 37 38

72 Air Control, Support & Anti-Air 56 598 654

73 Navigation Officer 1 26 27

75 Pilot/NFOs 199 5,343 5,542

80 Miscellaneous Requirements 97 1,244 1,341

Total 1,348 20,428 21,776
230

USMC Concepts & Programs 2013

Active Duty Officer Gender Distribution

umber Percent

 1,348 6.2%

 20,498 93.8%

Total 21,776 100%

Female

Male

Active Duty Officer Grade by Gender

 Rank # Male % Male # Female % Female Total

Warrant Officer 1 185 0.9% 16 1.2% 201

Chief Warrant Officer 2 876 4.3% 43 3.2% 919

Chief Warrant Officer 3 547 2.7% 31 2.3% 578

Chief Warrant Officer 4 280 1.4% 14 1.0% 294

Chief Warrant Officer 5 95 0.5% 5 0.4% 100

2nd Lieutenant 2,258 11.1% 253 18.8% 2,511

1st Lieutenant 3,389 16.6% 268 19.9% 3,657

Captain 6,461 31.6% 448 33.2% 6,909

Major 3,704 18.1% 202 15.0% 3,906

Lieutenant Colonel 1,875 9.2% 48 3.6% 1,923

Colonel 668 3.3% 19 1.4% 687

General Officers 90 0.4% 1 0.1% 91

Total 20,428 100.0% 1,348 100.0% 21,776

 Civilian Military Guard/Reserve Children/Other

 Spouses Spouses Spouses Dependents

14,169 891 63 23,447

Active Duty Officer Marine Families
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chapter 4: marine corps almanac

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 22 231 23 220 57 1,389 7 143 2,092

2ndLt 24 103 15 134 193 1,848 21 173 2,511

1stLt 8 118 21 172 187 2,717 52 382 3,657

Capt 24 279 40 348 346 5,403 38 431 6,909

Maj 26 273 17 220 129 2,988 30 223 3,906

LtCol 3 103 3 71 39 1,615 3 86 1,923

Col 1 22 9 16 623 2 14 687

Gen 6 1 3 79 2 91

Total 108 1,135 120 1,177 967 16,662 153 1,454 21,776

 30,508

 6

Total Active Accessions 30,514

 5,5,450

 4,210

 9,660

Total USMC 40,174

Non-prior Service Accessions

Prior Service Accessions

Non-prior Service Accessions

Prior Service Accessions

Total Reserve Accessions

Active and Reserve Enlisted Accessions
232

USMC Concepts & Programs 2013

 Primary Female Male Total

 MOS Code Description Enlisted Enlisted Enlisted

01 Personnel & Administration 1,687 5,401 7,088

02 Intelligence 426 3,137 3,563

03 Infantry 0 31,892 31,892

04 Logistics 476 3,531 4,007

05 MAGTF Plans 41 362 403

06 Communications 1,287 13,505 14,792

08 Field Artillery 0 4,675 4,675

11 Utilities 220 2,627 2,847

13 Engineer 355 7,986 8,341

18 Tank & AAV 0 2,899 2,899

21 Ground Ordnance Maintenance 73 4,107 4,180

23 Ammunition & EOD 201 1,939 2,140

26 Signals Intelligence 392 2,891 3,283

28 Grd. Electronics Maint. 160 4,921 5,081

30 Supply Admininstration & Operations 1,510 5,344 6,854

31 Distribution Managememt 114 464 578

33 Food Service 412 1,905 2,317

34 Financial Management 234 1,051 1,285

35 Motor Transport 783 13,071 13,854

41 Marine Corps Community Services 12 123 135

43 Public Affairs 125 355 480

44 Legal Services 111 428 539

46 Combat Camera 116 403 519

48 Recruiting & Career Planning 65 379 444

55 Music 164 793 957

57 CBRN Defense 61 852 913

58 Military Police & Corrections 361 4,361 4,722

59 Electronics Maintenance 89 1,498 1,587

60 Aircraft Maintenance 477 4,833 5,310

61 Aircraft Maintenance (Rotary Wing) 263 7,195 7,458

62 Aircraft Maintentance (Fixed Wing) 164 3,945 4,109

63 Organizational Avionics Maintenance 373 4,393 4,766

64 Intermediate Avionics Maintenance 212 2,882 3,094

65 Aviation Ordnance 199 2,724 2,923

66 Aviation Logistics 387 1,747 2,134

68 Meteorology & Oceanography 57 412 469

70 Airfield Services 215 2,016 2,231

72 Air Control, Support & Anti-Air 133 1,907 2,040

73 Navigation Officer 10 200 210

80 Miscellaneous Requirements 529 8,658 9,187

84 Career Recruiting 8 505 513

89 SgtMaj/1stSgt 91 1,507 1,598

Total 12,593 163,824 176,417

Active Duty Enlisted Occupational Field Distribution
233 

chapter 4: marine corps almanac

 Rank # Male % Male # Female % Female Total

Private 12,553 7.7% 800 6.4% 13,353

Private First Class 18,670 11.4% 1,712 13.6% 20,382

Lance Corporal 44,708 27.3% 3,586 28.5% 48,294

Corporal 32,170 19.6% 2,719 21.6% 34,889

Sergeant 26,521 16.2% 1,973 15.7% 28,494

Staff Sergeant 15,347 9.4% 996 7.9% 16,343

Gunnery Sergeant 8,547 5.2% 540 4.3% 9,087

1stSgt/MSgt 3,754 2.3% 203 1.6% 3,957

SgtMaj/MGySgt 1,554 0.9% 64 0.5% 1,618

Total 163,824 100% 12,593 100% 176,417

Active Duty Enlisted Gender Distribution

Active Duty Enlisted Grade by Gender

Active Duty Enlisted Marine Families

 Civilian Military Guard/Reserve Children/Other

 Spouses Spouses Spouses Dependents

72,530 6,438 463 85,554

umber Percent

 12,593 7.1%

 163,824 92.9%

Total 176,417 100%

Female

Male
234

USMC Concepts & Programs 2013

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

Private 111 1,234 131 1,763 512 8,987 46 569 13,353

Private First Class 272 1,825 296 2,383 1,044 13,576 100 886 20,382

Lance Corporal 518 3,660 528 4,846 2,277 33,979 263 2,223 48,294

Corporal 417 3,012 418 3,300 1,604 23,961 280 1,897 34,889

Sergeant 340 2,890 382 3,688 1,023 17,759 228 2,184 28,494

Staff Sergeant 209 2,236 219 2,552 444 9,352 124 1,207 16,343

Gunnery Sergeant 119 1,434 122 1,418 241 5,069 58 626 9,087

1stSgt/MSgt 68 733 36 514 83 2,216 16 291 3,957

SgtMaj/MGySgt 24 394 9 146 28 924 3 90 1,618

Total 2,078 17,418 2,141 20,610 7,256 115,823 1,118 9,973 176,417
235 

chapter 4: marine corps almanac

 Age Number Percent

 Rank Number Percent

<22 0 0.00%

22 7 0.17%

23 34 0.84%

24 56 1.38%

25 71 1.75%

26 91 2.25%

27 107 2.64%

28 131 3.23%

29 124 3.06%

30 125 3.08%

31-35 738 18.21%

36-40 843 20.80%

41-45 953 23.52%

46-50 600 14.81%

51-55 156 3.85%

56-60 15 0.39%

61+ 1 0.02%

Total 4,052 100%

Warrant Officer 297 7.3%

Second Lieutenant 383 9.5%

First Lieutenant 181 4.5%

Captain 828 20.4%

Major 1,083 26.7%

Lieutenant Colonel 955 23.6%

Colonel 313 7.7%

General Officer 12 0.3%

Total 4,052 100%

Reserve Officer Age Distribution

Reserve Officer Grade Distribution
236

USMC Concepts & Programs 2013

 Primary Female Male Total

	MOS Code	 Description	 Officer	 Officer	 Officer

Selected Marine Corps Reserve Officer

Occupational Field Distribution

01 Personnel & Administration 40 116 156

02 Intelligence 28 334 362

03 Infantry 0 550 550

04 Logistics 61 329 390

05 MAGTF Plans 0 1 1

06 Communications 17 210 227

08 Field Artillery 0 221 221

09 Training 0 0 0

11 Utilities 0 12 12

13 Engineer 13 154 167

18 Tank & AAV 0 112 112

21 Ordnance 0 6 6

23 Ammunition & EOD 0 8 8

26 Signals Intelligence 1 2 3

28 Ground Electronics Maintenance 0 5 5

30 Supply Administration & Operations 23 138 161

31 Distribution Management 0 2 2

33 Food Service 0 1 1

34 Financial Management 6 27 33

35 Motor Transport 0 17 17

41 Marine Corps Community Services 0 0 0

43 Public Affairs 13 19 32

44 Legal Services 17 191 208

46 Combat Camera 0 0 0

48 Recruiting & Career Planning 0 0 0

55 Music 0 0 0

57 CBRN Defense 1 32 33

58 Military Police and Corrections 6 53 59

59 Electronics Maintenance 0 3 3

60 Aircraft Maintenance 2 43 45

63 Organizational Avionics Maintenance 0 3 3

65 Aviation Ordnance 0 10 10

66 Aviation Logistics 6 31 37

68 METOC Services 0 2 2

70 Airfield Services 0 8 8

72 Air Control, Support &Anti-Air 15 104 119

73 Navigation Officer 0 4 4

75 Pilot/NFOs 22 560 582

80 Miscellaneous Requirements 14 459 473

Total 285 3,767 4,052
237 

chapter 4: marine corps almanac

 Age Number Percent

 Rank Number Percent

17-18 810 2.11%

19 2,751 7.15%

20 3,637 9.45%

21 4,169 10.83%

22 4,356 11.32%

23 4,056 10.54%

24 3,899 10.13%

25 3,164 8.22%

26-30 7,432 19.31%

31-35 2,258 5.87%

36-40 1,057 2.75%

41-45 632 1.64%

46-50 225 0.58%

51-55 39 0.10%

56-60 6 0.02%

60+ 1 0.00%

Total 38,492 100%

Private 3,224 8.38%

Private First Class 4,711 12.24%

Lance Corporal 15,540 40.37%

Corporal 6,275 16.30%

Sergeant 5,076 13.19%

Staff Sergeant 1,896 4.93%

Gunnery Sergeant 1,153 3.00%

1stSgt/MSgt 435 1.13%

SgtMaj/MGySgt 182 0.47%

Total 38,492 100%

Reserve Enlisted Age Distribution

Reserve Enlisted Grade Distribution
238

USMC Concepts & Programs 2013

Reserve Enlisted Occupational Field Distribution

 Primary Female Male Total

 MOS Code Description Enlisted Enlisted Enlisted

01 Personnel & Administration 329 1,297 1,626

02 Intelligence 37 560 597

03 Infantry 0 7,947 7,947

04 Logistics 96 1,224 1,320

05 MAGTF Plans 2 31 33

06 Communications 137 3,194 3,331

08 Field Artillery 0 1,129 1,129

09 Training 0 0 0

11 Utilities 48 706 754

13 Engineer 88 3,137 3,225

18 Tank & AAV 0 719 719

21 Ground Ordnance Maintenance 12 892 904

23 Ammunition & EOD 19 478 497

26 Signals Intelligence 9 34 43

28 Ground Electronics Maintenance 7 658 665

30 Supply Admininstration & Operations 234 1,303 1,537

31 Distribution Managememt 25 131 156

33 Food Service 45 525 570

34 Financial Management 8 27 35

35 Motor Transport 121 3,999 4,120

41 Marine Corps Community Services 0 1 1

43 Public Affairs 1 15 16

44 Legal Services 1 20 21

46 Combat Camera 3 8 11

48 Recruiting & Career Planning 8 62 70

55 Music 2 1 3

57 CBRN Defense 5 227 232

58 Military Police & Corrections 33 803 836

59 Electronics Maintenance 5 106 111

60 Aircraft Maintenance 36 321 357

61 Aircraft Maintenance (Rotary Wing) 10 323 333

62 Aircraft Maintentance (Fixed Wing) 7 251 258

63 Organizational Avionics Maintenance 10 192 202

64 Intermediate Avionics Maintenance 9 129 138

65 Aviation Ordnance 14 172 186

66 Aviation Logistics 44 199 243

68 Meteorology & Oceanography 1 22 23

70 Airfield Services 25 314 339

72 Air Control, Support & Anti-Air 15 145 160

73 Navigation Officer 1 18 19

80 Miscellaneous Requirements 101 5,373 5,474

84 Career Recruiting 1 37 38

89 SgtMaj/1stSgt 6 207 213

99 Miscellaneous Requirements 0 0 0

Total 1,555 36,937 38,492
239 

chapter 4: marine corps almanac

Marine Corps Fiscal Resource Overview

Last Updated: RFC 2-Feb-12

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 FY13 FY14 FY15 FY16 FY17 

Note 1: Prior years reflect enacted funding only

Note 2: FY12 OCO Green includes the $455M Section 9014 reductions

Note 3: Due to rounding, some numbers may not add

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

26.1

9.4

6.9

2.6

26.0

2.5

8.0

6.8

1.4

7.7

1.1

7.1

5.7

25.3

40.0

48.2

45.1

39.8

34.8

27.3

31.7

29.1

19.4

16.7 15.9

45.0 43.3

23.9

6.9

24.8

7.7

25.2

8.0

25.1

9.0 10.1

25.4

35.5

39.0

32.5

34.1

Forecast

33.2

Marine Corps Fiscal Resource Overview

(then year dollars)

Marine Corps Fiscal Landscape

FY11 FY12 FY13 FY14 FY15 FY16 FY17

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

$ in Billions

Military Personnel

Operations and 

Maintenance

Investment

Military Construction/

Family Housing

 FPO

 FPO
240

USMC Concepts & Programs 2013

Marine Corps Fiscal Year 2013 Total Baseline TOA

MPMC

RPMC

DHAMC

DHAMCR

FHCON

FHOPS

OMMC

OMMCR

PMC

PANMC

RDTEN

MCN

MCNR

$711 $665

$1,623

$5,983 $12,481

$20

$29

$30

$81

$1,033

$298

$272

$673

Marine Corps Fiscal Year 2013 Total Baseline TOA

($ in Million)

Marine Corps Fiscal Year 2013 Appropriations

Marine Corps Fiscal Year 2013 Appropriations

$13,901 $6,255

$2,954

$790

Military Personnel

Operations and 

Maintenance

Investment

Military Construction/

Family Housing

 FPO

 FPO
241 

chapter 4: marine corps almanac

Marine Corps Procurement Summary ($ in Millions)

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)

MarMarine Corps Selected Ground Equipment Ages ine 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

HMMW V

 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

 FPO

 FPO
242

USMC Concepts & Programs 2013

MMarine Corps Selected Aviation Equipment Ages arine 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

 FPO
Concepts and Programs is printed annually by the Program 

Assessment and Evaluation Division, Program and Resources 

Department, HQMC, 3000 Marine Corps Pentagon, Washington, 

D.C. 20350-3000 under printing and distribution guidelines 

established by Marines.

Postmaster: Send change of addresses to: 

Commandant of the Marine Corps (P&R, PAE)

Concepts and Programs Program Manager

3000 Marine Corps Pentagon

Washington, D.C. 20350-3000

To find Concepts and Programs on the web, go to: 

http://www.hqmc.marines.mil/pandr/ConceptsandPrograms.aspx

For additional copies call: 703-695-7663
U.S. Marine Corps

The Pacific is a vast maritime theater that is vital to our nation’s strategic 

interests. In support of our national strategy we are adjusting our Pacific 

laydown to meet the challenges of the 21st century. By doing so, Marines 

are uniquely suited to provide a forward and real presence as America’s 

Expeditionary Force in Readiness. We will continue to strengthen relationships through engagement with allies and build new partnerships across 

the breadth of this region where the Marine Corps came of age.

General James F. Amos, Commandant of the Marine Corps