​The problem with mission “Digital Twin” Simulations is that most Marines really don’t know how to properly use simulation technology for it to be useful downrange. Several years ago we were given the assignment to find a way to help make Marines better problems solvers. After a couple years of back and forth discussions, the concept of innovation boot camp was set out.

Marine Corps Leaders are always searching for successful team-building exercises, frequently falling back on team sports or outside experts not in tune with the requirements of Marines. “Digital Twin” simulations offer an opportunity for team-based and  cooperative play that can provide surprisingly innovative team-building  tailor-made to be challenging,  and more likely to encourage repeat play. Game Engines can help your team develop  transferable skills—performing complex tasks while stressed, anticipatory planning, and communications among Marines.

“All we are doing is giving Marines exposure to new tools that can help them solve difficult problems in the field.” Problems range from access to Design Plans, parts supply, and having enough time to perform repair/upgrade to equipment they depend on so heavily to carry out the missions all Marines are trained to do.

“Digital Twins” aren’t a new concept, but their application throughout all stages of mission execution is. Smart Site Visit Executive will leverage “Digital Twins” – and achieve a product-centric and model-based enterprise – across operations.

The full potential of the “Digital Twin” concept is realised by using models to duplicate operation of complex assets in enough detail to fully understand their performance, even when facing never-before-seen conditions by duplicating operation of the asset incorporating wear or modifications into the simulation model.

Types of vehicles, equipment and weapon systems found in motor pools today cannot be utilised properly in both Design/Sustainment Phases without the authorised tools. Commanders, unit maintenance & supervisors must ensure that all sets, kits, and outfits & special tools are being used and maintained properly; properly accounted for; and promptly replaced when unserviceable or lost.  Unit mechanics cannot be expected to properly troubleshoot, remove, or replace components unless the right tool is readily available and serviceable as called for in the equipment task order.

The ability to master various systems of modern combat is a valuable skill. Outside of expensive training time there are few opportunities to train on what is essentially high-stress multitasking. While a game engine is no substitute for getting in a combat vehicle and putting it and its crew through their paces, the stress of a game engine such as “Marine Grunt Simulation” can be an powerful addition to modern training toolkits.

“Marine Grunts Simulation” allows two teams to take the role of various bridge  crewmembers on a starship. The players are assigned to one or more roles, operating the various systems of their ship. Many skill sets must be in the training tool box-- “Engineering” provides power to the other bridge positions.  “Helm” maneuvers the ship. “Weapons” prepares and fires torpedoes at the enemy. “Sensors,” “Shields,” and  “Tractor Beam” have duties as well. Tactical Boot Camp Design curriculums include training in simulation application design, 3-D printing, welding and microcontrollers. One player acts as captain, charged with making sense of the great mess that develops against  another team of players on a similar enemy ship.

A “Digital Twin” Virtual Reality representation of a physical asset-- anything from a single control valve to a machine, a production line makes predictive Design feedback possible. Three types of tools commonly found at expeditionary unit level are:

1) Mechanic’s tool kits that consist of common hand tools kits are based upon the number of mechanics authorized.

2) Shop equipment, common and supplements, which contain tools are issued from a tool room or vehicle.

3) Equipment special tools required to perform unit level maintenance on specific equipment and listed in the applicable unit level repair parts task work order.

“Digital Twin” Simulations are not bound by the constraints of time so you can run simulations to predict how the asset will degrade and require repair/upgrade based on factors like age, runtime, or exposure to operational conditions . Using the results of these simulations, technicians can predict how and when the asset is likely to fail, long before it actually does.

Costs of major fleet mission items that have different repair/upgrade overhaul sequence i.e., structural subsystems such as hull, frame, or airframe; power subsystems such as engines or drive train & electronic/mechanical subsystems such as fire control system, armaments, guidance, or command & control equipment should be estimated & identified separately within work order elements. In some cases, the interval between end item overhauls may be expressed on work orders in terms of system operating hours, not calendar time.

Some repair/upgrade overhaul activities occur at time intervals ranging from several months to several years. For primary systems e.g., aircraft, tracked vehicles & ships on work orders, costs should be included in the estimate for the years in which they are expected to occur, accompanied by status updates on the cost per event & time interval between overhaul events.

Site Visit Executive directs Aircraft Product Support Metrics satisfy testing “S.M.A.R.T.” [Specific-Measure-Attain-Relevant-Timely] Selected metrics must be:

S = Specific: Clear & focused so good interpret to specify allowable range/threshold.

M = Measurable: Specified unit of measure tied to underlying process drivers so possible assess

A = Attainable: Achievable, reasonable, cost-effective & credible under expected Operations Concept

R = Relevant: Tied to field-level requirements scope designed to motivate behaviour linked to incentive

T = Timely: Executed within mission time frame

Recently Marine Logistics Command, partnered with us to teach what it calls “innovation boot camps.“ Weapons Systems repair/upgrade supervisors must screen equipment level parts schedules to obtain markings for special tools. They must also ensure status updates are prepared to maintain accountability for these tools.

The “Grunt Simulation” training course is designed to bring emerging technologies to Marines and help them solve complicated issues when deployed overseas. The training pushes Marines out of their comfort zones and familiarises them with skills they are not usually accustomed to with current Marine Corps training paradigms.
“A lot of it is knocking down the intimidation factor."  The programme ends with a capstone project.

By creating a virtual representation of an asset in the field using lightweight model “Digital Twin” visualisation, and then capturing info from smart sensors embedded in the asset, you can gain a complete picture of real-world performance and operating conditions. You can also simulate real-world scenario conditions for predictive maintenance.

Most modern Simulations have a tutorial video available online, which turned out to be a necessary tool when candidates tried out “Marine Grunt Simulation.” The video allowed each team to learn the basic rules of the game engine in a logical and regimented fashion. The length of single game engine only lasts as per operating instructions, but the first session took longer since Marines needed some time to grasp the rules and flow of the exercise. The stress of not being able to do quite everything players want to do compresses time and heighten senses and sharpen decision-making skills.

The game engine is obviously not nearly as taxing as actually running a combat vehicle and its crew, but the advantages of “Marine Grunts Simulation” as part of a team-building exercise are many The communication between team members necessary to succeed in the game is not too far from that needed in vehicle operations. For example, learning how to tell your driver exactly where to place a vehicle is similar to telling the helmsman where to “fly” the ship in the Simulation. Of course, this is complicated by the dice interface, as directions on the maneuver dice are relative to the orientation of the ship model on the board.

The innovation boot camp concept was born out of previous work experience. “We went downrange, on deployment and we literally planned with Marines. We asked them what didn’t go right with your day; if you had a piece of equipment that could help you solve the problems what would it be?”

There has been a general push over the years by the Marine Corps to provide additive manufacturing or 3-D printing in the field to bridge logistics and supply issues/tech have the potential to advance the expeditionary capabilities of the entire Marine Air Ground Task Force.” Any Marine who has deployed downrange knows finding spare parts or tools to fix even a simple problem can  be a supply nightmare. The Marine Corps is trying to bridge that gap by teaching short-duration, intense training sessions to turn Marines into better problem solvers.

The goal of the game engine is to maneuver a model of a spaceship on the playing board, collecting essential supply items avoiding collisions with astronomical bodies, and destroying the enemy. Players roll customised dice for each duty station to perform their functions—if their station has power. For example, the helm station has dice with symbols indicating various combinations of forward movement for one or two spaces, coming about, and turns to port or starboard. While powered, the helmsman may roll the helm dice and set aside those maneuvers that fulfill the captain’s orders at each decision point. The other stations also have custom dice tailor-made for their particular functions.

Critical decision point in simulation training action commits organisational resources to a specific product, sustainment profile, choice of suppliers, Design contract terms, schedule & sequence of events leading to mission field deployment in theatre. The courses are generally open to any Marine, but Marines come from vehicle maintenance, communications and optics, and there have been some infantry students. “Anyone out there facing problems, we want them with new tools in their tool box.”

In one simulation, a Marine manufactured his own mortar wrench with a 3-D printer. In another, a Marine was able to build a wireless simulation tracker that could eventually help Marines track enemy targets in real-time. A user only had to walk by the device to download the tracker, which meant the user didn’t have to physically remove a simulation card from the device attached to the tracked enemy vehicle and potentially compromise an operation.

The insights from sensors connected to the product or process are used to provide real-time boundary conditions for the “Digital Twin” Simulation. The “Digital Twin” results can be calibrated based on the operation of the actual asset. “If we didn’t get simulation alerts right on schedule, we wouldn’t be able to carry out our business of doing what Marines are trained to do.. We can now sleep at night knowing the right person will be contacted.”

On-call schedules are centralised across all your monitoring tools, to empower dispatch signalling teams and reduce chronic alert concern in your life. Appointments recorded with details & set of reminders added to appointment.  When Simulation Application running on day appointment was due & prior to time of that appointment, reminder messages for the imminent appointments were to be triggered. The job deals w/ addition & simulation form display when item was added to, or deleted.

The captain keeps schedules moving by directing the movement of energy from engineering to all of the other divisions. All the while, the enemy team is doing the same thing. Commands are issued and countermanded. The departments can indicate they need more power. Everyone is rolling dice during simulations like at a craps table, looking for the right combination of symbols that will load a torpedo tube or raise a shield or move the ship to just the right spot to fire on the enemy. Meanwhile, the teams steal glances across the table to see what the enemy is doing. It is stressful, barely controlled chaos.

“Digital Twin” innovation boot camp simulations are currently ongoing at Marine training installations and some classes have even taken place overseas. “The idea is to do learning by doing. If Marines break stuff or burn things out, that’s all a part of the learning experience.”

Training is not the most glamorous aspect of the Marines, but as “Digital Twin” simulation technology further matures, the service may have an opportunity to greatly increase its preparedness with this groundbreaking tool and it‘s potential for adaptive change. Simulation is becoming a bigger part of Marine training. And that has been quite a big shift, considering the historical Marines approach to training.

The difference between a “Digital Twin” construct platform and a traditional model or simulation is that the “Digital Twin” is responsive—it receives information from sensors on the physical asset and changes as the asset changes to yield a real-time model of the asset and its performance by looking for inconsistencies or non standard patterns and find problems that may not be easily identified through visual inspection or other traditional methods.

"Traditionally, we’ve got a really industrial model for training, really brick-and-mortar schoolhouses, classroom-centric, just like we all grew up with."  The use of simulation today is focused on some of our more complex tasks: simulators for the ship bridge, simulation for an aircraft at a very high-end level of training.

"We’re looking really hard at this Ready, Relevant Learning construct to launch the “Digital Twin” initiative to bring it into a less expensive format.” The testing of the simulation equipment from the suppliers was successful. So were the acceptance trials. The installed equipment operated perfectly both times. During these mission periods, the specs systems remained unopened, the component was not required for the operation. It eventually got to go back to the base for another unit to use. And so did we.

Ready, Relevant Learning on “Digital Twin” platforms is aimed at delivering training at the right time, in the right place and in the right format for Marines to use. It becomes part of the everyday training routine, and more focused on simulation rather than knowledge. Role of simulations will continue to grow into the future, say, 10 years down the road. The old way of bringing in Marines and expecting the training to last them for 20 years is "wildly inefficient." Instead, they need to have training at the right times throughout the career, and that is where simulation can help.

"That’s what we’ve done with Ready, Relevant Learning. We take “Digital Twin” experts that understand what system requirements apprentice-level Marine need to master in first period reporting for duty, and distilled that into the training we provide for them."

In addition, establishing strategic communications between agents within the “Digital Twin” construct must be used to direct power requirements trade-off design characteristics of ship components in the simulation under fluid and constant operating conditions. Except when combat begins or the tractor beam is activated, both teams continuously roll dice, ready systems, and maneuver. Being able to think and make decisions on the fly about immediate needs while looking forward to the next requirement--  and the one after that is definitely a valuable skill to develop before it is needed in the real world.

Simulation provides an opportunity for Marines to start developing that "muscle memory" they cannot learn in the  classroom. For example, Marines have reconfigurable flat-panel Virtual Reality simulation systems with a progressive gaming engine that allows users to walk around, open panels, turn switches and change configurations.

Attention to Configuration issues is especially important for fielded weapon systems undergoing modernisation, block upgrades, or component replacements, but it also plays role in “Design Phase” with changing configuration baseline. Addressing Configuration is requires deep, deliberate dives into details.

Almost all programmes are composed of complex “systems of systems.” To use a simple example, any aircraft platform includes, at minimum-- avionics, propulsion, airframe, communications, and maintenance-support subsystems. In many cases, aircraft may also include munitions, self-defense, and sensor subsystems. An aircraft relies on all of its subsystems to perform its intended mission—be it transport, attack, or intelligence/surveillance/reconnaissance.

Changes affecting any of the subsystems can undermine the aircraft’s ability to perform its mission if the changes are not properly designed and implemented. But even this description fails to capture the complex, interdependent nature of most modern weapons systems programmes, because it suggests subsystems are modular “boxes” performing isolated functions ie, communication, navigation, propulsion in support of the overall system but independent of other subsystems.

More realistically, subsystems not only support the overall system but interact with one another in ways that are sometimes difficult to anticipate. Guidance is one example. A guidance system may be upgraded as part of an avionics-system-improvement programme, but it’s likely the same guidance component also interacts with weapons or sensor subsystems. Thus, modification to the avionics system may have unintended consequences on the weapons and sensor subsystems.

To further complicate matters, the avionics upgrade may create new sources of heat or electromagnetic interference or may require additional power. Any of these issues could flow over to affect other subsystems in ways that are not readily apparent.

At yet another level, changes to a weapon-system “Design” may impact weapon-system maintenance or sustainment. Anticipating and resolving these issues is one of the critical challenges of systems engineering. Configuration/control are, together, the disciplined, systems-engineering process put in place to make sure these potential issues are fully considered before change is implemented.

"With Simulation like that, we actually provide an opportunity to gain reps and sets. So, for example, what we provide today at Training sessions we used to teach ground support technicians with a large block model, so they had a perspective of where switches are, but didn’t get an opportunity to  manipulate gears.” With this flat-panel Simulation, Marines actually sit and it comes in a variety of modes you can come up and manipulate it with their hands."

The short duration of each game engine makes it possible to play “Digital Twin” Simulations multiple times in quick succession. This could allow squad or platoon leaders to juggle crew members to see how they interact in different combinations and allow the crews themselves to see how they interact in various situations. These flat-screen simulations allow every Marine opportunity to go through the sequence multiple times, meaning more Marines able to  start right away compared with the old way.

At the end of the session, commanders direct  solid after-action reviews to gauge how well the team performed and how they perceived the training. Additionally, the Review could serve to identify best practices in the Simulation and discuss any that have a direct correlation to operating in the real world.

"When we look at huge jumps in training period efficacy, we are looking to incorporate similar technology in other venues. Marines are exploring using Virtual Reality technology more often, although they are not quite mature enough where implementation would make sense for wide-scale use in training. But making systems available for Marines that would allow them to train as if they were deployed in real-world scenarios — seeing the jet blast deflectors lowered and raised, for example, or even feeling the temperature and the wind.

"This is an extremely exciting time to be in the training business. We need to stay ahead of new advances in “Digital Twin” technology.“ For many MOS there’s not much in the way of simulator trainer — not that you couldn’t do it, but they haven’t gone through  the effort.

Prospects for operational use of “Digital Twin” simulation will certainly change in the future, however, one thing the Marines could do is take advantage of new platform technology, and with virtual reality systems, you can actually build simulators for other field scenarios without having to get the physical equipment. Then you can go through troubleshooting and repair."

As usual, funding is an obstacle and without proper support from Top Brass, real world mission requirements are not going to get money to speed deployment of “Digital Twin” simulation systems. But as the technology develops,  the cost/benefit situation begins to improve and push the Marines toward more simulation.. Right now, there’s a lot of reliance on team trainers. "They could do some things to expand their capacity."

1. Systems design: Design before you build with a visual, simulation approach.

2. Asset-based system of system design: Specify, publish, find, and reuse organisation simulation systems,

3. Product-line engineering: Design product platforms and variants quickly and efficiently, and make better trade-off decisions.

4. Systems model review: Improve product quality and model consistency through early design reviews within a systems modeling tool.

5. Systems model simulation: Validate complex behaviour earlier in the design life cycle, and establish predefined  standards and best practice–based process.

6. Establish an open, flexible simulation system: Such a system is necessary to incorporate information sets from multiple engineering domains and quality control
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7. Align combat engineering teams for better collaboration: Disconnected combat engineering teams across mechanical and electrical systems working in their own workgroups must collaborate as needed-- utility of systems-level view of products must be evaluated
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8. Balance vitality and stability: Balancing vitality of innovation with reuse and predictive stability during establishment of an innovation platform for simulation and during product design and engineering.
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9. Unify simulation connected systems optimisation: A single view of cross-domain system, product, and process is required for successful simulations

 10. Incorporate quality with design and development: Achieving high level of product quality is why simulation virtually validates systems-level view. Assuring Incorporate/embed quality information from the early-stage design through subsequent product phases is key so simulations can more easily flow from system designs into product attributes.

Logistics planning is the combination of coordinated processes at the strategic, operational, and tactical levels used to calculate materiel and services requirements, identify sources of the required materiel and services, and determine means to provide logistics support to supported forces. It involves allocating existing assets for specific potential uses and identifying deficiencies in current support capabilities for corrective action.

Specific procedures exist to organise and control planning actions; facilitate coordination between the supporting organisation and the supported force at all levels; and ensure planning is thorough, relevant, and timely. These procedures must be followed carefully without losing sight of the planning purpose: to produce an effective plan within the time allowed to accomplish the mission directed by higher command.

Future command and control for logistics used in sustained operations ashore will integrate within joint constructs. It will depend on the communication of its requirements and sourcing and distribution of its capabilities through a Marine Service component agency at the theater level. To address this need, the Marine logistics command concept is being examined to support the functions of force closure, sustainment, reconstitution and redeployment.

The Navy control organisation provides positive centralised control of movement. Close coordination among the water borne and helicopter borne movements and supporting, pre-landing and in-stride operations with the flexibility to change the landing plan is required. This coordination ensures maximum tactical effectiveness during the landing and subsequent buildup of infrastructure or combat power ashore. lands with surfaceborne units to facilitate the flow of Troops,, equipment, and supplies across the beach and beyond and to establish
beach support area to provide support to these units.

Requests for on-call waves prepositioned emergency supplies, nonscheduled units, and adjustments to the landing plan are made by tactical commanders for the required liaison with primary control officers to provide the tactical units, or adjust the landing plan. To facilitate required liaison between landing force units ashore and the Navy control organisation, is embarked in the same ship with the Navy control organisation exercising control

Logistic self-sufficiency is a primary consideration when planning expeditionary operations because Marine air-ground task force MAGTFs are organised to conduct operations under tough conditions. Marine forces and MAGTF commanders provide operational logistics capabilities necessary for conducting expeditionary operations, while tactical logistics are provided by MAGTF commanders and their subordinates. This expeditionary or temporary operations support will be withdrawn after the mission is accomplished.

Marine Corps must make logistics self-sufficiency an essential element of MAGTF expeditionary  capabilities. This means the Marine Corps logistics mission, at all command and support levels, is to generate MAGTFs that are rapidly deployable, self-reliant, self-sustaining, and flexible and that can rapidly reconstitute.

The MAGTF is specifically designed to meet mission-oriented requirements of amphibious missions and expeditionary operations. It addresses the needs for interoperability and mutual support with other elements of the fleet. The MAGTF is formed following building block concept, ie the joint force/fleet commanders operational requirement or mission is assessed and type units are drawn from a Marine division, or aircraft wing. It is placed under the command of one commander to form an air-ground team that will accomplish the mission.

Rapid deployment demands MAGTF organisations, equipment, and supplies be readily transportable by land, in aircraft, and on ships. A self-reliant MAGTF is organised by tasks to support itself with logistics and accompanying supplies for specific timeframes without undue concern for resupply or developed infrastructure ashore.

MAGTF logistics capabilities and accompanying supplies enable it, depending on size, to self-sustain its operations while external resupply channels are organised and established. Marine Corps manoevre practices demand that a MAGTF maintain battlefield flexibility, organisational adaptability, and the ability to react to the changing operational situation.

MAGTF inherent self-sustainment and rapid deployability capabilities allow it to reconstitute itself rapidly and permit rapid withdrawal from a completed operation and immediate re-embarkation for follow-on missions.
Successful deployment, sustainment, employment, and redeployment of a MAGTF are the result of well-coordinated logistics support activities conducted at the strategic, operational, and tactical levels.

Here we describe the logistics responsibilities, organisation of forces, and materiel support responsibilities that are the foundation of effective Marine Corps logistics. The organisation of forces, materiel support, and assigned logistics responsibilities are structured with one goal—to support MAGTF operations with sound logistics. They provide logistics troops with the capabilities to respond quickly to changing support requirements.

Initially, logistics support is drawn from internal Marine Corps/Navy resources located within the operating forces and the supporting establishment. Specific operational requirements dictate the extent to which additional logistics support is drawn from other sources.

Delivering the right solution on time, every time describes desired end state; to achieve it, Marines increase agility, responsiveness, innovation, and programme integration with ability to anticipate and overcome logistics obstacles translates into Marines increasing ability to realise mission success.

Mission and task assessments are the foundation of all planning. It is the basis for preparing initial estimates of support and draft logistics for for completing orders for logistics operations. Commands at all levels receive orders from higher commands that specify an operational missions and implementation tasks.

Logistics Troops assigned to both supported and supporting commands must apply their own functional area expertise to the integrated effort to assess these missions and tasks in the context of the higher headquarters commander intent, the higher headquarters mission, and the initial commanders orientation.

Logistics Troops parallel efforts of the other functional areas in identifying specific logistics tasks planning. These tasks are either specified, implied, or mission-essential. Specified tasks are stated explicitly in a higher headquarters directive. Implied tasks are not stated, but are required for mission accomplishment.

Mission-essential tasks must be completed for command to be successful. During planning, Logistics Troops must identify the constraints or restraints that could limit unit freedom of action and identify, for the unit, certain criteria that must be met before taking a certain action e.g., boundaries, timing, coordination
requirements, preconditions, mandated stock levels, resource apportionments, and allocations.

Assumptions identify critical factors to affect course of action, assigned mission, or task. Logistics Troops resolve resource shortfalls affecting the assigned mission or task through redistribution, replenishment, modification to the course of action, or assignment of tasks.

Marines are supported with a broad range of logistics and supply capabilities, ensuring Marines receive what they need, when they need it. Best practices are incorporated through forward presence across supply line responsibility.

Capabilities in closing logistics seams and gaps, and strength in aggregating metics enable smart decision making to achieving operational transformation. Effective logistics planning requires coordinated efforts between the supported force and the supporting organisations. Both supported and supporting organisations make planning and subsequent support operations more efficient through careful requirements planning over specified periods of time while coordinating to reconcile potential shortages or excesses.

Ground-common and aviation-specific logistics support must be provided in the right quantity, at right time, and in the right place. Providing too much materiel or too robust a service at one location may disrupt operations of the supported unit or deprive other supported units of what they need when they need it.

Planning for a single mission or contingency is relatively straightforward but rarely the norm. Multiple, concurrent operations frequently occur whose requirements conflict and compete for the same resources and constrain preparations for response. Logistics planners accommodate potential or actual competing requirements for resources by apportioning or allocating available resources, establishing distribution priorities, and anticipating demands.

Deployment planning and execution are challenges for even the most experienced and skilled Logistics Troops
Centralised control, coordination, and support of the deployment effort at Marine Forces command level are necessary to effectively control deployment; simplify coordination of logistics efforts; and interface with the deployment directorate supported commander, transportation component commands, the supporting
establishment, and other commanders and commands.

The designated commander is directly responsible for carrying out deployment and/or deployment support missions. Deployment support is defined as the support provided to a MAGTF that allows the efficient and effective movement of forces from their origins to ports of embarkation and on to ports of debarkation and final destination. Deployment support assists the MAGTF commander in marshaling, staging, embarking, and deploying the command.

The Commander, Marine Corps Forces, and subordinate commands provide support to MAGTFs during deployment and ensure that forces, sustainment, replacements, and supplies are obtained, prepared, and moved to ports of embarkation in the types and amounts required by the MAGTF. This is accomplished by activating control organisations,

Logistics support operations enabling decisive actions enhance the commanders ability to influence the battle and affect the MAGTF’s combat power. They also facilitate the accomplishment of noncombat missions in accordance with the commanders concept of operations. Logistics operations are based on detailed planning, integration of logistics efforts and capabilities to both supported and supporting organisations, and continued supervision during planning and execution by both supported and supporting commanders.

Supporting commanders must organise commands by tasks to maximize their support capabilities. and also aggressively monitor the operational situation, constantly refine preparations to provide preplanned support, and strive to anticipate and prepare for emerging support requirements. Supported commanders must ensure Logistics Troops are involved in operational planning, making the best use of logistics capabilities, and are clearly communicating support requirements to the supporting commands. These guidelines apply at all levels of support and in all types of operations.

To realise operational vision, it is critical logistics leaders and administration of resource allocation must contain costs, maintain supply lines and sustain/integrate with the industrial base. Commander’s primary concern is providing the MAGTF commander with a supply capability and resupply when required.

Landing force supplies are the supplies and equipment in the assault echelon and the assault follow-on echelon of the amphibious task force. They sustain the landing force until a distribution pipeline is established from the supporting establishment to the theater of operations. Predeployment planning determines the type and quantity of landing force supplies. The categories of landing force supplies are the basic load, prepositioned supplies, and remaining supplies

Supply consists of procurement, requisitioning, distribution, and maintenance while in storage, and salvage of supplies, including the determination of kind and quantity of supplies and providing materials to equip, support, and maintain a military force is part of sustaining supply line.

Marine Aviation Logistics Squadron is the focal point for aviation supply and maintenance. The supply and maintenance departments manage aircraft consumable and reparable parts and supplies. The supply department receives and processes requisitions for all units. If the item is not in stock, the requisition is passed to the naval supply activity or inventory control point in the theater support area, which either fills the request or forwards it to the appropriate source or to an adjacent theater’s naval supply activity.

Ground transportation request is required to use dispatch routes regardless of the number or types of vehicles. A dispatch route designates when traffic volume is expected to exceed capacity or when the route is critical to operations and priority of use is strictly enforced.

Reserve Routes are reserved for the exclusive use of a particular unit or type of traffic, and no other units/traffic may use the route. Reserved routes may be identified for large unit movements. Examples include battle handovers, passage of lines, and commitment of the reserve or withdrawals.

The supply process is a cycle that involves requisition authority, use, and replenishment of supply items. The cycle period for each supply item varies based on criticality code, usage rate, storage and transport capacity, and procurement lead time. Normally, the shorter the cycle, the more intensive the transportation effort becomes.
Conversely, items with longer cycles require forward planning and more storage area accommodate the expanded size of the stock objective.

Phases of Supply Support include tactical supply that affects the sustainability of the MAGTF. Tactical supply extends from receipt of finished supplies through issue for use or consumption by the user. supply process is controlled through forecasting, requisitioning, receiving, storing, stock controlling, shipping, disposition, identifying, and accounting procedures established in directives. Combat requirements often necessitate rapid processing of requests submitted by unusual methods.

Apportionment and allocation decisions establish how much of a particular resource is available to the supported commander. Apportionment is the planned distribution of limited resources among competing requirements; it is a fundamental feature of deliberate planning. In time-sensitive planning, apportionment blends into allocation, which is the actual distribution of limited resources among competing requirements.

Apportionment and allocation are processes that divide limited resources, but they may not always satisfy projected consumption or provide desired sustainment levels. Resolution of shortfalls may require either a
commanders intervention to obtain increased apportionments and allocations or modifications to the concept of operations to reduce consumption requirements. Identification of potential apportionment support shortfalls in both operation and support plans is critical to ensure the logistics feasibility of operation plans.

We examine our end-to-end processes with our partners to identify process excellence opportunities
to remove barriers and achieve precise execution, fiscal responsibility, and service level accountability through early and meaningful engagement with our partners to balance the requirements and trade-of necessary to develop the right solutions.

These solutions incorporate customer materiel needs, timelines, and performance assurance as
well as administration interests in cost, infrastructure, and the defense industrial base.

We pioneer new ideas, devices, and techniques to support operations. Working with each other, Marines, and stakeholders provides for unique and creative solutions. Emerging application technology supports smart use of logistics information so commander has ability to accomplish three essential tasks: anticipating requirements, allocating resources, and dealing with uncertainty.

Many logistics support requirements are based on the number of Troops and types or quantities of equipment to be supported for a specified period of time over known distances. The basis for estimating other support requirements is less precise, requiring judgment and experience to develop reasonable predictions. Information processing systems have greatly facilitated requirements estimation by allowing planners to merge, categorise, and summarise large quantities of information.

However, in the end, all information systems reflect the inputs of users, and Logistics Troops must review input metrics and underlying assumptions, examine planning output critically, and apply common sense to any plan before it is implemented.

There are two basic uses for information: to promote situational awareness as the basis for a decision and to direct and coordinate actions in the execution of that decision. There are currently over one hundred logistics information systems within the Marine Corps that support force deployment planning and execution, sustainment, and distribution.

Marine Corps must develop and field logistics systems that will provide near real time, over-the-horizon logistics
information. These systems also need to be able to determine future over-the-horizon, surface, and aviation assault support requirements.

Development and fielding of aerial and surface refueling capabilities will need to be included in the over-the-horizon logistics information capability. An over-the-horizon capability is essential to reducing the logistics footprint ashore, especially when sea-based logistics tactics are required.

Global Combat Support System aims to maximize Marine Corps combat effectiveness through logistic information technology. Emerging information technology supports administration of logistics information
allows the commander to accomplish three essential tasks: anticipating requirements, allocating resources, and dealing with uncertainty to enable end-to-end, agile, responsive, flexible and reliable logistics processes.

This system provides improved processes, driving quantifiable changes for precision distribution and logistics results. Additionally, it provides cross-functional information to enhance in-transit visibility and total asset visibility, thus affording timely logistics decisions for the entire mission. Programme benefits also include a reduction in wait time, decreased dependency on forward positioned materiels, and less frequent redundant
requisitioning.

The system controls inventory issues and will allow Marines to adjust on-hand inventories downward, increase inventory accuracy and validity, and improve initial inventory fills to modernise, integrate, and sustain information technology solutions for  Marine Corps logistics units, providing the right logistic metrics, at the right time, and right place. The end state will be a successfully implemented information technology system utilised by the MAGTF and supporting establishments to enhance their logistics capability with minimal disruption to the enterprise network.

Our goals complement our mission as well as represent our commitment to ensuring our agility and responsiveness to the current and emerging needs and expectations of Marines. Achieving these goals requires us to explore innovative opportunities and seize these opportunities to constantly improve our operations and service delivery. We must anticipate changing and future needs to ensure our organisations goals, processes, and performance are innovative, and responsive to current and future Marine Corps requirements.

Objective 1: Anticipate, assess, and meet current and future Marine Corps requirements

Marine requirements change at a moment’s notice. It is imperative that troops rapidly sense and respond to these changes with innovative solutions and optimum support for all classes of supply to includes linking capabilities, such as materiel availability to support Marine readiness, with contingency planning and with Combatant Commanders’ Theater Posture Plans. We work with Marines to understand their current requirements and anticipate future needs to ensure the right materiel is available to support critical mission sets. More accurate demand forecasts, stock levels and positioning, paired with a rapid response to emergent requirements are designed to contribute to improved Marine Corps mission readiness.

Objective 2: Identify and mitigate supply system risks to execute and sustain Marine Corps mission

There are significant risks posing severe challenges to supply lines at any given time. It is imperative that we assess, and address these key risk areas across all supply lines. Attention must extend to supplier base, where we must be smart in building vendor relationships to ensure our industry partners protect materiel integrity to effectively support Marines. We implement comprehensive programmes to identify risks, detect nonconforming materiel, and establish secure systems to avoid or mitigate potential disruptions to logistics support and ensure the continuity of essential functions and operations.

Objective 3: Leverage Research and Development programme to incorporate innovation into Marine Corps solutions

We identify and prioritise innovative R&D solutions based on Marine Corps priorities. Understanding disruptive technologies and exploring potential game-changing innovations and other logistics R&D opportunities to support Marines is a critical aspect of the solution. Early exploration and investment in emerging technologies will produce enhanced capabilities for our customers. For example, implementation of robotic technologies, automation in Distribution operations, and 3D printing of hard-to-source and long-lead-time parts will enhance logistics support capabilities and produce more reliable, cost-effective solutions. These innovations will remove barriers to the use of commercial technology, reduce response times, and ensure investments link directly to enhanced support to Marines missions. Since industry R&D labs often generate viable prototypes, we will explore their innovations and invite them to demonstrate their capability-development efforts. Our R&D programme will produce innovative logistics solutions that are more reliable, agile, and cost-effective to achieve rapid and coordinated migration of logistics R&D investments into operational solutions.

Objective 4. Engage industry and other partners in delivery of effective/affordable solutions for Marine Corps

Strong relationships with external partners are vital to achieve mission. We are, and will continue to be, focused on developing innovative business relationships with our industry partners. We need to engage more closely with industry providers of support and materiel and Marine Corps components that receive them to anticipate and meet the demands of constantly changing circumstances Marines face. As relationships with our partners deepen, we become more knowledgeable about their strengths, challenges, and priorities so we will make more informed decisions in the building and delivery of the right solutions for Marines. Increased communication and collaboration sustain industry partners, as well as Marines. We and our partners share many common goals and, even when we do not, there are opportunities for mutually beneficial collaboration. Our providers can best serve us if they have more information about Marine Corps demand signals, just as we can better target providers and contracts when we have information about production costs, schedules, processes, specialisations, and limitations. We work with industry providers to understand cost drivers, make contract execution easier, and find more efficient and effective production and acquisition methods by establishing routine communication strategy and improve the acceptance and inspection process. We better structure contracts, reduce time to award, engage with industry to address their concerns and leverage their expertise, engage in information sharing, and improve support both before and after contract award. Streamlined contract processes, better communication, and improved relationships and performance with partners and providers are key to success.

Objective 5: Incentivise productivity and innovation meeting Marine Corps requirements through performance-based acquisition contracts

Marine Corps operations have changed with presence in more places than ever before and troops need new
tools and processes to adapt. We explore what we and our partners can produce today as well as what we will
be capable of producing in the future. We leverage industry agility, competition, and innovation to take advantage of commercial integrated performance-based logistics arrangements through competition to increase access to innovative and high-quality products at reduced costs. We have established standard procedures to identify and pursue opportunities to implement strategic Performance-Based logistics contracts and the review of existing contracts and relationships to leverage performance features that are aligned with our business objectives.

Objective 6: Deliver effective and affordable solutions Support to Marine Corps

We acquire new capabilities and eliminate non-value-added processes to optimise Marine Corps readiness,
meet future threats, and reduce total equipment and system ownership costs by driving costs out of operations and materiel acquisitions to ensure an agile capability that can surge as needed to provide support. Accountability is the foundation of good results so we maintain commitments to Marines while ensuring
value, efficiency, and effectiveness in every programme. We partner with Marines to improve pricing
transparency and to collaborate to build solutions to minimise costs. We offer more discrete and flexible pricing options to allow Marines to select the type of service and performance to best meet mission and affordability needs.

Objective 7: Build and implement flexible strategy to provide logistics excellence for future Marine Corps missions

As programme resources diminish, we must adapt by creating innovative solutions that will enhance our existing service to Marines while using less money. We collaborate with Marines to better understand changing requirements and chart a path to advance our capabilities. By working with industry, we explore best standards for logistics solutions and technology innovations to continually improve all facets of business lines and processes. Concurrently, we identify smart cost-reduction strategies to optimise efficiency and effectiveness,
disciplined approaches to define and fund future readiness requirements and capabilities without compromising
support to Marines in the field.

Objective 8: Collaborate with Marine Corps on enhanced capability to reduce costs and increase transparency

We are committed to process excellence, improved fiscal predictability, and delivery of acquisition best practices. Our mission partners and stakeholders bring together the programmatic, acquisition, and logistics teams to
ensure we deliver affordable, end-to-end solutions. Through our Service readiness summits, we build trust by providing more cost-driver visibility. We provide industry comparisons and cost visibility to all factors that
affect cost/benefit changes. We also highlight targets of opportunity for collaborative process improvement resulting in significant cost reductions to Marines without compromising mission outcomes. Success for this objective entails ongoing, open dialogue with Marines about mission requirements, cost and opportunities for cost reduction.

Objective 9: Reduce overall Marine Corps operation and materiel costs

We continue to seek ways to reduce the cost of doing business including better leveraging acquisition tools, such as increased competition, to obtain the lowest possible materiel prices, as well as adopting process of continuous process excellence in all business. operations domains. We are improving acquisition processes by focusing on developing smarter solutions that provide more affordable, value-added logistics to Marines. We continue to look for opportunities to improve the efficiency and effectiveness of day-to-day operations, such as re-engineering processes related to improving demand planning, reducing acquisition lead times to minimise inventory investments and holding costs, reducing infrastructure requirements by streamlining distribution and disposition services processes.

Objective 10: Achieve Logistics Enterprise process excellence for out Marine Corps Partners

We optimise processes to obtain the most effective and efficient mission outcomes. We reach this goal through rigorous examination of end-to-end, core, and enabling processes coupled with the use of continuous process improvement tools. Many functional backgrounds are represented in our teams to ensure we optimise, standardise, and implement process improvements to achieve mission success by requiring every level of leadership to evaluate and improve processes within their scope of responsibility. We systematically reassess and implement process innovation to reduce costs, increase speed, improve quality, and make the Marines a  more agile organisation. This is accomplished within each organisation and at the enterprise level so we enable, prioritise, and integrate process innovation. Tools such as templates, training, communication and change order activities are employed to make it easier for Marines to do their  job, assist leaders with metrics for decision-making, communicate reasons for change, encourage acceptance of  continuous process improvement. Process excellence encourages simplification, improves performance and builds solutions we use to better achieve mission outcomes Marines expect.