CHAPTER 3. COMMAND AND CONTROL

Operational logistic C2 involves the organizations,communications, and processes needed to generate,collect, and transmit the necessary logistic informa-tion to execute force closure, sustainment, andreconstitution and redeployment. Logistic C2 hasthree primary goals—recognizing needed supportand ensuring the support reaches units that need it,anticipating future requirements, and allocatingresources. C2 supports the operational logistic plan-ning, decision, execution, and assessment (PDE&A)cycle. It enables the component commander toexchange logistic information with joint, multina-tional, other Service components, host nation, theMAGTF, and the strategic base. The operational

logistics C2 begins with the national military com-mand structure.

National Military Command Structure

Marine Corps combatant command-level compo-nents occupy a point of convergence between theoperational and Service (administrative) chains ofcommand in the national military command struc-ture. See figure 3-1. Below the National CommandAuthorities (NCA), the two chains of commanddiverge with the operational chain running through

Figure 3-1. Chain of Command.

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the combatant commands to the Service compo-nent and with administrative authority flowingthrough the Service secretaries and Service chiefsto the Service component commander.

Joint Forces

There are three levels of joint forces: unified com-mands, subordinate unified commands, and JTFs.The NCA has established nine unified commands,also referred to as CINCs, to perform broad con-tinuing missions. The five combatant commandsare responsible for a geographical area, while theunified commands are functionally responsible fortransportation, space, special operations, and strate-gic forces. The CINC, United States Transporta-tion Command (USCINCTRANS) is the functionalunified commander for transportation.

Combatant commanders may form standing subor-dinate unified commands to perform broad andcontinuing missions. For limited and temporaryoperations, JTFs are established that report to eithera combatant command, subordinate unified com-mand, or an existing JTF. COMMARFORPAC canestablish and deploy two JTF headquarters, andCOMMARFORLANT can deploy one JTF head-quarters, ordered by their combatant commanders.

Joint commanders organize their commandseither by function, Service component, or by acombination of both methods. Joint forces withassigned and/or attached MARFOR have MarineCorps Service components.

Marine Corps Components

The Marine Corps has three methods of organiz-ing and staffing the two levels of componencyshown in table 3-1.

A combatant command-level MARFOR is formedon a continuing basis. The combatant-levelcommander, Marine Corps forces (COMMARFOR)may deploy with a staff in situations where the CINCand principal staff deploy to the operational area.When deployed to a theater of war, the MARFORcan be organized with two commanders and twostaffs or with one commander and two staffs.

Two-Commanders/Two-Staff Method

In the two-commander/two-staff arrangement, onecommander and one staff funct ion as theMARFOR, while the other commander, supportedby a staff, commands the MAGTF.

One-Commander/Two-Staff Method

In the one-commander/two-staff arrangement, onecommander is dual-hatted as COMMARFOR andMAGTF commander supported by a componentstaff and MAGTF staff.

One-Commander/One-Staff Method

For smaller scaled operations, a one-commanderand one-staff organizat ion is used at thesubordinate joint command level. This organizationmethod is primarily used with a JTF but can beused for a subordinate unified command. In thismethod, the MAGTF commander and staff are alsodesignated as the component commander and staff.The combatant command-level MARFOR canaugment the component/MAGTF commander withpersonnel to establish an embedded componentstaff. Located with the MAGTF staff, theembedded staff concentrates on operational-levelfunctions while the MAGTF staff focuses ontactical considerations.

Table 3-1. Levels of Marine Corps Componency and Organization.

Joint Force Marine Corps Component Organization Combatant command Combat command-level MARFOR One commander and two staffs or two commanders and two staffs

Subordinate unifiedcommand or JTF

Subordinate jointcommand-level MARFOR

One commander and one staff

Operational-Level Logistics ____________________________________________________________________________________ 3-3

Command Responsibilities

C2 responsibilities for logistics are as follows:

l Joint staff and Services concentrate on strategiclogistics.

l Supporting and supported combatant com-mander’s logistic staff manage strategic andoperational logistic issues that affect missionsassigned to the combatant commanders in theJoint Strategic Capabilities Plan and other areasdirected by the CINC.

l COMMARFOR or the senior MAGTF com-mander performs operational logistics. TheCOMMARFOR may establish a theater MLC toC2 operational-level logistic functions.

l MAGTF and subordinate commanders deal withtactical logistic responsibilities.

Marine Corps Forces Logistic Responsibilities

The focal point of Marine Corps operationallogistic C2 is the MARFOR. The Marine Corps

component is positioned at the confluence of thejoint operational and Service administrativechains of command, the center of the theater dis-tribution network, and the junction of the strate-gic/tactical logistic pipeline. Figure 3-2 depictsthe central location of the Marine Corps compo-nent in the operational logistic C2 network. TheMARFOR is responsible to the JFC for the fol-lowing major actions:

l Making recommendations on the proper employ-ment of MARFOR.

l Accomplishing operational missions assignedby the combatant commander.

l Selecting and nominating specific Marine unitsor forces for assignment to other subordinateforces of the combatant command.

l Conducting joint training and exercises.l Informing the combatant commander of changes

in planning for logistic support that will affect thecombatant commander’s ability to accomplish themission.

l Developing Marine Corps programming and bud-geting requests to support the combatant com-mander’s warfighting requirements and priorities.

Figure 3-2. Operational Logistics C2.

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l Providing supporting operation and exercise plansto support assigned missions.

Marine Corps Forces Commandand Control Principles

To maximize the benefits from its central posi-tion, the MARFOR must interface effectivelywith joint and multinational organizations that usedifferent processes than the Marine Corps. Multi-national operations are difficult because of varia-tions in language, terminology, doctrine, systems,and operating standards. To reduce confusion dur-ing joint and multinational theater logistic opera-tions, the MARFOR is guided by the followingC2 principles:

l Establish liaison early.l Monitor current and evolving theater and

Marine component logistic capabilities.l Coordinate logistic support requirements with

upcoming operations (in the construct of futureoperations and future plans).

l Advise the component commander on the sup-portability of proposed COAs.

l Coordinate with nontheater logistic organiza-tions.

l Articulate Marine Corps capabilities and require-ments to joint logistic centers, boards, and officesto coordinate the MARFOR logistic concept.

l Leverage limited C2 assets.l Use U.S. interpreters.

l Use common cryptographic systems.l Agree on policy in advance of war.

Marine Corps Forces Logistic Relationships

The MARFOR is responsible for planning, coordi-nating, and supervising the execution of opera-tional logistic functions in support of the MAGTFas well as assigned and attached multinational and/or other Service forces. See figure 3-3.

Relationships with the Joint Force Commander

The JFC conducts the campaign by assigningsubordinate commanders missions that accom-plish strategic and operational objectives. Thecombatant commander exercises COCOM overthe combatant command-level MARFOR, and thesubordinate JFC exercises OPCON over a subor-dinate MARFOR.

Although the Service component is responsible forService logistics, the JFC establishes operationallogistic objectives and priorities. The JFC can des-ignate a Service component to provide CUL to thejoint force and/or establish a joint organization.Joint policy normally assigns CUL missions to adominant user or most capable service.

Relationships between Marine Corps Forces

Marine Corps componency policy links MARFORswith each other, HQMC, and the Marine Corps SE.A subordinate MARFOR receives administrative

Figure 3-3. Level of War Orientation.

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and logistic support from its parent combatantcommand-level MARFOR. For Service-specificmatters, the subordinate MARFOR communicatesdirectly with its parent MARFOR. When forces areattached from one combatant command-levelMARFOR to another, the MARFOR providing theforce and the MARFOR gaining the force shouldagree on and specify the support relationship for theattached forces. The Marine Corps SE and HQMCare responsible for providing the MARFORlogistics and administrative support.

The JFC may attach multinational and/or otherService forces to the MARFOR. Normally, logis-tics is a Service and national responsibility; how-ever, the implementation of CUL arrangementsmay require the MARFOR to include and sup-port the operational logistic requirements of non-Marine Corps units. The MARFOR remainsresponsible for informing the JFC on logisticissues affecting the execution of its mission.

Assistant Chief of Staff, G-4

The assistant chief of staff (AC/S), G-4, is theCOMMARFOR’s principal advisor for logistics.The focus of the MARFOR AC/S, G-4, is onplanning, logistic policy, and coordination withagencies/Services external to the MAGTF fortheater logistics.

The MARFOR G-4 is responsible for the follow-ing functions:

l Assisting the COMMARFOR in the develop-ment and implementation of logistic policy.

l Establishing priorities for the provision oflogistics and allocation of logistic resources.

l Establishing the division of labor between theMLC, if established, and MAGTF.

l Setting the boundaries for direct liaison autho-rized (DIRLAUTH) for MARFOR logistic ele-ments with external agencies.

l Coordinating nonaviation-peculiar logistics forMARFOR and other attached forces.

l Initiating and maintaining active liaison withHHQ, other Services, and allied forces.

l Designating the MLC or other MARFOR sub-ordinate logistic agency as the liaison toselected joint boards and offices.

Supporting Marine Corps Forces

Depending on the circumstances, combatantcommand-level MARFORs can be e i thersupporting or supported MARFORs. However,COMMARFORLANT and COMMARFORPACare the established Marine Corps links to theMarine Corps operating forces, the Selected MarineCorps Reserve (SMCR), and most bases andstations in the SE.

From the operating forces, COMMARFORLANTand COMMARFORPAC can source logisticrequirements from the peacetime operating stocks,remain-behind equipment (RBE), and war reservemateriel stocks field (WRMSF) under their control.Peacetime operating stocks are the everydayMarine Corps operating supplies (e.g., major enditems and secondary items of equipment authorizedby tables of equipment [T/Es]). RBE is theequipment that is left behind when an MPFMAGTF deploys or a MAGTF deploys that willuse the geoprepositioned equipment and supplies inNorway. WRMSF is the portion of the war reservemateriel requirement held by the operating forces.

Relationships with Navy Aviation Commands

Commander, Naval Air Force, Pacific, and Com-mander, Naval Air Force, Atlantic, deal directlywith the MAGTF ACE on aviation logistic mat-ters. The Commander, Naval Air Force, Pacific,and Commander, Naval Air Force, Atlantic, arethe aviation type commands within the Navy’schain of command. Although the ACE and theNavy-type commands have direct communica-tions, the MAGTF commander must ensure thatthe MARFOR is fully knowledgeable on logisticmatters affecting Marine Corp aviation. Thisinformation is required for the MARFOR to exe-cute the responsibility of informing the JFC ofany changes in logistic support that will affect theJFC’s ability to accomplish the mission.

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Relationships with Other Joint Force Component Commands

Joint policy encourages the Service componentsto coordinate, consult, and agree on common pro-cedures and efficient use of logistic resources.The JFC may exercise DAL and establish jointsupport relationships. The JFC may direct theMARFOR to provide logistics to other Serviceunits and personnel arriving early in theater. Inaddition, the JFC may use Marine Corps through-put organizations established during arrival andassembly operations as the nucleus for follow-onjoint force closure. When the JFC directs a ser-vice component to provide CUL, the MARFORcoordinates with the supporting or supportedcomponents to ensure responsiveness of the sup-port relationship directed.

Relationships with the MAGTF and Attached Forces

The MARFOR normally has OPCON and admin-istrative control (ADCON) of the assigned and/orattached MAGTF. If the combatant commanderattaches a MAGTF to a functional component, theMARFOR retains ADCON of the MAGTF. Forattached forces from other Services and nations,the MARFOR normally coordinates with the pro-viding Service component for the logistic supportof attached forces. The JFC may define supportrelationships for attached forces in the operation orexecute order.

While the MARFOR AC/S, G-4, focuses onplanning, logistic policy, and external coordinationfor the theater campaign, the MLC executesCOMMARFOR operational logistic responsibilitieswith an internal focus on supporting the MARFORmajor subordinate commands. The externalcoordination by the MLC is with the MARFOR andjoint logistic agencies responsible for the executionof theater logistics. The MARFOR will determinethe best mix of external and organic Marine Corpssources to support the MAGTF. The MARFOR maytask the MAGTF with providing the resourcesrequired for operational logistic functions. To the

extent possible, this should be determined duringdeliberate planning and during initial warning ordersfor crisis action planning to allow the MAGTFcommander to properly task-organize forces.

Logistics Authority in Joint Operations

Unity of command requires responsibility andauthority for logistics to support joint operations bevested in a single command authority. The singlecommand authority improves effectiveness and effi-ciency while preventing unnecessary duplication oflogistic effort among the Service components. TheJFC exercises DAL through cross-servicing, com-mon-servicing, and joint-servicing.

Joint Force Commander

To supervise and control logistic operations, theJFC may—

l Coordinate the total logistic effort through ser-vice components and other subordinate com-mands as required.

l Establish joint boards and offices as required toexercise control of logistics and promote econ-omy of effort.

l Establish policies consistent with authority andexisting JPs.

l Coordinate with other supporting commands toachieve long-term sustainment of forces.

l Prescribe and allocate common-user resourcesto components and subordinate commands.

l Use inter-Service support and common- orcross-servicing agreements to eliminate unnec-essary duplication.

l Establish and coordinate priorities and pro-grams to ensure effective use of supplies, facili-ties, and personnel.

l Review adequacy of service components’requirements consistent with service directives.

l Synchronize the concept of logistics with theconcept of operations and ensure unity of effort.

Operational-Level Logistics ____________________________________________________________________________________ 3-7

Division Ready Brigade

During joint operations, an Army division readybrigade (DRB) may be attached to a MEF or aMEB. The DRB should come with its own for-ward support battalion (FSB) and a GS CSG(-) toaugment FSSG. An FSB is similar in size andcapability to an MSSG. The CSG(-) is task-orga-nized based on the composition of the DRB andapproximates a BSSG in size and capability. Fig-ure 3-4 depicts the C2 logistics when the DRBoperates under the control of the MEF.

Marine Expeditionary Brigade

With the exception of selected Class II, V (prima-rily aviation), VII, and IX supplies and mainte-

nance requirements peculiar to Marine Corpsequipment, the Army can provide the majority oflogistics required by the MEB that exceeds thecapability of the CSSE. Figure 3-5 shows anotional corps support battalion (CSB) constitutedto provide that support. CSB tailoring is contingentnot only upon the support required by the MEB; itstask organization would also accommodate sup-port requirements for any additional Army ele-ments placed under the control of or in support ofthe MEB. For example, the CSB would be task-organized with additional Class III and Class Vcapabilities to support a field artillery brigadeplaced in support of the MEB. Figure 3-6 on page3-8 reflects the C2 relationship of logistic elementswhen the MEB operates as part of a corps.

Figure 3-4. Logistics C2 DRB Under MEF Control.

Figure 3-5. Notional CSB in Support of MEB.

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Multinational Force Command and Control Relationships

National sovereignty restricts the command rela-tionships available in an MNF. Ordinarily, forcesfrom member nations have direct and near imme-diate communications to their respective nationalpolitical leaderships. This link may facilitatecoordination of issues, but it can also be a sourceof frustration as national leaders external to theoperational area may be issuing guidance directlyto their deployed national forces. Generally, thenegative effects of direct national communica-tions occur less in alliances, which are based onformal agreements and are of longer durationthan coalitions. To establish a command struc-ture, the MNFC must balance two, often-conflict-ing, conditions:l Logistic economy and efficiency, through

reduced redundancy and maximum use of CULarrangements, best support combat operations.

l Individual nations are responsible for the logis-tic support of their forces.

Command Structures

Joint doctrine states that there is no single C2 struc-ture or designation of authorities that best fits theneeds of all alliances and coalitions. Accordingly,the structures established to C2 MNF operations

must be adaptable to meet the needs of a particularoperation. The MNFC can use the alliance inte-grated, lead nation, parallel, or a combination ofparallel and lead nation command structures.

Alliance Integrated

In the alliance integrated command structure, thenationalities of the MNF headquarters staff andsubordinate commands are different from theMNFC’s nationality. See figure 3-7. Normally,the integrated command structure is used in analliance situation of long duration (i.e., NATO).MNFs using this type of command structure havehad the time to establish mutually agreed-on sup-port systems and standardized procedures for C2of logistic operations.

Lead Nation Command Structures

In a lead nation command structure, multinationalmembers subordinate their forces to a singleMNFC. See figure 3-8. The lead nation estab-lishes logistic policies, procedures, and reportingrequirements for the MNF In addition, the leadnation should ensure that participating nationalforces understand logistic requirements, whichmay require the preparation of packages thatexplain the lead nation’s logistic policies, proce-dures, and reports. Used in alliance situations, thelead nation command structure is the preferredmethod for coalition operations.

Figure 3-6. MEB Logistics C2 Under Corps Control.

Operational-Level Logistics ____________________________________________________________________________________ 3-9

Parallel Command Structure

In parallel command structure, separate but parallelnational command structures exist to satisfy politi-cal/diplomatic requirements. National forces are notsubordinate to a single commander. See figure 3-9on page 3-10. CUL support is difficult. A central-ized coordination center should be establishedbetween various command echelons to providemutually beneficial logistics. Usually, the parallelcommand structure occurs in coalition operations.

Combination Parallel/Lead Nation Command Structure

In this structure, some multinational membershave subordinated themselves to a single com-

mander while other members have not. EffectiveC2 of logistics is extremely difficult to attain insuch an arrangement. During Desert Storm, theU.S. led coalition used the parallel/lead nationcommand structure.

Command Relationships

The critical feature of multinational operations isthat participants are from sovereign nations. Nor-mally, this gives the MNFC minimum control overthe different national forces in the command. Forexample, the CINC retains command authority overU.S. Forces attached to an MNF. This includes theauthority and responsibility for using available

Figure 3-7. Alliance Integrated Command Structure.

Figure 3-8. Lead Nation Command Structure.

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resources and for planning employment, organiz-ing, directing, coordinating, controlling, and pro-tecting the military force. The chain of commandruns from the President to the lowest U.S. com-mander in the field and remains inviolate. U.S.commanders will maintain the capability to reportseparately to higher U.S. military authorities inaddition to foreign commanders.

Other nations are as judicious in maintaining con-trol over their own forces attached to an MNF.National authorities may allow another country tohave OPCON, tactical control, and support rela-tionships over their forces; however, coordinat-ing authority will be the most probable commandrelationship used in multinational operations.Even when OPCON is granted to an MNFC, anation will normally maintain a separate chain ofcommand to their forces.

Coordination Centers

The use of coordination centers is an effectivemethod for improving logistic C2 in a multina-tional operation. The coordination centers are valu-able in facilitating unity of logistic effort inparallel C2 structures and can be established at themultinational joint and functional level. Func-tional coordination centers may be established tocontrol logistic support operations, theater medi-cal support, infrastructure engineering, and con-

tracting. National forces should send staffmembers that are functionally proficient, speak acommon language, and have adequate communi-cations connectivity with their national commands.

Communications

The MARFOR headquarters is the hub of opera-tional level of war activities and requires exten-sive communications connectivity. However, therequirement to support a deployable MARFORheadquarters with communications and informa-tion systems (CIS) personnel and equipment canhave a significant effect on the availability of CISresources to support the MAGTF.

Communications Battalion

The primary source of support to the MARFORis the MEF’s communications battalion. Itinstalls, operates, and maintains communica-tions for the MARFOR headquarters, MEF CE,and MEB CE. The MEF communications battal-ion is also responsible for message and voiceswitches and links to joint force headquarters,major subordinate commands, adjacent units, thenaval telecommunications system, and theDefense Communications System. Joint doctrinestates that the communications battalion may be

Figure 3-9. Coalition Parallel Command Structure(with Coordination Center).

Operational-Level Logistics ___________________________________________________________________________________ 3-11

augmented for joint operations by joint force-provided communications systems.

Marine Logistics Command

The MLC must be able to communicate inter-nally within the component and externally withthe host nation, joint agencies, multinationalorganizations, other component headquarters, andthe strategic base. Internally, the MLC relies onthe FSSG communications company for connec-tivity with subordinate commands and elements.The communications capability may be sourcedfrom the supported FSSG depending on the tacti-cal situation, Marine forces available, and theMARFOR logistic support concept. The commu-nications company establishes connectivitybetween the MLC headquarters and subordinateCSSEs. Within the MARFOR, the supportingcommunications element establishes connectiv-ity among the MLC, the MARFOR, and the sup-ported FSSG. The MLC communicates withexternal organizations to the MARFOR throughthe circuits established for the MARFOR by thecommunications battalion.

Command, Control, Communications,and Computer Systems

Advancements in information technology andcommunications are improving command, con-trol, communications, and computers (C4) capa-bilities. C4 systems developed for strategic ortactical use can be applied at the operationallevel. The Global Combat Support System(GCSS), Global Command and Control System(GCCS), and Joint Operation Planning and Exe-cution System (JOPES) are logistic informationmanagement systems that improve the planningand execution of operational logistic functions.

Global Combat Support System

The GCSS provides integration and interoperabil-ity between combat support functions and C2 tosupport the operational needs of the warfighter. Itdirectly supports command, control, communica-tions, computers, and intelligence. Using thedefense information infrastructure (DII) and/orcommon operating environment (COE) as well asthe shared data environment, GCSS ensures rapidintegration of combat support applications byproviding a seamless flow of operational and sus-taining base information to the warfighter. GCSSprovides accurate and near real time total assetvisibility vital to the deployment, employment,sustainment, reconstitution, and redeployment ofjoint combat assets or resources.

The GCSS portal is a web-based, online querycapability to access fused and integrated combatsupport data. It consists of a set of applicationsthat may be accessible individually or directlyfrom the common operational picture (COP)-cli-ent server environment (CSE). Current combatsupport applications on the GCSS portal areaccessible via a unilateral log-on feature throughpublic key infrastructure technology.

Global Command and Control System

The GCCS is a graphical depiction of warfightinginformation available in an AOR. A key tool forcommanders planning and conducting jointoperations, GCCS enhances the flow of informationbetween the NCA, joint staff, and commanders byamplifying situation reports (SITREPs), operationalreports (OPREPs), and other key reports. GCCSdisplays battlespace information in a graphicalmanner that links to detailed information, whichSITREPs and OPREPs are unable to display. TheGCCS provides the user interface to access combatsupport and CSS applications such as Global

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Transportation Network (GTN) and joint total assetvisibility (JTAV). The GCCS provides directcombat support (e.g., logistic, transportation,medical, personnel) information to warfighters.

Global Transportation Network andJoint Total Asset Visibility

Among the joint automated systems that willenable GCSS are GTN and JTAV. The GTN is aglobal C2 information repository designed totrack DOD unit and non-unit cargo and passen-gers while in transit. JTAV allows timely andaccurate information on the location, movement,status, and identity of units, personnel, equip-ment, and supplies. JTAV integrates in-process,in-storage, or in-transit visibility (ITV). ITVrefers to the ability to track the identity, status,and location of DOD unit and non-unit cargo,passengers, and medical patients from origin tothe foxhole, during peace, contingencies, andwar. GTN provides the ITV that is integratedwith JTAV.

Joint Decision Support Tools

The joint decision support tools (JDSTs) providewarfighters and logisticians with the ability toaccess support force capabilities to perform mis-sion tasks, develop and evaluate logistic opera-tional support plans, monitor logistic operations,and react to deviations from project support. TheJDSTs are available via a web-based, client-server environment that complies with DII andCOE architecture standards and requirements.

Joint Operation Planning andExecution System

The JOPES is the integrated C2 system used toplan and execute joint military operations. JOPESincludes joint operation planning policies, proce-dures, and reporting structures supported by com-munications and automated data processing onGCCS. Marine Corps planners use these applica-

tions for deployment and employment planning.The following systems feed MAGTF logisticrequirements into JOPES.

MAGTF II/Logistic Automated Information System

The Marine air-ground task force system II(MAGTF II)/logistic automated information sys-tem (LOGAIS) supports Marine Corps groundlogistic data requirements. Marine Corps plannersuse MAGTF II to create operations plans. TheMAGTF II system is the primary planning toolfor selecting and tailoring a MAGTF and for pro-viding updates to JOPES. It includes Transporta-tion Coordinator’s Automated Information forMovement System (TC-AIMS) and the MAGTFDeployment Support System II (MDSS II).

Transportation Coordinator’s AutomatedInformation for Movement System. The TC-AIMS provides automated support for motortransport control, planning of support, and coor-dination of overland movement and convoys.Managing use and movement of day-to-daymotor transport and heavy equipment, TC-AIMSresource-management module provides inven-tory, support requests, and task and dispatchmanagement. In addition, TC-AIMS supportsconvoy management with an embarkation andmarshaling module. This system also tracks criti-cal events, including user-time statistics.

MAGTF Deployment Support System II. TheMDSS II assists in deployment planning and exe-cution and unit movement at the MEF level andbelow. It functions in coordination with TC-AIMS.

Asset Tracking Logistics and Supply System

The Asset Tracking Logistics and Supply System(ATLASS) provides automated support for supplyand maintenance. It replaces the Marine IntegratedMaintenance Management System (MIMMS) andthe supported activities supply system (SASSY).ATLASS is being implemented through phased

Operational-Level Logistics ___________________________________________________________________________________ 3-13

development, with the current phase focusing onintegrating user unit supply and shop-level mainte-nance functions. ATLASS will provide functionallogistic management for sustainment and distribu-tion information to MAGTF II/LOGAIS.

Navy Support Systems

Three Navy systems support Marine Corps aviation.

Shipboard Nontactical AutomatedData Processing Program III

The MALS uses Shipboard Nontactical Auto-mated Data Processing Program III (SNAP III)hardware to provide automated information pro-cessing support for supply, finance, and organiza-tional maintenance management.

Naval Aviation Logistics CommandManagement Information System

The MALS uses the Naval Aviation LogisticsCommand Management Information System(NALCOMIS) software application to provideautomated information processing support formaintenance of aviation equipment and spares toaviation units and selected base and garrisonactivities throughout the Marine Corps.

Shipboard Uniform AutomatedData Processing System

The Shipboard Uniform Automated Data Pro-cessing System (SUADPS) supply softwareapplication is used by the MALS to providefinancial, inventory, and logistic management ofaviation supply support for Marine aircraft.