Student Training Guide Mod 3

FOR OFFICIAL USE ONLY
STUDENT GUIDE
FOR
COURSE A-8B-0055
INTRODUCTION TO
EXPEDITIONARY
LOGISTICS
MODULE 3
PREPARED BY
NAVY SUPPLY CORPS SCHOOL
MARCH 2019
REVIEWED AND APPROVED: ______________________
REVIEWING OFFICIAL: ____________________________
Any situation where a student, or the instructor, feels that the personal safety
of any personnel is in danger a Training Time Out (TTO) will be called. A TTO
will be called by voice command upon identification of a questionable safety
situation. The instructor will be responsible for immediate action to correct the
unsafe or unhealthful conditions.
TRAINEE GUIDE A-8B-0055
TRAINEE GUIDE
FOR
INTRODUCTION TO EXPEDITIONARY LOGISTICS
A-8B-0055
MARCH 2019
i
CHANGE RECORD
Number and Description of Change Entered by Date
ii
TABLE OF CONTENTS
Contents Page
Change Record ……………………………………………………………… ii
Security Awareness Notice …………………………………………………. iv
Safety/Hazard Awareness Notice …………………………………………... v
How to use your Trainee Guide …………………………………………….. vi
Lesson # Topic / Description Lecture / Lab
3.1 Global Combat Support System - Army 3/0

3.2 Defense Logistics Agency – Customer Assistance LOG 2/0
3.3 Contingency Contracting 2/0
3.4 Defense Logistics Agency CALC 3/0
3.5 Defense Logistics Agency WEBVLIPS 2/0
3.6 Advance Base Functional Components 3/0
3.7 Joint Logistics Over-The-Shore 2/0
3.8 Operational Contract Support 2/0
3.9 Afloat Support 2/0
3.10 Defense Reutilization Marketing Services (DRMS) 2/0
3.11 Course of Action Exercise 5/0
3.12 Humanitarian Assistance/Disaster Relief 2/0
TOTAL HOURS 30/0
iii
SECURITY AWARENESS NOTICE
This course does not contain any classified material.
iv
SAFETY / HAZARD AWARENESS NOTICE
This notice promulgates safety precautions to the staff and trainees of the
Navy Supply Corps school in accordance with responsibilities assigned by the
Chief of Naval Education and Training through the Chief of Naval Technical
Training.
Any time a trainee or instructor has apprehension concerning his or her

personal safety or that of another, he or she shall signal for a “Training Time Out”
to clarify the situation or procedure and receive or provide additional instruction as
appropriate. “Training Time Out” signals, other than verbal, shall be appropriate to
the training environment.
Instructors are responsible for maintain safety in the classroom at all times,
and shall remain alert to signs of unsafe practices. If an unsafe condition exists, the
instructor shall immediately stop the training, identify the problem, if applicable
attempt to correct the problem, and make a determination to continue or
discontinue training. Instructors shall be constantly alert to any unusual behavior
which may indicate a trainee is experiencing difficulty, and shall immediately take
appropriate action to ensure trainee safety.
Special emphasis must be placed on strict compliance with published safety

precautions and or personal awareness of potentially hazardous conditions peculiar
to the operation of electronic equipment.
v
HOW TO USE YOUR TRAINEE GUIDE
This publication has been prepared for your use while under instruction. It is
arranged in accordance with the topics taught, and is in sequence with those topics.
By using the table of contents you should be able to locate the lesson topics easily.
By following the enclosed course schedule, you should be able to follow the course
of instruction in a logical manner.
Under each topic there may be the following instruction sheets:
OUTLINE SHEETS: Provides a listing of major teaching points.

The outline is consistent with the outline of the discussion points contained on the
learning objective pages. It allows the trainee to follow the progress of lesson
topic, to take notes as desired, and to retain topic information for future reference.
INFORMATION SHEETS: Amplify supplemental information

form the reference materials for the course, from technical manuals, or from
instruction books. You may be tested on this material during the course.
JOB SHEETS: Provide step-by-step instructions for developing

your skills in performing assigned tasks.
ASSIGNMENT SHEETS: To assist you in being prepared for the

lesson topics and laboratory/practical exercises BEFORE they are presented by the
instructor or occur in the course.
DIAGRAM SHEETS: These are used as necessary to simplify the

instruction. They are to aid you in understanding the concepts of topics presented.
All of the instruction sheets are identified by their unit and lesson topic
number. They are listed in the order of their use. Each lesson topic will contain at
least one Enabling Objective.
The Objectives listed in this Guide specify the knowledge and/or skills that
you will learn during the course, and reflect the performance expected of you on
the job. The Enabling Objectives specify the knowledge and/or skills you will learn
in a specific lesson topic. You should thoroughly understand the Enabling
Objectives for a lesson topic and what these objectives mean to you before you
start each lesson topic. Each learning objective contains behavior(s), conditions
and standards. They are defined as follows:
The behavior is a description of the performance and/or knowledge

that you will learn in that lesson topic;
The conditions under which you will be able to perform or use the
knowledge;
The standard(s): to which you will be able to perform or use the

knowledge.
The objectives provide a means by which you can check your

progress during training. The objectives also enable you to evaluate your training
when you have finished, so you can ensure that you have satisfied the goals of the
course. Your instructor will explain the objectives to you at the start of each lesson
topic. Feel free to ask for additional information during training if you feel that you
are not learning as you should.
STUDY TECHNIQUES:
Classroom and laboratory sessions will be conducted by one or more

instructors. You will be responsible for completing the material in this guide, some
of it before class time. Prior to starting to use this guide, read through the front
matter and become familiar with the organization of the material, then follow
directions below for each lesson topic:
1. READ the Enabling Objectives for the lesson topic and familiarize
yourself with what will be expected of you.
2. STUDY each reading assignment
3. WRITE any written assignment
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UNIT 3: NAVY EXPEDITIONARY COMMANDS
TERMINAL OBJECTIVES
3.0 UNDERSTAND the various organizations and missions that support

Expeditionary Logistics in accordance with appropriate directives, policies,
and procedures.
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INFORMATION SHEET 3.0.1
A. INTRODUCTION
To introduce the newly assigned personnel of Navy Expeditionary Combat
Command (NECC) and Naval Special Warfare Command (NSW) to
expeditionary logistics, to understand the fundamental differences in how
logistics is performed by Fleet units and Expeditionary assets, to recognize
the level of logistics support and the guiding principles of expeditionary
logistics.
B. REFERENCES
As assigned per Lesson Topic
C. TOPIC OUTLINE
Identify the fundamental precepts of Expeditionary Logistics.
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OUTLINE SHEET 3.1
GLOBAL COMBAT SUPPORT SYSTEM - ARMY
ENABLING OBJECTIVES
3.1 DESCRIBE the levels of responsibility
3.2 IDENTIFY different types of property
3.3 DESCRIBE hand and sub-hand receipts
3.4 DISCUSS the six steps to conducting inventory
3.5 UNDERSTAND the Financial Liability Investigations of Property Loss

(FLIPL)
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GLOBAL COMBAT SUPPORT SYSTEM - ARMY
A. INTRODUCTION
Navy personnel are often asked to work with our partner services in the
expeditionary environment. The Army is often the lead service in these
situations and is relied upon to fill gaps in standard Navy logistics processes
for the ordering of services and supplies. Understanding the methods and
systems the Army uses will provide a more efficient and expedient process
by which Navy expeditionary units can utilize for logistic support.
RESPONSIBILITY
 The specific type of responsibility depends on the relationship of the

person to the property. Responsibility is the obligation of an
individual to ensure Government property and funds entrusted to his
or her possession, command, or supervision are properly used and
cared for, and that proper custody, safekeeping, and disposition are
provided.
 The specific type of responsibility depends on the relationship of the
person to the property.
 Financial liability can be assessed against any person who fails,
through negligence or misconduct, to perform those duties and where
such failure is the proximate cause of a loss to the U.S. Government.
TYPES OF RESPONSIBILITY
 Command
o Obligation of a commander to ensure all Government property

within his or her command is properly used and cared for, and
that proper custody, safekeeping, and disposition are provided.
o Inherent to command
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o Cannot be delegated
 Supervisory
o Obligation of a supervisor to ensure all Government property

issued to, or used by his or her subordinates is properly used
and cared for, and that proper custody, safekeeping, and
disposition are provided
o It is inherent in all supervisory positions
o Cannot be delegated
 Custodial
o Obligation of an individual for property in storage awaiting

issue or turn-in to exercise reasonable and prudent actions to
properly care for, and ensure proper custody, safekeeping, and
disposition of the property are provided.
o Results from assignment as a supply sergeant, supply custodian,
supply clerk, or warehouse person.
 Direct
o The obligation of a person to ensure all Government property

for which he or she has receipted, is properly used and cared
for, and that proper custody, safekeeping, and disposition are
provided.
o Results from signing for the property.
 Personal
o The obligation of a person to exercise reasonable and prudent

actions to properly use, care for, safeguard, and dispose of all
Government property issued for, acquired for, or converted to a
person’s exclusive use, with or without receipt.
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ASSIGNING RESPONSIBILITY
 Who has responsibility?
o Depends on the relationship between people and the property

under their control.
 Army Property
o Property is categorized for financial accounting and reporting

purposes as real property or personal property.
 Personal Property – Anything that is not Real Property – capital

equipment and other non-expendable supplies, collectively called non-
consumable supplies, and all consumable supplies.
o All Army property, except real property, will be classified for

property accounting purposes as:
 Expendable (ARC – X)
 Expendable property is property that is consumed

in use, or loses its identity in use.
 When expendable tools are issued to the user,
issues will be controlled and responsibility
assigned by using hand receipt, component hand
receipt, tool room, or tool crib procedures.
 Durable (ARC – D)
 Durable property is personal property that is not

consumed in use, does not require property book
accountability, but because of its unique
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characteristics requires control when issued to the

user.
 Non-expendable (ARC – N)
 Non-expendable property is personal property that

is not consumed in use and retains its original
identity during the period of use.
 Non-expendable property requires formal
accountability throughout the life of the item.
RECORDS OF RESPONSIBILITY
 Property Books (GCSS-Army)

 Hand and Sub-hand receipts (Electronic or Manual DA Form 2062)
o Component Hand Receipt

o Hand Receipt Annex
 Temporary Hand Receipts (DA Form 3161)

 Equipment Receipts (DA Form 3749)
 Change Documents (DA Form 3161)
PROPERTY BOOKS
 Two types of property books:
o Organization – property authorized by Modification Table of

Allowance and Equipment (MTOE) or Table of Distribution
and Allowances (TDA).
 Property the unit will take to the field or on a deployment

 Required by the MTOE
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o Installation – all other property not listed in authorization

documents.
 Property the unit will not take to the field or on a

deployment.
HAND AND SUB-HAND RECEIPT
 List of end items or durable items that are issued to unit personnel
 The signature establishes direct responsibility.
 Use DA Form 2062 Hand Receipt/Annex Number (Figure 1) to record
the issue of property items.
 Sub-Hand receipts should not exceed from the Commander, to the
supervisor, to the user.
 The form can be printed using GCSS-Army or completed manually.
WHAT IS BII AND COEI
 BII (Basic Issue Item) and COEI (Components of End Item) Listings
are descriptions (usually with pictures), contained in each end item’s
Technical Manual (TM), of the various parts and equipment which are
required for that item to be “complete”.
 For instance, the Component Listing of a HMMWV shows the tools
(jack, lug wrench, sledge hammer), fire extinguisher, first-aid kit, and
other items that the operator would need to operate safely on a daily
basis.
 Components are generally broken down into 3 areas, and will be
displayed in this order:
o Components of the End Item (COEI)

o Basic Issue Item (BII)
o Additional Authorization List (AAL)
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 If not prepared in GCSS-Army, component hand receipts are prepared

on DA Form 2062.
COMPONENT HAND RECEIPT
 The component hand receipt (Figure 2) is the record of responsibility

for items listed on it.
 It is also the record that validates all component shortages less
expendable consumable between the primary hand receipt holder and
the “user”, therefore, hand receipt annexes are not required.
 Use a component hand receipt when issuing as SKO or end item with
components.
 Keep component hand receipts current. Do this by posting changes as
they occur or by using change documents.
SHORTAGE ANNEXES
 Automatically generated or DA Form 2062.

 List of components missing from an end item.
 Hand receipts annexes are prepared at the level where the document
registers are kept.
 The person responsible for keeping document registers is the PBO,
Commander, or S4.
 Prepare hand receipt annexes in two copies.
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TEMPORARY HAND RECEIPTS
 Hand receipt holders of one unit will not loan items to members of
another unit unless approval is first obtained from the appropriate
authority.
 Used when property is issued or loaned for periods up to 30 calendar
days.
 Review the temporary hand receipt file daily to find if any are due to
expire shortly.
 Within 5 days prior to expiration of the temporary hand receipt, notify
the hand receipt holder and arrange for return of the property not later
than the expiration date.
 If the person still needs the property, issue it using hand receipt
procedures.
CHANGE DOCUMENTS
 Used to keep hand (DA 2062) and sub-hand (DA 3161) receipts
current.
 Use DA Form 3161 as a change document.
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 Post change documents to hand or sub-hand receipts; At least every 6

months or before the change of hand or sub-hand receipt holders (how
long are you deployed?).
EVENT DRIVEN INVENTORIES
 Change of Command
 Receipt/Turn-in of Property
 Cyclic “10%”
 Command Directed
 Change of Armorer
 Task Force/Rear Detachment
 Deployment/Redeployment
SIX BASIC STEPS OF CONDUCTING INVENTORIES
 Determine what is to be inventoried
 Set the dates

 Use correct publications
 Notify the hand or sub-hand receipt holder
 Conduct the inventory
 Record results and adjust records
OBTAINING RELIEF FROM RESPONSIBILITY
 Administrative action taken for causes of other than fair wear and tear.
 Obtain relief from property responsibility by the following actions.
o MEMO to adjust losses of organizational clothing and

individual equipment due to contamination or losses of durable
hand tools. (Para 14-10b, 14-19)
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o Cash sale provisions (Para 12-2b)

o DD Form 362 (Statement of Charges/Cash Collection Voucher,
Para 12-3)
o DD Form 200 (Financial Liability Investigation of Property
Loss, Chapter 13)
o Board action according to AR 15-6 used in conjunction with
DD Form 200
o Damage statement (Para 14-18)
o Abandonment order (Para 14-7)
o Commanders who determine that the cause of loss, damage, or
destroyed (LDD) warrants adverse administrative or
disciplinary action should take these actions:
 An oral or written reprimand

 Appropriate remarks in officer’s, noncommissioned
officers and civilian’s evaluation reports
 MOS reclassification
 Bar to reenlistment
 Action under the UCMJ
DETERMINING ACTION OF DAMAGED PROPERTY
 Property record adjustments for damaged property
o OCIE, no negligence
 Adjustments = Memorandum to Central Issue Facility,

(Para 14-18c)
o Damaged property, no negligence involved
 Adjustments = Damage statement prepared as a

memorandum (Para 14-18a)
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o Any item, person admits liability, and amount is less than 1

month’s base pay
 DD Form 363 (Para 12-3)
o Any item, person admits liability, and amount is more than 1

month’ base pay
 DD Form 200 (Para 13-3a(3))
o Any item, person does not admit negligence or liability
 DD Form 200 (Para 13-3a(1))
STATEMENT OF CHARGES/CASH COLLECTION VOUCHER
 DD Form 362 Cash Collection Voucher
o Individual admits liability and offers cash payment or agrees to

payroll deduction to settle the charge of financial liability.
o The charge does not exceed the monthly basic pay of the
individual being charged.
o There is not a mandatory requirement for either a financial
liability investigation of property loss or an AR 15-6
investigation per paragraph 13-3 or 13-25 of this regulation.
FINANCIAL LIABILITY INVESTIGATION OF PROPERTY LOSS
 A financial liability investigation of property loss documents the

circumstances concerning the LDD of Government property and
serves as, or supports a voucher for adjusting the property from
accountable records. It also documents a charge of financial liability
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assessed against an individual or entity, or provides for the relief from

financial liability.
 Initiate and process a financial liability investigation of property loss
to account for LDD U.S. Government property when one or more of
the situations listed below exist.
 Twelve situation that require a mandatory initiation.
 Normally initiated by the hand receipt holder, but if that person is not
available the person with the most knowledge of the incident will
serve as the initiator.
TIME CONTSTRAINTS FOR PROCESSING DD 200
 Active Army – under normal circumstances, do not exceed 75

calendar days total processing time.
o Initiation time – NLT 15 calendar days
 Army Reserve – under normal circumstance, do not exceed 240

calendar days total processing time.
 ARNG – under normal circumstances, do not exceed 150 calendar

days total processing time.
BASIC REQUIREMENTS FOR DD FORM 200
 Will be prepared when it becomes known that a loss of Government

property has occurred.
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 When DD Form 200 is prepared it will be attached to DA Form 7531

that will be used as a checklist and for tracking events as they occur.
APPOINTING AUTHORITY
 When the approving authority is retained at the Colonel or above

level, or at the GS-15 or above level, the approving authority may
designate individuals to act as appointing authorities.
 Lieutenant Colonel or Major filling a Lieutenant Colonel billet.
 US DoD civilian employee of equivalent grade of Lieutenant Colonel
or above, that is, GS-13 or above, or GS-12 filling a GS-13 position
on the personnel authorization document.
 Within Army Material Command (AMC), a Major serving as a
commander of a depot activity not co-located with its next HHQ.
APPROVING AUTHORITY
 The approving authority is defined as an Army officer, or DA civilian

employee authorized to appoint a survey officer and to approve
reports of survey “by authority of the Secretary of the Army”.
 Active Army and USAR officers in command positions in the grade
of Lieutenant Colonel or above, DA civilian employees in supervisory
positions in the grade of GS-14 or above, chiefs of HQDA staff
agencies, and Material Command commanders.
 ARNG commanders in the grade of Colonel (federally recognized).
FINANCIAL LIABILITY OFFICER
 An individual appointed to investigate the circumstances, and make

findings and recommendations relating to the LDD of Government
property listed on a DD Form 200.
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 Qualifications of a Financial Liability officer:
o The financial liability officer must be an Army commissioned

or warrant officer; an Army non-commissioned officer in grade
of sergeant first class (SFC) or above; civilian employee GS-7
or above, or a wage leader or wage supervisor employee.
o Appoint only those individuals as financial liability officer who
are senior to individual(s) subject to potential financial liability.
(Table 13-1)
o No person may act as the investigating officer who is
personally responsible for, or is in any way directly interested
in the property listed on the financial liability investigation of
property loss.
 Findings and Recommendations
o A finding is a conclusion reached by the financial liability

officer during his or her investigation of the facts and
circumstances surrounding the LDD of Government property.
Findings are supported by evidence.
o After recording the findings, the financial liability officer must
develop a logical recommendation(s) based on the findings.
 Liability Limits
o When negligence or willful misconduct are shown to be the

proximate cause of a loss, the following individual will be
assessed the full amount of the Government’s loss.
 Accountable officers, contractors, non-appropriated fund

activities, persons losing public funds, soldiers losing
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personal arms or equipment, government quarters

damage, individuals not federally employed.
o In all other cases, the amount equal to one month’s basic pay at
the time of the loss, or the actual amount of the loss to
Government, whichever is less, may be assessed.
o The approval authority may reduce in whole or in part the
amount of the individual’s financial liability.
o For ARNG and USAR personnel, 1 month’s basic pay refers to
the amount that would be received by the soldier if on active
duty.
o For DoD civilian employees, financial liability for losses of
Government property is limited to 1/12 of their annual pay.
COMPUTING THE ACTUAL LOSS TO THE GOVERNMENT
 Actual value at the time of the loss or damage may be computed in

one of three ways:
o Fair Market Value – The preferred method of fixing the value

of property at the time of loss or damage is by a qualified
technician’s two-step appraisal of its fair market value.
o Depreciated value – The value of the time of the loss or
destruction may be computed by subtracting depreciation from
the current Army Master Data File (AMDF).
o Standard Rebuild Cost – The value of the loss or damage may
be computed by subtracting the standard rebuild cost plus any
salvage value from the current AMDF contained on FEDLOG
price for the item.
 Depreciation is not deducted on loss or damage to new property.

 Small arms are not depreciated.
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DAMAGE STATEMENT
 Damage property (excluding OCIE)
o If negligence or willful misconduct was not involved, a

statement signed by the unit commander or the TDA activity
chief will be attached to the maintenance request or the turn-in
document.
 Damaged OCIE
o Unit commanders or their designated representative are

authorized to approve damage statements for damaged OCIE
when preliminary investigation by the unit commander or the

soldier’s chain of command (such as squad leader, platoon
sergeant/leader, or first sergeant) reveals the damage occurred
while being used conducting official Government business and
neither negligence nor willful misconduct was involved.
LOSS OF DURABLE GOODS
 Unit commanders are authorized to adjust losses of durable hand tools

up to $100 per incident when the losses did not occur from negligence
or misconduct.
 Summarized quarterly (adjustment documents will be attached to the
summary) and forwarded to the financial liability investigation of
property loss approving authority for review.
 The approving authority’s review will validate the absence of abuse to
this adjustment method.
B. REFERENCES
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AR 710-2, Supply Policy below the National Level

AR 735-5, Policies and Procedures for Property Accountability
DA PAM 735-5, Property Accountability Procedures
DA PAM 710-2-1, Using Unit Supply System
C. TOPIC OUTLINE
a. Introduction
b. Responsibility
(1) Who is responsible?

(2) Army Property
(3) Personal Property
c. Types of Responsibility
(1) Command
(2) Supervisory
(3) Custodial
(4) Direct
(5) Personal
d. Assigning Responsibility
e. Records Responsibility
(1) Property Books

(2) Hand and Sub-Hand Receipts
(3) Temporary Hand Receipts
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(4) Equipment Receipts

(5) Change Documents
f. Property Books
(1) Organizational
(2) Installation
g. Hand and Sub-hand Receipts
h. What is BII and COEI
i. Component Hand Receipt
j. Shortage Annexes
k. Temporary Hand Receipts
l. Change Documents
m. Event Driven Inventories
n. Six Basic Steps of Conducting Inventories
o. Obtaining Relief from Responsibility
p. Determining Action of Damaged Property
(1) OCIE, no negligence

(2) Damaged property, no negligence involved
(3) Any item, person admits liability, less than 1 month’s pay
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(4) Any item, person admits liability, more than 1 month’s pay
(5) Any item, person does not admit negligence or liability
q. Statement of Charges/Cash Collection Voucher
(1) DD Form 362 Cash Collection Voucher
r. Financial Liability Investigation of Property Loss
s. Time Constraints for Processing DD Form 200
(1) Active Army

(2) Army Reserve
(3) ARNG
t. Basic Requirements for DD Form 200
u. Appointing Authority
v. Approving Authority
w. Financial Liability Officer
x. Computing the Actual Loss to the Government
y. Damage Statement
(1) Damage property

(2) Damaged OCIE
z. Loss of Durable Goods

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Figure 1
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Figure 2
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OUTLINE SHEET 3.2
DEFENSE LOGISTICS AGENCY – CUSTOMER ASSISTANCE LOG
ENABLING OBJECTIVES
3.6 DESCRIBE the organization and mission of Defense Logistics

Agency (DLA)
3.7 DESCRIBE the DLA Defense Distribution Center (DDC) concept of

operation as it applies to the support of the Unified Combatant
Commander
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DLA – CUSTOMER ASSISTANCE LOG
A. INTRODUCTION
As the Nation’s Combat Logistics Support Agency, DLA must lean forward
to address new challenges that threaten our global environment. The agency
will meet those threats and the evolving needs of the warfighter and nation
with this Strategic Plan, which identifies DLA’s most critical priorities and
will transform processes for the future. Though this transformation will not
encompass all of DLA’s day-to-day activities, these core objectives will
have the greatest impact on our ability to achieve mission success.
MISSION, VISION AND LINES OF EFFORT
 Mission – Sustain Warfighter readiness and lethality by delivering

proactive global logistics in peace and war.
 Vision – The Nation’s Combat Logistics Support Agency…global,
agile, and innovative; focused on the Warfighter first.
 Why – To serve the Warfighter and our Nation!
 Lines of Effort identify the most critical focus areas for DLA. Each
LOE has one or more underlying objectives with specific initiatives,
milestones, and metrics that will support the execution of this
transformation and have the greatest impact on our ability to serve the
warfighter and the nation.
o LOE 1: Warfighter Always – Tailored solutions to drive

readiness
o LOE 2: Support to the Nation – Deliberate approach, without
tradeoff to the Warfighter
o LOE 3: Trusted Mission Partner – Transparency and
accountability to our customers
o LOE 4: Modernized Acquisition and Supply Chain
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Management – Leading in logistics to deliver best value and

manage risk
o LOE 5: Future to work – Adapting to new ways of working
DLA: WARFIGHTER FIRST – GLOBAL SUPPORT
 As the nation’s combat logistics support agency, the Defense

Logistics Agency manages the global supply chain from raw materials
to end user to disposition – for the Military Services, Space Force,
Coast Guard, 11 Combatant Commands, other federal agencies, and
partner and allied nations.
 DLA operates a global network of distribution centers. DLA’s
warehousing strategy is driven by the commitment to better serve the
warfighters, co-locating with the armed forces while placing supplies
where they are most needed. By positioning material closer to its
customers, DLA is able to decrease wait time, reduce cost, and
improve military readiness.
QUICK FACTS ABOUT DLA
 Employs about 26,000 civilians and military.

 Manages nine supply chains and about 5M items.
o Subsistence
o Clothing and Textiles
o Construction and Equipment
o Medical
o Industrial Hardware
o Aviation Systems
o Land Systems
o Maritime Systems
o Fuels/Energy
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 Six Major Subordinate Commands
o DLA Troop Support – Manages the supply chains for food,

textiles, construction material, industrial hardware and medical
supplies and equipment, including pharmaceuticals.
o DLA Disposition Services – Disposes of excess property by
reutilization, transfer, and demilitarization; conducts
environmental disposal and reuse.
o DLA Distribution – Provides storage and distribution
solutions/management, transportation planning/management,
logistics planning and contingency operations; operates a global
network of distribution centers.
o DLA Aviation – Manages the supply chain for aviation
weapons systems repair parts, flight safety equipment, maps,
environmental products and industrial plan equipment.
o DLA Land and Maritime – Manages the supply chain for
ground-based and maritime weapons systems repair parts, small
arms parts and fluid handling systems.
o DLA Energy – Manages the supply chain for petroleum and
lubrication products, alternative fuel/renewable energy,
aerospace energy; provides fuel quality/technical support, fuel
card programs and installations energy services.
 Administers the storage and disposal of strategic and critical materials

to support national defense.
 Operates in most states and 28 countries with 3 DLA Regional
Commands.
o DLA Europe & Africa – The agency’s primary liaison to US

European Command, NATO, and US Africa Command,
providing a unified DLA interface for warfighters throughout
the areas of responsibility.
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o DLA CENTCOM & SOCOM – The agency’s primary liaison

to US Central Command and US Special Operations Command,
providing a unified DLA interface for warfighters throughout
the area of responsibility.
o DLA INDO-PACIFIC – The agency’s primary liaison to US
Pacific Command, US Forces Korea, US Force Japan, and US
Alaskan Command, providing a unified DLA interface for
warfighters throughout the area of responsibility.
 DLA provides more than $42B in goods and services annually.

 Supports more than 2,400 weapon systems.
DLA RELATIONSHIPS
 DLA has critical relationships with the Military Service, Combatant

Commands, Joint Staff, other federal agencies and a multitude of
industry partners (Figure 3).
 DLA is led by a three-star military general and is aligned directly
under the newly created Under Secretary of Defense for Acquisition
and Sustainment, which develops policy, including resource oversight
and management.
WHO’S WHO IN DLA
 DLA is headquartered in Fort Belvoir, Virginia and contains

numerous offices responsible for supporting the overall agency.
o Director of DLA
o Vice Director of DLA
o Chief of Staff
o Senior Enlisted Leader
 Within the DLA leadership there are four levels of leadership, with
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the Director, Vice Director, CoS, and SEL comprising Level I. The
other three are as follows:
o Level II - Commanders of Major Subordinate Commands
 DLA Troop Support

 DLA Aviation
 DLA Land and Maritime
 DLA Energy
 DLA Distribution
 DLA Disposition Services
o Level III – Department Directors and Regional Commanders
 J-1, Human Resources

 J-3, Logistics Operations
 J-6, Information Operations
 J-7, Acquisitions
 J-8, Finance
 J-9, Joint Reserve Force
 Commander, DLA Pacific
 Commander, DLA CENTCOM and SOCOM
 Commander, DLA Europe and Africa
o Level IV – Sub-organizational Leads
 General Counsel
 Inspector General
 Installation Management
 Installation Operations
 Command Chaplain
 Intelligence
 Legislative Affairs
 Public Affairs
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 Employment Opportunity
 Transportation
DLA TROOP SUPPORT – PHILADELPHIA, PA
 Provides food, uniforms, protective equipment, construction items,

medicines, and medical supplies and repair parts to warfighters and
customers around the world.
o Class I - Subsistence
 Food Service
 Produce
 Operational Rations
o Class II – Clothing & Textiles
 Recruit Clothing
 Organizational clothing and individual equipment
o Class IV & VII – Construction & Equipment
 Facilities maintenance
 Equipment
 Wood products
 Safety and rescue equipment
o Class VIII – Medical
 Pharmaceutical
 Medical/surgical
 Equipment
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o Class IX – Industrial Hardware
 Screws, washers, nuts, and bolts

 Clamps, brackets, gaskets, and o-rings
 DLA Troop Support provides US service members with food,

clothing, textiles, medicines, medical equipment, construction
supplies and equipment, and repair parts for major weapons systems.
They also support other federal agencies, and humanitarian and
disaster relief efforts around the world.
 The subsistence supply chain provides food support for the military all
over the world. This supply chain serves as the key link between the
Armed Forces and the US Food industry. It also provides support to
other federal agencies, the Veteran’s Administration, Public Health
Service Hospitals, the USDA’s National School Lunch Program, and
the District of Columbia School District.
DLA AVIATION – RICHMOND, VA
 Provides global airpower supply solutions. DLA Aviation is

responsible for supply at six major industrial maintenance, repair, and
overhaul facilities, and for storage operations as three. DLA
Aviation’s five depot-level reparable procurement organizations
execute more than 2,800 contract actions valued at more than $2.3B.
 DLA Aviation supports 2,200 weapon systems as the military’s
primary source for more than 1.2M repair parts and operating supply
items with recent annual sales at $5.8B. DLA Aviation’s dedicated
team of more than 3,000 professionals serve more than 10,400
customers annually, and award more than 334,000 contracts to more
than 4,000 suppliers.
o Class IX - Aviation
 Turbine engine components

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 Air frame structural parts

 Flight safety equipment
 Electrical components
 Aviation lighting
 Bearings
 Commodities
 Cables
 DLA Aviation delivers unique customer support capabilities through

its industrial plan equipment services and mapping customer
operations divisions. IPES operates the only industrial plant
equipment management facility and maintenance depot in the federal
government dedicated to procuring, rebuilding, retrofitting, and
repairing metalworking machinery for the DoD and other federal
agencies. Mapping customer operations provide exceptional supply
and demand chain support by providing aeronautical, digital,
hydrographic, and topographic maps to geospatial intelligence
customers.
o Additional DLA Aviation Services
 Maps
 Environmental products
 Packaged petroleum
 Industrial gases
 Industrial plant equipment
 Initiatives
o Retail industrial support is the integration of wholesale storage

and distribution with consumer level (retail) supply processes
and inventory along with the associated core processes of
planning. DLA has partnered with the military services to
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continue integrating retail supply capabilities at collocated

industrial sites, i.e., Air Logistics Centers, and the Fleet
Readiness Centers. DLA Aviation publishes an updated version
of the DLA Retail Supply Manual that governs DLA’s retail
supply support for Air Force Service and Navy depot
maintenance.
o Operational warfighting customer and associated support units.
This initiative seeks to improve collaboration with customers at
all levels. It also seeks to achieve 85% fill rate in PACAF and
sustain that performance. Aviation is working to improve
support to USMC weapon systems, re-examine forward
stocking for critical weapon systems and eliminate DLA issues
in supporting specific airframes.
o Depot Level Reparable procurement was taken on by DLA for
service managed items. The goal is to provide efficient and
effective DLR procurement services in support of our service
customers’ objectives and requirements.
o Improve Nuclear Enterprise support by focusing on
intercontinental ballistic missile, bomber, nuclear command
control and communications product support strategies and
demand planning.
o Increase material availability and throughput by improving long
term contract coverage to increase LTC delivery orders as a
percent of total orders. Identify an appropriate time to award for
Aviation Supply Chain; achieve/sustain goals. Execute
continuous process improvement projects on processes within
Aviation’s gated procurement process.
o Deliver effective and affordable solutions through awarding 3-5
contracts with ACAT and/or sole source original equipment
manufacturers with performance-based logistics-like features.
Deliver on Air Force integrated prime vendor generation III
requirement and ensure a successful transition.
o Improve strategic contracting performance by executing
strategic sourcing plans. Optimize acquisition for end-to-end
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logistics support. Maximize the use of appropriate acquisition

strategic and sourcing tools. Transition from tactical to strategic
buying. Target NIINs for LTC/automation with the most return
on investment and value to the customer.
o Leverage diversity by developing a diverse and inclusive plan
that identifies specific actions that address the under-
representation of targeted groups. Promote diversity and
inclusion through formal training, education, and corporate
messaging. Increase leadership and employee participation in
Special Emphasis Program activities and observances.
o Fortify workforce resiliency in promoting resiliency through
formal training, education, and corporate messaging. Increase
workplace safety.
o Develop leader and workforce competencies by working to
achieve 100% completion of mandatory Defense Acquisition
Workforce Improvement Act certification. Promote
participation in leadership forums, employee forums, job
rotations, the Flash Mentoring Program, the Job Shadowing
Program, and the Aviation Executive Mentoring Program as
key competency building and succession management enablers.
o Achieve process excellence by increasing process effectiveness
and efficiency through CPI.
DLA LAND AND MARITIME – COLUMBUS, OH
 Provides global land and maritime supply chains. Throughout the

world, DLA Land and Maritime is known to more than 17,600
military and civilian customers and 10,000 contractors, as one of the
largest suppliers of weapon systems spare parts.
 DLA Land and Maritime manages 1.9M items, awards more than
651,000 contracts annually, supports nearly 1,900 weapon systems,
and handles more than 9M orders annually, with annual sales topping
$3B.
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o Class IX – Land
 Wheeled, tacked and heavy vehicle parts

 Vehicle maintenance kits
 Power transmission, engine and suspension components
 Tires
 Batteries
 Small arms parts
o Class IX – Maritime
 Valves
 Fluid handling
 Electrical/electronics
 Motors
 Packing/gaskets
 Land and Maritime was the first inventory control point in DLA to
develop a weapon systems approach toward material management.
Weapon systems management is now standard procedure in DLA, and
Land and Maritime is the lead ICP for land, maritime and missile
weapon systems.
 Today, having transformed from being a wholesaler to and end-to-end
supply chain manager, DLA Land and Maritime’s state of the art
systems connect business processes from the supplier to the customer
through the Land and Maritime supply and demand chains.
SUPPLY CENTERS FMS SUPPORT
 DLA Troop Support
o Matrixed cells by commodity
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 DLA Aviation Cell
o Cases managed by US Air Force
 DLA Land and Maritime Cell
o Cases managed by US Army and Navy
 FMS Cell Function Examples
o Unified face for assigned customer

o Emergency support
o Recommended process enhancements
o Provide consistent support
o Efficient management of overall customer relationship
o Facilitating communications
DLA ENERGY – FORT BELVOIR, VA
 Provides a comprehensive energy supply chain. DLA Energy provides

energy to the military services, the DoD and other federal agencies at
more than 4,000 locations worldwide. In recent years DLA Energy
has recorded annually approximately $10B in sales and issued a total
of 4.17B gallons of fuel.
 DLA Energy procures petroleum products – jet fuels, aviation and
automotive gasoline, heating oil, and lubricants – in addition to coal,
natural gas, electricity, alternative fuels and missile fuels.
o Class III – Petroleum, Oil & Lubricants
 DoD Executive agent for all bulk petroleum
o Energy services and commodities

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 Utility services
 Installation energy
 Aerospace energy
 In addition to providing extensive contracting and technical support

for the privatization of installation utility systems, including electric,
natural gas, water, and wastewater systems, DLA Energy performs the
centralized contract administration function for the utility service
contracts, which can last up to fifty years.
 DLA Energy supports commodities and services including coal,
natural gas, electricity, renewable energy, energy savings,
performance contracts and long term renewable energy project
development.
 DLA Energy Aerospace manages the worldwide acquisition of missile
and rocket fuels, propellants for systems to include satellites, and
aerostats, as well as aviator’s breathing oxygen and other bulk
industrial gases.
DLA DISTRIBUTION – NEW CUMBERLAND, PA
 DLA Distribution employs almost 10,000 people and has 38 locations

worldwide. Those locations include distribution centers, an
expeditionary team that serves as a mobile distribution center,
consolidation and containerization points, theater consolidation and
shipping points, material processing centers, recruit training centers
and meals-ready-to-eat storage sites.
 DLA Distribution supply centers manage material and offer services
including storage, distribution, custom kitting, specialized packaging
as well as transportation support and technology development – all
aimed at increasing warfighter readiness. The centers and sites have
more than 2M item numbers in stock worth more than $100B. In
recent years, DLA Distribution has shipped annually, almost 11,000
containers and more than 9,000 air pallets.
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 To ease the delivery of material and prevent breaking down and

building of pallets, DLA Distribution uses a “pure pallet” concept,
which simplifies and speeds up airlift shipments to the customer. It
involves building and shipping individual aircraft pallets with cargo
for a specific customer, unlike mixed pallets, where a customer’s
cargo is normally loaded onto an aircraft pallet with cargo for other
customers within the same region.
DLA DISPOSITION SERVICES – BATTLE CREEK, MI
 DLA Disposition Services provides worldwide disposal management

solutions. They play a large role in the reuse or disposal of material no
longer required by military forces, both usable items and scrap. The
activity accepts excess usable items from military units and facilities
its reuse by other military units, transfers appropriate material to other
federal agencies or donates it to state and local governments.
 Excess items also support disaster relief, humanitarian missions,
foreign military sales, and homeless veterans programs operated by
VA medical centers.
 Under special programs, schools across the country can acquire excess
computers and other IT technology for no charge. Working with the
US Forest Service, Disposition Services provides free vehicles and
equipment to firefighters. The congressionally established Law
Enforcement Support Office program provides certain types of
equipment to law enforcement agencies when approved by their states
and local governing authorities.
 Some excess items are sold to the public after all eligible recipients
have passes on them. The sales revenue helps offset the overall cost of
military logistics.
 DLA Disposition Services sites are on military installations at home
and abroad. To provide direct operational support, it also maintains a
contingency response capability using trained and tested teams of
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civilians and military personnel. Their mission is to provide property

disposal under austere conditions using prepositioned equipment sets.
 The activity also helps military units achieve environmental
stewardship by taking care of their hazardous materials/waste. Under
the oversight of DLA environmental specialists, qualified and licensed
contractors pick up the hazardous waste from military bases and
transport and dispose of it in a compliant manner.
DLA REGIONAL COMMANDS
 To provide a single face to customers in US Central, Special

Operations, European, Africa, and Pacific commands, and improve
the alignment and authorities of the DLA regional commanders, DLA
postured their primary-level field activities under a single regional
commander. This alignment streamlines the customers’ interaction
and provides unified and responsive support in the theater of
operations.
 DLA regional commands each provide a single DLA interface/focal
point to the geographic combatant commanders, integrating DLA
support throughout the areas of responsibility.
 Geographical command locations:
o US Northern Command at Peterson Air Force Base

o US Southern Command in Miami, FL
o US Strategic Command at Offutt Air Force Base
o US TRANSCOM at Scott Air Force Base
DLA SUPPORT ORGANIZATIONS
 There are other services that DLA performs, all necessary in

supporting national defense.
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o Strategic Materials is the acquisition, storage, and sale of the

critical raw material stockpile for national defense.
 Strategic materials falls under DLA Acquisition (J-7) and

has the primary mission to plan, facilitate, and acquire
services and supplies necessary to support the storage
and sale of its strategic and critical materials inventory
located in depots throughout the US. Examples of this
material are chromium, platinum, germanium, beryllium,
titanium, and mercury.
o Enterprise IT solutions develop, deliver, and sustain a full range

of combat support IT solutions and data services for DLA and
DoD to include document management, research, and
development and infrastructure/software as a service/cloud.
 The J-6 provides a variety of services in an effort to

develop and deliver for DLA and DoD IT solutions and
data services.
o Data Management services is the automated document

production, printing services, digital conversion and document
storage. It is the single manager for all DoD printing and
duplicating.
o Cataloging services assigns the National Stock Numbers, and
enables search of cataloging and associated logistics data in
various forms for goods.
DLA AS A WHOLE OF GOVERNMENT PARTNER
 Together, the DLA enterprise is able to make an impact every day to

its customers and the nation. While the military services and
combatant commands remain our primary support focus, DLA
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possesses the core competencies to positively influence the outcome

of whole of government efforts and operations. Don’t let the work
‘Defense’ in DLA fool you, the reach extends beyond DoD. DLA
supports many other federal agencies including the Department of
Homeland Security, State, Energy and Interior; General Services
Administration; and other state and local governments. Examples
include:
o Helping dispatch supplies stored at installation to residents after

natural disasters
o Procuring and storing equipment for the US Forest Service,
such as hand tools, batteries, shovels, and hoses.
o Supporting our counterparts from the Department of State,
DoD, and other federal agencies by delivering millions of
critical non-food items to refugees and migrants in various parts
of the world.
 2017 Hurricane Support Example
o In time of crisis, our government will do everything it can to

respond and support our citizens. During the summer of 2017,
three hurricanes hit Houston, SE Florida, and Puerto Rico.
o As FEMA conducted its assessments and called upon DoD to
respond, NORTHCOM took on its role to support military
efforts in the US. Through NORTHCOM, DLA supported
requests from state and national authorities to provide all kinsd
of resources desperately needed in the immediate aftermath of
the storms.
o From personnel to petroleum, meal to medical supplies,
contracting to communications – DLA support the effort.
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STRATEGIC PLAN TO 2022
 Providing world class support doesn’t just happen. It takes a plan, the
right people, and the constant desire to improve. DLA’s strategic plan
provides the blueprint to get us there. These five goal areas represent
the foundational catalyst we believe are necessary and relevant to
realize our vision. These goals complement the mission as well as
represent the commitment to ensuring the agility and responsiveness
to the current and emerging needs and expectations of warfighters and
the other valued customers.
o Warfighter First – deliver innovative and responsive solutions

to warfighters first, DoD components and out other valued
customers.
o People and Culture – hire, develop, and retain a high-
performing, valued, resilient, and accountable workforce that
delivers sustained mission excellence.
o Strategic Engagement – engage industry and other partners in
the delivery of effective and affordable solutions.
o Financial Stewardship – deliver effective and affordable
solutions.
o Process Excellence – achieve enterprise process excellence.
 Goal Area 1: Warfighter First
o Objectives of Warfighter First
 Anticipate, assess, and meet current and future warfighter

requirements. More accurate demand forecasts, stock
levels, and positioning, paired with a rapid response to
emergent requirements.
 Partner with program managers for major acquisition
systems to lower lifecycle costs. A valued partner
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integrated into the planning and execution of

programmatic logistics solutions. Establish a
comprehensive engagement process, with the top five
military services designated Major Defense Acquisition
Programs.
 Identify and manage supply risks (execute and sustain the
mission). Implement a more comprehensive program to
identify risks, detect counterfeit and nonconforming
material, and establish secure systems to avoid or
mitigate potential disruptions to logistics support.
 Leverage DLA’s Research and Development program to
infuse innovation into the solutions. Rapid and seamless
migration of logistics Research and Development
investments into operational solutions.
 Develop and implement a Whole of Government strategy
aligned to DoD. A comprehensive, transparent, business
case-like analysis that facilitates a thorough assessment
of whole of government requirements or requests.
 Goal Area 2: People and Culture
o Objectives of People and Culture
 Foster an environment and organizational culture where

DLA employees are valued and high-performing.
Stronger culture and climate survey scores that reflect
effective culture action plans and increased employee
satisfaction.
 Fortify workforce resiliency. Improved workforce
resiliency and employee engagement.
 Strengthen workforce competencies. A workforce that
demonstrates the competencies needed to meet current
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mission requirements and is engaged in professional

development to meet future challenges.
 Refresh the hiring process with improved candidate
assessments. A more transparent and balanced hiring
process with greater employee satisfaction.
 Bolster leader competencies to effectively lead in a
rapidly changing work environment. Leader
demonstrating success through mission performance and
inspiring greater confidence and productivity in the
workforce.
 Develop and implement a framework for effective
succession management for key positions. Ensure a
sufficient and robust talent pipeline for key leadership
positions is maintained.
 Goal Area 3: Strategic Engagement
o Objectives of Strategic Engagement
 Collaborate with providers to incentivize productivity

and innovation, eliminate unproductive business
processes, and address industrial base vulnerabilities.
Streamlined contract processes, increased dialogue, and
improved relationships and performance with DLA
partners and providers.
 Align DLA processes and initiatives with evolving DoD
business objectives. A prominent role in federal strategic
sourcing initiatives; an expanded role in, and repeatable
process for, lifecycle planning; increased access to data
rights; and legislative recommendations to ease legal,
regulatory, and financial restrictions on DLA.
 Incentivize productivity and innovation through
performance-based acquisition and arrangements. A
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standard procedure to identify and pursue opportunities

to implement strategic performance-based logistics
contracts and the review of existing contracts and
relationships to leverage PBA features that are aligned
with our business objectives.
 Enable innovative acquisition through an aligned and
secure end-to-end IT architecture and analytical tools. A
process to identify and leverage emerging technologies,
application of state-of-the-art market tools for supply
chain management, and a supply chain that is more
responsive, transparent, and accessible to industry and
our customers.
 Goal Area 4: Financial Stewardship
o Objectives of Financial Stewardship
 Develop and implement a flexible strategy that positions

DLA to provide logistics excellence in the future.
Disciplined approaches to define and fund future
readiness requirements and capabilities.
 Collaborate with the customer on enhanced capability to
reduce costs and increase transparency. Ongoing, open
dialogue with customers about costs and opportunities for
cost reduction.
 Develop flexible pricing options and automated
processes. Flexible pricing models that accommodate
varying levels of service, performance, and speed.
 Reduce overall DLA operation and material costs. The
reduction will be through ongoing and future continuous
process improvement initiatives while ensuring the
continued effectiveness of ongoing operations.
 Sustain auditability. Ongoing positive audit options.
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 Goal Area 5: Process Excellence
o Objectives of Process Excellence
 Leverage enterprise process governance construct.

Development and institutionalization of the authorities,
roles, and responsibilities, policies, sponsorship,
leadership, and ownership of process activities and
visibility of ongoing initiatives.
 Implement and integrate end-to-end process management
to optimize enterprise initiatives. Savings, cost
avoidance, and improved warfighter support through a
portfolio of process improvements and innovations.
 Implement Enterprise Process Management to maximize
efficient, effective, and auditable processes. Full and
current process documentation and measures for
operational processes, determination of key operational
controls, and continuous process improvement to ensure
process excellence.
 Develop, monitor, and sustain activities to enable culture
change. A culture that embraces continuous improvement
and individuals who understand their role in Enterprise-
wide operations and DoD logistics objectives.
 Director’s Call to Action
o “…I ask for your full commitment to this strategic plan. It

provides the roadmap to ensure that the DLA team,
continuously evolve and improve together to meet the mission
requirements with a singe resolve…”
o As DLA looks to the future, they must recognize the
uncertainty, risks, and challenges that are faced as they go
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forward together and meet the mission as America’s combat

logistics support agency. The enduring threats the US faces, and
the ever-evolving challenges placed upon the DoD and Military
services, DLA will take the critical role in helping the customer
meet those challenges and keep America safe and secure.
B. REFERENCES
https://www.DLA.mil
DLA Deployment Tool Book
LOGPORT
C. TOPIC OUTLINE
a. DLA the Nation’s Combat Logistics Support Agency
b. DLA – Mission, vision, and strategic plan lines of effort
c. DLA – Warfighter First – Global Support
d. Quick Facts
e. DLA relationships
f. Who’s Who in DLA
g. Major subordinate commands
h. Regional commands
i. Support organizations
j. Support organizations
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k. J Codes
l. DLA as a whole of Government partner
m. Hurricane support
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Figure 3
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OUTLINE SHEET 3.3
CONTINGENCY CONTRACTING
ENABLING OBJECTIVES
3.8 IDENTIFY the laws and regulations that govern Contingency

Contracting using FAR & DFARS as a reference.
3.9 IDENTIFY the various contractual tools available for use in the field
using FAR & DFARS as a reference.
3.10 IDENTIFY the various DoD contingency contracting units available

for support using FAR & DFARS as a reference.
3.11 IDENTIFY the various phases of contingency contracting using FAR

& DFARS as a reference.
3.12 IDENTIFY services which may be available through Host Nation

Support Agreements using FAR & DFARS as a reference.
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CONTINGENCY CONTRACTING
A. INTRODUCTION
An important element of expeditionary force logistics is the ability to

procure the materials and services necessary to support yourself and the deployed
warfighters in the area you are operating. One of the primary tools used is
contracting. Each expeditionary force will have a supporting contracting officer(s)
and/or command designated to procure the necessary supplies to make life run as
smoothly as possible while deployed. This topic area will be approached from the
contracting officer’s (KO) viewpoint. The purpose of this approach is to teach you
the requirements of the KO so that you are better prepared to provide the necessary
support to help the KO provide the best service to you.
US HISTORY OF CONTRACTORS SUPPORT
 Contingency Contracting importance
o The importance of contingency contracting has risen sharply

since 9/11 in order to support major conflicts, humanitarian
missions, disaster relief operations, etc.
o Global War on Terrorism and in support of domestic disaster
and emergency operations have illuminated the need for
innovative policy, guidance, and oversight to facilitate effective
and efficient contracting support.
 Timeline of support
o Revolutionary War: Contractors were hired as wagon drivers,

and suppliers of beef, clothing, weapons, and basic engineering
services.
o World War I: At this time, the military was practicing a
centralized procurement approach. Other services were needed
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(primarily extra labor, transportation, and housekeeping).

o Vietnam War: Since President Johnson did not mobilize the
reserves, extra personnel were needed for construction, base
operations, water and ground support, petroleum supply, and
maintenance and technical support of high-technology systems.
o Post 9/11: The importance of contracting has risen sharply…in
particular, contingency contracting.
 Regulations and processes have evolved over the years. Contingency

contracting is a force multiplier and enhances the outcome of an
operation when execute properly.
DEFINITION OF CONTINGENCY CONTRACTING
 Direct contracting support to tactical and operational forces engaged

in the full spectrum of armed conflict and military operations other
than war (MOOTW), both domestic and overseas.
o MOOTW are operations dealing with Humanitarian assistance

and Disaster relief, Non-combat Evacuation, etc.
o Contingency contracting requires plans for rapid response and
special procedures to ensure the safety and readiness of
personnel, installation and equipment. Think of it as regular
contracting but condensed due to urgent operational needs.
SOURCES OF CONTINGENCY CONTRACTING
 U.S. Constitution, ART I, Sec VIII
o Congress shall have the power to…establish and maintain a

military.
 Laws and Statutes
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o Provisions codified into law (i.e., Title 10, Title 32) that
provides the legal basis for US DoD roles and missions.
 Regulations
o FAR, DFARS, Military Supplements help govern the

acquisition process of executive agencies.
 Court and Board Decisions
o Uniform Commercial Codes provides guidance on governing

contractual transactions. Such as common law use.
DELEGATION OF CONTINGENCY CONTRACTING
 Contracting Authority is the legal authority to enter into binding

contracts and obligate funds for the U.S. government. Command
authority includes the authority and responsibility for effectively using
available resources and for planning the employment of, organizing,
directing, coordinating, and controlling military forces for the
accomplishment of assigned mission.
 Contracting Officers receive their warrant from a source of
contracting authority, not command authority. They may bind the
government only to the extent of authority delegated to them.
 Contract Authority flows from:
o Congress
o President
o Secretary of Defense
o Service or Agency Head will appoint HCAs by name and in
writing, and delegate certain authorities to them.
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 For small scale operations in which the service

components are providing their own contracting support,
the HCA assignments will remain within the Service
channels.
 For large scale operations in which a lead-Service or
Joint theater support contracting command structure is
required, DoD will assign an executive agency to take the
lead. This can be related to the Common User Logistics
support by a specific Service.
o Head of Contracting Activity (HCA) will appoint SCOs by

name and in writing, and delegate certain authorities to them to
include the appointment of CCOs under their control. HCAs are
responsible for oversight of contracting to ensure that it is
compliance with statute, regulation, and sound business
practices.
o Senior Contracting Official (SCO) shall only appoint
individuals assigned to, attached to, or operating under the
HCA authority. Appointment will be based on experience,
education, knowledge of acquisition policies and procedures,
and training. SCOs establish policies and procedures for
developing, reviewing, and managing the contingency
contracting process.
o Chief of Contracting Office (COCO) oversees the planning,
guidance, and supervision of purchasing and contracting for
supplies, services, and construction for assigned customers. The
COCO typically approves actions that exceed the Kos authority
and will review internal and external contractual actions to
ensure statutory, regulatory, and procedural compliance. The
chief also develops and executes programs to ensure maximum
competition.
o Contracting Officer (KO) will receive from their appointing
authority clear instructions in writing regarding the limits of
their authority.
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CONTRACTING SUPPORT PERSONNEL
 Field Ordering Officer (FOO)
o Appointed with authority to use Simplified Acquisition Process

methods below the micro-purchase threshold ($10,000) for
supplies and limited services.
o Eases the administrative burden on a unit and its supporting
contracting office by eliminating lengthy contracting
procedures for small purchases by negotiating with vendors for
goods and/or services and approve purchases.
 Contracting Officer’s Representative (COR)
o Appointed by Contracting Officer; Technical representative to

monitor contractor performance.
 Class A Paying Agent (PA)/Cashier (Disbursing)
o Make cash payment for Field Ordering Officer. Safeguards and

accounts for cash in hand.
 Government Commercial Purchase Card (GCPC) Holder
o Make purchases similar to FOO/PA
CONTRACTING 101 (Figure 4)
 Requiring Activity will submit to the Resource Manager:
o The supplies and/or services a contract will be needed for

o A Statement of work statement (SOW) is a document that
enables the offeror to clearly understand the government’s
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needs for the work to be done in developing or producing goods

or services to be delivered by a contractor. It defines all work
performance requirements for a contractor.
o An Independent Government Estimate (IGE) is the
Government’s estimate of the resources and the estimated cost
of resources a prudent contractor will incur in the performance
of a contract. This can be both direct (e.g., labor, supplies,
equipment, and transportation) and indirect costs (e.g., labor
burden, overhead, general and administrative expense, and
profit or fee).
o Justification and approval is a document required by the FAR
that details the reason for the contract in order to obtain
approval.
 Resource Managers provide advice and recommendations to the

commander for resourcing of operations, developing command
requirements, identifying sources of funding, determining costs,
acquiring funds, distributing and controlling funds, tracking costs, and
obligations, establishing reimbursement procedures, and establishing
management internal controls.
o Usually conducted at the Service component command level.

The joint force comptroller is the senior resource manager who
advises the commander directly on the best allocation of
resources during operations.
o The Joint Acquisition Review Board is normally held to
prioritize and coordinate efforts in controlling critical common-
user logistics supplies and services within the JOA and to
recommend proper sources of support for approved
requirements.
o The Joint Contracting Support Board is established in order to
coordinate and de-conflict contracting actions within the JOA.
The board reviews contract support requirements submitted via
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the JARB and makes recommendations on which specific

contracting organizations and contract venues are best suited to
fulfill the requirements.
 Financial considerations are held to the three basic fiscal constraints

of time, purpose and amount. The finance office or unit in support of
contracting will provide the types of funding available for the
contingency and will validate that the right funding is used for the
purpose intended.
 It is the contracting office’s responsibility to understand the funding

types used, procedures to obtain certified funding, and the constraints
and limitations placed on the type of contracts available.
o The objective of the contracting office during the solicitation

process is to prepare and issue a solicitation to ensure that all
qualified offerors are given the opportunity to compete fairly
for Government contracts. The process includes preparing the
solicitation; publicizing the planned procurement, amending the
solicitation (if needed), communicating with the offeror, and
receive the offers.
o The objective of source selection is to choose the proposal that
represents the best value to the government. Price or cost to the
government must be evaluated in every source selection and the
quality of the product or service must be addressed through
consideration of one or more non-cost evaluation factors such
as past performance, compliance with solicitation requirements,
technical excellence, etc.
o After a full and open competition has been conducted a contract
can be awarded to the contractor. The award decision is based
on evaluation factors and significant sub factors that are tailored
to the acquisition and an agency must evaluate competitive
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proposals and then assess their relative qualities solely on the

factors and sub factors specified in the solicitation.
 Once a contract has been awarded a KO will be assigned to manage

and coordinate the execution of the contract awarded.
o Contracting Officer Representative will be appointed by the KO

to monitor the performance and delivery of the supplies and/or
services being provided by the contractor. This is to ensure that
the contractor is meeting the statement of work outlined in the
requirement. If there is any deviation of the SOW noticed by
the COR it will be brought to the attention of the contracting
officer. The COR will not attempt to interpret any of the
documents for the contractor, as this can improperly cost the
government money by making what might seem innocent
remarks but is taken by the contractor as an act to add or take
out supplies or services agreed upon in the current contract.
o Once the delivery or performance of service is executed the
COR will sign and accept the invoice for payment. The
common form used overseas during contingency operations is
the SF 44 Purchase Order-Invoice-Voucher document. The
invoice will then be submitted with any additional
documentation to the finance office/comptroller for payment.
 The payment made by the government should directly

correlate to a contractual document, contractor invoice,
and acceptance or receiving report.
 Financial management of funds will include ensuring
appropriate funds are used to fund the contract, and
obligations are not in excess of appropriated funding.
o When the contractor has satisfactorily completed contract

performance, and final payment has been made, the contract file
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should be closed as soon as possible. The contract file must

contain all documents to facilitate full reconciliation of the
contract actions through the life of the contract. Closeout
actions include:
 Physical actions, such as issuing a unilateral modification

to de-obligate excess funds after receipt of the final
invoice and receiving report.
 Administrative actions, such as disposing of government
furnished property and classified information, as well as
obtaining releases from contractor’s claims.
 Financial actions, such as ensuring that all interim or
disallowed costs are settled. Financial actions should be
completed when the total obligations and the contract
amount are in agreement and all disbursements have been
paid and recorded properly.
WHAT DEFINES CONTINGENCY?
 Contingency Operations is the tactical and operational engagement of

forces in the full spectrum of armed conflict and noncombatant
contingency operations, both domestic and overseas.
 Examples of contingency operation support are major theaters wars,
smaller-scale contingencies, noncombatant contingency operations,
and domestic disasters or emergency relief.
 There are two types of contingencies
o Declared
 The formal declaration of a contingency operation is very

significant for the KO. It triggers Title 10 U.S.C. 101(a)
(13), which raises the Simplified Acquisition Procedures
(SAP) threshold.
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 Declared by SECDEF when members of the armed

forces become involved in military actions against an
enemy of the United States.
 POTUS or Congress when members of the uniformed
services are called to active duty or any provision of law
during a declared war or national emergency.
o Non-declared
 All contingency operations that do not fall into the

declared category. Common is the Humanitarian
assistance and Disaster Relief support operations where
Title 10 U.S.C. 2302(8) is triggered. The SAT threshold
is $100K, except for acquisitions of supplies and services
that, as determined by the Head of Agency, are to be used
to support a contingency operation or to facilitate base
defense against or recovery from CBR(N) attack.
CONTINGENCY OPERATIONS
 Major Theater War (MTW)
o These are conflicts where hostilities are ongoing, imminent, or

likely, and where there is a substantial commitment of US
military forces.
o Operation Iraqi Freedom/Enduring Freedom are examples
where contracting supplemented robust combat support and
combat service support infrastructures.
 Smaller Scale Contingencies
o Also known as ODTAAC or outside of declared areas of armed

conflict. These are conflicts involving ongoing, imminent, or
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likely hostilities with the US military in fewer locations and

usually a more restricted time schedule.
o Operations Urgent Fury (Grenada) and Just Cause (Panama) are
examples where contracting supplemented CS and CSS
capabilities limited by location, strategic lift, or manpower
ceilings.
o These types of operations normally require POTUS approval
prior to execution.
 Stability and Support Operations (SASO)
o Operations Restore Hope (Somalia) and Joint Endeavor

(Bosnia) are examples.
 Nation Building
 Peacekeeping Operations
o US forces participating in United Nations ongoing

peacekeeping operations in Sudan
 Foreign & Domestic Disaster Relief
o Domestic and emergency relief operations can range from

domestic natural and man-made disasters, to civil disturbances,
to terrorist incidents within the U.S. DoD missions in the area
of disaster relief.
o Examples of HADR events are Haiti earthquake, Katrina, and
Sandy.
o KO’s may be called upon to provide acquisition support to
different types of HADR events. They may need to establish a
robust contracting support network and understand those
involved in emergency operations in order to effectively
support contracts. This requires advanced planning and
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preparation and a thorough understanding of how to partner

with local, state, and other federal agencies to execute domestic
emergency acquisitions.
o KO’s must be aware of the limited resources within an area and
should be mindful not to compete against FEMA for those
resources or contractors.
WHAT IS NOT A CONTINGENCY?
 Contingency does not include routine training, force rotation or

stationing of forces.
 Exercises/training are not contingency operations. Anyone who has
participated in a major exercise such as, COBRA GOLD or KEY
RESOLVE can attest that there are many similarities in conducting a
declare operation. KO’s must fully be cognizant of the distinction
between what is contractually permitted in an actual contingency and
what is permitted in an exercise that is in direct support of a
contingency.
o Example of a legitimate training in support of a contingency

operation is the Jessica Buchanan kidnapping by Somali Land
Pirates in 2011. The UBL raid required preparation and training
for SEAL Team 6, and was considered a contingency supported
event.
EFFECTS OF DECLARATION
 Why do we make the distinction between declared and non-declared

contingencies?
o Invoking the Defense Production Act/Defense Priorities and

Allocation System prioritizes the funding allocation process.
o Allow for ‘extra-ordinary’ contract actions under FAR Part 50
(adjustments, etc)
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o Special expedited actions
 No synopsis if outside the US or that the government

does not advertise in the paper the need for supplies or
services which helps expedite the acquisition process.
 Waiver of Competition in Contracting Act that relaxes
the full and open competition requirements in which a
sole source contract can be awarded.
 Award prior to resolution of protest actions with the three
bid solicitation requirement being eliminated.
o A declaration event raises the acquisition thresholds

o Simplified Acquisition Threshold [10 U.S.C. 2302(7)]
 Commercial items threshold up to $13M from $7M

 For non-commercial items, increases from $150K to
$750K
 SAT reduces the amount of work the government does to
evaluate offers by streamlining the method for making
purchases
 Agencies are not required to develop evaluation plans,
and therefore can establish competitive range
 KO can use the GCPC or BPA as a quicker acquisition
method
 KO can award the contract without needing a source
selection team
o Micro-purchase threshold (GCPC/Cash/EFT)
 Increased to $20K (CONUS) & $30K (OCONUS)
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AREAS OF OPERATIONS (AO)
 Consider the “maturity factor” in planning for contingency operations

(cash vs credit). The flow of contracting authority may change on the
basis of the maturity of the theater of operation and established
command and control (C2).
o Mature AO provides a contracting environment characterized

by a sophisticated distribution system that can rapidly respond
to requirements and priorities.
 Sufficient vendors with government contracting

experience that can comply with FAR requirements.
 An infrastructure capable of housing e-business tools
such as, Electronic Funds Transfer (EFT) capability.
o Immature AO has little or no built-up infrastructure and few

vendors. The available vendors are likely to have limited to no
experience contracting with the US government.
 Cash is King! Frequently, local vendors/companies only

accept cash rather than EFT.
 KO’s will coordinate with the Department of State
General Service Officer who may be able to provide
critical information on the local vendor base.
 During early phases of contingency operations, expect to
operate under the Immature AO until a more stable
process is built into the support.
CONTRACTUAL TOOLS BELOW SAT
 The National Defense Authorization Act determines the limits for the
Micro-purchase, SAT, etc.
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 Government Commercial Purchase Card (GCPC)
o Regular conditions, CONUS purchase limits:
 $10,000 Supplies
 $2,500 Services
 $2,000 Construction (example: lumber for ranges)
o Contingency conditions
 CONUS - $20,000
 OCONUS - $30,000 (not normally used – cash or Eft)
o Split purchase is prohibited

o Other Prohibited items
 Bottled water (if no potable water available)

 X-Box (MWR)
 T-shirts, underwear, socks (can be waived due to
extended timelines)
 Bottom Line is that almost everything can be waived in a
contingency environment, if justification is to support the
mission and approved by higher headquarters
o Required resources must be sought after first
 UNICOR/Federal Prison Industry/NIB/NISH, etc.

 During contingency operations the rule is more lenient
due to location and access to vendors.
 SPECOPS in particular are afforded more avenues as
most gear and equipment are specialized and not carried
through the normal stock system
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 Standard Form (SF) 44 is a pocket-sized purchase order form

designed primarily for on-the-spot, over-the-counter purchases of
supplies and non-personal services. It can be used as a purchase order,
receiving report, invoice, and public voucher. It contains no written
terms or conditions and therefore, its use is authorized only when no
other simplified acquisition method is considered more economical or
efficient. (Figure 5)
o It is a multi-purpose form
o Cash on delivery or one payment is to be made
o The obligating officer can purchase an item if the amount is at
or below the micro-purchase threshold
o If an item is below the micro-purchase threshold for a
contingency, it does not have to be competed
o The KO can purchase and item up to the SAT
o Line of Accounting must be notated on the SF44
o Separation of functions must be maintained requiring four
signatures
 Individual receiving supplies or non-personal services

 KO or FOO
 Contractor or vendor
 Paying Agent
o Use of cash must be followed with copies of receipt to KO,

Vendor, and Finance Office
o KO’s may use the SF44 for overseas transactions in support of
declared contingencies and undeclared contingencies, such as
HADR or Peacekeeping operations.
o Conditions for use and constraints will be determined by how
mature the AO is.
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 Purchase Orders are self-contained, onetime contracts that typically

result in one delivery and one payment. Two common forms used are:
o Standard Form 1449 (Solicitation/Contract/Order for

Commercial Items)
 Used by the KO for lower-cost contracts below the SAT

but above the micro-purchase threshold in support of
contingency operations, include in solicitations
appropriate instructions on what the offeror must submit
with offers to be fairly evaluated for award.
o DD Form 1155 (Order for Supplies or Services)
 A purchase order authorized not to exceed the SAT.

Vendors are solicited orally or in writing. The form is
filled in with appropriate information on the order and
will either be mailed to, hand carried, or picked up by the
vendor. The vendor will then either perform the order or
sign the back and return it, thereby promising to perform
the order.
o Both forms can be used as a task order or delivery order against

requirement-type contract. Delivery orders are for supplies and
task orders are orders for services placed against an established
requirements contract.
 Blanket Purchase Agreement (BPA) is a simplified method of filling

anticipated repetitive needs for supplies or services by establishing
charge accounts with qualified sources of supply.
o Designed to reduce administrative costs and time

o Individual purchases shall not exceed the SAT
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o KO’s may establish BPAs when there is a wide variety of items

in a broad class of goods or services that are generally
purchased, but the exact items, quantities, and delivery
requirements are not known
o BPAs shall be prepared and issued on the SF1449 or DD1155
o BPAs are not contracts, but as contingency operations move
toward sustainment operations, the KO should consider
transitioning BPAs to contracts if in the best interest of the U.S.
government
 Letter Contracts is a binding commitment by the KO when the

government’s interest demands immediate action.
o Quick way to start work

o Time constraints prevent a definitive contract
o KO must have HCA approval to execute
 Time and Material Contracts is used when the government agrees to

pay a contractor based upon the work performed (labor), and for
materials used in the service (plus the contractor’s markup).
o Use when it’s impossible presenting an accurate estimate or

where the schedule cannot be defined
o Risk is with the government and one of the least desirable
contract types
o Used mainly during maintenance and repairs as negotiated labor
ceilings or material costs are likely inflated
 Indefinite Delivery Contracts provide for an indefinite quantity of

services for a fixed time. They are used when you cannot determine
above a specified minimum, the precise quantities of supplies or
services that the government will require during the contract period.
This helps streamline the contract process and speed delivery.
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o Three types of IDIQ contracts:
 Indefinite Quantity provides for an indefinite quantity,

min/max of specific supplies or services to be furnished
during a fixed period. Requires the government to order
stated minimum and not to exceed stated maximum.
 Flexibility for government regarding delivery

periodicity, quantities, but not always funded at the
time of order. Gray areas lead to issues in
performance.
 Definite Quantity provides for delivery of a definite

quantity of supplies or services for a fixed period, with
deliveries to be scheduled at designated locations upon
order.
 Must have predicted forecast of requirement

quantities, usually a monthly, quarterly need
 Requirements provides for filling all (no limits) purchase

requirements of designated government activities for
supplies or services during a specified contract period,
with deliveries to be schedule by placing orders with the
contractor.
 This type of contract may be best suited for a

contingency operation
GRATUITIES
 KO’s should always ensure that the appropriate ethics regulations are
observed. When ethical or procurement integrity requirements conflict
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with local practices, KO’s should explain to contractors the

restrictions placed on U.S. procurement officials. Personnel should
expect that many foreign business cultures conduct kickbacks,
finder’s fees, exchange of gifts, or other gratuities that are illegal for
U.S. personnel to provide or accept.
o Persuasion should be tactfully used to get the contractor to

understand that gifts are restricted to be received by U.S.
procurement officers and personnel
o Do Not Offend the contractor if this is truly a cultural part of
their business practices. Document the gift and communicate
with legal and higher headquarters of the receipt
o Safeguard the gift until it can be properly disposed
o Legal office should be coordinated with to turn the gift in once
the opportunity presents itself
o Document and submit a memorandum for the record with
receipts, or any other information as possible
o Purchase the item is an option, but check with legal first to see
if the gift can be purchased legally without conflict
PHASES OF CONTINGENCY CONTRACTING
 Phase I Mobilization
o This is a critical phase that must align with the operational

requirements, overview of mission, size of force, time period
involved, etc.
o Initial focus on personnel support requirements such as, food,
water, berthing, transportation, etc.
o Conduct a Pre-deployment Site Survey (PDSS) in which
personnel attending would be the KO, Paying Agent, and other
logistics personnel needed to setup the basic necessities to
support the main for during contingency operations.
o After the PDSS final planning is key to success of the mission.
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 Identify the resources available in the region you will be

entering. KO should have a high degree of flexibility in
planning.
 Identify the requirements to support the mission. It
should come from the customer but the KO may have
knowledge of the region and what to expect.
 If this is a joint operation, identify the Area Logistics
Coordinator and the service responsible for managing
contracting.
 Much of the research can and should be accomplished
before deployment. Identifying State Department
personnel, contracting activities involved, Port
Directories, Host Nation Support, Husbanding Agents,
DLA contacts, etc.
 The KO must also, establish the requirements, write
specifications and SOW, track receipt and delivery of
items, and instill ethical behavior in other acquisition
personnel, such as the field ordering officer, paying
agent, and contracting officer representative.
o The bottom line of your research into requirements is that you

are supporting the establishment of a base of operations where
men and women will live for an indefinite period of time. All
the necessities of establishing and maintaining a base of
operations must be covered…the who, what, when, where, and
most important how of meeting the objective will fall on the
shoulders of the KO. Knowing as much as possible about the
customer, the area, and the resources, increases your
effectiveness in supporting the force.
o The last part of the mobilization phase is to identify your own
requirements. To function as a KO, you must have the
necessary equipment and supplies to do the job.
 Phase II Build-Up
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o The scarcest resource you will have available upon arrival is

“time”. Everyone will want everything immediately, while you
will still be identifying the resources available to support you.
o One of your actions will be to identify and meet the key points
of contact in the AO.
o The purpose of the meetings is to identify any unique obstacles
that may be necessary to overcome. You can also receive
information that will be helpful in the contracting process. By
making these contacts early on in the deployment, you can
avoid creating situations that must be resolved by modifying the
initial contract. However, contract modification usually
represents a weakness in the research, negotiations, and
customer edification in the contract award process.
o Reviewing the customer requirements for completeness and
actual needs requires coordination with the customer and
vendors. The object of this is to prevent redoing work. You
must consider all aspects of procurement; i.e., how will it
arrive, packing requirements, local climate impact on certain
supplies and storage, etc.
o Use the local vendor’s expertise. They live there and their
experience can often provide solutions to existing problems.
o When a KO, makes and actual award for a requirement. The
KO must ensure that all appropriate clauses are included in the
contract. These clauses are delineated in the FAR.
 Phase III Sustainment
o Established types of items and services based on the

requirements of the customer. The KO by placing a contract in
support of a force must monitor for compliance. Use of
Contracting Officer Representatives (COR) gives the KO the
flexibility to manage many contracts throughout the AO.
o The KO should try to consolidate requirements for ease of
managing and establish long term contracts to reducing
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administrative work and streamlining the process.

o Establish procedures to acquire items outside the AOR. Not all
supplies and services can be procured through Host Nation
support.
o The KO will produce a “24 Hour” list that specifically
identifies who can be called at any time to provide support
when needed.
o If the KO makes a determination that the vendor is not in
compliance with the contract, they will begin the steps to
preserve the government’s rights. In some cases, this will be to
communicate with the vendor to correct the issue to the fullest
extent possible, but if this does not happen then the KO will
proceed to terminate the contract for default.
o It is important to remember that the KO is dealing with
vendors who do not have a complete and clear perception of
the US Government contracting process. Disputes will arise for
many different reasons, including cultural differences, and
language difficulties. The KO will then make a local
determination regarding disputes, and in most claims will try to
resolve the issue at their level. In some cases the resolution will
not happened, and this requires the KO to have a working
knowledge in how to resolve disputes at levels above their
own.
 Phase IV Termination/Redeployment
o At some point in the operation, the tide will shift and planning
for withdrawal will begin. At this point, the KO has three areas
to focus on:
 The length of existing contract extensions and new

contracts.
 Negotiating an end to existing contracts.
 Getting outstanding bills paid.
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o As the KO they must continue to see new requirements come

into the office even as retrograde is planned. Close liaison with
the customer will ensure that the length of time stated for the
requirement is hard and fast. This will prevent money from
being obligated and wasted. It also assists the vendors in
planning to identify other business opportunities as the US
mission comes to a close.
o Along the same line, there will be contracts in place that will
expire prior to withdrawal and the service or material is still
needed. Each of these contracts must be reviewed for
extensions but the vendors should also be made aware that the
contract will be ending in the near future. This professionalism
builds goodwill that will pay future dividends if and when the
U.S. may return to that part of the world.
o Another aspect of termination of contracts is the management
of contracts that will not expire before withdrawal is completed
and the services are no longer needed. In this case, a
termination of the contract for the convenience of the
government is exercised. As in with a contract being
terminated for default, care must be exercised to ensure the
vendor understands the process for extracting the U.S.
government from a contract.
o The KO must ensure the payment of outstanding invoices are
completed. Any after action reports and lessons learned will be
forwarded to the contracting office and higher headquarters for
review.
B. REFERENCES
Federal Acquisition Regulations

Defense Federal Acquisition Regulations
Defense Contingency Contracting Handbook
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C. TOPIC OUTLINE
a. U.S. History of Contractors Support
(1) Contingency Contracting Importance

(2) Timeline of Support
(3) Regulations and processes
b. Definition of Contingency Contracting
c. Sources of Contingency Contracting
(1) US Constitution
(2) Laws and Statutes
(3) Regulations
(4) Court and Board Decisions
d. Delegation of Contingency Contracting
(1) Contracting Authority

(2) Contracting Officers
(3) Flow of Authority
(a) Head of Activity

(b) Senior Contracting Official
(c) Chief of Contracting Office
(d) Contracting Officer
e. Contracting Support Personnel
(1) Field Ordering Officer

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(2) Contracting Officer Representative

(3) Class A Paying Agent
(4) GCPC Holder
f. Contracting 101
(1) Requiring Activity

(2) Resource Manager
(3) Financial Considerations
(4) Funding
(5) Awarding of contract
g. What defines contingency?
(1) Definition
(2) Declared
(3) Non-declared
h. Contingency Operations
(1) Major Theater War

(2) Smaller Scale Contingencies
(3) Stability and Support Operations
(4) Nation building
(5) Peacekeeping Operations
(6) Foreign and Domestic Disaster Relief
i. What is not a contingency?
j. Effects of Declaration
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k. Areas of Operation
(1) Maturity factor

(2) Immature factor
l. Contractual Tool Below SAT
(1) National Defense Authorization Act

(2) GCPC Program
(3) Standard Form 44
(4) Purchase Orders
(a) Standard Form 1449

(b) DD Form 1155
(5) Blanket Purchase Agreement
(6) Letter Contracts
(7) Time and Material Contracts
(8) IDIQ Contracts
m. Gratuities
n. Phase of Contingency Contracting
(1) Phase I Mobilization

(2) Phase II Buildup
(3) Phase III Sustainment
(4) Phase IV Termination/Redeployment
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Figure 4
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Figure 5
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OUTLINE SHEET 3.4
DLA CUSTOMER ASSISTANCE LOGISTICS
ENABLING OBJECTIVES
3.13 DEFINE the purpose of the logistics portal using the DLA website
3.14 DEFINE Supply Chain Management to include item identification,

stock availability, requisitioning, and status of requisitioning using the
DLA website
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DLA CUSTOMER ASSISTANCE LOGISTICS
A. INTRODUCTION
There are so many programs available for the logistician that DLA put all of
these sites into on place, to make them easier for you to access and use. As a
logistician it is important to understand the four major parts of Supply Chain
Management:
 Identify the item – “what do I need to order”

 Check Assets – “who has the material I need”
 Order the item – “method of purchase, where do I go”
 Track status – “where is my stuff”
Most users of Logistics Portal develop a process that enables them to work
efficiently, and feel compelled to tell other people and train the users within
their work sites…Knowledge is Power.
MILSUITE.MIL
 The program is to provide information and detail for ordering and

tracking critical supplies and equipment that are managed by the
Defense Logistics Agency. It is intended to provide detailed assistance
to logisticians in obtaining the needed supplies and materials in order
to plan and execute the mission.
 The site provides the ability of the logistician to connect to and work
with people from around the DoD and around the world to
successfully fulfill requirements and issues surrounding procurement
of supplies and equipment. There are five sites within the MILSUITE
program.
o milBook – people or groups can create content such as,

documents, blogs, status updates to share with people and other
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groups who are members of MILSUITE.

o milSurvey – provides a secure online tool for the DoD that
allows members of the milSuite community to create custom
surveys for enterprise distribution with advance survey statistics
to capture, review and share.
o milTube – allows members to view videos on many different
processes that a logistician may go through during daily
operations from auditing, logistics planning, sustainment
estimates, resupply, etc.
o milUniversity – provides a platform for organizations to make
learning content and training solutions available to their
workforce, customers, or anyone with an interest in learning.
Trainers use it to create and students use it to learn.
o milWiki – a knowledge management tool that any member of
the milSuite community may access and edit. Subject matter
experts are encouraged to contribute their experience and
update information as it happens to build an encyclopedia of
DoD articles up to and including UNCLASSIFIED/FOUO
documentation.
LOGPORT
 DLA’s Logistics Portal contains links to important Government Web-

sites. You can request training through the portal and view video clips
on using various logistics tools. Contents include:
o DoD and DLA sites

o US Coast Guard
o Army Sites
o Air Force Sites
o Navy Sites
o Marine Corps Sites
o GSA Sites
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 The DLA is part of DoD. DLA provides supply support, and technical
services to the Army, Air Force, Navy, and Marine Corps and several
federal agencies. Headquartered at Fort Belvoir, VA the agency is
once source for nearly every consumable items, whether for combat
readiness, emergency preparedness or day-to-day operations inside
DoD.
 Within LogPort is a link to DAASINQ which was developed to give
up to date selected key Logistics information to DoD and the Federal
Logistics Community, information can be obtained on DoD Activity
Address Codes (DoDAAC), DoDAAC by communications routing
number, Routing Identification Code (RIC), National Item
Identification Number (NIIN), Zip Codes, etc.
 Additional links in LogPort:
o FEDMALL which is a WWW site you need to visit to ship for

and by DoD managed items by paying with either GPC or
DoDAAC fund code.
o WebVLIPS – Provides on-time access to Requisition Status.
Also an access port to DLA Transaction Services portal for
other tracking tools.
o WB Parts has various links to commercial parts information
through search tools that contains photos of the item. It has both
commercial and MILSPEC items that can be searched by
Aircraft or Vehicle categories.
o Fusion Center that provides up to date data on DLA supplied
items. DLA’s centralized data collection point for statistical
metrics on weapon system support.
INNOVATION
 The MILSUITE program has tools available to create ideation and

innovation collaboration. It will show various ways to leverage in
milsuite to create and build active Communities of Innovation
Practice and Interest on the platform.
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ABBREVIATIONS/TERMS AND DEFINITIONS
 National Stock Number (NSN): Material Group + Material Number.

An NSN is a number assigned to each different items of supply by a
NATO or other foreign country. It consists of the four digits Federal
Supply Classification Code and the NIIN. The NIIN consists of the
two digits NCB Code and a seven digit non-significant number
assigned by each NCB. The same seven-digit number may be
assigned by more than one country; however, the NCB Code makes
each NIIN unique.
 Material Description: Text containing up to 40 characters that
describes the material in more detail.
 Stock-on-hand (SOH): The quantity of stock physically on hand in
storage locations within the system (unrestricted use assets minus
scheduled for delivery).
 Unrestricted Assets: The quantity of assets on-hand located in a plant
ready for issue in appropriate condition, is valuated, and is not subject
to any usage restrictions.
 Quantity Unit Pack (QUP): Provides the methods to determine the
quantity per unit pack for other than hazardous materials, when not
specified. QUPs are developed in consonance with existing
instructions for establishment of unit of issue information. QUP for
hazardous material shall be determined after consideration of the
user’s needs and restrictions of Title 49 CFR. DoD MIL-STD-2073-
1D, pg 62.
 Standard Unit Price (S/P, SUP): The current standard catalog unit
price of an NSN based upon the UI.
 Acquisition Advice Code (AAC): Codes indicating how (as
distinguished from where) and under what restrictions an item will be
acquired. The AAC will reflect applications of three basic methods:
(1) requisition; (2) fabrication or assembly; (3) and local purchase.
A Service/agency-regulated (Service/agency use only)

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B Inventory control point (ICP)-regulated (Service/agency use only)

C Service/agency-managed (Service/agency use only)
D DoD Integrated material-managed, stocked, and issued
E Other service-managed, stocked, and issued (For Service use only
if Secondary Inventory Control Activity Level of Authority (SICA
LOA) is 8D and Non-consumable Item Material Support Code
(NIMSC) is 6)
F Fabricate or assemble number (non-stocked items)
G General Service Administration (GSA)/Civil agency integrated
material-managed stocked and issued
H Direct delivery under a central contract number (vendor stocked)
I Direct ordering from a central contract/schedule (non-stocked
item)
J Not stocked, centrally procured number (non-stocked items)
K Centrally stocked for overseas only
L Local purchase numbers (non-stocked items)
M Restricted requisitions – major overhaul (Service/agency use only)
N Restricted requisitions – disposal (Service/agency use only)
O Packaged fuels (non-stocked items)
P Restricted requisition – security assistance program (SAP)
Q Bulk petroleum products DLA
R Restricted requisition – Government furnished material (GFM)
S Restricted requisitioning – other service funded (Service use only)
T Condemned (non-stocked items)
U Lead service-managed
V Terminal item number
W Restricted requisitioning – special instructions apply (non-stocked
items)
X Semiactive items – no replacement (non-stocked items)
Y Terminal item number (non-stocked items)
Z Insurance numeric stockage objective item
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 Acquisition Method Code (AMC): A code used in conjunction with

AMSC to delineate planned procurement action.
o 0 – Not Established
o 1 – Suitable for competitive acquisition
o 2 – Suitable for competitive acquisition for first time
o 3 – Acquire directly from the actual manufacturer
o 4 – Acquire for the first time, directly from actual manufacturer
o 5 – Acquire only from the prime vendor
 Acquisition Method/Suffix Code (AMSC): A code use in conjunction

with AMC to delineate planned procurement action.
A Government right to use technical data is questionable

B Source control drawing/document
C Requires engineering source
D Data not available
G Fully competitive (complete data package available)
H Data insufficient (temporary)
K Class 1A casting or forging
L Annual buy value below screening level
M Mater tooling required but not available
N Special test/inspection required
Q Inadequate data and/or lacks rights to data
R Data rights not owned by Government, not economical to purchase
data
S Military sensitive technology
T QPL control – competition possible
U Uneconomical to compete
V High reliability required (formal program)
Y Unstable design
Z Commercial/off-the-shelf item
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 Administrative Lead Time (ALT) (days): A three-digit numeric

field used in the SCF to express the time interval the date of the
supply control information indicating a need for purchase and
the award of an order or contract to a vendor. This time interval,
when used for purchase purposes, is limited to the time interval
between citation of the PR and the award date.
 Production Lead Time (PLT): Time to produce, manufacture,
assembly, or fabricate to delivery.
 Acquisition Lead Time: The total of administrative and
production lead times.
 Uniform Material Movement and Issue Priority System
(UMMIPS): A system to ensure that requirements are processed
IAW the mission of the requiring activity and the urgency of
need and to establish maximum uniform requisitions processing
and material movement standards. (The criterion for application
of the UMMIPS is prescribed in DoDI 4410.6) See MILSTRIP
Manual DoD 4140.17-M.
 Procurement Group Code (PGC): These codes identify a head
of the family item as a member of a group of related/similar
items of supply that are deemed advantageous to purchase
concurrently from the same manufacturing source(s) (e.g., items
referencing the same specification and different sizes of
clothing items from the same bolt of cloth.). Whenever a ROP
level is breached for one NSN, all other NSNs in the PGC will
be mechanically reviewed to determine if the ROP will be
breached in the minimum procurement cycle time period.
00000 Used in the supply control file to indicate that an NSN is

not a member of a PGC. It will be automatically assigned
as a default to all new NSNs upon entry into the system.
The default PGC will not appear in the table and is not a
valid entry on the DIC ZTA transaction.
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00001 09999 Used to identify a multi-NSN sized item. At DPSC-T, ALT

is updated on a PGC basis. PLT is updated on an NSN
basis
10000 09999 Used to identify a single NSN that is supported by GFM
40000 59999 Used to identify multiple NSNs applicable to a specific
indefinite delivery contract. ALT and PLT are updated on
an NSN basis, except at DPSC-T that updates ALT on a
PGC basis.
90000 99999 Used to identify a multi-NSN like item grouping. At
DPSC-T, ALT is updated on a PGC basis. PLT is updated
on an NSN basis.
 Critical Part (Indicator) (CIC): Indicator (Y, N, or blank) specifying

whether the material/NSN has a critical application based on the
essentiality code or an engineering decision.
 Critical Safety Item Code (CSIC): Indicator specifying whether a part,
assembly, installation or production system with one or more critical
characteristics (as defined in DoD-STD-2101) that, if not conforming
to the design data or quality requirements, would result in an unsafe
condition. Unsafe conditions relate to Hazard Severity Categories I
and II of MIL-STD-882, and include conditions that could cause loss
or serious damage to the end item or major components, loss of
control or serious injury to personnel. CSI is a subset of Critical
Application Item (CAI). For the purpose of this instruction, “Critical
Safety Item,” “Flight Safety Critical Part,” and “Flight Safety Part”
are synonymous. SAP Material Master, Classification, CIM, Special
Procedures Code. There are currently six possible values for this field:
01 ALRE 04 AF ICBM
02 IRPOD 05 Army CSI
03 Navy SCI 06 AF CSI
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 Flight Safety Indicator (FSI): An indicator where a “Y” identifies that

the item has features critical to flight.
 Life Support Equipment (LSE): Item/equipment used for life support
in association with systems.
 Weapon System Designator Code (WSDC): A code assigned by DLA
to identify selected/specific weapon systems of each service that have
weapon system application in the WSSP, appendix A-44, part I.
 Weapon System Indicator Code (WSIC): A code used in the WSSP to
identify weapon system support items application in the DLA WSSP
and additionally indicates/relates the WS essentiality to the criticality
of the weapon system (appendix A-38, part I), item to system
operability or mission importance grouping as well as level of
intensified management required.
Cross Reference
Level Essentiality Code (EC) WSIC
A 1 F – System inoperable
A 5 G – Personal safety
A 6 H – Operating environment
A 7 J – Impaired capability
A 3/Blank K – No mission impact
B 1 L – System inoperable
B 5 M – Personnel safety
B 6 P – Operating environment
B 7 R – Impaired capability
B 3/Blank S – No mission impact
C 1 T – System inoperable
C 5 W – Personnel Safety
C 6 X – Operating environment
C 7 Y – Impaired capability
C 3/Blank Z – No mission impact
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 Weapon System Essentiality Code (WSEC): A code used to determine

the essentiality of an item to a particular weapon system for the
specific WSDC service. The WSEC assigned to a NSN will be the
initial determining factor for its criticality (the degree to which failure
of the part affects the ability of the weapon system to perform its
intended mission). When other ESA documentation, such as DLA
Form 339, CSI Lists, or Special Procedures Category codes exist, they
will take precedence over the WSEC for determination of the items
criticality.
Code Definition
1 Failure to this part will render the item inoperable
3 Failure to this part will not render the end item inoperable
5 Item does not qualify for the assignment of code 1 but is needed for
personnel safety
6 Item does not qualify for the assignment of code 1 but is needed for
legal, climatic, or other requirements peculiar to the planned
operational environment of the end item
7 Item does not qualify for the assignment of code 1 but is needed to
prevent impairment of or the temporary reduction of operational
effectiveness of the end item
Blank Same a code 3 or appropriate Service has not assigned an essentiality
code
 Weapons System Group Code (WSGC): The WSGC expresses the

criticality of a specific weapon system to that service among and in
comparison to all other weapons systems for that service.
 Returns Method/Returns Replenishment Code: This code indicates if
the items is forecastable or an NSO item. NSO items will follow this
specific returns logic computation. This field will be resident on the
item table in Manugistics. This code will be loaded into an SAP table.
 DLA Reparable Code (DLA REP): A code indicating whether or not
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the item has reparable characteristics and whether or not the item has
been subjected to reparable characteristics review. This code is
applicable to DLA-managed items only.
Note: Items in this code category are not “reparables” as defined in

DoD 4140.26-M, volume 1, Defense Integrated Material Management
for Commodity Oriented Consumable Items, that would qualify them
for service retention rather than integrated material management.
They are covered by the definition of “recoverable” contained in
paragraph 1-3W of DLAM 4151.1, Maintenance Management.
R This item has been reviewed and a determination has been made that
the item can be restored to a serviceable condition from an
unserviceable condition at depot level
N This item has been reviewed and a determination made that the item
cannot or should not be restored to a serviceable condition from an
unserviceable condition
F This item has been reviewed and a determination has been made that
unserviceable condition at the organizational/field level
I This item has been reviewed and a determination has been made that
unserviceable condition at the intermediate level
BLK A blank field indicates that the item has not been reviewed for
reparable characteristics
 Cross Distribution-Chain Material Status Code (XDCMS)(includes

Material Block Code, Manager Review Code, and Item Freeze Code):
Blocks material master from sales and will house the Manager Review
codes. This is the NIIN status code that indicates the present status of
the NIIN in the FLIS Database.
01 Discontinued without replacement

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02 Discontinued with replacement

03 Technical defect
04 Test Part
11 Under development
Z0 NIIN is active
Z1 Restricted to NATO
Z3 Cancelled with replacement
Z4 Cancelled without replacement
Z5 NIIN cancelled – use
Z6 NIIN is inactive
Z7 NIIN cancelled – DUPE
Z8 NIIN cancelled inactive
Z9 Technical defect
ZB Manager review: both orders and returns
ZF Manager freeze
ZO Manager review: orders
ZR Manager review: returns
ZS Rations management review/reason for rejection
ZT Technical defect
 Technical Operations Review (TOR): A code or flag that will cause a

technical/quality review to occur prior to creation of a PR or PO.
E Every time. Review is required every time a contract is recommended

R Recurring. Automatically convert to a TOR E after the MDWL clears
Q Quarterly. Review is required only when 3 months have passed since
last review and a contract is being recommended
S Semiannual. Review is required only when 6 months have passed since
last review and a contract is being recommended
A Annual. Review is required only when 12 months have passed since
last review and a contract is recommened
V Variable. Variable TOR review based on the date entered in the TOR
Date field and a contract is being recommended
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N Not required. Review is not required

BLK Review requirement has not been determined. A blank in this field
does not result in a Missing Data Work List
 Foreign Military Sales (FMS): An indicator where a “Y” indicates the

sales of defense articles or defense services by DoD to eligible foreign
countries, and international organizations under the authority of the
Foreign Assistance Act of 1961, as amended.
 Nuclear Hardened Item Indicator: Indicator specifying whether a part,
assembly, installation or production system with one or more critical
characteristics (as defined in DoD-STD-2101) that, if not conforming
to the design data or quality requirements, would result in an unsafe
condition. Unsafe conditions relate to Hazard Severity Categories I
and II of MIL-STD-882, and include conditions that could cause loss
or serious damage to the end item or major components, loss of
control or serious injury to personnel. SAP Material Master,
Classification, CIM, Special Procedures Code. Value 04, will be
pulled for materials with characteristics specific to Nuclear Hardened
Item (AF ICBM). 04 AF ICBM.
 Kitting Code Indicator/Item Category Group Indicator: A grouping of
materials that the system uses to determine item categories during the
processing of sale documents. Depending on the item category group
that you apply and the sales document type you are processing, the
system automatically proposes an item category in the document. In
the standard system, for example, there are standard items, items that
represent services (and do not require delivery processing), and items
that represent packaging materials.
Kit Codes Non-Kit Codes

ZTAC = Entire Kit ZDUL = Dual channel item
ZTAE = Component of Kit ZSCT = Size carton (C & T items)
NORM = Not a kit item
BANS = Cust Dir/DVD item
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 Part Number (P/N): A vendor’s commercial number used to identify

an item that sometimes corresponds to a NSN.
 Commercial and Government Entity Code (CAGE): Account number
of vendor/creditor
 Maximum Release Quantity (MRQ): The maximum quantity of stock
authorized for issue against a single requisition without manager
review action
 Controlled Inventory Item Code (CIIC): A table of codes indicating
the security classification and/or security risk or pilferage controls or
storage and transportation of DoD assets
1 Highest Sensitivity (Category I) Nonnuclear missiles and rockets in a

ready-to-fire configuration (e.g., Hamlet, Redeye, Stinger, Dragon,
LAW, Viper) and explosive rounds for non-nuclear missiles and
rockets. This category also applies in situations where the launcher
(tube) and the explosive round, though not in a ready-to-fire
configuration, are jointly stored or transported
2 High Sensitivity (Category II) – Arms, ammunition and explosives
3 Moderate Sensitivity (Category III) – Arms, ammunition and
explosives
4 Low Sensitivity (Category IV) – Arms, ammunition and explosives
5 Highest Sensitivity (Category I) Arms, ammunition and explosives
with a physical security classification of Secret
6 Highest Sensitivity (Category I) Arms, ammunition and explosives
with a physical security classification of Confidential
7 Item assigned a demilitarization code other than A, B, or Q for which
another CIIC is inappropriate. The loss, theft, unlawful disposition,
and/or recovery of an item in this category will be investigated in
accordance with DoD 4000.25-2-M and DoD 7200.10-M
8 High Sensitivity (Category II) - Arms, ammunition and explosives
with a physical security classification of Confidential
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9 This code identifies an item as a Controlled Cryptographic Item

(CCI). CCI is described as secure telecommunications or information
handling equipment, associated cryptographic component, or other
hardware item that performs a critical COMSEC function. Items so
designated are unclassified but controlled, and will bear the
designation “Controlled Cryptographic Item or CCI.”
 Interchangeable and Substitutable Family (I&S): An I&S family is an

entity of items in a homogeneous group of item reduction and
standardization code determinations distinguished by similar
characteristics of form, fit, and function which possess physical and
functional characteristics such as to provide comparable performance
for a given requirement under given conditions to facilitate I&S
decision. Further, and I&S family is the full range of items determined
by the managing or using S/A to have interchangeable or substitutable
relationships with each other and for which a common master item
can substitute. DOD FEDMALL Shop Query, Item Name, Product
Detail.
DLA LOGISTICS TRAINING
 The DLA Customer Assistance Logistics Course (CALC) provides

participants a broad overview of DLA logistics concepts and
principles from the customer’s perspective. Whether in need of
training on DoD FEDMALL, Deployment Tool book, Integrated Data
Environment (IDE)/Global Transportation Network (GTN) or a full
course on DLAs organization, mission, and logistics web applications,
DLA can provide this training. Training is delivered in 4, 8, and 12
hour blocks of instruction. Participants gain a complete understanding
of the logistical relationships between their agencies and DLA.
B. REFERENCES
https://www.DLA.mil
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LOGPORT
C. TOPIC OUTLINE
a. MILSUITE
b. LOGPORT
c. Innovation
d. Abbreviations/Terms and Definitions
e. DLA Logistics Training
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OUTLINE SHEET 3.5
DLA WEBVLIPS
ENABLING OBJECTIVES
3.15 DEFINE the purpose of DLA WEBVLIPS using the DLA website
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DLA WEB VISUAL LOGISTICS INFORMATION PROCESSING SYSTEM

(WEBVLIPS)
A. INTRODUCTION
WEBVLIP OVERVIEW
 It is a web based, access controlled query system that is useable from

any internet attached PC. It accesses the Logistics On-line Tracking
System (LOTS), a DAAS relational database system, which portrays
the life cycle of a logistics action.
o The WEBVLIPS customer can track requisitions from their

release into the DoD pipeline, until the material is posted to the
accountable records at the destination activity.
o WEBVLIPS also has the capability to track reports of excess,
and the movement of those excesses to the destination depot or
disposal.
 WEBVLIPS integrates information on DoDAAD, MILRI, Source of

Supply, DoD Project Code, Transaction Code, Unit of Issue Code,
Signal Code, Hold Code, Advice Code, Condition Code, and Mode
Code, to assist the user in tracking a requisition or excess through its
life cycle. Help is available to assist in understanding MILS data.
WEBVLIP CAPABILITIES
 Provide a simple use interface, allowing the DAAS customer to track

requisitions
 Provides quick response time to subscriber inquiries
 Query by: Document Number, Unit Activity, Project Code, TCN or
NSN
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 Run pre-stored reports based on a document number, address/unit id,

and part number
 User requested scans to perform studies of DoD-Wide usage
 Query Life Cycle of specific transactions
 Receive information about material management actions, such as
requisitions, supply/shipment status and customer confirmations
 Ad Hoc Query Library tailored to customer needs
DLA DEPLOYMENT TOOL BOOK
 Purpose and objective of the DLA Deployment Tool Book
o To provide National Stock Number level of detail for critical

supplies and equipment that are managed by DLA. It is
intended to provide detailed assistance to deploying or
deployed units in obtaining critical supplies and equipment that
they need to plan and execute their missions.
 DLA Customer Interaction Center is dedicated as a “one call

resolution” point of contact for all logistics issues relating to DLA.
The center leverages technology to provide world class customer
service, responding to customer needs quickly, accurately, and
efficiently while providing quality solutions to real world logistics
problems.
o 1-877-DLA-CALL (1-877-352-2255)
DSN: 661-7766
OCONUS DSN 312-661-7766
Commercial: 269-961-7766
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 Deployment Tool Book Sections
o Section 1 – Overview contains contact information for the DLA

Liaison Officers at the Combatant Commands, and Customer
Support Representatives (CSRs) at the Service Major
Subordinate Commands (MSCs). There are descriptions of the
DLA Regional Commands and their contact information
including Commodity Managers and Prime Vendors.
o Section 2 – Subsistence gives descriptions of various types of

rations that are available to units for ordering through DLA.
 Meals Ready-to-Eat (MRE) is designed to sustain an

individual engaged in heavy activity such as military
training or during actual military operations when normal
food service facilities are not available. The MRE is a
totally self-contained ration consisting of a full meal
packed in a flexible meal bag. Each bag contains an
entrée and a variety of other components.
 First Strike Rations is a compact, eat-on-the-move assault
ration designed for short durations of highly mobile, high
intensity combat operations. It is reduced in weight and
size from the MRE to enhance the Warfighter
consumption, nutritional intake, and mobility. It is
intended for usage during the first 72 hours of a conflict
in lieu of using MREs, which are heavier and more
voluminous. All components of this ration are eat-out-of-
hand/eat-on-the-move type foods that require no or little
preparation by the Warfighter.
 Meal, Religious, Kosher/Halal is utilized to feed those
individuals in the Military Service who maintain a strict
religious diet. Each meal consists of one Kosher or Halal
certified entrée and religiously certified/acceptable
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complementary items sufficient to provide the

recommended daily nutritional requirements. Similar to
the MRE it is a self-contained meal; however, it is not
combined in a flexible meal bag.
 Meal, Cold Weather/Food Packet, Long Range Patrol
provides an operational ration for two separate
operational scenarios. The MCW is intended for cold
weather feeding, it will not freeze and supplies extra
drink mixes for countering dehydration during cold
weather activities. It can be issued at three per day for a
complete cold weather ration. The LRP is restricted
calorie ration meant for special operations, where
resupply is not available and weight and volume are
critical factors. It is issued one per Warfighter per day for
up to 10 days.
 Unitized Group Ration Heat & Serve is used to sustain
military personnel during worldwide operations that
allow organized food service facilities. The UGR-H&S is
designed to maximize the use of commercial items and to
simplify the process of providing high quality food
service in a field environment. All components for a
complete 50 person meal are included in the package,
with the exception of mandatory supplements, such as
milk and cold cereal, and optional starches/desserts.
 Unitized Group Ration A Option is used to sustain
military personnel during worldwide operations that
allow organized food service facilities. The UGR-A is
designed to maximize the use of commercial items and to
simplify the process of providing high-quality food
service in a field environment. All components for a
complete 50 person meal are included, with the exception
of mandatory supplements, such as milk and cold cereal,
and optional enhancement like bread and fresh fruit and
vegetables.
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 Unitized Group Ration M Option is used mainly by the

US Marine Corps to sustain groups of military personnel
during operations that allow organized food service
facilities. It is also used in situations that do not permit
re-supply of perishable foods and where refrigeration
equipment is not available.
 Unitized Group Ration E Option is a compact, self-
contained module that provides a complete, hot meal for
18 Warfighters. The desire of the field commanders is to
provide a high quality group meal as soon as possible.
Often, the logistics system will not provide for food
service equipment and cooks to achieve this objective. It
provides a hot meal without the necessity of equipment,
cooks, fuel, or power.
 Food Packet, Survival, General Purpose, Improved is
used by the services to sustain an individual in survival
situations, including escape and evasion, under all
environmental conditions, and when potable water is
limited. It is used to sustain personnel in any survival
situation for periods of less than 5 consecutive days.
 Survival Ration (Abandon Ship Ration) is used by the
Navy to sustain one person for 3 days who must abandon
ship and is designed to fit in the storage areas of
lifesaving craft.
 Meal-Alternative Regionally Customized is a self-
contained meal that was developed to provide a
vegetarian ration with unique dietary and component
requirements specifically for detainees or EPWs.
 Humanitarian Daily Rations were implemented to
respond to specific feeding requirements for large groups
of people. The rations are packaged to withstand extreme
environmental conditions and to allow airdrops when
necessary. The component is designed to provide a full
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day’s sustenance to a moderately malnourished

individual. To provide a dietary requirement that meets
the widest possible acceptance from the variety of
potential consumers with diverse religious and dietary
restrictions from around the world, it contains no animal
products or animal by-products, except that minimal
amounts of dairy products are permitted. Alcohol and
alcohol based products are also banned.
o Section 3 – Clothing & Textiles is the organizational clothing

and individual equipment, such as tentage and individual
weapons; consumable items such as tools and administrative
and housekeeping supplies; and industrial supplies such as
cable, rope, screws, and bolts.
 Common items by product group codes

 Service Deployment Bag items by service
 Specialty items
o Section 4 – Bulk Fuel locations and points of contacts are

listed. DLA has hundreds of environmental products in its
supply system ranging from citrus-based degreasers to stand-
alone antifreeze recycling system. Products are listed in the
online catalog with NSN and are managed by DLA and are
available through the normal supply channels.
 Refined oils
 Vehicular Batteries
 Lubricants
o Section 5 – Construction and Equipment items are listed and

managed by the construction and engineering directorate at
DLA Troop Support. Listed are specific lengths of construction
material and NSNs of common items.
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 Plywood, Softwood, Construction

 Bastions (force protection)
Points of contact for Maintenance, Repair, and Operation

Program which can procure additional construction and barrier
material (concrete, jersey barriers, electrical, plumbing, HVAC
tools).
o Section 6 – Personal Demand Items such as Health and

Comfort packs are designed to provide a means for forward
area troops to acquire the everyday non-food necessities that are
required for their health and comfort when the exchange system
or local stores are not available to them. Based upon field
demands, changes in items may vary over time. If changes are
made they usually occur in size of component or due to
popularity of an item, but the basic list of items remain the
same. Package types include:
 Type I Hygiene items (toothpaste, soap, razor, etc)

 Type II Supplemental items (detergent, sewing kit, band-
aids)
 Type III Personal items (feminine products, plastic bags,
brush, body wipes, etc)
o Section 7 – Medical supply chain framework is designed to

provide support as far forward as possible, while maintaining
minimal footprint in theater. Units in theater submit their
requisitions to the Theater Lead Agent for Medical Material
(TLAMM) who serves to support the Single Integrated Medical
Logistics Manager (SIMLM) mission as the SIMLM.
Designated by the Service Component Commander SIMLM is
tasked with the Class VIII mission by the GCC or supported
commands. The tasking is typically reflected in the OPLAN.
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Requisitions are electronically received and filled by the

TLAMM. The Medical Directorate relies heavily on DLA’s
commercial prime vendor programs. Most items are delivered
using tenders and channel flights via TRANSCOM/Air
Mobility Command contracted carriers.
 DLA Troop Support Field Agency/Deployment cell can

provide emergency procurement support if requested.
 Each GCC will have a TLAMM point of contact listed to
support the deployed units.
o Section 8 – Repair parts requisitions will be processed by the

user to the DLA Source of Supply and will refer to the Defense
Supply Center Inventory Control Points at Richmond,
Philadelphia, or Columbus. Status will be provided
electronically from the Defense Automatic Addressing System
(DAAS).
o Section 9 – DLA Disposition Services provides NSNs for
Environmental and Individual protective items that have been
turned by units no longer needing the item. The items will be in
ready for issue condition. Included are absorbents, drums, spill
kits, personal protective equipment, and tools along with
technical manuals and literature.
 Reutilization can save money. As everything from

furniture to clothing to vehicles becomes excess to
military units, it is turned in to the DLA Disposition
Service where representatives located within each region
can assist to find items.
B. REFERENCES
https://www.DLA.mil
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C. TOPIC OUTLINE
a. WEBVLIP Overview
b. WEBVLIP Capabilities
c. DLA Deployment Tool Book
(1) Section 1 Overview
(2) Section 2 Sustenance
(3) Section 3 Clothing & Textiles
(4) Section 4 Bulk Fuel
(5) Section 5 Construction & Equipment
(6) Section 6 Personal Demand Items
(7) Section 7 Medical
(8) Section 8 Repair Parts
(9) Section 9 DLA Disposition Services
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OUTLINE SHEET 3.6
ADVANCED BASE FUNCTIONAL COMPONENTS
ENABLING OBJECTIVES
3.16 STATE in writing, the purpose of the Advanced Base Functional

Component (ABFC) system.
3.17 DESCRIBE the differences and similarities between "stand alone"

ABFCs and ABFC augmentation units.
3.18 DESCRIBE the differences between Advanced Logistics Support

Sites (ALSSs) and Forward Logistics Sites (FLSs).
3.19 EXPLAIN how (ALSSs) and (FLSs) function together to support

forward deployed units.
3.20 DEFINE the role that ABFCs play in supporting and developing
ALSSs and FLSs.
3.21 DEFINE the concept of Reception, Staging, Onward Movement &

Integration (RSO&I) and how it applies to the ABFC and ALSS concepts.
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ADVANCE BASE FUNCTIONAL COMPONENTS
A. INTRODUCTION
“In no case during World War II was a major offensive blow struck until a
large advanced base had been built.”
“While the advance bases of the future will probably have the same
functions as the bases of World War II, their characteristics may be quite
different. Because the effectiveness of any offensive is greatly increased by
decreasing the distance from which it is launched, it will always be to our
advantage to operate from advance bases as close as possible to the enemy.”
- RADM Henry Eccles, USN

“Naval Operational Logistics”
ADVANCE BASE FUNCTIONAL COMPONENTS
 During time of war or contingency operations, requirements develop

for establishing support bases in locations which were not previously
manned. Facilities, equipment and properly trained personnel are
required to ensure effective operations. The Navy Advanced Base
Functional Component (ABFC) Planning System (ABFC VIEW)
exists specifically to meet such requirements.
 An ABFC is a grouping is designed to extend the logistics
infrastructure of naval expeditionary operations by providing support
to enabling forces, surge forces and sustainment forces.
REQUIRED SUPPORT FUNCTIONS
 These support functions span the spectrum of the logistics pillars

(supply, medical, construction, maintenance, personnel, and other
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support services). These are inherent challenges in establishing totally

new advanced bases.
o What units may provide these functions?
 Supply – SMUs, SSB

 Medical – Fleet Hospital
 Construction – NMCB, ACU, CBMU
 Maintenance – NCHB
 Personnel – Administrative Units
 Other Support – Army Finance office, DRTs, SSA, etc.
ABFC CATEGORIES
 An ABFC is a grouping of pre-planned modular units composed of

personnel, facilities, equipment, supplies, and material designed to
perform a specific functional capability or accomplish a mission at an
advance base.
 Certain ABFCs are active duty commands that are assembled with
trained personnel and the necessary facilities and equipment to
logistically support an advance base. Other ABFCs are units within
the naval reserve community with assigned personnel and equipment
to either augment active duty ABFCs or to function independently in
support of one or more advance bases.
o “Stand Alone” units – components that support one unit

o Augmentation units – modular building blocks, add-ons to units
o Active Duty
o Reserve Force
 ABFCs are included as part of the Time Phase Force Deployment

Data (TPFDD) and Operational Plan (OPLAN). Why is this
important? Because…
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o 90% of future contingencies will be fought within 100 miles of

the shoreline.
o 99% of future contingencies will be fought within 200 miles of
the shoreline.
THE ABFC PLANNING SYSTEM
 The Chief of Naval Operations (N41) administers and coordinates the

ABFC program. SYSCOMs, BUMED and specified Program
Management Offices (PMO) are assigned technical managers for the
equipment and materials that compose the ABFC sections. Each of
these entities is assigned as a lead activity for an ABFC, and is
referred to as a “Dominant Command” in the system. Detailed lists of
equipment and material in each ABFC (except construction, medical,
and dental requirements AML/ADAL) are maintained by the
Dominant Command.
 The ABFC system utilities pre-determined units assigned within
structured and unstructured components to provide fleet commanders
with the capability to meet logistic requirements in emerging
operational scenarios.
o Unstructured ABFCs contain only designed and blueprints of

the items in the module. The ABFC is not funded or manned.
o Structured ABFCs is identifiable and have predetermined
operational requirements with funded equipment, facilities,
materials and personnel.
 “Stand Alone” ABFCs are just that…made up of components to

support one activity or unit. It can be…
o Without a gaining command

o Operate Independently
o Self-sustaining force, NMCB, NCHB, MESS
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 “Augmentation Units” can be a modular building block concept,

ABFCs can be combined, when appropriate, to provide the desired
combination of logistics support necessary for the contingency
operation. It can be…
o With a gaining command

o Embedded with other ABFCs
o EOD, Fleet Material Center Augmentation Team, etc.
 ABFCs may also be configured to meet more specific logistics

requirements in more defined operational environments, but this
should be done well in advance in the planning process.
 Once the Logistics Planners have been tasked with an exercise,
mutual support, or an operational requirement, they select the specific
ABFCs that will provide the requisite logistics capability.
 In the event of a full recall/mobilization or crisis response event, Joint
Task Force Logistics staffs assist in determining proper employment
of ABFC assets.
SUMMARY OF STRUCTURED ABFCS
 Active Duty ABFCs are fully assembled with trained personnel,

necessary facilities, equipment, and material to deploy. Examples:
o Naval Cargo Handling Battalion One (Active)

o Naval Mobile Construction Battalion Five (Active)
 Reserve Unit ABFCs comprise a significant portion of the structured

ABFC organization. In fact, about 98% of the Navy’s ABFC
capabilities are in the Reserves. These structured reserve ABFC units
are funded assets, but are not fully assembled in peacetime. These
reserve ABFCs have all the elements of an active duty ABFC, except
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that in order to be used, the personnel must first be mobilized and then
they must draw and assemble their equipment prior to deployment.
For exercises, the personnel will be on active training (AT) orders and
follow the same process to draw and assemble the equipment and
materials required for the training event. Examples:
o Naval Cargo Handling Battalion 10 (Reserve)

o Naval Mobile Construction Battalion 14 (Reserve)
 The role of the Reserve components in the development of an

advanced base is critical. Operational and deployable teams within the
joint logistics staff provides cost effective, on demand logistics
expertise to fleet commanders for coordination of transportation,
ammunition, fuel, ship and aircraft repair, supply, medical,
construction, port security, host nation support, and air/sea ports of
debarkation (APOD/SPOD) operations. The JTF logistics staff
orchestrates the identification and employment of shore-based reserve
assets, and provides “one-stop shopping” whether the requirements is
for only one reserve sailor or for an entire reserve unit.
NAVAL EXPEDITIONARY FORCES
“Expeditionary means service overseas. It is an inherent state of mind: to be

constantly prepared for immediate deployment in an austere environment
with limited support infrastructure. The need to provide a viable, responsive
forward presence will shape how Naval Expeditionary Forces are organized,
equipped, trained, deployed and employed. It is this concept of
expeditionary service that makes the naval service so relevant.”
- General Carl Mundy, Jr., USMC (Ret.)

Former Commandant, USMC
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ADVANCED LOGISTICS SUPPORT SITE
 The most prominent advance bases in the Navy are shore based. Shore
based logistics support revolves around the establishment of Advance
Logistics Support Sites (ALSS) or Forward Logistics Sites (FLS).
ALSSs are the primary transshipment points for material and
personnel into a theater of operations, while FLS are much closer to
the combat zone. The Navy ABFC Planning System provides a
logistics planner with the necessary technical information for
assigning units with pre-determined requirements. Logistics staffs at
the Fleet command level can service as points of contact in
coordinating requests for reserve logistics assets. Also, they can
access shore-based logistics assets from various ABFCs and assign
them to the appropriate site(s) as needed.
 The need for intelligent pre-planning and concurrent teamwork to
support and Advanced Base is crucial. As these “bases” come into
existence, they must be properly organized and incorporated into the
existing chain of command. The efficient operation of an advance
base where combat and service forces collaborate, each with an
understanding of its share of the job, is essential to ensure logistics
success.
 ALSSs are established at a secure location, readily accessible to
seaport and airfield facilities. The site links the Strategic level of
operations to the Operational Level. This helps extend the shore-based
logistics infrastructure beyond organic and host nation support
capability as required. (Figure 6)
 ALSS provides a full capability for handling, reception, storage,
consolidation and forward of supplies, munitions, petroleum,
personnel, mail, etc. The site is key in triage and basic medical
capability that can assess the battle casualty until returned to duty or
evacuate from theater to a higher level facility for treatment.
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FORWARD LOGISTICS SITES
 FLS is the last transshipment point that provides the bridge between
the ALSS and units at the “tip of the spear”. A FLS is established at a
site located near a port and/or airfield, but in close proximity to the
main battle area. It provides for the reception and forwarding of
selected high priority material and personnel from the ALSS to units
operating at sea or ashore by either rotary (VOD) and/or fixed-wing
aircraft by intra-theater lift. It links the Operational Level to the
Tactical Level and is commonly known as, “The Last Tactical Mile”.
 An FLS may expand to include advanced maintenance and battle
damage repair facilities. A Redistribution Property Accountability
Team (RPAT) can be co-located at an FLS to provide clean up and
turn in of battle damaged equipment and materials or items in excess
and unnecessary to a units operation.
 In providing maritime logistics support, FLS capabilities may range
from very austere to near those of an ALSS, including a supporting
seaport.
INTRA-THEATER AIRLIFT
 FLSs are linked to ALSSs by intra-theater airlift. Common air assets

available to support movement are:
o Navy/Marine Corps C-130s/V-22s

o Air Force C-17/C-5 (TRANSCOM/AMC)
o Other rotary (VOD) aircraft (service or contracted)
o Other fixed wing (COD) aircraft (service or contracted)
 Two types of airlift capability:
o Exclusive
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 Air Force Cargo aircraft

 Joint Movement Request (JMR) for cargo and personnel
via fixed/rotary wing assets
o Organic
 Fastest way to move P/M/C

 Restriction do apply (HAZMAT, Priority)
 Limited capacity
 Movement Control Teams (MCT) coordinate with service assets and

host nation contracts in order to move P/M/C in and around theater. It
is normally assigned and managed by the lead service for support in
the operation. Throughout the area of operation specific Take-off-
points (TOPS) are established by which P/M/C will be staged for
pickup and drop off. The Intra-Theater Airlift Request system
(ITARS) is used to track and manage the movement of P/M/C.
 Single Ticket Program is used to identify forces and equipment
deploying or redeploying in a contingency operation. Unit Line
Numbers are assigned through JOPES managed by TRANSCOM at
the Strategic to Operational level of transportation and distribution.
ULNs help with planning as part of the TPFDD to ensure units flow
into theater in an organized and efficient manner. Once movement
into theater occurs the Joint Movement Request is then used for the
intra-theater lift capabilities.
ARMY MOVEMENT UNITS
 Expeditionary Support Command oversees all logistics issues in

theater.
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 Combat Sustainment Support Battalion coordinates Class I

Sustenance, Class II Clothing and Textiles, and Class V ammunition
with Combat Support Teams.
 Sustainment Brigade controls movement of Class I, II, V, and VII
rolling stock.
 Movement Control Battalion orders all host nation trucking, to include
contracts/negotiations.
 Movement Control Cell requests and manages the host nation trucking
services for units operating in theater.
 Transportation Company is the service component that provides
“green gear” assets for movement of P/M/C and integrates host nation
trucking into convoys for protection and accountability.
 Host Nation Trucking is contracted to provide the movement of
specific materials and equipment. These are normally Class III Fuel,
Class IV Construction materials and Class VII.
 Transportation Allowance Code (TAC) is a 4-digit alpha numeric
code assigned based on Cognizance of Material and used on all
shipping documents to identify funding source and appropriation.
During contingency operations the use of a DoDAAC will be used to
identify funding used for shipment of certain materials and supplies.
ALSS/FLS CONCEPT OF OPERATIONS
 In a conflict or crisis event, Fleet commanders could, if tasked,

oversee the operation of an ALSS and assigned FLS. The ALSS
would direct and coordinate the flow of passengers, mail, and high-
priority cargo through an area of responsibility (AOR). The Task
Force staff would coordinate all shore-based logistics assets reporting
to the theater, ensuring quick response and minimizing duplication of
functions. The ALSS would have full capability for temporary
storage, consolidation, and transfer of supplies, as well as messing and
berthing for personnel transiting into and out of the theater. In times
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of heightened logistics requirements, the ALSS could coordinate

various FLS operations and their direct freight forwarding activity, as
well as provide support for shore-based aviation units, Fleet Hospitals,
Naval Construction Battalions and other shore-based logistics units.
 Due to the limited number of logistics support bases available in an
AOR, the advance planning and early establishment of an ALSS and
FLS is vital. Fleet logistic staffs can be tasked to assist in customizing
logistics support teams to operate ALSSs and FLSs with reserve
logistics augmentation personnel and/or ABFCs.
ABFC NUMBERING SYSTEM
 There are ten basic functional areas in the ABFC numbering system.
o A – Administration
o B – Harbor Control and Defense
o C – Communications
o D – Supply and Disbursing
o F – Cargo Handling
o H – Aviation
o J – Ordnance
o M – Medical and Dental
o N – Camp and Welfare
o P – Construction and Public Works
 Examples of ABFC Component Numbering
o F1 NCHB (stand-alone)
 1 Active Duty Unit / 12 Reserve Units

 Provides instream and pier side operations
 Capable of operating limited ocean or air terminals
 9 officers / 145 enlisted personnel
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o N2A Tent Camp (100 persons)
 1 Reserve Unit (MESS-10)

 Provides personnel and equipment for a limited duration
to support expeditionary operations
 10 officers / 76 enlisted personnel
 Components of a fully operational ALSS for planning purposes. The

ALSS can support up to four Carrier Strike Groups.
o A3 – Administrative Office provides for the headquarters

support and coordination of 1-3000 personnel.
o C3A – Naval Station Contingency Communications provides
support communications to field commanders, naval
stations/activities.
o D24 – Barber, Laundry, and Ships Store (BLSS) provides basic
S-3 division services to ALSS Sites ashore.
o D29 – Air Cargo Company provides 24 hours air terminal
operations including load planning, manifesting, palletizing and
handling of cargo and materials.
o D30 – Freight Terminal Unit provides 24 hour air terminal
operations including off-loading aircraft, un-palletizing
materials, warehousing, handling, and staging cargo.
o D31 – Supply Support Battalion/Unit provides logistic support
including material handling, storage, issue, and stowage of all
classes of supply.
o D37 – Mobile Mail Center provides mail distribution, mail
services, postal transportation, and classified mail services.
o F1 – Navy Cargo Handling Battalion provides in-stream and
pierside loading/discharging support.
 Components of a fully operational FLS for planning purposes.
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o A3 – Administrative Office provides for the headquarters

support and coordination of 1-3000 personnel.
o C3A – Naval Station Contingency Communications provides
long-haul and local external communications to support a Joint
Field Commander, small naval stations or naval air facility
including common user access to the system.
o D29 – Air Cargo Company provides 24 hours air terminal
operations including load planning, manifesting, palletizing and
handling of cargo and materials. Capable of processing 150
thousand pounds of air freight daily, with maximum aircraft
support capacity for three C-130s or one C-5 at a time.
o D31 – Supply Support Battalion provides base-level logistics
support, including material handling, receipt, storage, issue and
stowage of all classes of material; local delivery, OPTAR and
financial management; administration; computer support and
self-sustainment.
RECEPTION, STAGING, ONWARD MOVEMENT & INTEGRATION
 ALSS/FLS concept of operations is the foundation for Navy

Expeditionary shore-based logistics support and RSOI operations.
Designated components comprise enough personnel and equipment
for a fully operational ALSS or FLS.
 Navy may conduct initial phases of RSOI in support of forces until
arrival of units designed to conduct more robust operations.
 The ABFC system was specifically designed to be an integral part of
the Joint Deployment Process. It was primarily an Army concept,
however all services are involved as users or contributors to the
system. It has become a critical link between Strategic deployment
and Operational employment of forces and materials.
o Pre-deployment activities involved mission analysis, movement

schedules from the POE to the POD.
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o JRSOI picks up at POD and ends with the integration of units

into the operating commander’s force.
 Reception is the process of receiving, off-loading, marshalling, and

transporting equipment, personnel and material from the strategic
deployment phase.
 Staging is the assembling and organizing of personnel and equipment
into designated areas to build mission capable forces and prepare for
onward movement.
 Onward Movement is the relocation of forces capable of meeting the
Commander’s Operational Requirements to initial point of mission
execution.
 Integration is synchronizing the transfer of units into an Operational
Commander’s force prior to mission execution.
 The Goal of RSOI is the seamless flow of personnel, equipment, and
material from off-load points at the POD through employment into
the Theater of Operations.
NAVY RSOI
 Due to overwhelming majority of Navy forces being self-deploying,

the focus is on RSOI through the use of ALSSs/FLSs.
o Staging is primarily focused on consolidation and prioritization

for the movement of P/M/C.
o Onward Movement will focus on transportation through the
Hub and Spoke network between the ALSS and FLS.
o Integration occurs when sustainment, high priority P/M/C and
ABFC units arrive at their final destination and are employed
by the gaining command.
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“While the future will bring many new weapons and techniques into play,
there is no immediate prospect of weapons or situations that will make it
possible to win a major conflict without the establishment of advanced
bases.”
- RADM Henry Eccles

“Naval Operational Logistics”
March 1949
B. REFERENCES
Operational Naval Logistics, NAVPERS 10869, RADM Henry E. Eccles,

March 1949
NWP 4-01.1 – Navy Expeditionary Shore-based Logistic Support and

Reception, Staging, Onward Movement, Integration (RSOI) Operations
The ABFC User’s Guide
C. TOPIC OUTLINE
a. Advance Base Functional Components
b. Required Support Functions
c. ABFC Categories
d. ABFC Planning System
e. Summary of Structured ABFCs
(1) Active Duty

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(2) Reserve Units
f. Naval Expeditionary Forces
g. Advance Logistics Support Site
h. Forward Logistics Site
i. Intra-Theater Lift
j. Army Movement Units
k. ALSS/FLS Concept of Operations
l. ABFC Numbering System
(1) ALSS
(2) FLS
m. Reception, Staging, Onward Movement & Integration
n. Navy RSOI
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Figure 6
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OUTLINE SHEET 3.7
JOINT LOGISTICS OVER-THE-SHORE
ENABLING OBJECTIVES
3.22 DEFINE the concept and criticality of Joint Logistics Over-the-Shore

(JLOTS) operations using JP 4-01.6 as a reference.
3.23 STATE in writing, the primary responsibilities of the U.S. Army in Joint
Logistics Over-the-Shore (JLOTS) operations using JP 4-01.6 as a
reference.
3.24 STATE in writing, the primary responsibilities of the U.S. Navy in Joint
Logistics Over-the-Shore (JLOTS) operations using JP 4-01.6 as a
reference.
3.25 STATE in writing, the primary responsibilities of the U.S. Marine Corps in
Joint Logistics Over-the-Shore (JLOTS) operations using JP 4-01.6 as a
reference.
3.26 IDENTIFY which services are responsible for Inland Petroleum

Distribution System (IPDS), Offshore Petroleum Distribution System
(OPDS) and the Amphibious Assault Fuel Distribution System (AAFDS)
using JP 4-01.6 as a reference.
3.27 IDENTIFY the various JLOTS assets and how they are employed using JP
4-01.6 as a reference.
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JOINT LOGISTICS OVER-THE-SHORE
A. INTRODUCTION
When support is required and there is not a securable or usable seaport to

debark materials and supplies. The use of Joint Logistics Over-The-Shore
(JLOTS) is an option the Operational Commander may use. Not all of the
players in the operation may be involved throughout the planning and
execution of an operation, and some may not be involved at all depending
on circumstances or on the degree of mobilization.
The Navy operational commanders are responsible to their appropriate

Geographical Combatant Commanders (GCCs) for naval logistics support.
In general, each service is responsible for its own logistics in the theater,
although missions such as strategic airlift and sealift are carried out under
the direction of USTRANSCOM. In the context of expeditionary logistics,
management of the port of debarkation (POD) may be conducted by Army
or Navy forces, augmented by civilian ship crews, depending on the event.
Alternatively, either service may be directed by the GCC to provide forces to
augment the other in JLOTS operations.
What is a JLOT operation: The scope of the JLOTS operations depends on

geographic, tactical, and time considerations and extends from initial
operation planning, through deployment/set up of JLOTS forces and
equipment, to arrival of ships for cargo off-load and delivery to inland
staging and marshalling areas. JLOTS operations are inherently scalable, and
the Joint Task Force (JTF) throughput requirements may be accommodated
by incrementing (or decrementing) appropriate LOTS units and equipment,
subject to availability of forces and geographic constraints.
 In friendly or undefended territory and, in time of war, during phases

of theater development.
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TYPES OF JLOTS OPERATIONS:
 Dry Cargo Operations
o Vehicles requiring specialized drivers need to be identified as

part of the Port Support Activity (PSA) and placed on the
TPFDD.
o Lighterage crews plan for a 20-hour day in the operations with
4-hours maintenance stand-down.
 Wet Cargo Operations
o Liquid cargos (water and fuel) are viewed in 3 increments.
 Ocean transport – off-load site using the offshore bulk

fuel system (OBFS)
 Cargo transfer – via high water mark using Amphibious
Bulk Liquid Transfer System (ABLTS) or Offshore
Petroleum Discharge System (OPDS)
 ABLTS supports USMC amphibious assault and

MPF operations
 OPDS is supported by Amphibious Construction
Battalions along with 120 personnel
 Beach storage and/or distribution operations (fuel farms)
 Bulk petroleum bladders (DRACONES) can be

moved from ship to shore ranging from 22k GLS
to 247k GS on barges. This is to lighten the ship so
it can move into pier side (if available) or draft
limitations or to increase throughout of fuel ashore.
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o The JLOTS Commander is responsible for OBFS operations,

beginning with the reception of OBFS vessels and extending to
the installation and operation of OBFS to their termination
points on the beach. Military units operating beach storage and
transfer systems may not be under Tactical Control (TACON)
to the JLOTS Commander, depending on Command and Contol
(C2) arrangements identified in the Joint Force Commander’s
(JFC) JLOTS directive.
o Certain events, particularly in arid environments, it will be
important to deliver bulk potable water to storage and
distribution systems ashore. In an immature theater, water can
be obtained from surface sources (seas, river/streams, lakes,
etc) and run through purification systems operated by units
assigned this tasking. Also, MPF ships can deliver water
through over-the-shore amphibious bulk liquid transfer system
IMPORTANCE OF JLOTS TODAY
 90% Dry Cargo and 99% of Petroleum, Oils, and Lubricants (POLs)
move by sea. During operations overseas in remote areas critical
cargo must be delivered. Strategic sealift improvements come to a halt
if flow stops offshore hindering operations and possible failure to
complete timelines and missions assigned to all forces.
TYPES OF ENTRY POINTS
 Bare Beach – lighterage is used to offload ships instream (at anchor)

over an unimproved beach, or shoreline.
o Pro – Flexible, scalable, and selectable

o Con – Requires engineer support, geographically drive, and
affected by the environment easily
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 Unimproved Water Terminal or Degraded Port Facility – Fixed,

pre-existing shelter or improvement that is not designed for cargo
offload or onload.
o Pro – Fixed structure in place, some shelter, easier discharge,

less vulnerable to environment.
o Con – Lacks sufficient water depth, Material Handing
Equipment (MHE), Mass-On-Ground (MOG) at pier, ferry of
cargo in a limited space at harbor, maneuverability issues,
damage to vessels
 Augmenting a fixed point – Undamaged port facility with modern

MHE and good supporting infrastructure.
o Pro – Mature facility, MHE available, multiple berths/offload

points, maneuverability, shelter
o Con – Host Nation (HN) restrictions based on MOG and
offload expectations, scale of operations can exceed port
capabilities
JLOTS OCCURRENCES
 Stand-alone operations – follow on amphibious assault operations or

additional non-combat support to enhance overall support
o This can be comprised of Dry or Wet JLOTS or both

o Personnel augments are flown into the Area of Operation (AO)
to support JLOTS
 Follow-on Kinetic assault or Preposition operations – both

amphibious and afloat PREPO operations can transition into JLOTS
to sustain a force ashore
o At the JFC discretion:

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 Responsibility of the AO as LOTS begins will transfer

from the Joint Force Land Component Commander
(JFLCC) to JLOTS Commander
 Responsibility of the Maritime assets support amphibious
operations will transfer to the JLOTS Commander from
the JFMCC
 Cargo Transfer operations to shore – Beach storage and distribution

inland (units executing this phase may not be under TACON to the
JFC
o This can include Bulk Petroleum and Potable water

o Communication and coordination is key in this type of
operation
JLOTS LIMITING FACTORS
 Weather and Sea State
o Operational Commander’s require a Sea State of 3 (4 feet seas)

and winds less than 15 knots for JLOTS capability to support
expeditionary and theater sustainment logistics
UNIFIED COMBATANT COMMANDER RESPONSIBILITIES
 Commanders of unified commands have overall responsibility for

JLTOS operations in their area of operational responsibility (AOR)
 The commander of a unified command may delegate authority to a
subordinate commander or joint task force (JTF) commander in the
conduct of their assigned missions
 Can utilize their Joint Deployment/Distribution Operations Center
(JDDOC) to coordinate/synchronize efforts at the GCC level
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o The JDDOC is the GCC’s staff element that can oversee

operations in the AOR
o Additionally, a joint movement center (JMC) may be
established at a subordinate unified or JTF level to coordinate
the employment of all means of transportation (including those
provided by partner nations) to support the concept of
operations (CONOPS). If a JMC is established, it may be the
GCC element that performs the coordination and
synchronization roles of the JDDOC
COMMAND RELATIONSHIPS
 JLOTS is a relationship between the Navy operational commanders,

the theater logistics commanders, Military Sealift Command, and the
JLOTS commander. Not all of these players are involved throughout
the planning and execution of an operation, and some may not be
involved at all depending on circumstances or on degree of
mobilization
 Specific JLOTS operations will be identified by the JFC during
concept development. At that time, tentative JLOTS sites will be
selected and force requirements identified. Landing sites will be
selected by agreement between the supporting naval component
commander and the JLOTS commander and will be approved by the
JFC. The JLOTS commander is responsible for consideration of the
inland access requirements.
 JLOTS operations may follow amphibious operations that are
routinely the responsibility of the Navy. Commander Amphibious
Task Force (CATF) maintains operational control (OPCON) during
amphibious operations (PHIBOPS) and is responsible for all ship-to-
shore movement. At termination of PHIBOPS, ATF is disestablished
and the LOTS or JLOTS commander assumes OPCON
 Normally, during transition from amphibious to JLOTS operations,
there is a period in which the Navy and supported ground forces
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continue to conduct ship-to-shore movement for initial sustainment

using the basic control organization and procedures used for the
amphibious operation. In a representative situation, Navy LOTS
forces would provide the initial ship unloading capability and would
deliver not only the follow-on supplies and equipment to the
amphibious assault forces, but also provide the necessary sustainment
support. As Army transportation units arrive in the area, they report to
their service component but functionally integrate into the CATF
existing amphibious cargo discharge organization. Finally, the JLOTS
ship-to-shore C2 organization, when operationally ready and directed
by the CJTF, will assume responsibility, and the Navy LOTS
operations will transition to a JLOTS operation. At this point,
TACON of all ship-to-shore assets is transferred from the Joint Force
Maritime Component Commander (JFMCC) to the JLOTS
organization, and any Navy ship-to-shore assets not already
withdrawn will normally remain under the TACON of the JLOTS
commander.
JLOTS COMMANDER RESPONSIBILITIES
The JLOTS Commander is responsible for detailed planning and execution

of JLOTS offload operations. This will be accomplished through a central
planning team composed of representatives from participating service
components. Regardless of the service providing the JLOTS commander,
responsibilities and procedures for the conduct of JLOTS operations remain
the same. Principal responsibilities of the JLOTS commander are:
 As the lead for JLOTS operations the commander will select landing
sites through an agreement between the GCC and the JLOTS
commander with approval from the JFC
 Prior to ships arrival JLOTS commander will receive the manifest
detailing cargo type, quantity, and location of items onboard for
offload. This helps the JLOTS commander, in coordination with the
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JTC and other component commanders the sequence of offloading

equipment and supplies from the ships to inland staging and
marshalling areas. This includes both dry and wet cargo operations
 The JLOTS commander will also publish an operations order
(OPORD) detailing the responsibilities of OPCON forces and conduct
of JLOTS to instill C2 over the operations
 Coordinate over-the-shore liquid cargo operations. For the offshore
bulk fuel system (OBFS), responsibility includes acceptance of OBFS
vessels and the installation and operation of OBFS to its termination
point on the beach, where it interfaces with the inland petroleum
systems
 During the course of JLOTS operations, it may become necessary for
the JLOTS commander to require that the Military Sealift Command
(MSC)-operated or contracted ships take specific actions, such as
shifting to a different anchorage or operational area. Only a MSC
representative has the authority to provide legally binding direction to
the ship’s master.
JLOTS TASK ORGANIZATION (Figure 7)
 In JLOTS operations, Service elements are normally integrated under

one JLOTS commander who usually has TACON authority to direct
LOTS operations. Service elements should be employed in a manner
consistent with their designed operational capability. Responsibilities
and details for all aspects of the JLOTS operations are provided in an
OPORD. The necessity to coordinate operations with civilian and
commercial entities is also critical to the success of JLOTS operations
 While the service elements assigned to the JLOTS organization may
be of sufficient size to have their own staffs, provisions should be
made for a joint staff element to support the JLOTS commander. The
JLOTS staff may be composed of personnel provided from the
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Service LOTS units or Service component staffs, augments from units

in garrison, reserve component augments, or a combination of the
above. These units will comprise the overall JLOTS structure and
each unit will have a specific specialty to support operations in
various types of occurrences
 Although JLOTS operations are principally supported by Army and
Navy forces, each service has personnel and equipment capable of
contributing to the conduct of JLOTS operations. During the planning
for, and execution of, JLOTS operations, each Service component
normally furnishes such equipment and performs those tasks required
by the operational plan (OPLAN) and OPORD or as directed by the
JFC during OPORD execution
 The primary Navy unit in support of JLOTS is the Naval Beach
Group composed of Lighterage, Cargo Handling, Beach Support,
Security and Construction capabilities
 MSC representatives needs to be on staff due to they are the only
authority that can move ships or adjust formations during operations
TRANSCOM RESPONSIBILITIES
 Ship Discharge Operations
o Joint Task Force - Port Opening (JTF-PO) seaport of

debarkation (SPOD) provides a rapidly deployable seaport
opening capability formed from joint forces to facilitate crisis
response from mature or austere seaports in permissive or
uncertain environments. As follow-on theater logistic
capabilities arrive, such as JLOTS enablers, and joint reception,
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staging, onward movement and integration (JRSOI) forces;

JTF-PO personnel will begin the transfer of authority of the
forward distribution node to these arriving forces or contracted
personnel with the capabilities that will allow the seamless
continuation of seaport and distribution operations in theater.
JTF-PO can also support future JLOTS operations and help
facilitate cargo movement and in-transit visibility (ITV) from
the beach to the forward distribution node
o Surface Deployment Distribution Command (SDDC) will act
as the single port manager (SPM) for common user seaports
worldwide, unless a port management cell is formed
 Document receipt and/or movement of cargo using

Global Air Transportation Execution System (GATES)
for both maritime and air domains
SERVICE COMPONENT RESPONSIBILITIES
Each component has service personnel and equipment necessary for the
conduct of LOTS operations and are responsible for the training of their
respective forces. During the planning for and execution of JLOTS
operations, each service component will furnish such equipment and
perform those tasks required by the GCCs allocation of resources, as
designated in the OPLAN and OPORD
 Army Responsibilities during JLOTS operations
o Provide forces for and conduct JLOTS operations

o Provide lighterage, tugs, small craft, other discharge
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equipment, and trained operators for use in JLOTS operations

and provide the common service assets required to supplement
amphibious operations, as available
o Provide lighterage of watercraft to support Navy offshore
petroleum discharge system (OPDS) installation or
emplacement operations and provide diving support and
assistance in final deployment of ship-to-shore pipeline to the
shoreside high water mark where it interfaces with land forces
inland petroleum distribution systems (IPDS)
o Coordinate with other services for routes from ships to inland
rail and road networks
o Provide transport to remove and distribute cargo moving from
LOTS sites to staging areas at airfields or helicopter pick-up
zones and inland rail and networks
o Provide general water support purification operations, diving
support, and assistance in deployment of barge-to-shore
pipeline to the shoreside high water mark where the pipeline
connects with the potable water storage and distribution system
of the land forces
o Select, in conjunction with the naval component commanders,
JLOTS landing sites
o Prepare unimproved beach surfaces and backwater surfaces to
enhance trafficability of material and equipment to major rail
and road networks
o Prepare marshalling areas for the storage of containers,
breakbulk cargo, and rolling stock
o Emplace the Inland Petroleum Distribution System (IPDS) to
support bulk fuel discharge operations
o Provide communications between the Offshore Petroleum
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Discharge System (OPDS) tanker and the shore

o Erect cargo discharge facilities – such as the elevated causeway
system – in support of dry cargo discharge
 Army Units available to the JLOTS Commander
o Transportation Terminal Group – Provides command and

overall direction of water terminals and performs staff planning
for terminal operations. Can control up to six Transportation
Terminal Battalions
o Transportation Terminal Battalion – Provides planning and
supervision over units required to discharge up to four ships
simultaneously at an established water terminal, or up to two
ships in the stream
o Transportation Terminal Service Company (breakbulk) –
Discharge, transships, and backloads breakbulk cargo at ports
or beaches. Capable of discharging cargo at a daily rate of
1,000 short tons (ST) per day or backloading 500 ST per day
o Transportation Terminal Service Company (container) – Same
as above, but for containerized cargo. Can discharge 300
containers or backload 300 containers daily in offshore
operations; 600 containers daily in a fixed port
o Terminal Service Company – Accounts for and prepares
documentation for cargo handled, provides limited intransit
storage as required
o Transportation Heavy Boat Company – Operates Army LCU’s
and can transport an average of 1,500 ST of non-containerized
cargo, 4,000 troops, 540 ST of vehicles, 1,500 ST of medium
tanks, or 360 twenty-foot equivalent (TEU) per day
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o Transportation Medium Boat Company – Operates Army

LCM-8 landing craft. Can transport an average of 1,000 ST of
non-containerized cargo or 240 TEU daily
o Transportation Watercraft Team – Operates non-propelled
cargo barges, crane barges, amphibious lighters (LARC), tugs,
logistics support vessels, floating causeways, roll-on roll-off
(RO/RO) discharge facilities, causeway ferries, and picket
boats
o Transportation Terminal Service Teams – Provides teams and
equipment for cargo documentation, contract supervision, hatch
gangs, container handling, breakbulk augmentation, and heavy
cranes
o Engineer Port Construction Company – Constructs and
maintains offshore facilities; piers, wharfs, and ramps; tanker
discharge facilities; provides dredging and removal of
underwater obstructions
o Lightweight Diving Company – Provides underwater
construction, light salvage, repair, and maintenance
o Quartermaster Petroleum and Water Units – Performs planning,
supervision, operation, and maintenance of fuel and water tank
farms and distribution systems
 Army lighterage capabilities
o Army barges are available in a variety of sizes and functions,

including deck, liquid, and refrigerated versions. Barges can be
successfully used in ship-to-shore operations. One propulsion
system, such as a tugboat or landing craft, can service several
barges
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o Modular barge is a 10x25 foot section that interlocks to form a

floating pier to support offload and on load of ships during
JLOTS operations. It can be transported by ship or land and can
be assembled with eight personnel to support multiple staging
of vehicles and containers for transfer to other motorized
lighterage
o The lightweight modular causeway system (LMCS) is a

floating bridge that incorporates floatation bladders with an
overlain structural deck. It can be transported by ship, air or
land and can be assembled with as little as seven personnel to
support the Army’s heaviest battle tank
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o Landing Craft, Utility (LCU-2000 Class) are assigned to

transportation heavy boat companies and are used to move
personnel, containers, and other cargo. It is a self-sustaining
and self-deliverable vessel that performs ship-to-shore and
extended missions. LCUs are capable of beaching and
retracting under their own power and are equipped with a stern
anchor to assist in retracting
 Navy Responsibilities during JLOTS operations
o Provide appropriate naval forces and equipment for support of

US Army LOTS operations and JLOTS for the US Marines
o Exercise command of Navy Ships and boats to ensure safe and
proper operation and to take action against the enemy, if
necessary
o Exercise a minimum of TACON over the disposition and
operation of other participating ships as is necessary to protect
them
o Provide for offshore petroleum discharge (OPDS) to the
shoreside high watermark
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o Provide lighterage, tugs, small craft, other discharge

equipment, and trained operators for use in JLOTS operations
and those common-service assets required
o Provide potable water
o Erect cargo discharge facilities, such as the elevated causeway
system (ELCAS), in support of dry cargo discharge operations
o Conduct beach party operations, including control and salvage
of lighterage and control of the beach transit of disembarked
vehicles and cargo
o Provide Maritime Expeditionary Security units for seaward
surveillance in support of JLOTS security
 Navy Units available to the JLOTS Commander
o Navy Beach Group (NBG) – provides command and control of

Navy units in putting landing force equipment ashore during
and following an amphibious assault, an MPF offload, or
LOTS/JLOTS operation. Nominally organized around the NBG
staff, an Amphibious Construction Battalion, a Beachmaster
Unit, and Two Assault Craft units. For operational
employment, the NBG is task-organized to accomplish specific
tasks to conduct LOTS as part of the participating naval forces
o Amphibious Construction Battalion (ACB) – Installs, operates,
and repairs causeway piers, RO/RO discharge facilities,
Elevated Causeway Systems (ELCAS), Side Loading Warping
Tugs (SLWT); performs limited construction and camp
support; installs bulk liquid systems; provides salvage support;
and provides security and beach defense. The battalion is an
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administrative unit from which personnel and equipment are

formed in tactical elements and made available to appropriate
commanders to operate causeways, lighterage, and bulk
fuel/water systems. The many combinations of personnel and
equipment that may be employed require a highly flexible
organization to provide tactical elements. The ACBs can be
augmented by reserve forces in order to support large
operations, while maintaining and operating a rear echelon.
o Beachmaster Unit (BMU) – Controls ships, lighterage, and
amphibious vehicles from the surf line to high watermark.
Installs range markers and lights. Controls salvage of
lighterage. Maintains observation of surf and weather
conditions
o Assault Craft Unit (ACU) – Operates and maintains Navy
LCU, LCM, and LCAC landing craft
o Navy Cargo Handling Battalion (NCHB) – Provides for
loading and discharging (in stream or pier side) cargo ships and
operating marine or air cargo terminal. When augmented from
the supported unit, a NCHB can discharge 2,800 measurement
tons (MT) per day alongside the pier and 1,920 MT per day in
the stream. NCBHs can be programmed with a variety of
equipment packages tailored to specific mission scenarios
o Underwater Construction Team (UCT) – Performs underwater
site surveys; light salvage; cable and pipeline installation;
obstruction removal; and deployment and recovery of offshore
petroleum discharge system (OPDS)
o Maritime Expeditionary Security Squadrons – Provide seaward
surveillance for interdiction of hostile surface craft and
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submarines. Assists in lighterage control and land discipline
 Navy lighterage capabilities
o Lighterage assets organic to naval LOTS include landing craft

and causeway ferries. The type of lighterage will be dependent
on the weather, sea state, surf conditions, beach gradient, and
characteristics of the onload and discharge sites. Both landing
craft and causeway ferries have navigational lights and can
operate under conditions of reduced visibility, although they
will require vectoring from the ship control centers
o Landing Craft, Mechanized (LCM-8) – Navy LCM-8s are
attached to assault craft units (ACUs) and on amphibious class
ships LSDs. The LCM-8 is designed to transport breakbulk
cargo, wheeled and tracked vehicles, and personnel and
equipment from offshore ships through a surf zone and onto a
beach. They are capable of operating on a 24 hour basis with 5
crew and are able to retract from the beach on their own power.
They have a 30 ton capability and are 74 feet in length and can
carry 150 combat troops
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o Lighter, Amphibious Resupply, Cargo (LARC-V) – Is mainly

employed by the Navy in surf zone salvage as part of beach
party teams or in ferrying personnel between the beach and
ships anchored offshore. It can assist towing of disabled
lighterage or stranded vehicles clear of the landing craft. De-
watering swamped boats and fire-fighting capabilities with the
use of a trash pump. A single screw, four wheeled drive, self-
propelled amphibious vehicle with a 5 ton cargo capacity
o Landing Craft Air Cushion (LCAC) – The Navy has procured

LCACs for assignment to ACUs. The LCAC employs ACV
technology with gas turbine propulsion. The LCAC delivers
cargo from a seaward launch point at speeds in excess of 40
knots. The high speed over-the-beach craft can carry a 60 ton
payload. LCACs can transport a wide variety of wheeled and
tracked vehicles, weapons, personnel, and equipment. It has a
fast turnaround for multiple missions. The craft is capable of
transiting ashore across about 70 percent of the world’s littorals
and proceeding to a dry landing ashore
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o Maritime Prepositioning Force Utility Boat (MPFUB) – This

vessel has two missions during JLOTS operations. First, is that
it can be used as a high-speed transport of vital equipment and
personnel in support of Maritime Prepositioning force
operations. Second, is that it can provide force protection,
medical evacuations, ammunition transport, search and rescue,
and Humanitarian Assistance and Disaster Relief support
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o Improved Navy Lighterage System (INLS) Causeway Ferry –

The causeway ferry is a powered, cargo transfer, platform
capable of loading, transferring, and discharging cargo from
ships anchored in-stream to the shore during LOTS operations.
The causeway ferry can moor next to the RO/RO discharge
facility or FC (INLS), the CWP (NL system), and the
ELCAS(M) or alongside a ship for loading and offloading
rolling stock RO/RO and LO/LO cargo. The crew is normally
eight personnel with a speed of 10 knots fully loaded. Total
length is 256 feet x 24 feet in beam
o Floating Causeway – provides a floating pier interface between

an unimproved beach and cargo lighters. It is a supplemental
facility that enables the necessary transfer of materials when
sand bars, beach gradients, or man-made obstacles preclude the
normal beaching of lighters. It allows the discharge of cargo,
rolling stock, and tracked vehicles from lighters that have
deeper draft and limited access to beach or other pier facilities.
Currently there is only one of these systems in ACB-1 TOA
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OPDS CAPABILITIES (Figure 8)
 The JLOTS commander is responsible for offshore petroleum

discharge system operations, beginning with the reception of OPDS
vessels and extending to the installation and operation of OPDS to
their termination point at the beach termination unit that interfaces
with inland petroleum distribution and storage systems. Military units
operating the inland petroleum and water distribution systems may or
may not be under operational control of the JLOTS commander
 OPDS operations was designed to provide an Armed Service
expeditionary force in the objective area with large volumes of fuel
products ashore over a sustained period of time. This navy system
will delivery fuel products for all services to the high water mark. The
OPDS consists of (1) a tanker modified to transport, deploy, and
operate the system in water depths of 35 to 190 feet; (2) the single
anchor leg mooring (SALM); (3) 4 miles of 6 inch internal diameter
conduit; (4) reels for conduit storage; (5) booster pumps and
associated mooring and handling equipment. Once OPDS is installed,
the original OPDS tanker will remain connected to the system as a
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“station ship” and receive, store, and discharge additional products as

required. Replenishment of the “station ship” tanker would be by
skin-to-skin transfer form fuel at 1,000 gallons/minute providing 1.2
million gallon per 20 hour period. It is capable of sustained
performance over a period of at least 180 days. The system has a
single hose capability to pump one product 4 miles from the SALM/ a
dual hose capability to pump two products 2 miles from the SALM
 The Navy component has the responsibility for installation of the bulk
fuel system to the beach termination unit (BTU); Marine Corps and/or
Army force have the responsibility for installation of the terminal and
distribution system inland
ELEVATED CAUSEWAY SYSTEM (ELCAS)
 ELCAS is a rapidly installable pier facility designed to provide the

capability to deliver containers across the beach. The ELCAS is also
capable of removing rolling stock (within the capacity of the
container crane) and breakbulk cargo from lighterage from beyond
the surf zone and difficult beach gradients.
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SHORE SUPPORT ASSESTS
 Terminal Service units (TSU) have a limited beach preparation and

construction capability. Although TSUs are responsible for beach
preparation, engineer combat-heavy and port construction engineer
units will provide supervisory personnel and perform most engineer
construction tasks in the area of operation. Construction equipment
organic to breakbulk terminal service units include dump trucks and
bulldozers. Bulldozers are used for several purposes, including
surface preparation, berm construction, and vehicle material handling
equipment (MHE) recovery. Tires can be placed on the bulldozer’s
blade to push landing craft back into the water
 Rough Terrain Container Handler (RTCH) – Marine Corps landing
support units and Army terminal units with container-container-
handling capability are equipped with RTCHs along with the NCHB.
RTCHs are rated at 50,000 pounds and are capable of handling
containers of 20, 35, and 40 feet in length on beaches and within
terminals. RTCHs cannot discharge containers from landing craft but
are ideal for discharging containers from causeway ferries
 Yard Tractors and Trailer – Designed to shuttle trailers within
terminals rather than along highways. These vehicles are highly
maneuverable but cannot operate on loose sand
USMC RESPONSIBILITIES
USMC forces require JLOTS support for sustained logistics buildup ashore.
Marine forces possess limited capability to augment JLOTS operations with
shore-based tactical motor transport, material handling, bulk liquid, and C2
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assets. The responsibilities of the Marine Corps in the conduct of JLOTS

may be to:
 Provides overall Combat Service Support (CSS) to a Marine

Expeditionary Force (MEF). Organized primarily for amphibious
assault operations, can operate three beach or helicopter landing
zones simultaneously. Manages and operates port cargo terminals,
railheads, and air nodes
 Provide Material Handling and Motor Transport personnel and
equipment to receive and transport cargo from the Beach Support
Area
 Provide potable water and it’s storage facilities
 Prepares unimproved beach surfaces and backwater surface to
enhance material movement and equipment to marshalling areas
 Prepare marshalling areas for containerized and breakbulk cargo and
rolling stock
 Emplace Amphibious Assault Fuel Distribution System (AAFDS) to
support MPF operations. It consists of 5,000 or 10,000 feet of
buoyant 6-inch hose deployed during amphibious assaults or MPF

operations. The AAFDS is an integral part of the bulk fuel transfer
system and is designed to provide the initial means of transferring
fuel ashore. The system has a 600 gallon/minute capacity. Although
rapidly installable, the system has a limited life expectancy because it
floats on the surface. For sustained operations, a more permanent
system must be installed to meet continuing demand of a large force.
Operations of the AAFDS is the responsibility of the ACBs
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US COAST GUARD RESPONSIBILITIES
US Coast Guard is organized, trained, and equipped to provide port safety

and security functions to the port area in a LOTS or JLOTS environment.
Other responsibilities are:
 Ensures security for sensitive port areas and ensures safe movement
of explosives, petroleum/oil/lubricants (POL), and other dangerous
cargo between vessel and pier.
 Works in conjunction with the Maritime Expeditionary Security units
JLOTS PLANNING OPERATIONS
Planning JLOTS operations is complicated by the need for detailed

coordination among the various service forces involved, the complex
logistics activities, joint command relationships, and other peculiar
operational factors
 Planning procedures – In order to keep all commands fully informed

during planning, the JLOTS commander must provide early and
continuous dissemination of planning data to his senior, subordinate,
and corresponding commanders
 Concurrent planning – Because many of the planning problems are of
mutual concern to all participants, concurrent planning is necessary.
The allocation of resources, such as available shipping, lighterage,
ship-to-shore transfer systems, and LOTS equipment, will be based
on the amount of equipment, dry cargo, bulk fuel, and water that must
be discharged to meet the needs of supported forces. The plans of
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supported forces must be sufficiently advanced to provide a basis for

determining requirements and for setting discharge priorities
 Throughput planning – Geography, weather, beach capacity, beach
throughput, and clearance capacity are all major factors of JLOTS
throughput planning. Throughput capacity is determined by
evaluating the effect that the weather, hydrographic aspects, and
hinterland have on the tonnage or the number of containers that can
be brought into the area, discharged, and cleared from the beach each
day. JLOTS throughput capacity depends on the following:
o The number of suitable anchorage and maneuvering spaces

available for offload systems in the offload area is a factor and
is based on an evaluation of the weather, water depth,
underwater obstacles, and surf conditions
o Beach capacity is an estimate of cargo that may be unloaded
over a designated strip of shore per day and depends on the
number of ships that can be discharged at one time. It is
expressed in gallons or barrels of bulk liquid cargo or ST of
breakbulk cargo and the number of containers that can be
unloaded, segregated or sorted, and placed on the beach or
conveyed directly to transportation for movement inland.
Beach capacity is based on the floating and cargo handling
equipment and personnel available for the discharge operation
o Beach throughput depends on both the offload and clearance
rates. The offload capacity rate is the rate that cargo is
discharged from lighterage. The clearance capacity rate is the
rate at which cargo can be moved from beach discharge points
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to inland staging and marshalling areas. Beach throughput is a

major consideration of JLOTS operations
o Clearance capacity is an estimate of the cargo that may be
transported inland from a beach or port over the available
means of inland communication, including roads, railways,
inland waterways, pipelines, and air nodes. Clearance capacity
includes the ST of cargo and the number of containers and
troops that can be moved daily from the beach to initial inland
locations. It is based on transportation furnished by supporting
highway, rail, inland waterway and airlift units.
TRANSITION TO JLOTS OPERATIONS
 As a function of the on-scene service component force capabilities,

several possible transitions may occur in assuming control of the
offload
o Before termination of the amphibious operation, some Army

offload elements may have arrived or be arriving in the landing
area. Control of those Army units that are normally associated
with the ship-to-shore movement is passed to the CATF.
o Upon termination of an amphibious operation, a transition to
LOTS or JLOTS operations is conducted. If all discharge
forces in an operation remain Navy and Marine Corps, it is
considered under the control of the JFMCC commander. The
same basic control organization exists as during the amphibious
operations. As Army discharge forces arrive and are
incorporated with the Navy and/or Marine Corps personnel, the
discharge becomes a JLOTS
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o Upon mutual agreement between the Navy Officer in Tactical

Command and the designated JLOTS commander, the JLOTS
commander assumes the responsibility for JLOTS. Whether the
JLOTS commander is from the naval or Army component,
naval offload and applicable USMC Landing Force personnel
and equipment need to be placed under the OPCON to the
JLOTS commander and assimilated into appropriate task
organizations until the CJTF releases Navy and Marine forces
to re-embark aboard amphibious shipping to prepare for future
potential amphibious operations. Army offload elements
associated with the ship-to-shore movement need to be
integrated into the JLOTS organization, OPCON to the JLOTS
commander. The JLOTS commander’s responsibility for cargo
and/or equipment delivery extends from ships acceptance for
offloading through arrival of cargo and/or equipment at inland
staging and marshalling areas.
o As required in the JTF OPORD, the naval offload personnel
and equipment may phase out of the specific operation being
supported by the JLOTS commander to be available for support
for other operations. When released from the OPCON of the
JLOTS commander, OPCON of the naval elements will revert
to the naval component commander. Ultimately, the JLOTS
operations will transition to Army LOTS.
JLOTS COMPONENTS
 RO/RO Discharge Facility (RRDF) – are the preferred mode of

transporting tracked or wheeled combat equipment to a theater of
operations. They have the distinct advantage of a fast turnaround
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(load and offload) when equipment can be driven on and off the
ships. To take advantage of their inherent ramp discharge capability,
the
Navy has developed a RO/RO discharge facility for use in low sea
state 3 or less (4 foot seas) to provide a means of placing vehicles
aboard lighterage. The facility can be arranged without a ramp for
self-sustaining RO/ROs or with a ramp for non-self-sustaining
RO/ROs
 The causeway section powered by a side loadable warping tug can be
ferried to and from shore to discharge positions. The modular
causeway sections can be ferried directly through the surf zone to the
beach or to the pier head of the ELCAS. When the causeway section
powered is fitted with an A-frame at the bow, a deck winch, and other
equipment now turns it into a side loadable warping tug. The non-
powered sections are joined together to carry pallets, vehicles, and
containers to the shore and are configured for beaching.
 The Logistics Support Vessel (LSV) – The logistics support vessel
transports approximately 2,000 ST of dry cargo in coastal, harbor, and
inland waterway missions. The craft possesses a beaching capability
that will permit use in LOTS missions.
BEACH CLEARANCE AND MARSHALLING OPERATIONS
 The ability to clear cargo from a beach depends on the physical

features of the beach, weather, oceanographic features, the tactical
situation, and the organization and equipment of the units assigned to
the operation
o To obtain throughput effectiveness from available forces, a

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maximum rate of discharge must be reached and maintained.

Beach throughput is dependent on both the discharge and
clearance rates.
o The discharge rate is the rate that cargo is offloaded from
lighterage
o The clearance rate is the rate at which cargo can be moved
from the beach discharge points to inland staging and
marshalling areas. Beach throughput is a major consideration to
JLOTS operations.
o Within the beach area, locations must be established and
clearly marked for lighterage and vehicle landing sites, staging,
and loading areas, bulk fuel and water storage, Class V dumps,
and beach operational group functional areas (billeting,
messing, maintenance, services, etc.). Vehicle traffic lanes and
routes connecting landing sites and staging areas, dumps, etc.
must be selected and clearly marked. One-way traffic patterns
should be established whenever possible. Vehicle landing sites
should be located on one flank of the beach. Class V landing
sites and dumps should be located on the opposite flank.
Landward water systems and amphibious assault fuel systems,
including connecting lines, must be considered when preparing
the beach for offload
o A large inland staging or marshalling areas is the key to
continuous throughput. The selection of this area should
consider distance from the beach and road network, drainage,
and soil conditions. Hard surface is essential if rain is probable.
The staging or marshalling area is operated by a supported
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forces detachment and is organized into holding areas and

loading areas. The loading areas are located near beach and
staging area exits to load cargo onto trucks for transportation
inland
SEALIFT SUPPORT FOR JLOTS
Strategic sealift is the principal delivery means for the equipment and
logistics support of land and air forces. Strategic sealift employed in support
of JLOTS operations include Military Sealift Command (MSC) common-
user and pre-positioning ships. These ships are capable of conducting over-
the-shore and port operations from anchorage. These ships deliver cargo in
accordance with requirements based on cargo required delivery dates, the
tactical situation, and ship capability and availability
 Ship discharge operations is an essential element of the strategic

sealift mission. Cargo offload of strategic sealift ships may be
conducted by Navy or Army forces augmented by civilian ship crews,
depending on the event. Alternatively, either service may be directed
to provide forces and equipment to augment the other service for
JLOTS operations. The Navy has the primary responsibility for
providing forces and equipment and conducting strategic sealift cargo
offload operations incident to amphibious operations and MPF
deployments. The Army has primary responsibility for providing
forces and equipment and conducting strategic sealift offload
operations incident to base, garrison, or theater development
operations
 Fast Sealift Ships are capable of speeds in excess of 33 knots.
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Originally built as container ships, they were converted with cranes,

and RO/RO capability with a redesign of the cargo hold to better
facilitate storage of vehicles. Most FSS are kept in a reduced
operating status, but can be activated and ready to sail in 96 hours. 43
civilians with 12 military technicians (fully operational) and 18
civilians (reduced operations).
 Large, Medium Speed, RO/RO Ships (LMSR) can carry an entire US

Army Task Force, including 58 tanks, 48 other tracked vehicles, plus
more than 900 trucks and other wheeled vehicles. The ships can carry
vehicles and equipment to support humanitarian missions, as well as
combat missions. The cargo carrying capacity is more than 380,000
square feet, equivalent to almost eight football fields. The ship has a
slewing stern ramp and a removable ramp that services two side ports
making it easy to drive vehicles on and off the ship. Interior ramps
between decks ease traffic flow once cargo is loaded aboard ship.
Two single pedestal cranes make it possible to load and unload cargo
where shoreside infrastructure is limited or nonexistent. A
commercial helicopter deck was added for emergency
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 Float-On/Float-Off Ships (FLO/FLO) – A large amount of outsized

military cargo and assets have to be transported during a military
contingency operation. This cargo could include: Tug boats, barges,
landing craft, floating cranes, single anchor leg mooring systems, and
other items. Lifts could range from approximately 50 to 2,252 long
tons depending on the size of the JLOTS support needed for the
operation. These types of cargoes can be quickly loaded and
discharged during FLO/FLO methods. During FLO/FLO operation,
the hull is submerged horizontally by flooding ballast tanks until the
cargo becomes buoyant and is floated out, either under its own power
or towed. Semisubmersible ships should be of large value to a JLOTS
operation, not only because they are capable of safely delivering such
huge outsized loads (no lifting required) but also because most can
carry liquid cargo (water, bulk fuel) in some of their ballast tanks
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 Leased Container Ships make up part of the Voluntary Intermodal

Sealift Agreement (VISA) program. It is a partnership between the
US Government and the maritime industry to provide DoD with
assured access to commercial sealift capabilities during heightened
contingency operations. The intermodal capacity does not just include
US Flagged container ships but also dry cargo ships, terminal
facilities and intermodal management vessels. Support from other
vessels with cranes will be needed unless the ship can pull into pier
side for offload with a facilities crane
 Break Bulk Cargo Ships can serve different missions. The ships are
rigged to perform underway replenishment with Navy surface ships or
designed to carry lighterage that serves to deliver onboard cargo
directly to shore. Break Bulk Cargo means general goods,
commodities, or wares which are customarily shipped in boxes,
bagged, crated or unitized form, held in the vessel’s general holding
area, and handled by the piece, unit or in separate lots. The ships have
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large open hatches and fitted with boom-and-winch gear or deck

cranes
 Crane Ships (T-ACS) provide the logistic support required for

offloading US Merchant vessels in areas where no ports exist or
where existing port facilities are inadequate. The T-ACS alleviates
this dependency on port facilities and allows increased use of the
merchant marine to support military logistics operations. Outside
support is not required except for navy cargo handling units,
lighterage crews, and the terminal service company
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 Personnel needed in JLOTS operations. Navy Cargo Handling units,

Army Terminal Service stevedores, or civilian mariners in the case of
the tactical auxiliary crane ship will make the preparation for the
discharge of cargo from strategic sealift ships, including topping or
spotting booms, opening hatches, removing shoring or dunnage, etc.
The supported unit (amphibious forces) will be provided unskilled
labor, as necessary, in loading or unloading ships and in the
preparation thereof. Coordination must be planned and executed to
ensure sequence for equipment offload and positioning and individual
service responsibilities are understood.
MULTINATIONAL SUPPORT
 The United States is the only nation conducting full JLOTS capabilities.
 Many nations have littoral capabilities
o LCU and LCM along with MHE

o Asia uses more ferry type support (LSV)
 Challenges are metric vs US standards, voltage differences used,

communication packages, etc.
 NATO has the capability with the use of a multinational joint logistics
center (MJLC) to conduct similar LOTS operations through planning and
coordination.
 Examples: Operation Overlord D-Day
o British (Juno/Gold)
o US (Omaha/Utah)
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JLOTS DURING FHADR RESPONSE
 FHA Operations consists of the DoD activities, normally in support of the

United States Agency for International Development (USAID) or the US
Department of State, conducted outside the US and its territories to relieve
or reduce human suffering, disease, hunger, or privation
 LOTS capabilities have proven vital in supporting FHA operations in
situations where SPOD infrastructure has been damaged or destroyed. While
JLOTS in support of FHA will resemble a stand-alone JLOTS operation,
interagency and inter-organizational involvement make these types of
operations unique
 Due to the time-critical nature of FHA operations, there may not be time to
flow in selected resources from the continental US. Thus, the JTF may need
to examine the availability of, and permission required to, access in-theater
substitutes (such as, lighterage, from a maritime pre-positioning squadron
(MPSRON) or tentage and MHE gear from other pre-positioned stocks. As
well, the JTF may need to request strategic airlift support to flow in
equipment that would otherwise travel via heavy sealift in a slower-
developing scenario
 The major challenge in JLOTS operations in support FHA events is
competing priorities for cargo delivery exacerbated by lack of unity of
command. In most JLOTS operations, in support of military operations and
activities, the cargo to be moved will originate from within DoD
procurement channels and will be packaged, marked, and handled IAW
well-defined military standards. In a FHA situation, DoD JLOTS forces
may be the only means of moving any seaborne cargo into country,
including commercial deliveries to the host nation, deliveries by US
Government departments and agencies primarily from USAID, deliveries by
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foreign governments, and deliveries by non-governmental organizations.

Each of these entities will have their own scheme of packaging, handling,
tracking, and most importantly, prioritization
 The HN will typically stand up a HN Coordination Cell (HNCC) to
coordinate their own internal efforts with contributions coming from all
donor nations and NGOs
B. REFERENCE
Joint Publication 4-0 Joint Logistics

Joint Publication 4-01.6, Joint Logistics Over The Shore (JLOTS)
Joint Publication 5-0, Planning
C. TOPIC OUTLINE
a. Types of JLOTS operations
(1) Dry Cargo Operations

(2) Wet Cargo Operations
b. Importance of JLOTS today
c. Type of Entry Points
(1) Bare Beach

(2) Unimproved Water Terminal
(3) Augmenting a Fixed Point
d. JLOTS Occurrences
(1) Stand-alone Operations

(2) Follow-on kinetic assault or Prepositioning
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(3) Cargo Transfer to shore
e. JLOTS Limiting Factors
f. Unified Combatant Commander Responsibilities
g. Command Relationships
h. JLOTS Commander Responsibilities
i. Joint Task Force Organization
j. TRANSCOM Responsibilities
k. Service Component Responsibilities
(1) Army Responsibilities during JLOTS Operations

(2) Army Units available
(3) Army Lighterage capabilities
(4) Navy Responsibilities during JLOTS Operations
(5) Navy Units available
(6) Navy Lighterage capabilities
l. OPDS Capabilities
m. Elevated Causeway System (ELCAS)
n. Shore support assets
o. USMC Responsibilities during JLOTS Operations
p. US Coast Guard Responsibilities during JLOTS Operations
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q. JLOTS Planning Operations
(1) Planning Procedures

(2) Concurrent Planning
(3) Throughput Planning
r. Transition to JLOTS Operations
s. JLOTS Components
t. Beach Clearance and Marshalling Operations
u. Sealift Support for JLOTS
(1) Ship discharge

(2) Fast Sealift Ships
(3) Large Medium Speed, RO/RO Ships
(4) Float-On/Float-Off Ships
(5) Leased Container Ships
(6) Break Bulk Cargo Ships
(7) Crane Ships
(8) Personnel
v. Multinational Support
w. JLOTS During FHADR response
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Figure 7
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Figure 8
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OUTLINE SHEET 3.8
OPERATIONAL CONTRACT SUPPORT
ENABLING OBJECTIVES
3.28 STATE in purpose of Operational Contract Support
3.29 EXPLAIN the 9 steps of the OCS process
3.30 STATE the equities in Joint Functions regarding OCS
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OPERATIONAL CONTRACT SUPPORT
A. INTRODUCTION
Operational Contract Support (OCS) is a capability that affords the

commander another source of support to execute the mission; however, use
of contracted support can have other impacts across multiple staff functions.
Considering these impacts, a unit must prepare to effectively employ
commercial capabilities by maximizing benefits, avoiding pitfalls, and
minimizing risk during operations. It will be through the OCS Integration
Cell (OSCIC) that a major part of this effort along with sufficient trained
staff and an understanding of the steps required that will provide the
sustainment and support needed during contingency operations.
NOT A NEW MEANS OF SUPPORT
 OCS started out as accounting for contractors on the battlefield.

Contracting has been used since the early days in the Revolutionary
War over 200 years ago. Controlling “contractors” has always been a
command challenge. By 2003, the initial lessons learned in the
OEF/OIF gave way to the development of a comprehensive DoD
policy for managing contractors who support contingency operations.
LOGISTICS IMPERATIVES
 Enable the concept of OCS:
o A global distribution network able to deploy, position, and
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sustain the Joint Force anywhere in the world

o Global logistics readiness awareness through an accurate, real-
time, and predictive assessment system
o Responsive logistics planning capabilities that fully incorporate
logistics considerations into all phases of operations
 Aspects of the Operational Environment
o To maximize the effectiveness of OCS from theater strategic to

tactical levels, key information needs to flow up and down the
chains of command. From a GCC OCSIC perspective, a good
OCS data collection plan is fundamental. OCS in the
Operational Environment is a continuous process involving the
OCSIC, the JIPOE Coordination Cell, the J-4 through logistics
analysis, and the Senior Contracting Official (SCO). This
process is key to developing a good OCS staff estimate during
planning
CONTRACTORS AS PART OF THE TOTAL FORCE
 Visibility of current contracts provides awareness of the types of

capabilities the joint force is leveraging contractors to fill and the
vendors executing these contracts. Also, an understanding of the
number of contractors in the AO can be used to know how many may
need to be evacuated if the contingency operations requires shifting of
forces.
 Increased dependence on Contractors Authorized to Accompany the
Force (CAAF) have become more important than ever to free the
warfighting forces to:
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o Meet increase missions

o Decrease the military footprint and forces required
o Receive required maintenance and support for technically
advanced weapons and systems
o Operational force management levels
o CAAF – US Citizens and Third Country Nationals
 Shaping activities during planning must adapt to a particular theater

environment and may be executed in one theater in order to influence
another. Planning to support “shaping” requirements typically occurs
as part of security cooperation. GCCs nest shaping or security
cooperation activities into their theater campaign plans to achieve
regional, and ultimately global, end states. It is during this time that
any contract support requirements are identified based on the type of
contingency operation that plan will be developed for. Identifying the
composition of the total force with what military services will be
needed and the type of civilian support required is crucial to the
overall operational success.
SO WHAT IS OCS?
 Definition of OCS - The government’s capability to plan for, procure,

and manage the growing contracted support requirements of the Total
Force
 Contracted Support – commercially procured goods and services to
fill military requirements
 The use of the total force package to meet contingency operations can
be defined by Title 10 U.S.C 129a addressing the General Policy for
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Total Force Management. The total forces is composed of:
o Active component
o Reserve component
o GS Civilians
o Contract Civilians/TCNs
OCS IS…?
 The process of planning for and obtaining supplies, services, and

construction from commercial sources in support of combatant
commander directed operations along with the associated contract
support integration, contracting support and contractor management
functions
 In the Joint Operational environment, OCS specific tasks fall into
three primary areas:
o Contract Support Integration (Plan) – The coordination and

synchronization of contracted support executed in a designated
operational area
o Contracting Support (Procure) – The execution of contracting
authority and coordination of contracting actions to legally bind
commercial entities in support of joint force operations
o Contractor Management (Manage) – The oversight and
integration of contractor personnel and associated equipment
providing support in a designated operational area
OCS IS NOT CONTRACTING
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 OCS deals with the effective and efficient integration of

contracted support (as a whole capability) into operations…
includes planning for contracting forces, contracted capabilities
required, and contractor management.
o Governed by emerging joint doctrine and policy

o Multi-disciplinary skill sets to support deliberate and crisis
action planning, support to traditional C2
 Contracting deals with the procurement of requirements and the

administration of individual contracts
o Governed by law, the Federal Acquisition Regulation (FAR)

and the Defense Supplement to the FAR (DFARS)
o Specialize skill set required
 NOTE: Jobs and skill with OCS and Contracting are related but not
interchangeable
NINE STEP OCS PROCESS
 Step 1 Planning: During the joint planning, which is based on

dynamic real world conditions, the GCC will have provided planning
guidance to the JTF or subordinate units. Joint planning teams and
Service component planning teams will have engaged in the joint
planning process. In the best case, the commander will have provided
specific guidance on the use of contracted support. Regardless, the
OCS planner’s job, at all operational levels, is to offer on-going
options to the planning team by anticipating likely requirements
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based on the most current staff estimates and mission needs.

Contracted support can fill shortfalls in organic support forces, offer
options for more rapid deployment of combat power, or bring unique
capabilities or expertise.
o OCS Planning Checklist
 Organize the OCSIC

 Establish situational awareness
 Read and execute the higher level OCS concept of
support and contractor management plan
 Develop an OCSIC Update Brief
 Work with J-3 to FRAGORD an requirements not in the
plan
 Develop a contract list (POC) for OCS
 Integrate into the command’s battle rhythm
 Develop standard operating procedures (SOPs) for key
tasks
 Step 2 Requirements: Identify which requirements could be filled with

contracted support. First, Service component commands (SCC) and
JTFs receive plans and orders from their higher headquarters (HHQ).
SCCs and JTFs analyze the plans and orders, task their subordinate
units, and establish concepts of operations and support. Units and staff
identify their requirements and planners match requirements to sources
of support: organic, multinational, host-nation, or commercial. The
OCS planner, responsible for coordinating support from commercial
sources, should work with other support leads and SCC/JTF planners
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to match requirements with sources of support as early as possible.

Organizing to support requirements in the most effective and efficient
manner is the responsibility of the staff, OCSICs, Service contracting
activities, and the combat support agencies.
o OCS Requirements Checklist
 Gather synchronization matrices and contract statements

of requirements from supporting organizations
 Refine the contract support synchronization matrix
 Establish communications with contracting activities
 Step 3 Contracted Support Type: Align requirements to the most

effective type of contracted support (theater, external system support).
After the command’s planners have determined the rough list of
requirements and how those requirements will be sourced in
overarching terms (organic, multinational, host-nation, commercial),
the OCSICs next step is to coordinate with the appropriate contracting
and requiring activities for commercial capabilities. There are several
factors to consider to ensure requirements are validated, expectations
are realistic, risks are mitigated, and processes and procedures for
effective contracted support are in place
o At this point the commander should be briefed on the level of

operational risk being assumed by reliance on the various types
of contracted support. The distance between the operational
headquarters and the headquarters for external and systems
support contracting activities can create operational risks. In
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larger operations, the JTF-HQ should request local Contracting

Officer Representatives (CORs) to oversee contract execution
and ensure the terms and conditions of the contract are met
 Step 4 Deployment: Set conditions for contractors in the operational

area. When determining which requirements cannot be satisfied by
organic capability, the staff will also need to understand the extent of
reliance on contracted support and the positive and/or negative effects
contracted support can have on mission execution. The service
component headquarters’ capability owners (e.g., intelligence,
logistics, medical, engineers, etc), regional DLA Troop Support
representatives and/or the supporting Civil/Contract Augmentation
Program (CAP) planners (LOGCAP, AFCAP, NAVCAP), will be
involved in the employment of key external or systems support
contracts and contractor personnel. These decisions should occur
during planning meetings and course of action analysis. When those
decisions are made, the Program Office and the CAP office will be
notified by the requiring activity that a critical system or capability is
needed to support the contingency. The PEO, program office, and/or
CAP should provide a rough estimate of the number of contractor
personnel that will be deployed to provide the required capability.
The OCSIC will use this information to refine the contractor
management plan to ensure processes and systems are in place to
ensure an efficient deployment of contactor personnel
o OCS Deployment Checklist
 Collect the estimate of deploying contractor personnel
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 Work to refine the GCC and JOA-specific contractor

management plan
 Coordinate with the GCC OCSIC to publish the most
current information
 Step 5 Funding: Identify funding sources and authorities. An OCS

planner’s understanding of the funding sources, authorities and their
limitations to support a specific operation is very important, but often
undervalued. Although it is the responsibility of the requiring activity
to secure and coordinate the appropriate funds for their requirement,
the OCS planner needs to have a basic understanding of contingency
funding sources and the movement of those funds between the
services. The authorities are derived from the annual Appropriation
Act and the annual National Defense Authorization Act. Funding for
contingency contracts should be coordinated with the Resource
Manager and contracting activities and promulgated via the creation
of a requirements flow process. A streamlined requirements flow
process is key to effective and efficient contract execution since any
bottlenecks in the process can hamper responsiveness to the JTF. The
J-8 or Service component Resource Manager is responsible for
identifying fund authorities and using them in accordance with law.
The most common funding sources:
o Operations & Maintenance (O&M)
 1 year money under Title 10 (Training, exercises,

deployments, minor construction, etc.)
 Annual Appropriation Act
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o Other Procurement (OP)
 3 year money for vehicles, equipment, parts, ordnance,

accessories and support. Controlled by the service
component
 If under $250K okay; over $250K see legal
 DoD FMR 7000.14-R
o Military Construction (MILCON)
 5 year money under Title 10 for any temporary or

permanent construction required on a military
installation even OCONUS
 If under $1.5M okay; over $1.5M Congress approves
o Overseas Contingency Operations (OCO)
 Money appropriated for use in a declared contingency

operation
 Can be O&M, OP, MILCON or others
 Annual Budget Amendment
o Overseas HA/DR, and Civic Assistance (OHDACA)
 2 year money for security cooperation by supporting

education, health, disaster preparedness, and basic
infrastructure
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 Must support GCCs Theater Campaign Plan

 GCCs request via Overseas Humanitarian Assistance
Shared Information System (OHASIS)
 10 USC 2561
o Train and Equip Funds
 Programs by country for counter-terrorism and counter-

insurgency operations
 Authorized uses are fund specific
 Examples:
 FY16 NDAA 1223 – Iraq

 FY15 NDAA 1209 – Syria
o Combatant Commander initiative fund
 CJCS controlled O&M provided to GCCs for activities

to enhance war fighting readiness and sustainability
 Title 10 USC 166a
o Humanitarian and Civic Assistance (HCA)
 O&M for relief & development activities in context of

exercise, training, or operation
 GCCs nominates and Office of SECDEF approves
 Title 10 USC 401 / DoDI 2205.02
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o Foreign Disaster Relief (FDR)
 OHDACA for POTUS directed use or GCC to save lives

 OCONUS for transport, supplies, services, and
equipment
 Validated by Bureau of Humanitarian Assistance
 Title 10 USC 404 / DoDD 5100.46
o Humanitarian Assistance Program (HA)
 OHDACA for transportation of relief supplies and other

HA worldwide
 Education, health, disaster preparedness, infrastructure
 Title 10 USC 2561
GCCs will ensure Special Operation Forces (SOF) units are assisted
by service components and usually through the Base Operating
Support – Integrator (BOS-I) or lead service logistics authority
o Since SOF operated under MPF-11funding they are assigned

contingency contracting officers (CCO) to support their unique
requirements
o Since SOF support is common in operations, Service
components assigned SOF support will use common funding
sources or MFP-2 funding
o Any SOF being used in an operation should be part of the
planning process and any Boards, Bureaus, Cells, Committees,
or Working Groups (B2C2WG)
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OCS Funding Checklist
o Establish a good working relationship with the J-8/RM and

Service component funding authorities to ensure funding
source determination does not prolong the procurement
timeline
o Receive guidance from the J-8/RM on whether funds will be
centrally managed or disbursed to subordinate units
o Work with the J-8/RM and SCO staff in a unified effort to
oversee requirements post-validation
 Step 6 Document and Award: Finalize work statements and award

contracts. While working within contingency environments and also
during theater security cooperation engagements, it is very important
to establish easy-to-follow procedures for generating requirement
documents and consolidating those documents to produce purchase
requests. Contracting personnel supporting the contingency or theater
security cooperation event need to receive clearly written, complete
purchase requests, detailed enough to ensure the goods and services
needed to meet the commander’s need are obtained in the shortest
possible time and delivered at the right time and place. That said, fog
and fluidity of operations during a contingency will cause
requirements to be dynamic, and in some instances, they will need to
be loosely defined and written. The JTF or Service component
operational community will rely on the contracting activities to
explain the nuances of these procedures and streamline them to
ensure maximum flexibility and responsiveness. The OCSIC will
review the packages for completeness. The CCO, by the authority and
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terms of their warrant, is solely responsible for the soliciting

proposals in response to a purchase request and awarding the contract.
The CCO and requiring activity both evaluate proposals for technical
suitability
o The CCO defines the contents of a complete purchase request

package. Separate processes may be needed based on the type
of the contingency funds used. Specific guidance and the
process should be published via a FRAGORD
o OCS Document and Award checklist
 Publish the requirements flow process in the order

 Create a database to collect requirements data
 Step 7 Integration: Integrate contractors into the operations.

Contractors are part of the total force and critical enablers to mission
success. As such, the JTF OCSIC needs to have processes, procedures
and systems ready to facilitate and manage the integration of contractor
personnel. These include considerations for the designations of
contractors authorized to accompany the force (CAAF), understanding
of potential restrictions of host nation laws, and provisions for life
support and authorized equipment and services, if applicable. Per
policy, visibility and accountability of contractor personnel shall be
maintained in the Synchronized Pre-deployment and Operational
Tracker – Enterprise Suite (SPOT-ES) during overseas contingencies,
or as directed by the commander. The SPOT-ES system manages,
tracks, and provides visibility of contractors accompanying US forces
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overseas and during operations. Some GCCs have exceptions to allow

tracking during other operations and for certain local nationals.
Contractors will be responsible for entering their personnel in SPOT-
ES when their contract includes DFARS.
o OCS Integration checklist
 Pass JOA specific contract entry guidance to the GCC

 Liaise with the contingency basing lead, J-1, and
contracting activities in CONUS
 Step 8 Oversight: Oversee contract performance and manage risk. The

requiring activity (RA) is responsible for overseeing contractor
performance. To do this the RA nominates a contracting officer
representative (COR) and sometimes a contracting officer’s technical
representative (COTR) for written appointment by the contracting
officer. The COR’s primary responsibility is to confirm the RA gets
what it paid for. It is critical that the COR is trained and qualified to
provide oversight for the service being provided. The COR Tracking
Tool is the web application for COR appointments. The quality
assurance surveillance plan (QASP) specifies guidance to ensure
contractors comply with the terms and conditions of the contract. CORs
cannot direct contractors to provide services other than those agreed to
in the contract. However, the COR can identify changing
circumstances and recommend contract modifications to the
contracting officer to better meet operational needs.
o OCS Oversight checklist
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 Maintain a roster of trained CORs/COTRs

 Develop a process to synchronize contracts with
operations
 Ensure continuity of COR assignments on theater support
contracts as units rotate and incoming units take
responsibility for existing contracts
 Step 9 Assessment: Assess the operational impact of contracted support

in meeting the commander’s intent. One of the most difficult aspects
of OCS execution is being able to assess how well contracted support
is meeting the commander’s objectives and intent. Your first task is to
focus on the data that can answer or support the measures of
performance (MOPs) and effectiveness (MOEs) established by the J-5
assessments cell. Use them to build OCS information into the
operational picture, as part of the LOGCOP or another format as
specified by the commander.
o A useful metric is both accurate (in that it measures what it says

it measures) and aligned with your goals…don’t measure
anything unless the data helps you make a better decision or
change your actions
o OCS Assessment checklist
 Develop data sources and timelines

 Determine the information you need to assess whether
OCS is supporting the commander’s intent and objectives
 Display the analysis
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WELL-PLANNED OCS
 A well-planned OCS can support a commander’s intent through

leveraging capability and options. Some of these areas that OCS can
help improve the process:
o Support across the range of military operations

o Deploy rapidly, globally, or be hired locally
o Bring unique skills and experience
o Adjust capacity to meet demand
o Mitigate force flow constraints
o Alleviate force management level restrictions
o Facilitate economy of force
o Reduce mission risk
o Improve mission readiness
o Effectively use resources
OCS EQUITIES IN JOINT FUNCTIONS
 OCS can provide needed capabilities like logistic services,

base operations support, communications, security, equipment
maintenance, construction, intelligence services, translation services,
and transportation without the cost of maintaining permanent force
structure. The key to optimizing contracted support is planning among
all staff. Planning must concentrate on:
o Contractual obligations that contractors will assume

o How they will deploy and redeploy
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o What services we will provide for them

o The requirements they will fulfill for us
o How we will account for and protect them
 The CJTF and supporting staff determines broad mission requirements.

Then the Service components and support activities then define those
requirements and determine the sources of support to meet the
requirements. The JTF OCSIC needs to use the command’s battle
rhythm to integrate into the decision cycles of the staff. The OCS
Equities in Joint Functions (Figure 9) lists their some of the
responsibilities; and indicates the annex, appendix or paragraph of the
OPLAN or OPORD where the specific information can be found
relating to OCS in the Adapted Planning and Execution (APEX)
process. This is where the work can be divided between current OPS,
future OPS, and future PLANS
OCS TOUCHPOINTS
 All requirements begin with the requiring activity or unit. These can
be filled by US Forces, Multinational Forces, HN support, or others.
Often an existing contract may exist such as an Indefinite Delivery
Indefinite Quantity (IDIQ) that can be initiated with a Task Order
(1155) or contract modification. This method provides a faster
execution in support to a requiring activity. The J-4 will provide
sustainment guidance and support the OCSIC with cross-staff
integration and B2C2WG participation. Gaps will need to be
identified if there are positions in the overall plan that is not filled by
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a key stakeholder. It is through the operational planning team (OPT)

that helps identify this gap and support requirements needed
 Service components may not have permanent full time OCS
personnel. Therefore, in order to establish an OCSIC, the SCC may
need augmentation from the services or enabling organizations like
the Joint Contingency Acquisition Support Officer (JCASO) or the
Defense Contract Management Agency (DCMA). There are few
permanent Service component OCS personnel; most are assigned as
part-time OCS or as a collateral duty within the logistics branch. At a
minimum, components should have personnel who are trained to
perform basic OCSIC duties
 The RA is responsible for the documentation and completing the
appropriate forms for support and overseeing the performance of the
contract
 One of the boards that is vital to approving these support
requirements is the Joint Requirements Review Board (JRRB). The
board is used to validate and prioritize requirements based on
operational needs. It is best formed at the sub-JTF level as most of the
requirements will come from tactical units
EXAMPLE CONTRACT REQUIREMENTS
 Contracted support requirements are requirements that cannot be

filled through organic (US Military), Multinational, or Host Nation
sources of support. Understanding the contracted support
requirements that are needed will help the OCSIC in validating and
prioritizing the needs against a commander’s objectives and sourcing
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directives, identification of potential risks and opportunity to

synchronize efforts within or across operating locations.
 The J-4 is responsible as are the other J codes to ensure that the
requirements being submitted for contract meet the functional areas
needing support. As part of the OPLAN or OPORD the J-4 will
address any OCS requirement within Annex D and any supporting
documents to ensure a full LOGCOP is developed (Figure 10). Some
of the areas of logistics focus should include:
o Common User Logistics (CULs)

o Weapons & Systems Sustainment
o Human remains processing
o Strategic Transportation (Inter-lift)
o Intra-Theater transportation
o Evacuation
o Food Service
OCS & LOGISTICS EQUITIES
 OCS concerns the Plan, Procurement, and Management of

commercial capabilities via contracts. J-4 has capabilities that are
frequently contracted and is responsible for OCS execution.
Additionally, the J-4 may require contracted staff augmentation. OCS
equities exist in all J-4 areas and are significant in operations with a
force management level
 During the Mission Analysis development there are certain
capabilities that the J-4 will need to consider:
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o Sustainment military forces normally cut when strict fore

management level requirements are in place
o The principals of logistic support (Simplicity, Flexibility,
Responsiveness, Economy, etc.)
o The functional areas of logistics support (Supply, Maintenance,
Engineering, Heath Services, etc.)
o Can using contracted capability for JRSOI facilitate the
command to build combat power faster?
o Time to deploy Reserve/Guard capability vs. contract?
o Required skills in DoD workforce? Oversight support?
o Risk of using contract support?
o Past performance? Economic Impact?
o Use of contracted sustainment capabilities requires a contract
oversight plan and performance review
o ACSA vs contracting
o Organic support vs. Non-Organic support requirements
OCS SMART CARD (Figure 11)
Commanders and other senior leaders must understand that they have
a key role in identifying requirements, assuring that the contractor
works in a cost effective manner, and evaluating contractor
performance. OCS planning and management are a commander’s
responsibility requiring a common command staff able to understand
and provide direction and guidance on execution at all levels
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B. REFERENCE
Joint Publication 4-10 Joint Logistics

OCS: https://intelshare.intelink.gov/sites/ocs
OCS Handbooks: OCS Execution+ and Non-organic Support
C. TOPIC OUTLINE
a. Not a new means of support
b. Logistics Imperatives
(1) Enable the concept of OCS

(2) Aspects of the Operational Environment
c. Contractors as part of the Total Force
(1) Visibility
(2) Dependence on contractors
(3) Shaping
d. So What is OCS?
(1) Definition of OCS

(2) Contracted support
(3) Total Force package
e. OCS is…?
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f. OCS is not contracting
g. Nine Step OCS Process
(1) Planning
(2) Requirements
(3) Contracted Support Type
(4) Deployment
(5) Funding
(6) Document and Award
(7) Integration
(8) Oversight
(9) Assessment
h. Well-Planned OCS
i. OCS Equities in Joint Functions
j. OCS Touchpoints
k. Example Contract Requirements
l. OCS & Logistics Equities
m. OCS Smart Card
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Figure 9
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Figure 10
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Figure 11
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OUTLINE SHEET 3.9
AFLOAT SUPPORT
ENABLING OBJECTIVES
3.31 DESCRIBE the capabilities of the combat logistics force using Joint Task
Force Planning Guidance and Procedures, 5-00.2
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AFLOAT SUPPORT
A. INTRODUCTION
Logistics support customers are the operational forces, both afloat and
ashore, around the world. The ultimate objective of our intricate logistics
structure is force readiness. The variety of fleet customers in terms of needs,
priorities, location, and receiving capabilities requires a flexible and
responsive support system
WHY IS IT IMPORTANT?
 The ability to replenish our naval forces at sea enables us to maintain

our forward presence and conduct operations of unlimited and
uninterrupted duration close to areas of interests. This forward
presence also helps in:
o Deterring adversaries
o Protecting national interests abroad
o Building Partnerships through Theater Security Cooperation
 At sea replenishment encompasses the coordinated movement of

passengers, mail, cargo, and bulk liquids for deployed forces as large
as a battle group down to individual ships and submarines conducting
independent operations. This also provides for:
o Freedom of Navigation Operations (FONOPS)

o Replenishment at Sea (RAS) to prevent Anti-Access/Aerial
Denial (A2D2) missions
NUMBERED FLEETS
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 The task of supporting naval forces afloat requires that coordination

with the Numbered Fleet Commanders (NFCs) balance time, sources
of support, the priority needs of the deployed units, and current force
operational requirements. For example, timely handling, delivery, and
dispatch of mail, crucial to morale and administration continuity, may
be integrated with an emergent requirement to transfer essential repair
material or support personnel. However, an unexpected need to
evacuate personnel into and out of the operating theater for medical
and humanitarian reasons may compete for lift assets already
scheduled to transfer mail and cargo in support of fleet operations.
Balancing and coordinating logistics support for naval forces afloat is
accomplished with a cadre of highly trained personnel, dedicated to
keeping the logistics pipeline flowing around the world.
 The units will utilize as needed the Husbandry Support Providers
(HSP) already contracted to support deployed units. Within each
numbered fleet are Fleet Logistics Centers that help with processing
Logistics Requests (LOGREQs) 30 days out from a port visit to
ensure the materials and services are available when the unit pulls into
the port
TASK FORCE COMMANDERS
 CTFs have tactical control of the Combat Logistics Force ships in

their area of operational responsibility (AOR). They plan and
coordinate all underway replenishments by providing the logistic
support of material and services available from the Combat Logistics
Force ships to ARG or CSG by using the specialized underway
replenishment capability. Guided by several logistics concepts of
operations, these commanders manage the support resources,
maintenance capabilities, and resident distribution assets to maintain
sustainability while extending the operational reach of the deployed
units
 It is important on the ship for the OPSO and SUPPO to monitory
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SIPR traffic to view any UNREP schedules distributed by the CTF
COMBAT LOGISTICS FORCE (CLF)
 Combat Logistics Force assets are organized and controlled by the

Navy Component Commander or as assigned by the GCC
 Versatile and reliable systems allow us to take advantage of fleeting

opportunities to resupply our forces at sea. Although circumstances
may dictate in-port replenishment – which could use a combination of
trucks, forklifts, and helicopters – the uniqueness and flexibility of
naval logistics is best exemplified by replenishment at sea. Using both
connected and vertical replenishment operations, we routinely
resupply our ships underway.
 Mobile Logistics Type Ships
o Can provide replenishment to fleet units and/or direct material

support to other deployed units operating far from home base
as sea, as well as, receive both fuel and stores underway
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o Comprised of:
 Underway replenishment ships

 Material support ships
CONNECTED REPLENISHMENT
 Connected Replenishment employs rigs to receive fuel, stores, and

ammunition while one or more ships steam alongside a delivery ship
 The Navy’s current CONREP system is the Standard Tensioned
Replenishment Alongside Method (STREAM). STREAM was
introduced to the fleet in 1970. UNREP deck machinery to transfer
cargo on wire ropes between two ships underway is unique because it
must be designed to compensate for a wide range of relative ship
motion
UNDERWAY REPLENISHMENT SHIPS
 Employing underway replenishment, battle group, amphibious ready

groups, and individual ships receive supplies at sea from CLF ships.
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The CLF is highly mobile and carries a broad range of stores,

including fuel, food, repair parts, ammunition, and other essential
material to keep the naval forces operating at sea for extended
periods. It consists of station ships, shuttle ships, and a variety of
other support vessels.
 T-AO (Oiler) – mission is to operate as a unit with a replenishment
group, furnishing petroleum products to the fleet at sea to battle
groups via CONREP
o 15 ships
o Gases, lubricants, fuel
o Civilian manned
o Bunker available at designated facilities w/in the AOR
 T-AKE (Dry Cargo/Ammo) – mission is to deliver Dry

Cargo/Ammunition to warships by operating independently or with
other CLFs via CONREP or VERTREP
o 12 ships
o Largest cargo capacity
o Ammunition is delivered by HELO or sling cables
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o Oil capacity less than 20% of the T-AOs
 T-AOE (Fast Combat Support) – mission is to conduct underway

replenishment in support of operating forces with the capability to
keep up with and sustain the CSG.
o 2 ships
o Largest of the CLFs
o High speed
o Civilian and Military manned (five 3100s)
o Can carry 177,000 barrels of oil, 2,150 tons of ammunition
500 tons of dry stores, 250 tons of refrigerated stores
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LEVERAGE CLF SHIPS
 Storeroom material and bulk fuel requests will go via the ARG ship’s
Supply Officer by submitting a funding request in accordance with
CTF procedures. Use of the NAVSUP P-4998 Consolidate Afloat
Requisitioning Guide Overseas (CARGO) will identify items you can
order
o High Usage Load List (HULL) the AO deck load (lubricants,

and gases) and consumable items carried by the T-AKE, and
various other CLF ships
o Fleet Issue Load List (FILL) – items for equipment-related and
consumable material carried by the T-AKE (Combat Stores
Ship)
 CLF units do not normally carry load list fresh produce or fresh dairy
due to shelf life considerations. Fresh produce and fresh dairy items
must be ordered in advance by message to the CLF subsistence
carrier. These items will be loaded dependent on availability and
quality and on a guaranteed sales basis
 The CLF ships are the link between the tactical level operations of the
ship to the operational/strategic levels of the supply chain network
 Each ship should have a MATCONOFF who will coordinate with
their counterpart within the ARG. They are not necessarily the POC
for NORS/ANORS requisitions, however they will know when High
Priority material should be arriving and where. In addition, they help
coordinate out going parts (OSO) and DLR carcasses and
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COMMON USAGE ITEMS
 How to requisition and receive common usage items:
o Consumable/expendable supply items via ships’ stock control

will requires advance coordination with ship’s Supply Officer
o Authorization to requisition directly from CLF ships
o NMCBs (ashore) supported by Marine Supply Management
Units (SMUs) if in the same AO
o CTF-56 Support available via LOGREQs
AT SEA REPLENISHMENT
 The coordinate movement of passengers, mail, cargo and bulk liquids.

In conflict as well as day-to-day operations, commanders recognize
the need to replenish their ships on a regular and sometimes
spontaneous basis in accordance with the established logistics support
plan. As the naval expeditionary force commander positions the force
at sea, sustainment requirements may be unpredictable and should be
exploited rapidly when available. Ships on the front line are regularly
rotated with fresh ships to conduct replenishment in protected
rearward areas. In exercise scenarios, replenishment periods are
incorporated as an integral part of underway operations. Such
considerations as the nature of the operations, regional tensions,
availability of logistic resources, and minimum and desired logistic
support levels established by the theater commander drive the
frequency of these needed replenishment periods. Factoring in all
these concerns and the need to anticipate contingencies, commanders
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aggressively seek opportunities to top off their logistics support levels

whenever possible. Having the requisite supplies and material on
board, however, fills only part of the requirements that enable the
forces to remain on station. Using that material, ships keep mission
essential and safety related equipment in repair, using onboard repair
capability and the battle group intermediate maintenance activity
concept
CARGO ROUTING INFORMATION FILE (CRIF)
 The process of coordinating the organic capabilities, resources, and

personnel of the ships in a battle group to sustain battle readiness
underway and on station is accomplished with the intermediate
maintenance activity management concept of operation. The goal of
this process is being able to repair all mission essential or safety
related equipment with minimal outside assistance by using the
capabilities inherent in the battle group.
 If vital repair parts and reparable items are requisitioned the use of the
Cargo Routing Information File will help a ship receive the materials
more efficiently without any additional delay in shipment.
o Maintained by NAVSUP
o Info. on delivery addresses for Transportation Priority 1,2,3
 TP1 – Priority Air for registered mail, command

pouches, weapon system pouches, and CASREP
pouches, Letter mail and priority parcels
 Requisition Priority Codes 1 thru 3

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 TP2 – Air when operationally or economically

beneficial, or to avoid hardship to the customer
 Requisition Priority Codes 4 thru 8 for receipt

within 8 days CONUS/21 days OCONUS
 TP3 – Routine surface, OCONUS mail and inter-

command mail
 TP4 – Transportation is conducted by surface rates in
uncommitted aircraft
 The movement of passengers, mail and cargo is essential to

sustaining our forces at sea. Using the CLF ships our specialized
replenishment capabilities, and logistic concepts of operations, we
enhance force readiness and end-user self-sufficiency while
deployed
o Support Unit’s embarking aboard Navy ships will use the

CRIF to receive mail and cargo directed for their use
 A DoDAAC will be provided to identify the unit

embarked on board and is sent to the ship’s supply
department for inclusion n the ship’s Fleet Freight
Routing messages
 Updates CRIF with “ship to” address

changes
 Message needs to be sent to NAVSUP 14
days prior to deployment
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 Submit A DoDAAC Transportation Account Code

(TAC) – 2 change requests to the appropriate
Service’s DoDAAD Central Service Point (CSP)
 TAC1 – Mail/Small packages

 TAC2 – Freight shipments
 TAC3 – Billing Address
 TAC4 – Commercial Small Parcel shipping
 Methods of communication can be either my naval

message, phone call, or email
HIGH PRIORITY TIMING
 Priority Materials Officer (PMO) will handle all NORS/ANORS

requisitions in Bremerton, WA. High priority requisitions can be built
online at https://pmohq.nmci.navy.mil
o C-90 to R-30 for all IPG-1 requisitions

C-90 = Inventory Positioning
R-30 = Cargo Routing
 IPG-1 – Items assigned Issue Priority Group 1 will

help with customer wait time
 C or C-day – is the day on which a deployment
operation commences or is to commence
 R or R-day – is the day on which redeployment of
forces begins in an operation
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 PRIME is the system used by PMO to track and manage IPG-1

requisitions. Coordinate with PMO for a termination date when
redeployment is to occur and the items no longer fall under the CRIF
DLRs/SECREPS
 The objective of the Navy Packaging program is to provide adequate,

asset protection to Navy Material while minimizing total ownership
costs. This includes protection during handling, shipment and storage
throughout the material’s life cycle. To reduce probability of damage,
there are guidelines in Chapter 8 of the NAVSUP Publication 485
Volume 1 that address packaging and marking
 For obtaining a DD Form 1348-1A for shipment (Figure 12) of DLRs
visit the eRMS website to see the procedures and direction on
packaging parts, manifesting parts for shipment, posting that
shipment and printing 4 pages with two copies on each page of the
repairable being shipped
 Technical Assistance for Repairables Processing (TARP)
representatives are globally stationed and deploy with carrier and
amphibious groups to provide on-the-job eRMS and DLR packaging
training to Sailors and Marines. They are also responsible for the
inspection of RFI material returned to the wholesale system, and can
be tasked by NAVSUP WSS to operate mobile ATAC nodes in-
theater as necessary. TARP website is https://tarp.navsisa.navy.mil
 NAVSUP WSS funds a variety of support systems to facilitate afloat
retrograde. The Electronic Retrograde Management System (eRMS)
is a web IT system used for processing, shipping, and tracking DLRs
both afloat and ashore. The Advance Traceability and Control
(ATAC) program operates a global network of waterfront nodes and
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hubs, providing packaging and transshipment services, as well as

remote transportation coordination
 Coordinate with the ship’s Supply Officer for access to the system
while deployed afloat
DODAAC
 Department of Defense Activity Address Code is a six position code

that uniquely identifies a unit authorized to order, contract for,
receive, have custody of, issue, or ship government-owned assets, or
fund/pay bills for materials and/or services
o First Position – Service/Agency of ownership
 Department of the Navy – K, L, M, N, Q, R, V

 Department of the Army – A, C, W
 Department of the Air Force – E, F, J
o Second to Six Position – Unit Identification Code
 Service examples
 R21808 USS Boxer (Navy)

 WPPBA2 PRT Ghazni (Army)
 There can be derivative DoDAACs assigned to a deployed unit for

use in financials, shipping, requisitioning, maintenance, etc.
 For units formed for specific operations, you can request a DoDAAC
by using DFAS Form 9025 and submit to TYCOM Comptroller
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NAVAL SUPPLY SYSTEMS COMMAND (NAVSUP)
 A global provider of integrated supply and support services to the

fleet, expeditionary and shore activities; and is responsible for
formulating common policy and procedures across all Fleet Logistics
Centers (FLCs)
 NAVSUP coordinates support via three-tiered support capability
o One Touch Support
 24-hour online self-service

 Requisition input available
 Technical screening (tech edit) of requisitions
 Requisition and Shipping status review
 Connected to 30 different DoD, Navy, and
commercial logistics systems (one stop shop)
 Supported units are required to register for access to
OTS. Access requires a DoD Common Access Card
 https://www.onetouch.navy.mil to register
 A system access authorization request (SAAR) form
must also be on file for the application access
o Global Distance Support Center
 A supply and logistics questions/assistance single

point of contract for Navy Enterprise
 Another option for requisition submissions
 Some of the core functions and processes in GDSC
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 MILSTRIP processing requests

 Requisition Status inquiry
 NSN/NIIN Inventory stock check
 Alternate NSN requests
 Part number cross reference requests
o Logistic Support Centers will have Logistics Support

Representatives that work with deployed units
 Some of the LSR brokered services
 Vehicle, Crane, MHE

 Galley and laundry services
 Fuel and De-fuel services
 Mail Delivery
 Ceremonial support
 MWR support
 Contract Office Liaison
FUNDING/REIMBURSEMENT
 Material or Services requisitioned
o MILSTRIP requisitions will be assigned a Fund Code

o If ordered via the ship’s supply officer, field ordering officer
(FOO), or regional FLC a Line of Accounting (LOA) will
be required
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o Husbanding Support Services will coordinate with the

SUPPO, FOO or LSR using the DD Form 1149 for the
material or services being provided and the LOA will be
documented on the form
OPLIFT
 Operational Lift is encouraged to reduce cost by leveraging Navy,

Marine Corps and US Coast Guard assets to transport materials and
personnel for theater and intra-theater lift
 Sometimes it is the quickest way to get materials and needed
equipment staged at locations close to the ship by use of the CRIF
 Responsibilities of Operational Lift
o USFF is responsible for overall management of the program

o NAVSUP WSS serves as the central manager
o USPACTFLT/LANTFLT delegate responsibility for
OPLIFT to SURFOR
o SURFOR coordinates with subordinate units for OPLIFT
 OPLIFT Supported units will request via message to higher authority

having cognizance over the Area of Operations. The request should
include:
o UIC
o Departure/Arrival location
o Number of PAX/Cargo weight/Cargo size
o If HAZMAT, needed documents
o POC Information
o Priority schedule, if multiple lifts are required
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EMBARKED ON AMPHIBIOUS ASSAULT SHIPS
 Amphibious ships are designed to land and support ground forces on

enemy territory by an amphibious assault. These type of platforms
can carry air-cushioned landing craft, amphibious landing craft with
most designs including a well deck; support V/STOL fixed wing
aircraft to support forces ashore, capable of serving in the sea-control
role, embarking aircraft that can be used for combat air patrol or anti-
submarine warfare, or operating as a safe base for large numbers of
STOVL fighters conducting air support for an expeditionary unit
ashore
 LHA/LHD resembles a small aircraft carrier with the flight deck
capable:
o Vertical/Short Take-off and Landing (V/STOL)

o Short Take-off Vertical Landing (STOVL)
o Vertical Take-off and Landing (VTOL) tilt-rotor and rotary
wing aircraft operations
o Well-deck operations for use of LCAC and other watercraft
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 LCC ships provides command, control, communications, computers,

and intelligence (C4I) support to the NFC and staff
 LPD provides transport and supports landing of Marine forces,

equipment, and supplies by embarked LCAC, conventional landing
craft, Expeditionary Fighting Vehicles (EFV), or Amphibious Assault
Vehicles (AAVs) augmented by helicopter or vertical take-off and
landing aircraft (MV22). Support in amphibious assault, special
operations or expeditionary warfare missions and can serve as a
secondary aviation platform for the Amphibious Ready Group (ARG)
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 LSD supports amphibious operations including landings via LCAC,

conventional landing craft, and helicopters, onto hostile shores
SUPPLY DEPARTMENT
 Divisions on board for crew support and morale
o S-1 Stock Control

o S-2 Food Service 2-10 Supply Officers
o S-3 Retail Operations
o S-4 Disbursing
6 CPOs
o S-5 Wardroom 10 E-6s
o S-6 Aviation Stores
o S-8 Material Control 30 E-5s and below
o S-9 HAZMAT
 Scope of operations
o Retail Operations (S-3)

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 3-7 vending machines

 1 Ships Store oboard
 4+ storerooms onboard
o Disbursing (S-4)
 Up to 3 Navy Cash Machines onboard

 $100,000 held in cash while underway (LSD/LPD)
 $400,000 held in cash while underway (LHD/LHA)
o Marine Corps Support (S-1 thru S-4)
 Stock Control (S-1) 3-5 Marines
 Stock Replenishment (working parties)

 Stockroom issues/organization
 General Mess/Chiefs Mess/Wardroom (S-2) 15-25 FSAs
 Rotational duty
 Retail Operations (S-3) 6-8 Marines
 Ship’s store restocking (shelfs/machines)

 Laundry services
 Barber shop – 1 dedicated chair
 Disbursing – separate office run by Marine’s embarked
 Issues Cash Card for use onboard
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WEAPON SYSTEMS ON AMPHIBIOUS SHIPS
 Two 25mm MK38 Machine Guns

 Two 20mm Phalanx CIWS mounts
 Six .50 cal. Machine Guns
 Two Rolling Airframe Missile (RAM) mounts
 US Marine Corps units
B. REFERENCE
Joint Task Force Planning Guidance Procedures

Navy Doctrine Publication 4
Naval Logistics Integration Playbook
C. TOPIC OUTLINE
a. Naval Forces Afloat
(1) Why is it important?
b. Numbered Fleets
c. Task Force Commanders
d. Combat Logistics Force (CLF)
e. Connected Replenishment
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f. Underway Replenishment Ships
(1) T-AO (Oiler)

(2) T-AKE (Dry Cargo/Ammo)
(3) T-AOE (Fast Combat Support)
g. Leverage CLF Ships
h. Common Usage Items
i. At Sea Replenishment
j. Cargo Routing Information File (CRIF)
(1) Transportation Priority

(2) DoDAAC
k. High Priority Timing
l. DLRs/SECREPS
m. Department of Defense Activity Address Code (DoDAAC)
n. Navy Supply Systems Command (NAVSUP)
(1) One Touch Support

(2) Global Distance Support Center
(3) Logistic Support Centers
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o. Funding/Reimbursement
p. Operational Lift
q. Embarked on Amphibious Assault Ships
(1) LHA/LHD
(2) LCC
(3) LPD
(4) LSD
r. Supply Department
(1) Divisions
(2) Scope of operations
s. Weapon systems on Amphibious ships
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Figure 12
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SHEET 1 OF 1
OUTLINE SHEET 3.10
DEFENSE REUTILIZTION AND MARKETING SERVICE (DRMS)
ENABLING OBJECTIVES
3.32 DEFINE the functions and capabilities of DRMS using the DLA website
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DEFENSE REUTILIZTION AND MARKETING SERVICE (DRMS)
A. INTRODUCTION
DLA Disposition Services disposes of excess property received from the

military services. The inventory changes daily and includes thousands of
items: from air conditioners to vehicles, clothing to computers, and much
more. That property is first offered for reutilization within the DoD, transfer
to other federal agencies, or donation to state and local governments and
other qualified organizations.
Reutilization means big savings. In the past four years more than $2.2
billion worth of property was reused each year. Every dollar’s worth of
property reutilized is a tax dollar saved. DLA Disposition Services also
supports disaster relief at home, and humanitarian assistance and foreign
military sales program.
DISPOSITION SERVICES MISSION
 Selling DoD surplus property – DLA Disposition services manages

the DoD surplus property sales program. Excess property that is not
reutilized, transferred or donated may be sold to the public. The
property, no longer needed by the government, is only sold if it is
appropriate and safe for sale to the general public
 Keeping the environment in mind – DLA Disposition services
manages the disposal of hazardous property for DoD activities,
maximizing the use of each item and minimizing environmental risks
and costs through monitored compliant disposal
 Special Programs – A resource recovery and recycling program
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conserves natural resources, reduces waste products and returns

revenue to the military services. Through recycling, the Precious
Metals Recover Program significantly reduces the need for DoD to
purchase metals such as gold, silver, and platinum family metals
through recycling of excess and surplus scrap containing precious
metals
 Demilitarization – certainly property is demilitarized (rendered
useless for its original intended purpose). Surplus property with
inherent military characteristics must undergo “demil.” Offensive and
defensive weapons and associated material are demilitarized prior to
sale or as a condition of sale
 Support for the U.S. military – DLA Disposition services supports
America’s military wherever they are called to serve. During
contingency missions you will find DLA Disposition services
civilians serving alongside combat forces in operations. They are part
of the worldwide presence within DoD, with people serving in 14
foreign countries, two U.S. territories and 40 states
DISPOSAL
 DLA Disposition services is responsible for the disposal of excess

property, foreign excess personal property, scarp, hazardous waste,
and property requiring demilitarization
 DLA personnel are prepared to assist in completing necessary
documents, arranging for disposal solutions, and training personnel in
disposal turn-in procedures. They can dispose of large items in-place,
that are not transportable to a DLA storage area or property that is
held in remote locations
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 Hazardous Material/Waste Turn-in
o DLA Disposition services manages the disposal of hazardous

property for DoD activities. HAZMAT is handled according to
the same priorities as other property: reutilization within DoD,
transfer to other federal agencies, donations to qualified state
and nonprofit organizations, and sale to the public including
recyclers. HAZWASTE are handled through a worldwide
network of HW management and disposal contracts. All
services are provided on a reimbursable basis – the waste
generating activity pays the unit price for the applicable
contract line item number (CLIN) ordered for management and
disposal services
o Disposition services accepts accountability of HM as a receipt-
in-place via a Memorandum of Agreement, in accordance with
DoDM 4160.21 Vol 4. Therefore the following guidance
provides information to assist the generator with preparing the
documentation required for DRMS to take accountability
o Procedures for turning in HM property are commodity based
and complex. Fore detailed guidance, contact your DLA
Disposition services Environmental Protection specialist
o DRMS only provide receipt-in-place for the designated HM
storage facilities that have been authorized as approved pick-up
points
 Demilitarization
o Controlled Property/DEMIL is responsible for validation,
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accountability, and distribution of DEMIL policy and special

processing procedures throughout DRMS. This division
support the warfighter mission by coordinating long term
management solutions with DoD counterparts, and ensuring
compliant processing of controlled & DEMIL required
property worldwide
o DEMIL Programs available with DLA
 Controlled Property Verification Office (CPVO)

 Small Arms Serialization Program
 eRecyclling Program
 JEFS Program – DEMIL of CBRN-D equipment
 Nuclear Weapons Related Material (NWRM)
 Contracting
o The Acquisition Operations division is responsible for

providing contracting support to DRMS HQ and Field sites.
DLA Logistics Information Service (DLIS) and DLA
Installation Support Battle Creek. The division performs all
pre-award and post award activities associated with acquiring a
variety of supplies and services including, but not limited to the
following:
 Special Command Initiatives

 Office Furniture
 MHE/Maintenance Services
 Misc. Warehouse Equipment
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 Temporary Help Services

 Consulting Services
 Tri-walls
 Tire Disposal Services
 De-Manufacturing of Electronic Scrap
 Precious Metals Recovery Services
o To be eligible for being awarded a contract firms must be

registered in the System for Award Management (SAM) prior
to an award. Registration is at https://www.sam.gove/SAM
 Qualified Recycling Program
o The QRP is a U.S. military installation facility-managed and

run recycling program aimed at pollution prevention, and
minimizing environmental impacts
o Qualified recycling materials are collected and segregated from
other solid waste materials by the generating unit or activity
where they are either sold direct via public sale or through
established scrap sales programs. The net proceeds from the
sales of these recyclable materials are then deposited into the
installation’s QRP account
 Precious Metal Recovery Program (PMRP)
o DoD Manual 4160.21 directs DLA to manage and oversee

DoD’s PMRP. All DoD components must participate in the
PMRP to turn-in their precious metal (PM) bearing scrap into
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DRMS and order any needed PM from DLA Troop Support.

The PMRP offers no cost disposal for PM bearing scrap,
consistent/reduced priced NSN precious metals and is fully
self-funded through the program
o Precious metals include: gold, silver, platinum, rhodium,
iridium, osmium, and ruthenium
o PMRP can also offer its services to other Federal Civilian
Agencies willing to participate in the program
o DLA’s precious metals are greater than half the cost of market
priced precious metals. Offering big savings for the needed
material. As an additional benefit, these prices are set starting
each FY and last the entire FY giving your project price
stability you can depend on. As an additional resource you can
use the DAU ACQuipedia for PMRP. It will describe how to
evaluate/consider using PM and best manage it for an item’s
lifecycle
REUTILIZATION
 This program provides huge savings by avoiding new DoD

procurement costs and repairs and is of considerable benefit to the
military service, other federal agencies, state and local governments,
nonprofit educational, community, and public health agencies, and the
American taxpayers
 When DoD declares items such as vehicles, household or office
furniture, hardware, etc. as excess to its needs, the property is turned
into one of the DRMS sites around the world. Once property is
received at the site, its placed in a 1 week accumulation period,
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followed by 14 day DoD exclusive screening period, followed by a 21

day DoD federal agency screening period
 Excess Personal Property means property in the possession of or
owned by the DoD or Federal Government that is no longer needed
by that agency. When most property is turned in to DRMS it is known
as “Excess Property”
 Surplus Personal Property means property that has been determined to
be no longer needed by the Federal Government. Most property
turned in to DRMS by the military services is offered to other DoD
activities and Federal Agencies for a period of at least 21 days before
it becomes “Surplus”
 If you’re a DoD customer and on a .MIL computer system and have
been approved access to RTD web, you are authorized to search for
items during any screening cycle. If you have requisitioning
authorization from your accountable supply officer and you are ready
to order property, you can submit a MILSTRIP Requisition (DD
Form 1348-1A) right from the DRMS RTD webpage. DoD activities
can request property in RTD web during the Transfer/Donation
screening cycle but will need a mission essential letter justifying the
need
 If you are a federal agency or donation customer, after you complete a
property search on RTD web and you’re ready to order, access the
GSAXcess web site at https://gsaxcess.gov to complete the request
 In order to utilize RTD programs, DoD customers must register in the
AMPS website in order to request a user account and password to
search and requisition from the excess property inventory. To gain
access go to https://ssoauth.dla.mil/oam/server/auth_cred_submit
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DONATION
 The State Agencies for Surplus Property withdraw DoD property

from the DRMS sites for direct issue to their Donation customers. If
you are a nonprofit organization, you might be eligible to receive
DoD surplus property under this program
 Veteran’s Groups and State Museums may be able to receive the loan
and donation of obsolete or condemned combat material and other
such items through the various commands of the military service.
Veterans groups cannot physically screen property at the DRMS sites,
and must go through the military service command sites directly for
further information or support
TRANSFER
 Federal Agency customers are considered transfer customers.

Transfer customers receive DoD property transferred from the DoD to
federal agencies. Transfer customers are allowed to screen inventory
starting the 15th day after the accumulation close date
 When requesting property that is located in the U.S., Federal
Agencies must do so via the GSAXcess site
PUBLIC SALES OFFERINGS
 E-Sales is the electronic system which offers the general public the
opportunity to bid electronically on a wide array of federal assets,
including surplus, personal property, HM, DEMIL items. Using the
electronic system to purchase items that are for auction, bidders, both
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nationally and internationally, participate an online auction format

held on a daily basis
FOREIGN MILITARY SALES
 A U.S. Government program for transferring defense articles,

services, and training to our international partners and international
organizations. The FMS program is funded by administrative charges
to foreign purchasers and is operated at no cost to taxpayers. The
Defense Security Cooperation Agency (DSCA) administers the FMS
program for the DoD
 Under FMS, the U.S. Government uses DoD’s acquisition system to
procure defense articles and services on behalf of its partners. Eligible
countries may purchase defense articles and services with their own
funds or with funds provided through U.S. Government sponsored
assistance programs. In certain cases, defense articles may be
obtained through grants or leases
 POTUS designates countries and international organizations eligible
to participate in FMS. The Department of State approves individual
programs on a case-by-case basis, Currently, some 189 countries and
international organizations participate in FMS
 Section 36 of the U.S. Arms Export Control Act requires
Congressional notification for FMS sales expected to meet or exceed
certain thresholds:
o NATO member countries, South Korea, Australia, Japan,

Israel, and New Zealand can receive major defense equipment
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of $25M or more; any defense articles or services of $100M or

more, or design and construction services of $300M or more
 This requires a 15-day statutory notification period
o All other countries can receive MDE of $14M or more; any

defense articles and services of $50M or more; or design and
construction services of $200M or more
 This requires a 30-day statutory notification period
DRMS CANNOT RECEIVE
 There are items that are not allowed to be turned in to DRMS due to
the nature of the material or classification of the item
o Radioactive material
o Classified material
o Range residue
o Ammunition, explosive, dangerous articles
o Privacy act items
o Refuse and trash
o Small arms weapons
o Chemical suites
o Drugs, biological and controlled substances
o Nitrate base film
o Used psychological diagnostic test sets
o Animals
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B. REFERENCE
Defense Material Disposition Manual, DoD 4160.21 series

Defense Demilitarization Manual, DoD 4160.21-M series
https://www.dla.mil/DispositionServices/About/
C. TOPIC OUTLINE
a. Disposition Services Mission
b. Disposal
(1) Hazardous Material/Waste Turn-in

(2) Demilitarization
(3) Contracting
(4) Qualified Recycling Program (QRP)
(5) Precious Metal Recovery Program (PMRP)
c. Reutilization
d. Donation
e. Transfer
f. Public Sales Offerings
g. Foreign Military Sales
h. DRMS cannot receive

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OUTLINE SHEET 3.11
COURSE OF ACTION (COA) DEVELOPMENT
ENABLING OBJECTIVES
3.33 DEVELOP a Course of Action (COA) Brief
3.34 PRESENT a Course of Action (COA) Brief
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COURSE OF ACTION (COA) DEVELOPMENT
A. INTRODUCTION
The joint planning process (JPP) is an orderly analytical set of logical steps
to frame a problem; examine a mission, develop, analyze, and compare
alternative Course of Actions (COAs); select the best COA; and produce a
plan or order.
It is during step two of the six step process that the COA development or
potential way (solution, method) to accomplish the assigned mission will be
drafted. The staff develops COAs to provide unique options to the
commander, all oriented on accomplishing the military end state.
 A good COA accomplished the mission within the commander’s

guidance, provides flexibility to meet unforeseen events during
execution, and positions the joint force for future operations
LOGISTICS PLANNING FRAMEWORK
 Available planning time is always a key consideration, particularly in

a crisis event. The JFC gives the staff additional considerations early
in COA development to focus on staff’s efforts, helping the staff
concentrate on developing COAs that are the most appropriate. There
should always be more than one way to accomplish the mission,
which suggest that commanders and planners should give due
consideration to the pros and cons of valid COA alternatives
 The commanders involvement in the early operational design process
can help ensure only value-added options are considered. If time and
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personnel resources permit, different COAs could be developed by

different teams to ensure they are unique
 For each COA the commander must envision the employment of all
participants in the operation. US military forces, Multinational forces,
and interagency and multinational partners taking into account
assumptions, limitations, shortfalls, and political considerations
STEP 2 COA DEVELOPMENT
 Review information contained in the mission analysis and

commander’s operational approach, planning guidance, and intent
statement. All staff members must understand the mission and the
tasks that must be accomplished within the commander’s intent to
achieve mission success. Other areas to consider
o Recommend C2 relationships
o Prepare COA sketches and statements
o Draft COA briefing
o Develop COA analysis and evaluation criteria
o Refine risk assessment for each COA
o Develop initial operational assessment criteria
o Review Rules of Engagement
 There are several planning sequence techniques available to facilitate

COA development. Once option is the step-by-step approach, which
uses the backward-planning technique or reverse planning. Utilizing
METT-TC (mission, enemy, terrain, troops - time, civilians), planners
consider the following questions
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o Determine how much force will be needed in the theater at the

end of the operation or campaign, what those forces will be
doing, and how those forces will be postured geographically
o What are the options?
o What are the enemy intentions?
o How do we want to do it?
 COA Development starts with defining the Operational Areas (OA)
o Understanding the geographic area of the operation will

provide flexibility/options and identify limitations to the
commander. The Intelligence Preparation of the Battlefield
(IPB) will help with defining the OA and must be fully detailed
because the specific area will impact planning factors such as,
basing, overflight, and sustainment. The OA does have
physical dimensions composed of some combination of air,
land, maritime, and space domains
MULTIPLE COAs = DISTINCE OPTIONS
 Each COA should be collectively exhaustive and mutually exclusive

 The COA should address the who, what, when, where, why, and how
of the operation
o Who (type of forces) will execute the mission?

o What are the tasks being assigned?
o When will the tasks begin?
o What are key/critical decision points?
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o How the commander should provide “operational direction” so

the components can accomplish “tactical actions”
o Why (for what purpose) will each force conduct its part of the
operation?
o How will the commander identify successful accomplishment
of the mission?
o Develop an initial intelligence support concept
 Variety between COAs gives the operational commander a better

choice by which to execute the mission
FACTORS THAT IMPACT COA DEVELOPMENT
 Commander’s Planning Guidance

 Scheme of Maneuver (CONOPS)
 Sequential and simultaneous operations
 Requirement for support effort(s)
 Employment of forces/units
 Understanding the center of gravity (both friendly and enemy)
 Rules of Engagement
 End State/Goal of the Operation
ABCs OF COA DEVELOPMENT
 A – Focus on “actions on the objective area”
o What do I need/how do I allocate forces to accomplish the

mission? (ex. NCHB at APOD/SPOD)
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o Movement between/C2/mutual support between

APOD/SPOD,HQ
 B – How do I accomplish force buildup to support execution at

APOD, SPOD, HQ?
o Immediate buildup
o Phased buildup
o Delayed buildup
 C – How do I get my forces there?
o Pre-deployment Site Survey

o Advance Party
o Initial force buildup
o Main body (increase footprint to intended capacity/capability)
 D – How do I sustain the effort?
o How do I account for Be Prepared To (BPT) or emergent tasks
 E – Retrograde planning (as required)
PHASING
 Logical, well-defined, sequential events in a complex mission
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o Example:
 Phase 0 = Pre-movement planning

 Phase I = Transit to objective area
 Phase II = Insert of ground forces
 Phase III = Establish waterborne cordon
 Phase IV = Extraction of ground forces
 Phase V = Retrograde
COA SKETCH
 The COA sketch must be brief and tentative
o Written for each COA; shows the big picture to the commander
 Essential to each COA presentation
o Forces required (who)

o Tasks to be accomplished (what)
 Identify main and supporting efforts by phase, the

purposes of these efforts, and key supporting/supported
relationships within phases
o Timeframe (when)
 Phasing
o Area of Effort (where)

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o Scheme of maneuver (how)

o Intent (why)
o Advantages/Disadvantages/Pros and Cons
 Example 1 of a simple COA sketch: Statement RR3 conducts a five

phased insert/extract of ground forces to and from objective area
while providing security, water-borne cordon, JLOTS, CASEVAC,
EOD support to eliminate the MARK threat for sustainment
operations
 Example 2 of Moderate COA Sketch: Phasing
o COA #1 Perform all tasking with one AIRDET from CTG

171.5. As operations are established, AIRDET pushes out
elements to Oyster Bay. Western logistics/HADR push is
delayed
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 Phase 1: Intermediate medical assessment and life saving

efforts
 Phase 2: Begin HADR tasking in Easter Griffon
 Phase 3: Begin HADR tasking in Western Griffon
 Phase 4: Standby for further tasking
o Pros/Cons
 Pro - C2 and unit sourcing is centralized for efficiency

speed of tasking. Increased ability to support current
operational tasking
 Con – Slower HADR response, use of more resources
 Example 3 of Complex COA sketch:
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 Determine validity of the COA
o Primary test
 Suitability - does it accomplish the tasks and mission and

comply with the commander’s guidance
o Secondary tests (preliminary) - Test for validity where all

COAs selected for analysis must be valid, and the staff should
reject COA alternatives that do not meet all five of the validity
criteria
 Feasibility – does the COA accomplish the mission

within the available time, space, and resources?
 Acceptability – does the COA achieve an advantage that
justifies the cost in resources?
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 Variety – does the COA differs significantly from other

COAs?
 Completeness – does the COA include all tasks to be
accomplished and does it describe a complete mission?
PREPARE AND PRESENT THE COA DECISION BRIEF
 The staff briefs the commander on the COA comparison, COA

analysis, and wargaming results. The briefing should include a review
of important supporting information such as the current status of the
joint force, the current JIPOE (joint intelligence of the physical
operating environment), and assumptions used in COA development.
All principal staff directors and the component commanders should
attend this briefing (physically or virtually)
 Example COA Briefing guide:
o Purpose of the brief

o Opposing situation
 Strength – a review of opposing forces, both committed

and available for reinforcement
 Composition – order of battle, major weapon systems,
and operational characteristics
 Location and disposition – ground combat and fire
support forces, air, naval, and missile forces; logistics
forces and nodes; command and control facilities, and
other combat power
 Reinforcement – land, air, naval, missile, chemical,
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biological, radiological, and nuclear, other advanced

weapons systems, capacity for movement of these forces
 Logistics – summary of opposing forces ability to
support combat operations
 Time and Space factors – the capacity to move and
reinforce positions
 Combat Efficiency – the state of training, readiness,
battle experience, physical condition, morale, leadership,
motivation, tactical doctrine, discipline, and significant
strengths and weaknesses
o Friendly situation (similar elements as opposing situation)
o Mission statement
o Commander’s intent statement
o Operational concepts and course of actions (COAs)
 Any changes from the mission analysis briefing in the

following areas:
 Assumptions
 Limitations
 Adversary and friendly centers of gravity
 Phasing of the operation
 Lines of operation/Lines of effort
 Present courses of action. As a minimum, discuss:
 COA #___ (short name of operation)

 COA statement (brief concept of operations)
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 COA Sketch (simple, moderate, or complex)

 COA architecture (task organization, command
relationships, organization of the major
operational area)
 Major differences between each COA
 Summaries of COAs
o COA Analysis
 Review of the joint planning group’s wargaming

efforts
 Add considerations from own experiences
o COA Comparisons
 Description o comparison criteria (evaluation) and

comparison methodology
 Weigh strengths and weaknesses with respect to
comparison criteria COA recommendations
o COA Recommendations
 Staff recommendations
 Component commander recommendations (if any)
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B. REFERENCE
NWP 5-01, Navy Planning Process

JP 3-0, Joint Operations
JP 5-0, Joint Operations Planning
JFODS5 Smartbook, Joint Forces Operations and Doctrine
C. TOPIC OUTLINE
a. Logistics Planning Framework
b. Step 2 COA Development
c. Multiple COAs = Distinct Options
d. Factors that impact COA Development
e. ABCs of COA Development
f. Phasing
g. COA Sketch
(1) Simple
(2) Moderate
(3) Complex
h. Prepare and Present the COA Brief
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OUTLINE SHEET 3.12
HUMANITARIAN ASSISTANCE & DISASTER RELIEF
ENABLING OBJECTIVES
3.35 DISCUSS the differences and special considerations during FHADR

logistical support
3.36 DISCUSS the other partners involved in FHADR Logistics support
3.37 DISCUSS the importance of Air Operations and Security and their
considerations
3.38 STATE the steps to prepare for a HADR logistics operations and tools
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HUMANITARIAN ASSISTANCE & DISASTER RELIEF
A. INTRODUCTION
Foreign Humanitarian Assistance and Disaster Relief (FHADR) response

are core DoD capabilities, but they are always conducted in a supporting
role to assist other US Government agencies. DoD has assets and experience
to deploy necessary relief personnel and resources to all corners of the globe
at a moment’s notice as the military forces are well prepared to respond in
times of crisis.
We have seen the positive impact of DoD’s efforts on the broader US

Government response to international disasters in a number of cases:
 In Operation Tomodochi, after the Japanese earthquake and tsunami

in 2011 – US Forces were instrumental in delivering food, water,
blankets, clothing, and medical supplies to support Japanese civilian
and military partners
 During Typhoon Hyinan in the Philippines, Service Members were on
the ground working with the Philippine military to provide essential
medical treatment and supplies
 In the aftermath of the Nepal earthquake, US military personnel were
instrumental in supporting relief efforts with transportation and
medical treatment, and where previous training exercises with the
Nepalese military significantly improved their capacity to respond to
the crisis
 During the EBOLA epidemic in West Africa and COVID-19
pandemic, Service Members were involved in constructing treatment
centers, and providing medical and logistical support to stem the
spread of the infection/disease
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What actions, if any, will Foreign Humanitarian Assistance and Disaster

Relief (FHADR) operations in the Department of Defense DoD more
effective? The requirement for interagency responses to events of great
magnitude has created the need for leaders of those participating
organizations to grasp what is required of them during those instances. The
DoD will achieve increased effectiveness in FHADR operations by
educating strategic and operational leaders on their authorities during
FHADR events. This fundamental education will lead directly to the
informed achievement of clearly articulated strategic objectives. In whole or
in part, through the more effective arrangement of tactical actions in time,
space, and purpose.
 FHADR programs support US military forces by promoting peace

and stability in regions of tension and by providing aid and relief in
the aftermath of natural or manmade disasters. The DoD conducts
humanitarian assistance to provide relief and aid for conditions such
as human suffering, disease, and hunger
 Past engagement in FHADR events have provided invaluable hands-
on experience for service members that helps improve our future
contributions to disaster relief efforts. They demonstrate time and
again the value of our partnership-building activities, as partner
nations have improved their disaster response capabilities after
joining US military in training exercises
PERSPECTIVE
 The planning, coordination and execution of FHADR operations can

closely resemble all the areas that a country will look at while hosting
the Olympic Games. This support may include providing:
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o Common logistic elements (key support functions)
 Supply
 Maintenance
 Transportation
 Engineering
 Health Services
 Other services
o Common support requirements
 Multiple nations involved

 Different languages, customs, and politics
 Limited resources available
 Security of participants, materials, equipment
 When the military is involved in disaster relief activities, military

assets are provided primarily to supplement or complement the relief
efforts of the affected country’s civil authorities or humanitarian relief
community. In such cases where the military is involved, the US
Agency for International Development’s (USAID) Bureau of
Humanitarian Assistance (BHA) will assign personnel to work at
different levels of the military organization including the field or
tactical levels, as liaisons between the military and the relief
community to ensure that the efforts of both are mutually supportive
and not duplicative. The military has recognized BHA liaisons and
representatives as valuable members of their staff and has looked to
them to foster a unity in humanitarian assistance
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 The US Military is not the instrument of first resort for humanitarian

response but supports civilian relief agencies
 The US military may be involved when:
o The military provides a unique service

o Civilian response capacity is overwhelmed
o Civilian authorities request assistance
 Requesting assistance is started when the Host Nation asks via the
international community (other nations, NGOs, IOs, regional
response mechanisms, etc.). If the US is to be involved, the
Ambassador of the affected nation will validate the emergency by
seeing if the HN will accept US aid, if the HN has not already
requested it. Also, if it is in the best interests of the US to get involved
in the humanitarian response. Once the US Ambassador submits the
declaration cable to the US Government, USAID/BHA will respond
as the Federal Lead for support. Based on the nature of the event,
DoD support may be requested with the EXECSEC Memo
request/letter for Interagency agreement being sent to SECDEF for
approval. Along with the letter details may also provide the money
that will be committed to pay for the support. If the SECDEF
approves the support, the Chairman of the Joint Chiefs of Staff
(CJCS) will release and CJCS Execution Order (EXORD) to the
Geographic Combatant Commander (GCC) to respond in support of
USAID/BHA for the humanitarian event
 There is an exception to the process. If the response is determined to
be so severe that immediate support is required to save life if assets
are on hand (72 hour rule) then the GCC can commit forces to the
response
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WHY IS LOGISITCS IMPORTANT?
 Often it is not realized that logistics is one of the largest and most
complex elements of relief operations. There are a number of
different types of logistics programs, but they all have some common
elements, and they need a systematic and professional approach. The
vital role of logistics support must not be overlooked in the initial
planning
 In general, the relief operations involving the military can be divided
into two categories: natural disasters and complex emergencies
o Natural disasters include earthquakes, hurricanes/typhoons,

droughts, tsunamis, etc. and are not initiated by or involved in
human conflict
o Complex emergencies are situations that develop because of or
during a human conflict (war, insurgencies, riots, etc).
 The J-4 is expected by Non-government Organizations (NGO) or

International Government Organizations (IGO) and UN cluster
groups to be the point of contact (POC) for coordination during
HADR events. There will be competition for limited space to operate
at APODs and SPODs also reduced resources and assets to utilize
LOGISTICS DEFINED
 The basic task of a logistics system is to deliver the appropriate

supplies, in good condition, in the quantities required, and at the
places and time they are needed. Other questions to ask are:
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o How much is needed?

o Who (population type) needs it?
o Priority of effort (timing), unnecessary items clogging the
LOCs
o Security threats/risks
o Who is involved in the relief efforts?
 Host Nation
 USAID
 US Ambassador
 IGOs/NGOs
 Other countries and organizations
o Other key partners within DoD are:
 Office of SECDEF
 Defense Security Cooperation Agency (DSCA)
 Office of the Assistant Secretary of Defense for Special
Operations/Low-Intensity Conflict
 Joint Chiefs of Staff
 Geographic Combatant Commanders
 GCCs have an inherent authority in their AORs to respond to a

disaster in cases of imminent loss of life or limb, even if the US
Ambassador in the affected country has not issued a disaster
declaration. BHA may work with the GCC to share costs on certain
relief activities.
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EMERGENCY LOGISTICS
 Emergency logistics is a “system exercise” that requires:
o The delivery of the appropriate supplies, in good condition,

time they are needed…
o A wide range of transport
o A system of prioritizing various relief inputs
o Storing, staging, and moving bulk commodities
o Moving people
o Using all available resources
 Complex Emergencies involve relief operations that are conducted in

the midst of an armed conflict or in conjunction with military and
diplomatic efforts to prevent or end an armed conflict
o Logistic support during relief operations where a conflict is

occurring are fundamentally similar to other FHADR events
with regards to scope, intent, and process
 The DART will be involved in coordinating relief efforts

in concert with US military operations
 The UN will not have necessarily issued a mandate and
may not have the lead role
 The role of the DART as an impartial humanitarian
effort becomes blurred in the eyes of the target audience
and perhaps in the eyes of other donors, international
organizations, and NGOs
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 DART members become potential targets of American

opponents and therefore must increase team security,
which reduces the DART’s operational capacity
ASSESSMENTS
 The overall purpose of an initial rapid assessment is to provide BHA

and the US Government with information, analysis, and
recommendations to make timely decisions on a USG disaster
response. Initial assessments help:
o Identify the impact a disaster has had on a society, and ability

of the society to cope
o Identify the most vulnerable populations that need to be
targeted for assistance
o Identify the most urgent food and nonfood requirements and
distribution methods
o Identify priorities and preferred strategies
o Identify the level of response required by participants
o Make recommendations to BHA, USAID and US Embassy on
mission and relief operations
Initial assessments should also provide baseline data that can be used
as a reference for further monitoring. The DARTs must be sensitive
to the nature of the disaster. Assessments should be clear to the
affected country to avoid assumptions and set expectations. The
DART is supporting the US Ambassador and must advise on the
parameters and limitations of BHA support. Assessment teams are
comprised of:
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o Medical
o Engineers
o Logistics
o Communications/IT
o Transportation/Distribution
o Force Protection experts
o Other based on the disaster
 Needs/Damage assessment identifies resources and services for

immediate emergency measures to save and sustain the lives and
livelihoods of the affected population. This assessment is conducted
at the site of the disaster or at the location of the displaced population.
A rapid response based on this assessment will help lower excessive
loss of life and suffering and stabilize the nutritional, health, and
living conditions among the population at risk. This type of
assessment if in conjunction with other types of assessments ongoing
in the early stages of a disaster by other teams. It is important that
shared information and resources are coordinated through other
activities such as the UN Disaster Assessment and Coordination cell.
 When the military’s mission is in support of humanitarian assistance,
the Disaster Assistance Response Teams (DART) will have much
more significant involvement and input into the military’s operational
assessment, planning and activities. If, however, the military mission
is to carry out peace operations or another more traditional military
mission, the DART will focus on the humanitarian aspects of that
operation. The priority of mission vs priority of needs must be
carefully screened
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o Like most organizations, the military has a distinct

organizational culture with an often unwritten set of rules,
regulations, viewpoints, perspectives, and operating
procedures. This culture is based on the unique tradition,
mission, structure, and leadership of military history. DART
members who are aware of the military environment and
culture will be better prepared to liaise with relief community
members who have not worked with the military
o Combatant Commanders have an inherent authority in their
AORs to respond to a disaster in cases of imminent loss of life
or limb, even if the US Ambassador in the affected country has
not issued a disaster declaration. BHA may work with the GCC
to share costs on certain relief activities
 Some GCCs have developed what they call a

Humanitarian Assistance Survey Team (HAST) to
conduct operational assessments of the existing
conditions after a disaster and the need for military
forces. HASTs usually focus on the requirements for
military support to the relief effort and the ability to the
affected country to handle the deployment of follow-on
forces
o The BHA personnel will also work with the Joint Task Forces
assigned to the relief operations along with other functional
commands. On a regular basis BHA does work with SOCOM
and TRANSCOM to support mission requirements
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 During a large-scale disaster response, the GCC may

setup a Joint Task Force or Combined Support Forces
(CSF) for the field management of large military
activities. A JTF or CSF is established when a mission
involves two or more military services on a significant
scale and requires close integration of effort to meet
specific military objectives. The GCC designates a
commander for the JTF who is responsible to the GCC
 The JFT is divided into the following six main

command staff designations that correspond to
those at the GCC headquarters and the Joint Staff
levels from J-1 through J-6
 US military forces participating in a humanitarian

operation will in most cases establish a Civil Military
Operations Center (CMOC) or similar coordination
center with another name. The purpose of a CMOC is to
coordinate and facilitate the US and any multinational
force’s humanitarian operations with those of
international and local relief agencies and with the
affected country authorities. In some cases the CMOC
can play a much larger role in the operation, if needed.
The CMOC has been involved in repairing infrastructure
and supporting the reinstitution of civil administration,
such as a police force and a judicial system. When done
right the CMOC can:
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 Increase information sharing

 Reduce confusion preventing heightened tension
of stress on the populace
 Prevent redundancy of resources
 Increase effectiveness and timely action
SPECIAL CONSIDERATIONS
 Recommendations made by the assessment team must not have a

detrimental effect on the long-term recovery efforts of an affected
country. Relief programs can set the stage for rapid recovery or
prolong the length of the recovery period. Every action in an
emergency response will have a direct effect on the manner and cost
of reconstruction. The aim is to avoid dependence but rather boost
sustainability in the recovery operations. These areas of focus are:
o Supplies and commodities - money is always welcome and

helps stimulate the economy by purchasing local. Items that are
purchased from the local market will most likely meet the
country’s cultural and compatibility requirements and will help
reduce the logistics burden and lines of communications
o In Kind – during HADR events NGOs and special groups will
try to help with providing materials and supplies that in the
early stages of the recovery efforts is not needed. Coordinating
movement and distribution by identifying items to reduce life
and suffering of the affected population will help streamline the
process by avoiding a strain on resources that clogs the pipeline
o Services – look toward the local community and businesses to
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provide support. The assessment teams (DART/HAST) will

help identify the skillsets required for relief operations that will
prevent unneeded personnel from being sent
ORDERING CONSIDERATIONS
 The victims have the most immediate and direct interest in recovering
from a disaster, and most disaster survivors do so using their own
resources. Consequently, they may place a high priority of restoring
their means of livelihood. Understanding their priorities and
providing assistance that supports the affected population’s efforts to
restore viable socioeconomic systems are critical to achieving a long-
lasting sustainable recovery. Other areas to consider during
humanitarian operations:
o Priorities should be of a pull nature versus push. Avoid pushing

normal supplies that a military operation would require. Things
like, food, water, fuel, medical, etc. as it will be up to the
assessment teams (DART/HAST) to determine the priorities
needed as there are different HADR events
o Again, the sources of supplies should be sought first in the
local economy of the affected country. IGOs and NGOs will
already be pushing items to the country that will quickly clog
the pipeline of relief efforts
o As mentioned prior, understanding the compatibility of the
affected country in customs, climate, physical nature of the
terrain will help with ensuring items can be used. Seek
Embassy and BHA information on culture and physical issues
prior to executing relief operations
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TRANSPORT CONSIDERATIONS
 Modes of transportation can be affected by the infrastructure damage

to the country where relief operation are to take place. Things to
consider in planning support for transportation:
o Airports/airfields (civilian/military) are identified, location,

condition, MOG, operational timeframe, MHE available,
competing for space without impacting economy, size of
footprint needed, Security (US vs HN)
o Seaport/piers (civilian/military) are identified, location,
condition, depth (tides), open/sheltered harbor, MHE available,
competing for space without impacting economy, security (US
vs HN)
o Transfer points are identified for distribution purposes. What
are the road, rail, canal/river conditions? Will transfer to pack
animals be required to reach remote villages/locations?
Describe security arrangement (military to civilian or mil-mil)
o Ground transportation will determine the capability of the
affected nation and infrastructure conditions of the road,
bridges, and tunnels. Are restrictions required that were not
needed prior to the disaster? Is security needed during the
transportation process and who is to provide it?
o During rail transportation determine if any damage will prevent
usage. If moving between countries, determine if tracks are
compatible. Determine if cars can be made for relief items,
what the capacity is and cost for shipment. What security
measures are put into place to protect cargo during transport?
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DELIVERY CONSIDERATIONS
 BHA is constantly reviewing the usefulness, quality, and feasibility of

stockpile commodities and DART support equipment. BHA also
looks for new items for relief commodities and team support.
Therefore, having In-Transit Visibility of items being requested and
sent to support relief efforts is very important. Having a correct
manifest of the materials and supplies in as much detail as necessary
will provide the teams with a good understanding on what is to be
received. This will allow the teams to plan and execute support once
they items arrive. Also it will avoid:
o Contaminated or harmful items being received

o Mishandling of fragile or sensitive supplies
o Issues in transfer points
o Theft and personal gain of needed supplies by opportunists
 Some areas that must be considered with the teams (DART/HAST) is

that the affected country may not be close to a seaport location.
Supplies and relief materials, if they cannot be airlifted to the country
will require ground transportation across borders. Customs can impact
speed of relief efforts and increase cost in transit fees
 Distribution centers should be planned as close to the areas affected in
order to shorten the distance between the affected population and
relief supplies. Storage and security will require coordination with the
affected country and other organizations supporting the HADR event
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LOGISITCS – PARTICIPANTS
 Participants involved in logistics in a humanitarian response operation

can comprise many different organizations/activities. The most
common are:
o Affected country (local providers)

o United Nations agencies
 UN World Food Program (WFP)

 UN Humanitarian Air Service (UNHAS)
 UN Humanitarian Response Depot (UNHRD)
 UN Office for the Coordination of Humanitarian Affairs
 UN International Children’s Emergency Fund (UNICEF)
 World Health Organization (WHO)
o International Organization of Migration (IOM)

o Red Cross/Red Crescent
 International Federation of Red Cross (IFRC) – in

support of National Societies
 International Committee of the Red Cross (ICRC) –
much less involved in humanitarian logistics
o Non-government Organizations (NGO)

o Military
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WHAT IS THE LOGISTICS CLUSTER?
 A group of organizations working together to improve the logistics

response during emergencies through partnering, sharing plans,
sharing information, sharing lines of communications, and sharing
resources
 The World Food Program (WFP) is the cluster lead at the strategic
level. The organization is the food-assistance branch of the United
Nations and the world’s largest humanitarian organization focused on
hunger and food security. The program offers technical assistance and
development aid, such as building capacity for emergency
preparedness and response, managing supply chains and logistics,
promoting social safety programs, and strengthening resilience
against climate change. It also provides direct cash assistance and
medical supplies, and provides passenger services for humanitarian
workers
o Annually, WFP delivers 4.6M metric tons to 109.1M people in

need
o WFP is not responsible for distribution, only transport and
delivery. Allowing the organizations and affected country as
being the face of the relief operations
GLOBAL LOGISICS CLUSTER SUPPORT CELL
 Since 2007, the Logistics Cluster has had a dedicated cell, based in
the Logistics Division of WFP headquartered in Rome, Italy. The cell
consisted of a multi-skilled team of logisticians drawn from: WFP,
ACF, MSB, UNICEF, and UNHCR, Save the children, care Canada
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 Main activities include
o Provides field clusters with strategy, policy guidance,

mobilization support and/or surge capacity
o Advocate for and support preparedness/capacity building

projects
o Promote the integration of services, systems, and information
o Facilitate the exploitation of shared assets, aptitudes and
competencies
o WFP also acts as the provider of last resort offering common
logistics services, when critical gaps hamper the humanitarian
response.
THE LOGISTICS CLUSTER IN THE FIELD
 The Logistics Cluster provides coordination and information

management to support operational decision-making and improve the
predictability, timeliness, and efficiency of the humanitarian
emergency response. Where necessary, the logistics cluster also
facilitates access to common logistics services.
 Enables global, regional and local actors to meet humanitarian needs.
Before a crisis, the cluster will work with stakeholders in high risk
countries and regions to strengthen local logistics capacities. In crisis,
where these capacities have been exceeded, the logistics cluster
provides leadership, coordination, information, and operational
services
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LOGISTICS CLUSTER ONLINE www.logcluster.org
 The logistics cluster website is the primary archive and publication

mechanism for all logistics cluster information products listed in this
document as well as detailed information on logistics facilities and
activities reported by logistics cluster staff in the field. It is managed
by the Global Logistics Cluster Support Cell Information
Management pillar and has a number of key features:
o Logistics Capacity Assessment tool contains baseline

information about the logistics capacity of countries relevant
for humanitarian emergency preparedness and response
o Logistics Operational Guides with detailed maps and locations
of humanitarian organizations currently supporting operations
including the supply chain, infrastructure conditions, road
transport documents, etc
o Preparedness Platforms tool provides information about the
level of preparedness a country by identifying potential border
crossing points, coordination locations, air and sea ports, and
how many stakeholders are involved in the process
o Gaps and Needs Analysis is a consultation of partners
conducted by the Logistics Cluster to examine common
logistics gaps for the delivery of humanitarian aid in a given
country or context
o Cargo Transport Needs and Offers collects information about
the international shipping needs of humanitarian organizations
and transport capacities available to them to promote and
support inter-agency cargo consolidation
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AREAS WFP CO-ORDINATE WITH THE MILITARY
 Use of assets
o Airlifts/airdrops, trucks, helicopters, etc
 Provision of services and equipment
o Fuel for aircraft or vehicles, bulldozers, MHE, maintenance of

assets and equipment
 Infrastructure rehabilitation
 Safety & Evacuation
o Security evacuation, medical evacuation, medical facilities, and

services
 Liaison & Coordination
o Appointment of POC/Liaison officers & participation to

UN/Military coordination and/or planning meetings
 Provision of military armed escorts (only as last resort)
o Truck convoys, staff movement, assessment & monintoring
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US HUMANITARIAN RESPONSE DEPOT
 The UN Humanitarian Response Depot is a global network of hubs

that procures, stores, and rapidly transports emergency supplies for
the humanitarian community. Since its inception, UNHRD has been
active in supporting a variety of operations using air, sea, and land
transportation. Managed by the WFP, UNHRD enables humanitarian
action to pre-position and stockpile relief items and support
equipment for swift delivery in emergency situations
 Hubs strategically co-located at airbases and military facilities around
the globe, in Italy (Brindisi), Ghana (Accra), Malaysia (Kuala
Lumpur), Panama (Panama City), Spain (Las Palmas) and the United
Arab Emirates (Dubai). These locations have been chosen for their
transport connections and proximity to disaster-prone areas
Significant savings can be made through cost sharing of aircraft, sea
and land deployments as an integral method for rapid response
 The network manages strategic stocks such as medical kits, shelter
gear, ready-to-use foods, logistics equipment and more – on behalf of
a growing number of organizations, both inside and outside the UN
system. Other items include:
o Demining items
o Drug and medical equipment
o Electricity devices
o Office and living accommodations
o Radio and telecommunications
o Warehousing and Handling Equipment
o Water Supplies Systems
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BHA STOCKPILES WORLDWIDE
 USAID’s BHA maintains a full-time supply chain and logistics

division composed of seasoned humanitarian professionals. The
division sources and makes available food and non-food items;
maintains multiple stockpiles around the world; reviews the
logistics/supply chain aspect of partner applications for funding; and
provides technical assistance for humanitarian evaluations, needs
assessments, and emergency response programs before, during and
after emergencies. Locations for prepositioned stocks are:
o Miami, Florida – 30,000 sq foot facility storing plastic

sheeting, blankets, water jugs, storage bladders, hygiene kits,
water treatment systems, rubber boats, kitchen sets, etc
o Pisa, Italy – 50,000 sq foot facility storing similar items as
other facilities
o Dubai, UAE – 38,000 sq foot facility storing similar items as
other facilities except in addition there are armored vehicles at
this location
UN HUMANITARIAN AIR SERVICE
 The UNHAS, managed by WFP offers safe, reliable, cost-efficient

and effective passenger and light cargo transport for the wider
humanitarian community to and from areas of crisis and intervention.
It is the only humanitarian air service that gives equal access to all
humanitarian entities. Priorities will be decided by UNHRD Brindisi
while task orders will be issued by WFP-HAS in Rome
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 To fulfill its mission, UNHAS uses a fleet of more than 90 fixed wing
aircraft, including helicopters chartered from commercial air
operators
 Humanitarian organizations can submit Movement Order Requests
from online to UNHRD Brindisi who will prioritize based on urgency
and need. On average UNHAS transports more than 33,000
passengers and about 300 metric tons of light cargo per month to 310
regular destinations
 UNHAS serves multiple destinations through 17 operations linking
20 countries around the world and maintains the ability to charter
aircraft for either passenger or cargo operations on a short notice, for
either one-off operations or for extended service
LOGISTICS – AIR OPS AND SECURITY
 When USAID response to a disaster is to provide relief commodities

from BHA stockpiles and commercial aircraft are unable to meet the
time or operational requirements for delivery of those commodities,
BHA may request the use of DoD aircraft. BHA will work closely
with the State Department’s Office of Political/Military Affairs (PM).
PM often serves as a facilitator between DoD and BHA.
o When DoD receives a request for support to a NGO that

requires validation, or when no military presence is available
in an affected country, BHA will work with PM to assist in
validating and targeting the response activities. If approved by
DoD, then the JCS J4 Logistics Readiness Center (LRC) will
work out the details on needs, availability, timeframes, and
accountability.
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 A key component of FHADR is to assure that relief is received

through and efficient logistics network. Sea basing is a vital aspect of
US military logistics abilities during relief efforts. The ability to
launch and recover helicopters for humanitarian assistance from the
sea, and the capacity to go virtually anywhere on land where aid is
needed, is vital to the US military. Having transfer points located
miles from the ship or staging locations with no knowledge of the
safety conditions of the area, trucks, roads are common challenges
that have to be addressed when supporting an HADR response. The
use of a helicopter is more than capable of carrying needed supplies
and materials to remote locations or makeshift landing zones. The
distance the aircraft can travel, the load it can carry and the amount of
fuel it needs, the extraction of stranded populace or insertion of
skilled personnel all play important roles in the deciding factors of the
type of support that can be given
 When loading and unloading any type of aircraft, the pilot or the crew
chief is in charge, and will make the final determination on a go or no
go for the flight based on the load, weather conditions, runway
conditions, and any conditions specific to the flight. Always consider
safety around the aircraft and landing zones or surrounding areas area
important for two reasons:
o Protect the aircraft, crew and materials from harm

o Protect the populace, facilities, and infrastructure from future
harm
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 Planning concerns that must be taken into account:
o Weather – aircraft/helicopters cannot fly in bad conditions

o Obstacle considerations – at makeshift LZs is the surrounding
area free of debris that can be thrown in the rotor wash
o Over Flight Permissions – as not all HADR responses occur in
a country with a shoreline
o Air Drops – can damage the materials/supplies you are
delivering and harm any HN populace trying to get the items
being dropped. This can be used if no other options are
available
o Equitability – use of UNHAS, HN military, other nations to
share assets in the response
o Cost is expensive to continually conduct airlift operations. It
should only be used for the immediate response until air and
sea ports are operational and able to provide the robust
throughput of supplies and materials
 Concern for operational security will likely result in a reluctance to

share information about planned activities, although the military can
be expected to want in-depth information about civilian activities.
The military will respond well to clearly stated missions, efficient
processes, organization, responsibility, and competence. It is
important to understand that HN government, military and populace
may believe that US forces in support of the response are gathering
intelligence for future operational purposes.
271
SHEET 26 OF 37
WFP – AIR COORDINATION CELL
 When significant air assets are deployed to a crisis region, the WFP
may deploy an Air Coordination Cell (ACC)
 The ACC is manned by aviators drawn from civil aviation, the
military and humanitarian air transport management specialists
 Allocated slots and flight details are communicated to air traffic
control (ATC) and the civil aviation authorities responsible for the air
space in which the airfield is located
SECURITY DURING LOGISTICS SUPPORT
 As mentioned previously, security can be a challenge during HADR

response events. The military may be asked to provide security at
distribution points, landing zones, marshalling yards, warehouses, etc.
This is normally a last resort as HN forces or other security measures
will be looked at first to ease tension among the populace during
recovery operations
 Individual NGOs may have a security plan or strategy already in
place to support their efforts. Others may align resources to reduce
waste and increase efficiency of support during the response
 Strategy and SOPs are guided by civil issues. As a HADR response if
to reduce suffering and loss of life, it is a prime opportunity for
criminal and terrorist organizations to take advantage of the chaos as
there is sure to be a lack of internal security/police in various
locations
272
SHEET 27 OF 37
LOGISITICS – OBJECTIVES
 Planning and anticipation by knowing the environment are key to

meeting a HADR response with efficiency
 Steps to prepare to participate in a humanitarian logistics operation
the US Government will coordinate HADR action items when
involved in a joint engagement:
o Communicate and Link Personnel
 Open dialogue to establish roles and response strategy
 Start talking with local, regional, and field

agencies
 Share Information at the unclassified level to gain
common operational picture and avoid duplicating
existing systems and practices
 Link Personnel at all levels while being respectful
of the humanitarian principals and nature of the
event
 Joint Planning for current operations and transition
planning
o Understand the Mission
 Using unique capabilities of DoD, at the appropriate

level
 Pull not push system of support
 Wholesale vs retail support for HADR response by DoD
273
SHEET 28 OF 37
 No harmful goods
o Validating DoDs Tasks
 Ensure the response is appropriate with a clear JTF

mission assigned
 Capture DoD measure of success and progress towards
the end state
o Plan for Transition and Retrograde
 Before the mission begins

 Look for indicators that unique military capabilities are
no longer unique or no longer required
 Coordinate with the US Embassy, BHA, HN, and
International partners through the CMOC
o One US Government Team (Figure 14)
 Synchronization of assets and maximizing efficiency

 Working to provide effective, efficient life-saving
assistance in support of the disaster affected population
 Specifics in coordination during humanitarian response
o Use of assets
 Airlifts/airdrops, trucks, helicopters, etc

 Assets in conflict are not to be used
274
SHEET 29 OF 37
 Military assets must show benefit prior to usage over

other assets
o Provision of services and equipment
 Fuel for aircraft or vehicles, bulldozers, maintenance of

assets and equipment
o Infrastructure rehabilitation
o Safety & Evacuation
 Security evacuation, medical evacuation

 Medical facilities and services
o Liaison & coordination
 Appointment of POC/Liaison officers

 Participation to UN/Military coordination and/or
planning meetings
o Provision of military armed escorts (only as last resort)
 Truck convoys, staff movement, assessment and

monitoring missions
EMERGENCY LOGISTICS PLANNING CHECKLIST
 Be aware of infrastructure vulnerability

 Review the strategic resources
275
SHEET 30 OF 37
 Review existing government and UN plans

 Ensure gaps are identified and are filled
 Upgrade emergency logistics plans
 Identify team for coordination of logistics support
 Establish information systems
LOG SUPPORT REQUESTS (Figure 15)
 DoD disaster assistance can range from a single aircraft delivering

relief supplies, to a full-scale deployment of a large task force.
Though the overall percentage of disasters requiring DoD support is
relatively small, these disasters tend to be crisis of the largest
magnitude and/or the greatest complexity. Capabilities such as
strategic airlift and expeditionary medical care and engineering
enable the US Government to provide quick support to the affected
countries in austere conditions, enabling them to contribute in post-
disaster environments where critical infrastructure has been severely
damaged or destroyed. Assistance must go through the proper
channels at the Logistics Cluster in order for an efficient and
economic process to be delivered to the right place at the right time
through the assistance of the military support being given. Question to
ask when support requests begin to be received are:
o Submission of the request
 Vetted by lead federal agency?

 Ask why they are asking
276
SHEET 31 OF 37
o Consolidation of requests
 Start with the end in mind

 What needs to be accomplished rather than how to
accomplish it
o Processing of the request
 What they think they want isn’t what they really want
 Help them ask the right questions
 Verify they got an answer to the question they were
asking
o Delivery of consignment for loading at the proper location

o Receipt of consignment at the end point
 If will be the responsibility of the requesting group to inform the

Logistics Cluster if they decide to withdraw their request for
assistance
B. REFERENCE
Foreign Disaster Assistance Handbook – Logistics planning

Field Operations Guide – Logistics section – OFDA Disaster Assessment
and Response Team (DART)
Logistics Cluster website www.log.logcluster.org
FHA 3-29 – Logistics in Humanitarian Assistance
DoD Handbook for CJTF to HADR support
277
SHEET 32 OF 37
C. TOPIC OUTLINE
a. Foreign Humanitarian Assistance and Disaster Relief (HADR)
b. Perspective
(1) Planning
(a) Common logistics elements

(b) Common support requirements
(2) Military involvement

(3) Requesting assistance
c. Why is Logistics Important?
d. Logistics Defined
e. Emergency Logistics
(1) Complex emergencies
f. Assessments
(1) Initial assessment

(2) Needs/Damage assessment
(3) Military support
g. Special Considerations
278
SHEET 33 OF 37
h. Ordering Considerations
i. Transport Considerations
j. Delivery Considerations
k. Logistics – Participants
l. What is the Logistics Cluster?

(1) World Food Program (WFP)
m. Global Logistics Cluster Support Cell
n. The Logistics Cluster in the Field
o. Logistics Cluster Online
p. Areas WFP Co-ordinate with the Military
q. US Humanitarian Response Depot
(1) Global Network

(2) Hubs
(3) Strategic stocks
r. BHA Stockpiles Worldwide
s. UN Humanitarian Air Service
279
SHEET 34 OF 37
t. Logistics – Air OPS and Security
(1) DoD Airlift

(2) Loading and Unloading
(3) Planning concerns
u. WFP – Air Coordination Cell
v. Security during Logistics Support
w. Logistics – Objectives
x. Emergency Logistics Planning Checklist
y. LOG Support Requests
280
SHEET 35 OF 37
Figure 13
281
SHEET 36 OF 37
Figure 14
282
SHEET 37 OF 37
Figure 15
283
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FOR OFFICIAL USE ONLY

REVIEWING OFFICIAL: ____________________________

INTRODUCTION TO EXPEDITIONARY LOGISTICS

Number and Description of Change Entered by Date

Change Record ……………………………………………………………… ii

Security Awareness Notice …………………………………………………. iv

Safety/Hazard Awareness Notice …………………………………………... v

How to use your Trainee Guide …………………………………………….. vi

Lesson # Topic / Description Lecture / Lab

3.1 Global Combat Support System - Army 3/0

TOTAL HOURS 30/0

SECURITY AWARENESS NOTICE

This course does not contain any classified material.

SAFETY / HAZARD AWARENESS NOTICE

Any time a trainee or instructor has apprehension concerning his or her

Special emphasis must be placed on strict compliance with published safety

HOW TO USE YOUR TRAINEE GUIDE

Under each topic there may be the following instruction sheets:

OUTLINE SHEETS: Provides a listing of major teaching points.

INFORMATION SHEETS: Amplify supplemental information

JOB SHEETS: Provide step-by-step instructions for developing

ASSIGNMENT SHEETS: To assist you in being prepared for the

DIAGRAM SHEETS: These are used as necessary to simplify the

The behavior is a description of the performance and/or knowledge

The standard(s): to which you will be able to perform or use the

The objectives provide a means by which you can check your

Classroom and laboratory sessions will be conducted by one or more

2. STUDY each reading assignment

3. WRITE any written assignment

UNIT 3: NAVY EXPEDITIONARY COMMANDS

3.0 UNDERSTAND the various organizations and missions that support

INFORMATION SHEET 3.0.1

As assigned per Lesson Topic

Identify the fundamental precepts of Expeditionary Logistics.

OUTLINE SHEET 3.1

GLOBAL COMBAT SUPPORT SYSTEM - ARMY

3.1 DESCRIBE the levels of responsibility

3.2 IDENTIFY different types of property

3.3 DESCRIBE hand and sub-hand receipts

3.4 DISCUSS the six steps to conducting inventory

3.5 UNDERSTAND the Financial Liability Investigations of Property Loss

INFORMATION SHEET 3.1.1

GLOBAL COMBAT SUPPORT SYSTEM - ARMY

 The specific type of responsibility depends on the relationship of the

o Obligation of a commander to ensure all Government property

INFORMATION SHEET 3.1.1

o Obligation of a supervisor to ensure all Government property

o Obligation of an individual for property in storage awaiting

o The obligation of a person to ensure all Government property

o The obligation of a person to exercise reasonable and prudent

INFORMATION SHEET 3.1.1

 Who has responsibility?

o Depends on the relationship between people and the property

o Property is categorized for financial accounting and reporting

 Personal Property – Anything that is not Real Property – capital

o All Army property, except real property, will be classified for

 Expendable property is property that is consumed