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Logistics Combat Element (LCE) &
Other MAGTF Logistics Structure Issues Brief Installations and Logistics Board 7 May 2013 Mike Resnick, LPS
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Agenda Background / Review Discussion / Rudder / Guidance 182.1K Force
Actions Per 2012 Ground Log Board Force Optimization Actions LCE Advocate Structure Actions Discussion / Rudder / Guidance Retain Supply & Maint Bn Retain Supply & Maint Bn Way Ahead Ground Logistics Support to the ACE Focus of Effort of Brief: Get DC Rudder / Guidance
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Note: 182.1K Force Slides are from Dec 2010 FSRG Decision Brief to CMC
182.1K Force Characteristics Meets CMC guidance to be America’s “Expeditionary force-in-readiness” Provides forward deployed forces postured for crisis response Provides capacity to meet demands of MCO and Anti-access/Area denial Greater proportion of key enablers that increase capability across ROMO, in multiple domains, and against hybrid threats in a distributed environment Provides engagement capacity from units in dwell Balances MAGTF as “middleweight” ready force Reduces to 24 Infantry Battalions/Cannon Batteries Reduces AC combat power in Tanks, AAVs, Arty, MACs, Recon, VMM, HMLA & HMH. Retains capacity to conduct foundational activities at 1:3 dwell without Reserves Enables Theater Security Cooperation and increased readiness LCE organized for force generation and employment Risks Sustained operations Simultaneous MCO FSRG proposal reduced and reorganized VMFA combat power (not shown in this slide per DC Avn proposal) Note: K Force Slides are from Dec FSRG Decision Brief to CMC
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182.1K Force LCE 182.1K Force LCE MLG Reorganization – Completes operationalization of the MLG Organize and train as LCE deploys and fights MLG commanders focused on operational mission rather than functional organization MLGs better postured to aggregate from MEB to MEF ops LCE sized to support its parent MEF Targeted horizontal realignment enabled standing CLBs 7 Standing MEU CLBs ISO 7 MEU CEs 7 Standing DS CLBs ISO 7 Infantry Regts 5 Standing GS CLBs ISO 5 MEBs or 3 MEFs Consolidates 3 Supply Bns & 3 Maint Bns Eliminates one Bn HQ This COA completes the operationalization of the MLG. By restructuring the 202K/CAR LCE, using efficiencies gained through that endeavor, and standardizing the units throughout the LCE, the reorganization of the MLGs was taken to its logical conclusion. In short, this COA results in the garrison organization of the MLGs matching the employment organization of those units with the creation of standing MEU CLBs, standing DS CLBs, and standing GS CLBs. Garrison organization = Deployed organization greatly aiding force generation and PTP reqts Facilitates unity of command and unity of effort Minimizes mapping requirements thereby sharply reducing personnel task organization churn Creates standing CLBs by realigning 202K/CAR structure from GS Battalions (Maint Bn, Sup Bn, ESB). Establishes the CLBs as the base operating units of the MLGs. 7 X standing MEU CLBs matched to support the 7 MEUs 7 X standing DS CLBs matched to support the 7 GCE infantry regiments 5 X standing GS CLBs exist to… The second GS CLB within each MLG enables MLG transition from MEB to MEF ops Support the 5 MEBs Provide simultaneous support to MEBs and maintain home station support requirements ISO those MEF units not deploying with MEBs Provide support to artillery regiments and separate battalions of the GCE, developing and establishing habitual relationships with those organizations Develop habitual support relationships with ACE via CLCs Provide reinforcement to the DS CLBs. GS CLBs are created by merging Supply and Maintenance Battalions and are approximately 900 personnel each. 1st and 2d MLGs have two GS CLBs each, merging Sup Bn and Maint Bn then splitting those two organizations in half—each GS CLB mirrors the other. 3d MLG has one GS CLB, a merger of Sup Bn and Maint Bn, and saves one Bn HQ structure. The size of the companies within each GS CLB was reduced to reflect parallel reductions within the GCE separate battalions—tanks, LAR, AAVs, and the artillery regiments. GS CLBs provide increased flexibility, particularly in D.O., by reinforcing along multiple fronts Elimination of Bridge Company and horizontal reduction of Bulk Fuel Company mitigated by use of RC capabilities to source potential AC deficiencies. Loss of organic MP Company mitigated by sourcing requirements for specific missions from the consolidated MP Battalion located within the MHGs. Key Metrics for 182.1K LCE Force Generation PTP/Dwell Effectiveness and balance Organized as we fight Postured for DO Flexibility to surge
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182.1K Force LCE X MLG = Mapped
HQ REG CLR-1 CLR-15 D FD/SVC SVC H&S CO MEU CLB LS HQ HQ CLB CLB CLB H&S CO CLB-151 CLB-153 H&S CO H&S CO ENG SPT D HQ HQ HQ GSM HQ HQ BULK FUEL D This COA reorganizes the 202K/CAR FY 2016 LCE structure: Organizes MLGs in garrison as they are organized for employment—Organized as they fight Reduces overall LCE numbers by 7%, Standardizes units across all of the MLGs to ensure mirrored structure among like units Creates standing DS CLBs, standing MEU CLBs, and standing GS CLB that enable the MLGs to be organized in garrison essentially as they are organized in employment. GS CLBs are created using the existing Supply Bn and Maintenance Bn structures as the headquarters elements. Realignments that standardized units across all of the MLGs enable a reduction of ~7 %. The GS CLR Regimental HQ serves as the operational director of and coordinator for both GS CLBs in garrison, setting respective priorities, and directing actions in support of the MEF. The vision is for the GS CLR to serve as the principal conduit within the MEF for all GS tactical logistics support (TLS). Each GS CLB is essentially mirrored. In garrison, the mirrored companies of each GS CLB aggregate functionally for daily ops while maintaining their respective administrative identities under their respective assigned CLBs. Stand-alone companies (MP Company, Food Service Company, Service Company, and LS Company) that operate primarily in a GS role are realigned under the GS CLR and report directly to the GS CLR Commander. The CLR X7s were disestablished and a HQBN (O-6 Command) similar to the Div HQBN or MHG was established to provide command and control as well as administrative oversight of the G-staffs, Comm Company, and MEU CLBs. Keeping MEU CLBs under the HQBN alleviates span of control issues for each of the GS/DS CLRs. Any concerns of maintaining oversight of MEU CLBs in the event of MLG deploying and associated HQBN CO deploying with that MLG are minimal. MLGs will routinely possess OPCON of one MEU CLB at a time since the other two will be either forward deployed or in MEU work-up cycle. This COA establishes standing organizations ISO home station requirements (SMU, ASP, MOC, and GSM Co) that are aligned within the GS CLR under the H&S Bn. The traditional “flux” associated with task organizing DS CLBs and MEU CLBs for their respective missions is substantially reduced. While no structure increases were requested above the 202K/CAR realization in order to develop these standing MEU CLBs and DS CLBs, the reorganization was conducted as a result of reinvesting that structure that was eliminated from the 190K COA 1 force back into the MLG. Because each of the three standing DS CLBs require an engineer company, realigning all three engineer line companies from ESB, an additional engineer company was created and placed into ESB. BRDG CLC - TBD D EOD SPLY CO SPLY CO Investment in Direct Support Relationship w/ GCE Mirrored Structure Across the Force 596 Marines per DS CLB 255 Marines per MEU CLB Horizontal reductions realized to create CLBs GS element organized for employment ISO Crisis Response MEB Structured at 1,438 Marines per CLB (1,547 3rd MLG CLB 351) Provides mapped CLC & Home Station support Structure Investment in Logistics C2 for Expeditionary Command & Control CONOPs development for garrison operations CLC- TBD MAINT SPT SVCS MAINT SPT SVCS MAINT SPT SVCS = Mapped
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Actions per 2012 Ground Log Board
CLC Way Ahead A. Should CLC/IMA support reside in LCE or ACE? DC Response - LCE Should the CLCs be created using mapped or permanent standing structure? DC Response - MAPPED Should the LCE create 5 or 7 CLCs? DC Response - 7 CLCs Should the 9th ESB EOD Team be mapped to HI? DC Response - Yes Does the GS to the MEF warrant additional HQMC review after CLC issue is resolved? DC Response - Yes Does Financial Mgmt Marine reduction warrant additional HQMC review and resolution within the 34XX community. DC Response - Yes Notes: Reduction of 38 AD Marines in 1st and 2nd MLG Reduction of 16 AD Marines in 3rd MLG Reduction of 84 MT Marines in 1st MLG. Reduction of 56 MT Marines in 2nd MLG. Reduction of 56 MT Marines in 3rd MLG.
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Force Optimization Actions
BLUF Force Optimization Actions Dental Bn Reduced 5 Marines from each MLG Dental Bn TRT (Tactical Readiness Training), MLG HQs Operationally organized TRT Reduced 23 Marines across MLGs Grade Shaping/Reduction effort Intended to generate >$100M a year in savings CD&I led – Underway – Occ Field Sponsor supported Initiated review of: Logistics within the MWSS MT, Sup, MMO, Maint, Engineer and HSS across the MAGTF General Support Construct – Supply & Maintenance Bn
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BLUF LCE Advocate Actions LCE Mission Statements / METL
Staffed through MARFOR / pending DC approval Considering impact of future LCE structure decisions Distribution Management Officer (MDO) TOECR Positions the most senior DMOs in the most critical assignments (HQMC, MEF, MCLC) DC I&L approved and submitted to CD&I/TFSD Operational Logistics OPT Supported OPT/Summit to address tactical and operational logistics level tasks - resulting in two macro-level bins: Support to the MAGTF Echelon above MAGTF - Additional Summits planned in May and June
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Retain Supply & Maint Bn BLUF
The MLG is more capable, flexible and agile, and can provide more effective and efficient support to the MEF across the range of military operations by retaining Supply and Maintenance Battalion. Retaining Supply and Maintenance Battalion has minimal impact on USMC FSR Force of 182.1K Retained after FSR directed structure reductions Retained with no change in TO, Grade or MOS DC I&L Guidance: Review and analyze the MLG’s capability to provide GS to the MEF by retaining Supply and Maintenance Bn vice transitioning to the GS CLB construct. Using the 182.1K Force Structure, provide me a recommendation and supporting analysis that I can provide to CMC at the next EOS.
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Retain Supply & Maint Bn
GS CLR HQTRS Co Maint Bn H&S Co Ord Maint Co Eng Maint Co MT Maint CO RMC Co Sup Bn Supply Co Ammo Co Med Log Co GS MT Co Mapped CLC XX CLC XX 2010 FSR GS CLR Proposed Supply & Maint Bn HQTRS Co CLB XXX H&S Co Maint Co MT Co Sup Co GS Maint Co Mapped CLC XX CLC XX GS CLR TBD: RMC or GSM Co & ELMACO Focused on Force Generation “Poised to Deploy” organization Oriented on the MEB Creates redundant capability at home station Creates multiple supply chains TBD and unknown CONOPS Focused on flexible & agile support to the MEF Task organizes to the mission Provides deployed and home station support Provides effective & efficient supply chain Enables senior leader mentoring Practiced and known CONOPS
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General Support Pros / Cons
FSR Directed GS CLBs Retain Supply & Maint Bn PROS Provides for force generation Supports “train as we fight” ethos PROS Pools logistics functional capabilities to provide flexibility to support the MEF: Supply, Ammo, Medical Maintenance Distribution Aligns with other functional capabilities in the MAGTF: AAV, Tank, LAR & Radio Bn Provides balance to the MLG and effective support to the MEF CONS Challenges in providing SMU, Ammo and MedLog support to the MEF in Garrison Challenges in providing Maint support to the MEF in Garrison Challenges in providing Distribution support to the MEF in Garrison CONS 1. Requires task organization to deploy Key Metrics for 182.1K LCE Force Generation o Organized as we fight PTP/Dwell o Postured for DO Effectiveness and balance o Flexibility to surge
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Demand for Task Organized GS
AC Deployment to Dwell 1:1.54 Supply/Maint Bn Deployed Personnel ( ) OIF Maint Bn Sup Bn Total OEF Maint Bn Sup Bn Total *Data from MFC G-3/5/7 Demand was for task organized GS Sup & Maint x12 during this period Each of the 12 demands were for a different sized GS Sup & Maint organization ranging from 569 Marines to 1640 Marines On average – the GS Sup & Maint deployed with 1317 Marines Bottomline: Demand was met via task organization
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Supply & Maint Bn Comparison
PRE FSR FY 12 POST FSR FY 15 RECOMMENDED FY 15 CLR 15 HQTRS CO MAINT BN SUPP BN 212 1741 1294 CLR 15 HQTRS CO CLB 151 CLB 153 GS MAINT CO 163 1501 126 CLR 15 HQTRS CO MAINT BN SUPP BN GS MT CO 163 1471 1146 511 CLR 25 HQTRS CO MAINT BN SUPP BN 237 1764 1316 CLR 25 HQTRS CO CLB 251 CLB 253 GS MAINT CO 163 1501 126 CLR 25 HQTRS CO MAINT BN SUPP BN GS MT CO 163 1471 1146 511 CLR 35 HQTRS CO MAINT BN SUPP BN 143 1040 789 CLR 35 HQTRS CO CLB 351 GS MAINT CO 143 1610 161 CLR 35 HQTRS CO MAINT BN SUPP BN GS MT CO 143 901 560 310 Retaining Sup & Maint Bn in 1st & 2nd MLG is supportable Retaining Sup & Maint Bn in 3rd MLG is supportable with challenges in capacity and key billets to include a Chaplain, RP, SgtMaj and four 1stSgts
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Proposed POA&M April-May: LP staffs “COA” to MARFORs/MLGs for feasibility, acceptability and supportability comment and review. Discuss at I&L Board. May-June: Develop “Retain Supply and Maint Bn” decision brief for EOS. July: CMC decision at EOS July-Dec: Charter OPT with the MARFORs to refine the BIC level TO “solution” and accompanying TE for 1st, 2nd and 3rd MLG. Develop plan & supporting POAM for 4th MLG. Brief out to DC. Dec: Submit AC MLG TOECRS to CD&I in order to run in Feb 2014 ASR TBD: Submit RC MLG TOECRS to CD&I if required. Proposed Way Ahead – Obtain DC I&L approval to “Retain Sup & Maint Bn”. Develop EOS Decision brief. Establish OPT to refine TO&E for Feb 2014 ASR.
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Ground Logistics Support to the ACE
BLUF Ground Logistics Support to the ACE Effort to re-look the return of the MWSG HQ FSR eliminated the 3 MWSG HQs and moved the MWSS under the MAW Review and close on a potential ground logistics planning and command, control and coordination gap within the MAW DC I&L and DC Aviation support CLC/MWSS Optimization Effort How can the CLC/MWSS provide more effective and efficient aviation ground support to the ACE? Is mapping the optimal solution for CLC support? - Proposed Way Ahead - May MWSG HQ COA Development at AGS OAG - Jun MWSG HQ COA Selection at Air Board - Jul MWSG HQ Decision/Implementation Plan Brief at EOS
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CLC/MWSS Capability Laydown
I MEF II MEF III MEF 1st MLG MWSS 371 Yuma MWSS 373 Miramar MWSS 372 Pendleton CLC 11 CLC 16 CLC 13 29 Palms MWSS 374 CLC 21 Cherry Point CLC 23 Beaufort 2d MLG MWSS 271 MWSS 272 New River MWSS 273 MWSS 274 3d MLG CLC 35 K-Bay CLC 36 Iwakuni MWSD 24 MWSS 171 MWSS 172 Futenma - Maint - Admin - Logistics - Supply - Medical - Services CLC CAPABILITY MWSS CAPABILITY CLC Services includes: Legal, Postal, Disbursing, and Exchange MWSS Services: Chaplain, Food Services, Comms - Admin - Aviation Ops - Logistics - Motor Transport - Supply - Engineering - Medical - Services Proposed Way Ahead - Establish OPT to review, analyze and make recommendation on CLC/MWSS optimization post July EOS decision on MWSG
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BLUF DC Decision/ Guidance
1. Obtain DC I&L approval to “Retain Sup & Maint Bn”. Develop EOS Decision Brief. Establish OPT to refine TO&E for Feb 2014 ASR. 2. Obtain DC I&L approval to “Establish a MWSG HQ”. Develop COA and brief at AGS OAG & Air Board. Develop EOS Decision Brief ICW DC AVN. 3. Obtain DC I&L approval to establish an OPT to review, analyze & make recommendation on CLC/MWSS optimization post July EOS decision on MWSG HQ.
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Back-Up Slide
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Current CLC/MWSS TO Discussion / Decision MWSS H&S Capabilities S-1
Cherry Point Yuma Beaufort Miramar Iwakuni CLC 11 HQ 2 Maint 32 Sup 7 Med 5 Svc 43 Total 89 CLC 16 HQ 3 Maint 38 Sup 12 Med 2 Svc 8 Total 63 CLC 21 HQ 9 Maint 65 Sup 56 Med 4 Svc 49 Total 183 CLC 23 HQ 4 Maint 31 Sup 5 Med Svc 16 Total 61 CLC 36 HQ 9 Maint 49 Sup 14 Med 4 Svc 35 Total 111 MWSS x(10) HQ 3 H&S 179 Avn Ops 162 Avn Mt Co 95 Anv Eng 130 Total 569 29 Palms Hawaii CLC 13 IMA SPT HQ 8 Maint 133 Sup 16 Svc 29 Total 186 CLC 13 IMA SPT HQ 2 Maint 51 Sup 43 Svc 79 Total 175 MWSS H&S Capabilities S-1 S-2 S-3 S-4 Chaplain Div Supply/Fiscal Sec Food Service Medical Div
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