NMCB Specific 101 Safety Fundamentals
Study Guide
1. Describe the concept of Operational Risk Management (ORM).
 ORM is a decision making tool used by personnel at all levels to increase operational
effectiveness by identifying, assessing, and managing risks. ORM minimizes risks to
acceptable levels, commensurate with mission accomplishment.
2. Discuss Identifying Hazards as it relates to ORM.
 Begin with an outline or chart of the major steps in the operation (operational analysis) .
Next, conduct a Preliminary Hazard Analysis by listing all of the hazards associated with
each step in the operational analysis along with possible causes for those hazards.
3. Discuss Accessing Hazards as it relates to ORM.
 For each hazard identified, determine the associated degree of risk in terms of probability
and severity. Although not required, the use of a matrix may be helpful in assessing
hazards.
4. Discuss Making Risk Decisions as it relates to ORM.
 First, develop risk control options. Start with the most serious risk first and select controls
that will reduce the risk to a minimum consistent with mission accomplishment. With
selected controls in place, decide if the benefit of the operation outweighs the risk. If risk
outweighs benefit or if assistance is required to implement controls, communicate with
higher authority in the chain of command.
5. Discuss Implementing Controls as it relates to ORM.
1. Engineering Controls - Controls that use engineering methods to reduce risks by
design, material selection or substitution when technically or economically feasible.
2. Administrative Controls -Controls that reduce risks through specific administrative
actions, such as:
a. Providing suitable warnings, markings, placards, signs, and notices.
b. Establishing written policies, programs instructions and standard operating
procedures (SOP).
c.
Training personnel to recognize hazards and take appropriate precautionary
measures.
d. Limiting the exposure to a hazard (either by reducing the number of assets or
personnel, or the length of time personnel are exposed).
3. Personal Protective Equipment -Serves as a barrier between personnel and a hazard.
It should be used when other controls do not reduce the hazard to an acceptable level.
6. Discuss Supervising as it relates to ORM.
 Conduct follow-up evaluations of the controls to ensure they remain in place and have
the desired effect. Monitor for changes, which may require further ORM. Take corrective
action when necessary.
7. How should commands identify hazards?
 Commands shall identify hazardous conditions through workplace inspections, employee
hazard reports, and industrial hygiene survey reports.
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8. How should commands prioritize which hazards to eliminate or control?
 They shall promptly eliminate or control all identified safety and health hazards, subject to
priorities based upon the degree of risk posed by the hazards.
9. How should commands minimize identified hazards?
 The preferred method of hazard abatement is through application of engineering
controls or substitution of less hazardous processes or materials. The next preferred
method is the use of administrative controls, possibly in conjunction with personal
protective equipment (PPE). Total reliance on PPE is acceptable only when all other
methods are proven to be technically and/or economically infeasible.
10. Name eight specific individuals or job positions that require CPR qualifications.
1.
2.
3.
4.
5.
6.
7.
Emergency response teams
Fire department personnel
Security personnel
Medical provider(s)
Safety and industrial hygiene personnel
Electrical power plant, power distribution, electrical and electronics personnel
Supervisors of above personnel or of personnel whose jobs pose comparable
risks or risk of severe injury
8. Personnel whose jobs pose comparable risks to above personnel or who work at
remote sites.
NMCB Specific 102 Administration Command and Control Fundamentals
Study Guide
1. What is the function of Alfa Company?
 Alfa Company is responsible for the operation and maintenance of the automotive,
construction and materials-handling equipment assigned to the battalion. Alfa Company
serves as a prime contractor on large earthmoving, paving, and other horizontal
construction projects and as subcontractor to the general construction companies for
earth-moving, grading, excavation, paving, hauling, pile driving, well drilling, heavy lifting,
blasting and demolition.
2. What is the function of Bravo Company?
 Bravo Company is responsible as a prime contractor, as a subcontractor, and for the
maintenance and operation of the unit’s camp. Bravo Company serves as a prime
contractor for water, sanitary sewer, and power distribution systems, fuel systems, and
communication projects. Bravo Company serves as subcontractor to the general
construction companies for all utility installation, sheet metal fabrication, air conditioning
and refrigeration.
3. What is the function of Charlie Company?
 Charlie Company serves as prime contractor for vertical construction and as
subcontractor to Alfa Company for concrete work, carpentry and timber construction
support.
4. What is the function of Headquarters Company?
 Headquarters Company is the administrative and military organization for all enlisted
personnel assigned to the battalion executive and special staff.
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5. Describe the mission of Convoy Security Element
 Provide security escort t tactical convoy using “Gun Truck”. Provide convoy with close-in
protection from direct fire/complex ambushes.
6. Define “COC”
 Combat Operations Center
7. What is the purpose of the COC?
 The COC is established to provide the battalion commander centralized command and
control facilities for all combat tactical and operational operations conducted under
his or her command. It is the focal point for the battalion and the terminating point for all
tactical and non-tactical radio nets. The primary purpose of the COC is to monitor and
record the tactical and non-tactical operations of the battalion continually.
8. Define “ACOC”
 Alternate Combat Operations Center
9. What is the purpose of the ACOC?
 In the event the main COC is destroyed, operations are expediently assumed in the
alternate COC. Location of the alternate COC is away from the main COC and security is
similar to the main COC.
10. Define “Company CP”
 Company Command Post
11. What is the purpose of a Company CP?
 The company command post (CP) is the central point from which company operations
are directed. The CP is established to provide the company commander centralized
command and control facilities for the platoons assigned to the company. The platoon
commanders report all activities to the company CP, regardless of their magnitudes,
concerning their perspective platoons. The company CP reports to the COC all
information concerning the company.
12. What is the purpose of an NMCB Air-Detachment (Air-Det)?
 The mission of the Air DET, as an advance element of an NMCB, is to repair war damage
and construct urgent projects as required by major operational plans or as tasked by a
MAGTF commander. Although its taskings are mission-dependent, the Air DET generally
spans the scope of possible NMCB construction taskings.
13. How many personnel are in Air-Det?
 An Air-Det is typically is composed of 89 personnel (87 enlisted, 2 officers)
14. How many pieces of CESE are in Air-Det?
 There are 39 pieces of CESE in an Air-Det.
15. How many C-5 Galaxy aircraft are required for Air-Det?
 5
16. How quickly can an Air-Det deploy?
 48 hours
17. How long is an Air-Det self-sustainable?
 30 days except that Classes I, III, and V are limited to 5 days
3|Page
18.





List the non-OF-7 ratings that support an NMCB.
BM
 MA
LS
 NC
CS
 HM
LN
 MC
MR
 IS





PS
YN
ET
GM
IT
NMCB Specific 103 Supply / Logistics Fundamentals
Study Guide
1. What are the seven sub-components to the NMCB Table of Allowance (P25)?
1. P25CC
Command/Control Module
C2M
2. P25EM
Equipment Maintenance Module
EMM
3. P25FIE
Fly in Echelon
FIE
4. P25SC1
Seabee Construction Module
NMCB SCM
5. P25SC2
Seabee Construction Module
NMCB SCM
6. P25SC3
Seabee Construction Module
NMCB SCM
7. P25SS
Seabee Sustainment Module
C2M
2. Describe the duties and responsibilities of the Material Liaison Officer (MLO) within the
battalion organization.
 The MLO will be responsible for procuring, receiving, storing, issuing, shipping,
transferring, and accounting for all construction project material.
3. Describe the procedures for issuing project material from the MLO office.
 All requests for stock material issues/loans, DTO material procurement, and chargeable
services will be recorded electronically using MicroSNAP on a NAVSUP Form 1250-1 or
NAVSUP Form 1250-2.
4. Which publication governs the procedures for conducting physical inventories?
 NAVSUP P-485.
5. Define “ACR”
 Allowance Change Request
6. What is the purpose of an ACR?
 An ACR is used to request changes to a unit’s Table of Allowance (TOA)
7. What are the justifications for an ACR?
1. Mission Change
2. A change to the Required Operational Capability / Projected Operational Enviroment
(ROC/POE)
3. Cost Savings or Cost Wise Readiness Increase
4. Safety
5. Functional Facility Improvements
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NMCB Specific 104 Communications / Communications Security Material System
Fundamentals
Study Guide
104.1
Discuss the general use of the Tactical Data Network (TDN). [ref. b]
The TDN system augments the existing MAGTF communications infrastructure.
It provides the commander with an integrated data network and forms the data
communications backbone for MAGTF TDSs.
.2 Discuss the tactical employment and purpose of NMCB communication. [ref. a]
Communications permit the Commander to exercise command and control over
subordinate units, provide the means to remain informed of subordinate unit
disposition, and enable the flow of information to higher echelon commands.
.3 Explain the scope of the Communication and Information Security (CIS) Program? [ref. a]
The scope of the CIS Security Program is to prevent the loss of material or
information to unauthorized persons or, more severely, to the unfriendly enemy.
.4 Explain the proper equipment check-out procedures as it applies to CIS. [ref. a]
When equipment is required to support either training or operations, it will be
issued using the Equipment Custody Receipt. For COMSEC material, SF 153 will
be utilized. All equipment check-out forms will be maintained on file for a period
of one year after the equipment has been returned.
.5 Describe the proper handling storage and disposal of Lithium Batteries. [ref. a]
Storage of lithium batteries will be confined to well-ventilated, metal containers in
an area in which the temperature does not exceed 130 degrees Fahrenheit. The
storage area will be identified as “FLAMMABLE SOLID,” and “NO SMOKING”
signs will be prominently displayed. Depleted lithium batteries will not be retained
for storage. Those batteries determined to be depleted will be expeditiously
submitted for disposal as hazardous waste.
.6 Describe the function of the following communications services and equipment. [ref. c]
a. NIPRNET
NIPRNET is a global long-haul IP based network to support unclassified
IP data communications services for combat support applications to the
Department of Defense (DOD), Joint Chiefs of Staff (JS), Military
Departments (MILDEPS), and Combatant Commands (COCOM).
b. SIPRNET
SIPRNET is the DOD’s largest interoperable command and control data
network, supporting the Global Command and Control System (GCCS),
5|Page
the Defense Message System (DMS), collaborative planning and
numerous other classified warfighter applications.
c. CENTRIX
The CENTRIXS program provides U.S., coalition and allied interests with
a secure, reliable, high speed Local Area Network (LAN) with access to
the coalition Wide Area Network (WAN). CENTRIXS is a Department of
Defense Multi-National Information Sharing (MNIS) program.
d. “VoIP”
Voice over Internet Protocol
e. Iridium phone.
The Iridium network consists of a space segment (see Figure 5-10)
employing a constellation of 66 satellites in six evenly spaced, nearly
polar orbital planes, about 420 nm above the Earth’s surface. By linking
the satellites and terrestrial gateways, the system provides global access
and coverage through specially designed portable and mobile
telephones. Seamless connectivity to cellular systems anywhere in the
f. Voice Teleconference (VTC).
VTC is an extension of traditional telephony technologies with the added
feature of being able to see the person or persons with whom one is
talking.
NMCB Specific 105 Weapons Fundamentals
Study Guide
105.1
Describe the 84mm M136 (AT-4). [ref. a]
The launcher (Figure 12-16, frame 1) and cartridge (Figure 12-16, frame 2),
84mm, M136 (AT4), HEAT, is a lightweight, self-contained anti-armor weapon. It
consists of a free-flight; fin-stabilized cartridge packed in an expendable
launcher. It is issued as a round of ammunition and requires minimum operator
maintenance. The launcher serves as a watertight packing container for
transportation and storage; however, when the launcher is placed in the firing
position, it serves to ignite and guide the rocket on its initial flight toward the
target. Once fired, the launcher is designed to be discarded.
.2 Describe the different firing positions. [ref. a]
Standing, Kneeling, Sitting, Modified Sitting, Prone
.3
State the following AT-4capabilities/nomenclature: [ref. a]
a. Length 40in
b. Weight 14.8lbs, (Cartridge 4lbs)
6|Page
c. Maximum range 2100m
d. Maximum effective range 300m
e. Controls [p. 14-22]
The firing mechanism is mechanical. It includes the red trigger button,
the enclosed firing rod with firing rod spring, and three safety devices.
The red trigger button is located forward of the cocking lever just behind
the forward safety. The weapon cannot be
fired unless the three safety devices have been disengaged.
1. Transport Safety Pin – The transport safety pin blocks the movement
of the firing pin and prevents it from striking the cartridge percussion cap.
To disengage the transport safety pin, pull it out and release.
2. Cocking Lever – The cocking lever is attached to the firing rod. When
the cocking lever is in the SAFE position, there is no contact between the
firing rod and the trigger. To cock the AT4, push the cocking lever
forward and down with the thumb of your right hand. When the weapon
is cocked, the firing rod is engaged with the trigger through the hooks on
the front part of the firing rod and red trigger button.
3. Forward Safety – The forward safety is located on the forward end of
the firing mechanism. The forward safety is connected to a steel rod that
prevents the firing rod from striking the firing pin. The forward safety
must be fully depressed and held down before the launcher can be fired.
f. Ammunition [p. 14-22]
The AT4 is issued as a round of ammunition. The cartridge consists of a
fin assembly with tracer element; point-initiating, piezoelectric fuse;
warhead body with liner; and a precision-shaped explosive charge (it is
the only tactical ammunition for the AT4) (Figure 12-28). The AT4 is used
mainly as an anti-armor weapon; however, it can be used against gun
emplacements and bunkers.
g. Misfire procedures [pp. 14-26 thru 14-27]
1. Release the forward safety. Immediately re-cock the cocking lever.
Check the back blast area; aim, fully depress, and hold down the forward
safety; and press the red trigger button.
7|Page
2. If the launcher still does not fire, maintain your firing position, and
return the cocking lever to the SAFE position. Remove the launcher from
your shoulder and reinsert the transport safety pin. Lay the faulty
launcher aside; keep the muzzle pointed toward the target. Immediately
use another launcher to engage the target. Dispose of or destroy the
faulty launcher according to SOPs.
h. Minimum arming range [p. 14-21]
10m
i. Safety [pp.14-32 thru 14-33]
1. Transport Safety Pin – The transport safety pin blocks the movement
of the firing pin and prevents it from striking the cartridge percussion cap.
To disengage the transport safety pin, pull it out and release.
2. Cocking Lever – The cocking lever is attached to the firing rod. When
the cocking lever is in the SAFE position, there is no contact between the
firing rod and the trigger. To cock the AT4, push the cocking lever
forward and down with the thumb of your right hand. When the weapon
is cocked, the firing rod is engaged with the trigger through the hooks on
the front part of the firing rod and red trigger button.
3. Forward Safety – The forward safety is located on the forward end of
the firing mechanism. The forward safety is connected to a steel rod that
prevents the firing rod from striking the firing pin. The forward safety
must be fully depressed and held down before the launcher can be fired.
.4
Describe the characteristics of M4 rifle. [ref. b]
Light weight, Air-cooled, Gas-operated, Magazine-fed, Semiautomatic or Fully
Automatic, Shoulder fired weapon.
.5 Discuss loading/unloading procedures. [ref. b]
105.6
Describe and identify the parts and major groups within the M4 carbine. [ref. b]
a. Length: Buttstock closed: 29.75 in.
Buttstock open: 33 in.
b. Weight: 7.75/8.63lbs
c. Maximum range 3600m
d. Maximum effective range 550m (individual/point targets)
800m (area targets)
e. Safeties
f. Ammunitions Types
8|Page
g. Rates of Fire
Cyclic Rate of Fire
Semi
Burst/Auto
Sustained Rate of Fire
700-970 rpm
45 rpm
90 rpm
12-15 rpm
.7 State TOA weapons allotment for a NMCB: [ref. c]
a. M2
12, Air Det.
2
12, Air Det.
2
b. M240B
28, Air Det.
4
c. MK19
d. M203
f. M4
420, Air
Det. 76
40, Air Det.
6
g. M9
e. M500
40, Air Det.
3
175, Air
Det. 20
NMCB Specific 106 Embarkation Fundamentals
Study Guide
106.1
Explain the operations of the Movement Control Center (MCC). [ref. d]
Five movement control principles form the foundation for management of all
transportation operations.
a. Centralized Control and Decentralized Execution.
USCINCTRANS and the geographic combatant commander
control movement planning and resource allocation.
9|Page
Using the Most-Capable-Service concept, the geographic
combatant commander usually delegates OPCON of
movements to the Service component that has the required
assets or capabilities to fulfill the mission.
This delegation of authority achieves two objectives: it satisfies
requirements at the lowest level possible, and it frees the
geographic combatant commander to focus on theater-wide
critical issues.
b. Fluid and Flexible Movements.
The transportation system must provide an uninterrupted flow
of supplies. It must also be flexible enough to change with
mission modifications. The key to successful execution is the
ability to regulate and manage the transportation system.
c. Regulated Movements.
Movement control authorities must regulate moves to prevent
terminal congestion and scheduling conflicts between
Service components. Proper management of transportation
assets and the transportation network is critical. Advances in
technology have increased both the capability and requirement
to regulate movements. Highly mobile forces, longer distances,
increased consumption rates, and shared lines of
communications (LOC) are a few of the new challenges.
d. Maximized Use of Carrying Capacity.
Transportation is a limited asset. As such, planners must
understand when to use a specific mode of transport and when
to maximize the use of each mode’s unique capabilities. This
does not mean simply loading each mode to its capacity. It
means the simultaneous, synergistic use of all
transportation resources that best meet the combatant
commander’s requirements. However, some situations may
not allow adherence to this principle. The geographic combatant
commander may decide to hold certain transportation modes in
reserve. The following considerations apply:
• The expeditious movement of cargo to meet the
combatant commander’s requirements may be more
important
than maximizing carrying capacity.
• Terminal congestion may preclude the use of a given
mode.
• Delays during off-loading cause a lost
transport capability.
• Stress keeping transport modes loaded and moving.
e. Forward Support.
10 | P a g e
Forward-oriented transportation support is a combat multiplier; it
allows the commander to concentrate all his forces on the
enemy.
.2 Discuss who is responsible for operation of the battalion MOCC [ref. a].
The MCC may be led by either NCG, NCR, or the senior unit involved, and can
support multiple UMCC's.
.3 State the purpose and function of Unit Movement Control Center (UMCC). [ref. e]
Every deploying tactical unit down to the battalion, squadron, and detachment
level activates a UMCC to support the movement of the unit and its detachments
and to control marshaling. Unit movement control centers may consist of a single
individual and report to the appropriate MCA (e.g., MDDOC or MCC) as directed.
The UMCC shall:
1. Ensure that units are prepared for embarkation
2. Direct marshaling
3. Identify additional support requirements
4. Coordinate the movement of forces to POEs, as directed by the
appropriate MCA.
When directed, commands activate a UMCC to support the deployment and
redeployment. The UMCC coordinates within the MCA to establish two
subordinate agencies: DACG at the APOE and the BOG/POG for SPOEs.
.4 Describe the duties and responsibilities of the following key Embark personnel. [ref. e]
a. Embarkation Officer.
The unit embarkation officer represents the CDR in all mobility matters. The unit embarkation
officer is an officer or senior enlisted individual assigned the duties and responsibilities required to
ensure the unit can deploy or redeploy in an orderly and efficient manner. Each unit at the
battalion/squadron level shall establish embarkation billets on an additional duty basis if not
already provided for in the unit’s manning document. The responsibilities include but are not
limited to:
1. Keeping the CDR informed on mobility readiness.
2. Ensuring adequate orders, directives, and LOIs are
maintained and published to satisfy all mobility requirements.
3. Creating or maintaining a turnover folder and desktop
procedures.
4. Ensuring reports, load diagrams, and deployment data are
correct in content and format.
5. Coordinating with higher headquarters (HHQ) and supporting
units for operational and logistical support prior to and during the
actual execution of unit movements. This includes seeking
clarification of unique policies and procedures.
6. Ensuring an embarkation representative is present at ports of
embarkation/ports of debarkation
(POEs/PODs) during deployments/redeployments.
7. Planning and conducting unit mobility readiness training and
inspections.
8. Assigning and training personnel for embarkation duties.
11 | P a g e
9. Maintaining knowledge of embarkation techniques and
procedures, to include familiarization with the
handling, stowage, and transportation of HAZMAT/dangerous
cargo.
10. Supporting the unit CDR and OPS officer during the FDP&E
process.
11. Understanding movement control procedures used during
deployment to support the transport of cargo from the unit origin
(e.g., base or camp) to the POEs.
12. Obtaining knowledge of general characteristics and
capabilities of military and commercial transport
aircraft, and amphibious and commercial shipping.
13. Being familiar with primary POEs/PODs.
14. Knowing how supplies/equipment are prepared for shipment
for all modes of transportation.
15. Ensuring unit personnel, supplies, and equipment are
documented in current movement applications
(as described in chapter 4 of this publication).
16. Assisting in the preparation of unit passenger and cargo
manifests.
17. Maintaining liaison with appropriate movement control
agencies (MCAs).
18. Maintaining unit lift requirements for surface and air
transportation.
19. Ensuring current certifications and training are incorporated
into the unit’s training schedule for mobility personnel.
20. Maintaining knowledge of embarkation techniques and
procedures to include the marking, packing, and parent/child
relationship of material and equipment.
21. Preparing aircraft and shipload plans, as well as supervision
of movement and loading OPS.
b. Embarkation Chief Petty Officer.
The unit embarkation officer is assisted in the execution of his duties by
a unit embarkation chief from any rating or specialty. Personnel
assigned to this billet are formally trained in mobility and are responsible
for training the command embarkation representatives. The unit
embarkation chief shall be trained and proficient in the use of the unit
movement automated systems as outlined in chapter 4 of this
publication.
c. Embarkation Leading Petty Officer.
The unit embarkation chief is assisted in the execution of his duties by a
unit embarkation leading petty officer (LPO) from any rating or specialty.
Personnel assigned to this billet are formally trained in embarkation and
are responsible for training the unit embarkation representatives. The
unit embarkation LPO shall be trained and proficient in the use of the unit
movement AIS outlined in chapter 4 and all other mobility directives,
procedures, and publications and be capable of certifying conveyance
load plans.
.d Embarkation Representative
12 | P a g e
Embarkation representatives are normally assigned in each shop/section
to assist unit embarkation personnel in maintaining mobility readiness.
Embarkation representatives can be from any rating or specialty and are
usually assigned as an embarkation representative as a collateral duty
with all training being provided by the unit’s embarkation chief.
.5 Explain the procedures to calculate the center of balance for Civil Engineer Support
Equipment (CESE). [ref. c]
13 | P a g e
Q.
Define “RDL” as applied to embarkation.
A.
Reference Datum Line (RDL) – A line from which all measurements are
taken. Normally, the RDL is established at the forward front edge of a
vehicle.
Q.
Define “CB” as applied to embarkation.
A.
Center of Balance (CB) – The distance from the Reference Datum Line
(RDL) to the point of balance of a piece of cargo.
Q.
A.
Define “GW” as applied to embarkation.
Gross Weight (GW) – The total weight of an item of cargo, including all
secondary cargo.
Q.
Define “W1” as applied to embarkation.
A.
Weight One (W1) – Used in computing Center of Balance (CB). W1
defines the weight at the first point of contact from the Reference Datum
Line (RDL).
Q.
Define “W2” as applied to embarkation.
A.
Weight Two (W2) – Used in computing Center of Balance (CB). W2
defines the weight at the second point of contact from the Reference
Datum Line (RDL).
Q.
Define “D1” as applied to embarkation.
A.
Distance One (D1) – Used in computing Center of Balance (CB). D1 is
the distance from the Reference Datum Line (RDL) to the first axle
Q.
Define “D2” as applied to embarkation.
A.
Distance Two (D2) – Used in computing Center of Balance (CB). D2 is
the distance from the Reference Datum Line (RDL) to the second axle
Q.
What is the equation for calculating the Center of Balance (CB) for a
vehicle with two axles?
A.
CB = [(D1 x W1) + (D2 x W2)] / GW
Q.
What is the equation for calculating the Center of Balance (CB) for a
vehicle with three axles?
A.
CB = [(D1 x W1) + (D2 x W2) + (D3 x W3)] / GW
106.6
Explain the four types of shoring used during embarkation operations. [ref. c]
a. Sleeper
Used under the frame or axles of vehicles that weigh over 20,000 lbs.
and are equipped with soft, low pressure, balloon-type, off-road tires.
b. Rolling
Used to protect the aircraft parking ramp, cargo floor, and loading ramps
of cargo airplanes from damage when transporting a vehicle across it.
Minimum thickness is ¾ “
c. Parking
Used to protect the aircraft floor from damage during flight. Any vehicle
that requires rolling shoring also requires parking shoring. Minimum
thickness ¾ “
d. Approaching
Used to decrease the approach angle of aircraft loading ramps.
.7 Discuss the RSO&I process [ref. e]
a. Reception
Reception is defined as the process of receiving, offloading, marshaling,
and transporting of personnel, equipment, and materiel from the strategic
or intra-theater deployment phase to a sea, air, or surface transportation
point of debarkation to the marshaling area. The supporting installation
or other organization and the CDR receiving the forces develop a
reception and onward movement plan for all arriving forces and
equipment. When possible, CDRs of deploying units send advance
parties to coordinate the processing of the arriving units. A key
requirement during this phase is coordinating the onward movement of
forces to their final destination.
b. Staging
Staging is defined as assembling, holding, and organizing arriving
personnel, equipment, and sustaining materiel at designated areas to
incrementally build forces capable of meeting the operational CDR’s
requirements in preparation for onward movement.
c. Onward Movement
Onward movement is the process of moving forces, capabilities, and
accompanying materiel from reception facilities, marshaling areas, and
staging areas to tactical assembly areas and AOs or other theater
destination.
14 | P a g e
d. Integration
Integration is the synchronized transfer of capabilities into an operational
CDR’s force prior to mission execution.
.8 Define the following as applied to MPF Operations [ref. f]
a. SLRP - survey, liaison, and reconnaissance party (p. 7-1)
The SLRP normally deploys to the AAA under the OPCON of the
MAGTF. Early SLRP deployment assesses conditions and reports
observations as soon as possible to the MAGTF and associated
commanders. The SLRP composition is task-organized after the warning
order is received and the concept for deployment is developed. The
SLRP must be self-sustaining and include, as appropriate,
representation from the MAGTF, CMPF, MESF, NCE, EMF, and CNSE
staffs. A MAGTF officer is designated, in coordination with CMPF (if
designated), as the SLRP OIC. Criteria for selecting the SLRP OIC
should be based on knowledge of MPF requirements with consideration
given to the diplomatic skills needed to interact with high-level host
nation civilian and military representatives.
b. OPP - offload preparation party (p. 7-2)
The OPP is a temporary task organization under the OPCON of the
MAGTF commander. It consists of maintenance, embarkation personnel,
and equipment operators from all MAGTF MSEs and the NSE. The
OPP’s task is to prepare MPE/S for offload at the AAA. On activation, the
OPP deploys to join the MPSs before sailing, during transit, or when they
arrive at the AAA. Ideally, the OPP should deploy to join the MPS at least
96 hours before AAA closure. If this is not feasible, the OPP should be
positioned in the AAA and board the MPS as soon as possible.
The OPP OIC is a Navy officer designated by CNSE. The Marine OPP
contingent operates under the cognizance of the senior Marine officer,
who is called the assistant OPP OIC. On arrival aboard the MPSRON
flagship, the OPP commander will report to COMPSRON to obtain
specific directions about shipboard activities. Although dependent on the
COMPSRON while embarked, the OPP’s responsibilities and priorities
are established by the MAGTF commander in coordination with the
CMPF. The relationship between the OPP and the ship’s master
parallels
that of an embarked unit commander and the commanding officer of
amphibious ships. The OPP OIC conveys the MAGTF commander’s
offload priorities to the COMPSRON and ship’s master. Those priorities
define the objectives for offload preparation by the MPSRON, MCMC,
and OPP.
c. AP (p. 7-3)
Arrival and assembly organizations are a composite of personnel from
the SLRP, OPP, and the advance party. The advance party is taskorganized by the MAGTF commander and consists of personnel
designated to form the nucleus of the arrival and assembly
organizations. Primary tasks of the advance party are to arrange for the
reception of the main body and MPSRON and provide force protection to
15 | P a g e
the beach, port, airfield, and UAAs. At a minimum, the advance party
consists of the LFSP (with personnel augments from the other MSEs),
the entire NSE, and Marine, Navy, and Coast Guard force protection
units. The advance party should arrive in the AAA on O-4 to prepare for
the MPSRON’s arrival on O-2 and NSE’s preparations on Navy-day.
Arrival and Assembly Operations Group
The AAOG’s function is to coordinate and control arrival and assembly
operations. It consists of personnel from all MAGTF elements plus liaison
from the CNSE, EMF, and NMCB (see fig. 7-1 on page 7-4).
Responsibilities of the AAOG include


Monitor the airflow of the FIE into the AAA.
Coordinate and monitor the throughput and distribution
of MPE/S from the MPS to the
 UAAs, specifically the AAOEs within those areas.

Coordinate the association and configuration of MPE/S
with designated organizations.

Provide initial command and control functions for the
MAGTF in the AAA.

Direct and coordinate AAOE operations.

Provide direction and coordination with the LFSP and
ACO until the respective MAGTF
elements assume responsibility for those function
NMCB Specific 107 Contingency Operations Fundamentals
Study Guide
107.1
Describe the duties and responsibilities of the following Airfield Damage Repair (ADR) teams and
state what type of equipment is necessary to perform their mission under Battle Damage Repair
(BDR). [ref. e]
a. MOS (Minimum Operating Strip)
The launch and recovery surface selected for repair is called the minimum
operating strip (MOS). The MOS is the area from which aircraft actually takeoff
and land.
When a MOS is combined with access taxiways from aircraft staging areas
such as shelters and parking ramps, the entire area becomes the minimum
airfield operating surface (MAOS).
b. DAT (Damage Assessment Team)
•
•
•
•
•
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Responsible for ALL members on the Damage Assessment Team
Organizes & directs the team down the runway.
Receives all information from Damage Assessment Team members
Ensures ALL information is accurately transmitted to the MOS selection
team.
5 members (1 EOD, 2 Public Works, 2 Seabees)
c. Crater/Spall
Crater Crew Chief





Responsible for crater crew
Responsible for the FOD cover crew
Each crew responsible for two craters
Ensures proper repair criterion is met
Receives and relays input to & from crew leaders and ADR OIC
Crater Repairs
Crush Stone Repairs




Crush stone without a FOD cover – quickest (taxiways & parking
aprons)
Crush stone with FOD cover – higher cost from FOD cover use
Cheap crushed stone repair – least expensive
Choked ballast repair – when water is present
Sand Grid
•
•
Requires FOD cover
Height of sub-base critical
Regulated Set Portland Cement
•
•
•
•
Batched from ‘Crete Mobile’
6” – 12” thick (set in 20 – 30 minutes, 2500 psi in 2 hours)(traffic
ready)
Precast Slabs
Cold weather climates (European theater)
Need specialty tools
Crater Crew Equipment
CESE Equipment
• 8 - Loaders
• 4 - Dozers
• 4 - Graders
• 4 - Rollers
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•
•
•
•
8 – Light Plants
4 – Air Compressors
1 – Concrete Saw
8 – Mud Pumps
Spall Repair
Silica
•
•
•
Set in 8 to 30 minutes
Highly flammable above 32 degrees with additive
Traffic ready within 1 to 2 hours
Cold mix asphalt
• Life of repair ~ 100 sorties
Magnesium phosphate
• Can extend mix by adding 50% gravel by volume
Regulated set Portland Cement
• Initial set is 25 minutes @ 75 degrees
.2 Describe the following methods of ADR:
a. Folded Fiberglass Matting (FFM)
This procedure is currently the primary MOS repair method. It involves the
installation of an anchored FFM over a crater which was prepared with a
layer of well-compacted crushed stone. Crater preparation is essentially
identical to that used with the AM-2 matting system. Again, this is the
principle method of ADR employed for MOS repairs.
The FFM is air-transportable, can be moved easily by vehicles, can be
positioned at greater distances from airfield pavement surfaces, and must be
stored indoors out of the elements.
b. AM-2 aluminum matting
18 | P a g e
Hand-assembled and anchored over the crater which was prepared with a
layer of crushed stone. This repair surface is the most manpower intensive
of the two primary ADR techniques
Primarily used on taxiway and parking apron
Package contains matting, tools and accessories to assemble 54’ x 72’ FOD
cover
5 boxes contain 9 bundles of AM Matting
Can be towed from side to side
Must be centered on the taxiway
AM2 patch is 54’ x 77’
Must be towed by two pieces of like equipment
AM2 Matting cannot be a flush repair
c. Crushed stone repair
•
•
•
•
•
•
•
Clear debris from the crater perimeter.
Determine the actual crater diameter versus the apparent crater diameter, i.e., the
extent of crater pavement damage/upheaval.
Remove the up-heaved pavement.
Remove large objects 36” or larger and water from inside the crater, as required.
Backfill the crater with ejecta, ballast rock, or clean fill.
Backfilling the crater with crushed stone.
Compaction of the crushed stone.
d. Crete mobile
The trailer-mounted Crete mobile carries the cement, sand, and coarse
aggregates in divided bins on the unit.
Sand and aggregates are proportioned accurately by weight or volume with
cement mixture and water and mixed.
The mixing process will proceed until the aggregate bins are empty.
Material feed to project can be stopped and started at any point to allow
finishing crews to continue at a steady pace.
e. Pave Mend
Anchoring in asphalt pavement requires a 9.5-inch bolt and polymer. A hole 10
inches deep and 1.5 inches in diameter is drilled at the center of each predrilled
mat hole. A two-part resin polymer is mixed and poured into each hole to about
0.5 inch below the surface of the pavement. An anchor bushing and bolt are
immediately placed into each hole and pressed firmly (standing on the bolt and
bushing) against the mat. The polymer will harden in about three minutes.
Unless extra people are available, there may not be time to drill all the holes
before beginning to pour the polymer
.3
Explain the fundamentals of a typical battalion tent camp layout.
Tactical
–
–
–
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Sufficient space for command dispersion
Concealment from ground and air observation
Protection from bombing and strafing attacks
–
Protection from mechanized attack
–
–
–
–
–
Water supply
Drainage
Shade
Access
Site not occupied by other units in last two months
Sanitary
Camp Maintenance



.4
Control Inspections - A control inspection reviews all camp facilities to
determine the maintenance required during a deployment to preserve or
improve the condition of the camp structures and property.
It is the foundation for the camp maintenance program and workload.
A control inspection is conducted within the first 30 days of a deployment.
Explain the purpose of maintaining operator logs for boilers and generators.
Operators Log
•
107.5
Daily operating logs are kept on some Equipment. The main purpose for
using operating logs is to continuously record data on equipment
performance
Discuss the following transportable bridges:
a. Medium girder
•
•
•
MGB is a two girder deck bridge
Launched and de-launched via roller system and 5 ton dump.
Three types of MGB’s
– Single story MGB
– Double story MGB
– Linked reinforced MGB
c. Mabey Johnson
This bridge is widely used throughout Iraq by US Army Engineers and US
Navy Seabee Engineers in fixed and floating configurations. (a.k.a. Logistics
Support Bridge)
The MJB has replaced aging stocks of Bailey Bridge and Heavy Girder
Bridge.
.6
Discuss heavy timber construction and their uses.
a. Bunker Assembly 14013
Standard Timber Bunker: 10FT X 24FT X 8FT
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Sandbag stacked on all four sides
3’ X 6” opening on all four sides or as required
Similar bracing on all four sides
Chain liked fence towards the enemy
Canopy over entrance for inclement weather protection
b. Bridge Assembly 13202
Typical Timber Bridge; 24’ W X 36’ LG
(Military Load Class) MLC = 60
Can be built Longer but the MLC decrease
Apply Wood Preservatives to all cut of Tread, Deck, and Stringers
c. Tower Assembly 13630
Footing Embedment for all towers is a constant 6’ Below Grade
Instead of concrete Footings sandbags can be substituted, 2’ high on top
tower roof Interior Plywood Bunker walls are lined with sandbags a
minimum of 5’ high.
NMCB Specific 108 Civil Engineer Support Equipment (CESE) / TOA Fundamentals
Study Guide
108.1 State the purpose of the Battalion Equipment Evaluation Program (BEEP). [ref. b]
1. To pass on all special knowledge of CESE maintenance and operation
techniques.
2. To provide the relieving battalion with a realistic and in-depth condition evaluation
of the CESE allowance, facilities, tools and materials.
3. To use the full expertise and efforts of the two equipment forces to provide the
relieving battalion and detachments with the best Alfa Company operation
possible.
4. To provide the respective Regimental (R43) Equipment Office with up to date
condition codes for scheduling timely CESE replacements. Appendix E contains
a list of approved condition codes.
.2
Discuss the purpose of the following publications and instructions: [ref. a]
a. NAVFAC P-300
The NAVFAC P-300 (Management of Civil Engineering Support
Equipment) provides instructions for the management of
transportation equipment. Procedures for administration, operation,
and maintenance are detailed. These include procurement, technical
record control, disposition and procedures for the operation of
automotive construction, and railroad equipment. Maintenance functions
such as scheduling, shop control, material support, equipment
modification, painting, protective coatings, markings, and guidelines for
fuels and lubricants are included.
b. COMFIRSTNCDINST 11200.2
21 | P a g e
The COMFIRSTNCDINST 11200.2 NAVAL CONSTRUCTION FORCE
(NCF) EQUIPMENT MANAGEMENT (Red Book) establishes policy,
assigns action and provides guidance for the Naval Construction Force
Equipment Management Program.
c. NAVFAC P-307
This publication provides the uniform Navy program for the management,
maintenance, inspection, testing, certification, alteration, repair, and
operation of weight handling equipment (WHE) at Navy shore
installations. Its purpose is to ensure the equipment is safe to operate; to
ensure weight handling operations are conducted safely and efficiently;
and to ensure optimum equipment service life.
d. NAVSEA 4790.8C Maintenance & Material Management (3M)
The NAVSEA 4790.8B, Maintenance and Material Management (3M) is
designed to provide the user with a ready reference for all aspects
concerning shipboard maintenance.
.3
Describe the term deadline and its effects on availability. [ref. b]
Applies to all equipment that cannot be returned to service to perform all
intended functions; has been determined by the maintenance supervisor, or
higher authority, that repair parts are required, and that the parts are not
obtainable within three working days.
.4
Describe the purpose of equipment lay up (3M). [ref. d]
a. IEM (Inactive Equipment Maintenance)
Reduced maintenance requirements for extended periods of
equipment inactivity. Procedures for the accomplishment of PMS for
equipment declared in an inactive status, current PMS schedules are
modified to annotate the requirements listed in the IEM section of the
Maintenance Index Page (MIP).
b. Status I and Status II
Status I
Status II
Equipment that will remain on board and will be inactive
for thirty days or longer and is not scheduled for
corrective maintenance or overhaul.
Equipment that is inactive for thirty days or longer and is
directly subject to corrective maintenance, overhaul, or
removal for safe storage/replacement.
.5 Describe the responsibilities of the following: [ref. b]
a. Equipment Yard Supervisor
1. Manages the equipment yard and the CESE parked in it; establishes and
enforces traffic control through the yard
22 | P a g e
2. Determines operator liability because he/she is familiar with the
equipment and should know what dents and damages are new
3. Working with the Dispatcher, the "Yard Boss" cycles and exercises
equipment not otherwise used during that week in accordance with the
P-300
4. Shall ensure that all operators are performing the 3-M pre-start “R”
checks of CESE prior to dispatching, and shall ensure that all Operator's
Inspection Guide and Trouble Reports (NAVFAC Form 9-11240/13) and
the 3-M post operational “R” checks are properly completed prior to
returning the trip ticket to dispatch
b. Collateral Equipment Custodian
To control collateral equipment, the custodian shall do the following:
1. Inventory - Maintain an accurate up-to-date location list of the unit's
Collateral equipment
2. Order - Shortages and replacements shall be ordered during PM
inventory
3. Manage - Sub-custody of component collateral equipment is assigned to
the operator or crew leader by signature on a 1NCD CB 60 Form
c. Dispatcher
The Dispatcher's primary duty is to manage the unit's equipment
resources efficiently within the general policies and directives of the U.S.
Navy and according to local policies, as directed by the unit Equipment
Officer.
d. Maintenance Supervisor
The A4 is tasked with ensuring proper 3-M maintenance and repair of all
automotive, construction, and material and weight handling equipment
assigned to the NMCB/Unit.
e. Det Repair Parts Petty Officer
Maintain the Details, DFT or Detachment repair parts status and
accountability records, and is the liaison between the main body supply
office and the Details, DFT or Detachment. All requisitions for not in
stock (NIS) and not carried (NC) materials must pass though the DET
RPPO who maintains the repair parts summary sheets.
108.6 State the purposes of a Monthly CESE/MHE report [ref. b]
The monthly CESE/MHE report will include CESE/MHE which cannot be used to
meet operational or contingency commitments due to the following reasons:
Dead-Line, Non-Availability, or IEM.
.7
Describe in detail the steps and procedures required to initiate Table of Allowance
(TOA) changes. [ref. a]
1. Mission Capability Improvement. Shall the proposed change improve the
capability to perform assigned mission? Quantitative estimates of increases in
construction quality, productivity, or readiness shall be made. Proposed changes
which result from changes in a unit's mission shall be specifically identified.
23 | P a g e
2. Cost Effectiveness. Does the proposed change lead to a reduction in material
or labor costs or in the cost of the allowance itself? Include a brief cost
comparison.
3. Safety. Shall the proposed change result in a safer operation?
4. Other. Shall the proposed change result in a non-quantitative improvement such
as improved health, comfort, or morale?
NMCB Specific 109 Construction Operations Fundamentals
Study Guide
1. Define a Man-day [ref. b]

An MD is a unit of work performed by one person in 8 hours. It is critically important for
the military engineer to understand this definition. The MD is a set standard and does not
change. Man-day hours are not the same as workday hours. The number of hours for an
assigned workday may change, but an MD is always 8 hours.
2. Discuss project scope [ref. b]

Painting a picture so that anyone unfamiliar with the project can visualize the goal. State
the ultimate purpose of the project/facility. Stick to general descriptions, and avoid details
unless asked specific questions. Explain the project schedule to the visitors using the
Level III Gantt chart. If the project is behind schedule, explain how the crew will catch up.
3. Discuss the following: [ref. b]
a. Direct labor
Direct labor includes all labor expended directly on assigned construction tasks, either in the
field or in the shop, which contributes directly to the completion of the end product. Direct labor
must be reported separately for each assigned construction task.
b. Indirect Labor
Indirect labor is labor required to support construction operations, but does not produce and end
product itself.
c. Readiness and Training
Readiness and training are comprised of functions related to preparation for and execution of
military exercises, disaster preparedness, mobility, and technical training. Training includes
attendance at service schools; factory and industrial training courses; fleet-type training;
special Seabee training courses; safety training; military training; and any organized training
conducted within the unit.
4. Discuss the following: [ref. b]
a. Use of Multipliers [p. 3-5]
Military engineers use a multiplier/delay factor based on taking production considerations into
account and applying it to the MD computation formula to adjust their original MD estimate for a
given task or work element.
b. Man-day Equivalent Equation (MC) [p. 3-3]
To calculate the man-day equivalent, divide the length of the workday (minus lunch, breaks, and
travel time to and from the jobsite, including lunch) by 8 (the number of hours in an MD).
c. Man-day Equivalent [p. 3-3]
24 | P a g e
ME is the man-day equivalent (the number of MDs expended in a typical workday). In other
words, it is the actual man-hours worked swinging hammers on the jobsite during a workday.
Higher headquarters typically directs ME in the construction directive.
d. Availability Factor (included to account for time lost from the project site) [p. 3-4]
The amount of time a military engineer is actually on the job. The AF takes into account that
troops assigned as DL are not available 100 percent of the time. A job loses about 20 percent
of the DL personnel’s time to leave and liberty; paydays; inspections; quarters; medical and
dental; haircuts; military drills; watches and collateral duties. Higher headquarters provides
AFs for planning purposes. They vary between 60–90 percent, depending on the situation.
Typical percentages are 75 percent for main body sites and 80 percent for detachment sites.
The typical percentage for contingency construction and theater engagement detachments is
90 percent. The availability factor will be adjusted by HHQ when accurate timekeeping
demonstrates the need.
5. Discuss the following as they relate to project management and scheduling. [ref. b]
a. Critical Path Method [p. 3-5 thru 3-6]
The critical-path method is a planning and control technique that overcomes the disadvantages of
using only a Gantt chart and provides an accurate, timely, and easily understood picture of the
project. The CPM is comprised of two products: a logic network and a precedence diagram. With
this additional information, the manager plans, schedules, and controls the project more easily.
Used together, the Gantt chart and the CPM provide the manager with all the critical information
necessary to accomplish the task. Development of a CPM schedule involves continual refinement
as the manager makes decisions and incorporates changes during the plan of action
development.
b. Logic Network [p. 3-7]
The project supervisor and assigned crew leaders construct a logic network that graphically
illustrates the construction activity sequence from start to finish as well as the
interdependencies among activities. Creation of the logic network during the project
breakdown into construction activities ensures that no work items are overlooked. The project
supervisor uses the initial list of construction activities as a starting point for the network.
Refer to paragraph 2.3.12 for initial construction activities.
c. Precedence Diagram [p. 3-7 thru 3-8]
The precedence diagram’s primary purpose is to show overall project duration and to identify the
critical path. The critical path represents the group of construction activities that must be started
on time and completed within the duration in order to finish the project by the scheduled
completion date. Paragraphs 3.6.1 thru 3.6.4 discuss the CPM precedence diagram procedures.
6. Explain the steps associated with conducting the following: [ref. b]
a. Forward Pass [p. 3-9]
Determines the early start (ES) and early finish (EF). The manager begins with the first
activity and plugs in a zero for its ES day (project workday). By adding the duration of that
activity to the ES day, the manager computes the EF day. The EF day for an activity plus lag,
if any, becomes the ES day for the next activity. Figure 3-4 shows that activity 03 10 10 has 2
preceding (predecessor) activities (03 10 00 and 31 20 20); the larger of the EF times (11
vice 10) plus lag determines the ES of the follow-on activity. There is zero lag.
b. Backward pass [p.3-10]
Determines the late start (LS) times. The manager begins with the last
activity and makes the late finish (LF) day the same day as the EF day. By subtracting the
duration from the LF day, the manager computes the LS day. The LS day minus lag, if any,
becomes the LF day for the preceding activity. Figure 3-4 shows that activity 31 20 20 has 2
25 | P a g e
follow-on (successor) activities (03 10 10 and 03 20 10); the smaller of the LS (11 vice 12)
minus lag determines the LF for the preceding activity.
c. Calculating Total Float [p. 3-10]
Total float is the number of days an activity can be delayed without delaying the project
completion date. In the example, activity 03 10 00 could finish as early as day 10 or as late as
day 12. The 2 days of leeway in completing activity 03 10 00 anytime between day 10 and
day 12 is called total float. Therefore, activity 03 10 00 has 2 days of TF. Managers compute
TF by subtracting the EF day from the LF day (or the ES day from the LS day). Both
calculations should be done in order to check for mathematical errors. Calculate TF on a
forward pass.
d. Calculating Free Float [p. 3-11]
The number of days an activity can be delayed without reducing float from the follow-on activity
by delaying its ES date. Managers calculate the FF for an activity by subtracting its lag and EF
from the ES for the next activity (successor). Free float calculation always uses the early days
and occurs on a backward pass.
7. Discuss the following scheduling reports [ref. b]
a. Level I
Construction management is used at the Operations Officer’s (S3) or detail OIC’s level. The primary
concern of S3 is management of the overall unit’s tasking. The timeline for a Level I bar chart will show
months of the deployment and the line items will be individual projects.
b. Level II
Construction management is used at the company level. Each company may have several projects to
manage. The easiest way for the company commander to manage these projects is with a Level II bar
chart. The timeline for a Level II bar chart will show weeks and the line items will be master activities
for that particular project.
c. Level III
Construction management is used at the crew leader’s level. The crew leader’s focus is on
his/her particular project. The day-to-day activity of the project is managed by the crew leader.
The timeline for a Level III bar chart will show days and the line items will be construction
activities.
8. Discuss the Construction Project SITREP. [ref. b]
The SITREP feeder prepared by the project supervisor provides data for recording actual
progress on the Level II Gantt chart and the unit SITREP required by HHQ. Military engineers
use two primary methods to calculate actual progress of a construction project:
1. Work-in-place. The completed quantity of work divided by the total quantity of work yet to
be performed, expressed as a percentage.
2. Man-days Earned. The portion of estimated or baseline MDs corresponding to the
percentage of WIP.
9.
Discuss the importance of generating and maintaining complete and accurate Construction Activity
Summary Sheets (CASS). [ref. b]
Proper use of CAS sheets greatly reduces the chance of construction slowdown or stoppage
due to a lack of resources or uncoordinated support plan action (i.e., safety approval, QC
inspection, materials testing requirement). The majority of the resource requirements
identified on the CAS sheet necessitate some action by the project supervisor, typically
initiated during development of the two-week schedule. The project supervisor tracks these
26 | P a g e
actions on the CAS sheets by highlighting the action required and also annotates whether it is
a requisition for submission or an equipment request to turn in.
10.
.Describe the components of a Construction Activity (CA) block. [ref. b]
11. Discuss Field Adjustment Requests (FAR) and Design Change Directives (DCD). Who
would submit and approve? [ref. b]
The FAR is a formal procedure to record, track, and monitor requests by the engineering unit
for an alteration to the original project plans or specifications because of changed conditions
(e.g., site conditions differ from original plans, print/design defects). Project supervisors
research and submit their requests using the form illustrated in figure 9-7. Project supervisors
keep a log, and track the status of FARs using the form illustrated in figure 9-8.
The design change directive is a formal procedure to record changes to the project plans or
specifications approved by the contracting office as directed by the design agent, customer,
or HHQ.
All received DCDs become part of the project package. Design change directives may be
received anytime from the planning phase through the construction phase.
12.
Discuss Request for Information (RFI). [ref. b]
An RFI is a convenient, formal procedure to record, track, and monitor questions concerning
a construction project’s plans and specifications. Project supervisors submit questions using
the RFI form illustrated in figure 9-5. Project supervisors keep a log and track the status of
RFIs using the RFI submittal log form illustrated in figure 9-6. Project managers ensure RFIs
have been fully researched prior to forwarding to the QC manager for disposition. All returned
RFIs become part of the project package. Requests for information may be submitted
anytime from the planning phase through the construction phase.
13.
.Describe the purpose of the Naval Mobile Construction Battalion Quality Control Division. [ref. c]
Quality control is the system by which the construction unit tasked with the construction
project performs its responsibility to ensure the specified end product is realized. The
construction unit uses this system for managing, controlling, and documenting activities to
ensure compliance with the requirements of the project’s plans and specifications. Quality
control is always performed on a construction project. The construction unit’s chain of
27 | P a g e
command is inherently responsible for oversight of the construction and QC process. The
ultimate responsibility for quality resides with the construction unit’s commanding officer
(CO). Quality control verifies and maintains a
desired level of quality in a project through careful planning, use of proper equipment,
continued inspection, and corrective action, as required. The QC system has two levels, as
described below:
1. Project QC Plan. Project managers and project supervisors perform and direct activities to
develop an individual project QC plan. Refer to NTRP 4-04.2.5 for information on the
development of an individual project QC plan.
2. Unit QC System. The unit’s QC manager and assigned QC specialists perform and direct
activities to execute the unit-level QC system. A construction unit’s QC plan must be
accepted by the QA authority prior to the start of construction. Refer to chapter 3 for further
information on the unit QC system.
14. State the purpose of the project safety plan. [ref. b]
The project supervisor is required to have a tailored safety plan—also known as an accident
prevention plan—that properly addresses safety and occupational health requirements and
ensures execution throughout the cycle of a project
15.
Describe 3-phases of control in the execution of the project quality control plan.[ref. c]
Use the preparatory and initial phase checklists before starting each definable feature of
work and review follow-up reports to identify discrepancy patterns.
16. Explain the role and responsibilities of the following project positions: [ref. b]
a. Project Manager
The project manager is a formal role assigned by the construction agent. Responsible for
overall project supervision and oversight of one or more projects assigned as the lead
element, the project manager ensures projects are completed on time and within budget.
Project managers set priorities of work and individual project goals. They establish the
management process to ensure material, equipment, and manpower resource distribution is
commensurate with the construction plan. They use the management process to make
decisions on resource allocation to de-conflict construction schedules and competing
requirements.
A project manager manages all construction projects assigned to a unit or subordinate
organization; tasking may include multiple construction projects or a large, complex project
involving multiple facilities. The project manager accomplishes project supervision and
oversight through a cadre of subordinate project supervisors.
b. Project Supervisor
The project supervisor is a formal role assigned by the lead element project manager. Project
supervisors are responsible for the quality and timely completion of their assigned projects. They
are typically assigned to a single project/facility, but may be assigned multiple projects based on
project scope and manpower resources.
During project execution, the project supervisor provides the following actions:
1. Full-time, on-site supervision of subordinates
2. Work coordination between trades
3. Efficient use of resources
28 | P a g e
4. Employment of personnel
5. Maintenance of production schedule
6. Inspection of work-in-place (WIP)
7. Adherence to quality, safety, and environmental guidelines.
Project supervisors are responsible for the development of construction estimates for labor,
equipment and material, and the subsequent BOM; CAS sheets; QC, safety and
environmental protection plans; and the project’s construction schedule. They initiate
resource requirements for a tasked project.
Project supervisors review project documentation in order to identify potential issues or
impediments affecting the construction schedule and balance the demands of competing
requirements. They monitor and provide input for material status reports and track project
expenditures. They validate requests for resource requirements and monitor delivery of
resources to the project site.
c. Crewleader
The crew leader (also known as craft lead) is a formal role assigned by the project manager.
Crew leaders are responsible for a crew of two or more persons, generally of the same trade,
who are responsible for completing a phase or work element of a construction project. A crew
leader may work for the lead or support element.
Crew leaders may also assist with project planning, including development of CAS sheets, QC;
safety and environmental protection plans, the project’s construction schedule, and validation of
the construction estimate and subsequent BOM. They keep the project supervisor updated on
progress, potential delays or problem areas, required tests, and all changes.
d. Crew
The term “crew” is used to designate a group of personnel, usually of the same trade, assigned to
a construction project. A construction project may have several crews from various support
elements tasked for the time they are required to work on the project, or crews may be
temporarily assigned to the project on a semi-permanent basis throughout the duration of the
project. Collectively, they are known as the project crew.
A crew normally consists of personnel having the same skill sets (i.e., builders, electricians), but
could consist of personnel from various skills. Because of the nature of construction projects, a
construction crew may not always align with fire team, squad, or platoon organizations, therefore,
unit integrity may not be maintained.
17.
Discuss Definable Features of Work (DFOW). [ref. b]
The project supervisor identifies definable features of work during the estimating and
scheduling process. United Facilities Guide Specifications Section 01–45–00.00–10, defines
a definable feature of work as a “task which is separate and distinct from other tasks, has
separate control requirements, and may be identified by different trades or disciplines, or it
may be work by the same trade in a different environment. Although each section of the
specifications may generally be considered as a definable feature of work, there are
frequently more than one definable feature under a particular section.” The project supervisor
follows four steps in the identification and
use of definable features of work process.
1. Project supervisors and assigned crew leaders develop an initial list of definable features
of work, using the form illustrated in figure 9-3, during the creation of construction
activity/work element numbering. This initial list is validated by the QC manager/QC specialist
during final development of the project’s initial Level III schedule.
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2. Each definable feature of work is placed on the appropriate CAS sheet when associated
with a construction activity or work element number. Then, all definable features of work QC
requirements are analyzed for materials, skills, equipment, and control measure testing
requirements.
3. The definable features of work submittal list becomes the scheduling support tool used by
the project supervisor and QC manager to monitor execution of the preparatory and initial
phase checklist controls conducted by the project supervisor, assigned crew leader, and QC
specialist during the construction phase. Refer to paragraphs 9.5.1 thru 9.5.2 for further
information on the preparatory and initial phase checklists.
4. The project supervisor monitors the definable features of work submittal list and flags the
two-week schedule to notify required personnel (e.g., project manager, QA representative) of
the preparatory and initial phase checklist meeting schedules.
18.
Discuss Submittals [ref. b]
The project supervisor provides submittals as directed by the project manager and the QC
manager. A submittal includes the manufacturer’s information, shop drawings, samples, other
descriptive literature, information for required materials, and construction methods and plans
used in the project execution. Refer to paragraph 9.4.11 for further information on submittal
guidance and procedures.
NMCB Specific 110 Tactical Convoy Operations Fundamentals
Study Guide
110.1 Describe a Tactical Convoy [ref. a]
a. A tactical convoy is a deliberately planned combat operation to move
personnel and/or cargo via a group of ground transportation assets in a secure
manner to or from a target destination under the control of a single commander
in a permissive, uncertain, or hostile environment. Tactical convoys should
always have access to the common operational picture and be characterized by
an aggressive posture, agility, and unpredictability.
b. Tactical convoys are combat operations and should be viewed as a tactical
road march. Although contact with enemy organized/uniformed ground forces is
not anticipated, security against anti-US forces, enemy sympathizers, and IEDs
is
maintained and the convoy is prepared to take immediate action against an
enemy threat. To accomplish this, tactical convoys require additional planning
and coordination beyond normal line-haul operations due to the noncontiguous,
nonlinear battlefield of today. One of the main enemy tactics of the nonlinear
battlefield is to target the convoy’s lines of communication, supplies, and other
government resources. To defeat this tactic, each tactical convoy must be
prepared to take offensive action in the face of ambush and defeat enemy forces
once contact is gained thus retaining the initiative and deterring future attacks.
c. Training, experience, and unit standard operating procedures (SOP) will
accelerate tactical convoy preparation, especially when time is short. While each
convoy, regardless of the type or size, may be different, the troop leading
procedures (TLP) used in preparing for the movement are the same and must be
trained and constantly rehearsed. While TLPs are standardized, they are tailored
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here to specifically fit tactical convoy operations.
.2 Define the roles and responsibilities of the following: [ref. a]
a. Convoy Commander
The leader charged with responsibility for the planning, preparation,
execution, and tactical employment of a convoy.
(1) Overall responsibility for conduct of convoy.
(2) Ultimate on-ground decision maker.
(3) Approves task organization and delegates personnel and vehicle
responsibilities.
(4) Conducts convoy OPORD/brief (see Appendix C), and debrief.
(5) Responsible for maintaining internal and external communications.
(6) Optimal location for the CC is in the center or just forward of center of
the convoy in order to facilitate C2. However, CCs are free to travel or
move to any location to enhance their ability to command and control the
convoy.
b Asst. Convoy Commander
Prepared to assume the duties of the CC in addition to the
following responsibilities:
(1) Normally in charge of the rear convoy element to monitor rear
security.
(2) Assists the CC in all duties.
(3) Responsible for logistics and maintenance (vehicles,
weapons, communications) and other key equipment support of
the convoy.
(4) Prepares and coordinates medical assets to treat and
evacuate casualties.
(5) Records changes to route and provides to S-2/Intelligence, post
operation.
c. Other Convoy Personnel
Security Personnel. All other personnel participating in the convoy.
THERE ARE NO PASSENGERS IN A TACTICAL CONVOY!
(1) Observe for potential close threats.
(2) Signal and direct civilian traffic as required by VC.
(3) Rotate as necessary into other positions (except for VC).
(4) Dismount on order.
(5) Under duress, can serve as VC.
(6) Should be formed into tactical elements and rehearse as such.
d. Navigator
The navigator is responsible for pre-mission route planning including
checkpoints, choke points, alternate routes, and landing zone (LZ) identification.
The use of a global positioning system (GPS) to plot these points along the route
aids in planning and identification during movement. The navigator:
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(1) Ensures the convoy is on the correct route and maintains the rate of
march in accordance with (IAW) CC guidance.
(2) Informs convoy of upcoming checkpoints, turns, and danger areas.
(3) Provides strip maps to each vehicle commander.
e. Vehicle Commander
The VC is part of the convoy chain of command.
(1) Responsible for standard equipment requirements
(ammunition, food, water, fuel, etc.) as well as, organizing and
rehearsing crew drills of assigned vehicle.
(2) Task organizes all personnel in vehicle based on type of
assigned vehicle.
(3) Responsible for PCCs of all individuals and equipment of
assigned vehicle.
(4) Supervises rehearsals for individuals of assigned vehicle to
include:




Dry shooting practice left and right sides.
Exiting the vehicle on the left and right sides.
Security at halts.
Re-entry of the vehicle from the left and right sides.
(5) Maintains communications with CC and other vehicle
commanders.
(6) Provides supervision and guidance to driver as required.
(7) Serves as alternate navigator (if applicable based on type of
assigned vehicle).
(8) Designates alternate driver (if applicable based on type of
assigned vehicle).
(9) Designates crew-served weapon (CSW) sectors of fire.
f. Driver
(1) Primary duty is to drive.
(2) Scans assigned sector of observation.
(3) Is prepared to return fire in extreme situations.
(4) Responsible for fueling and maintaining vehicle.
(5) Can be rotated out when required.
g. Gunner
(1) The purpose of the designated marksman is to facilitate precision
fires.
(2) Assists the CC to ensure proportionate fire is used for any given
threat. This helps to prevent collateral damage and unnecessary civilian
casualties (e.g., a single designated marksman in the convoy engaging a
single IED trigger man).
(3) Should be an expert shooter if possible and/or have an advanced
optical sight.
h. Enemy Prisoner of War
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The EPW team is responsible for handling EPWs and detainees IAW unit SOPs.
They maintain the EPW kit (appendix C) and should consist of a minimum of
two personnel trained in detainee and EPW procedures.
i. Corpsman/CLS
CLS/medics render medical treatment and supervise evacuation of
casualties. If possible, multiple CLSs should be assigned throughout the
convoy and given responsibility for designated vehicles in order to speed
medical attention. If limited capability exists, CLS assets should be
positioned in the rear of the formation to better support the convoy.
j. Aid & Litter Team
The A&L teams consist of two personnel each and are responsible for
providing buddy aid, preparation of casualties for movement and/or
evacuation under supervision of the CLS. If possible, multiple A&L teams
should be assigned throughout the convoy and assigned responsibility
for designated vehicles to speed medical assistance. If limited capability
exists, teams should be positioned in the rear of the convoy to support
the CLS. CLS personnel should not be assigned to an A&L team. They
should focus on treatment.
k. Landing Zone Team
The LZ team consists of a minimum of two personnel responsible for
establishing and marking the LZ for possible MEDEVAC or other
required support provided by air. If possible, assign an alternate team.
PCC should include inventory of all equipment necessary for LZ
establishment.
l. Recovery Team
Maintenance recovery personnel and vehicle(s) should be designated to
assist with maintenance and recovery of convoy assets along the route.
Wheeled maintenance and recovery vehicles are preferred. If not
available, the recovery vehicle should be capable of towing any vehicle
in the convoy and be equipped with chains, tow cables, etc., and
requisite tools to provide minor repairs and recovery. The personnel
assigned to this vehicle rehearse hasty recovery prior to SP. This vehicle
is normally the next to last vehicle in the convoy if there is a rear gun
truck. If it is the last vehicle, it must have a rear guard with an automatic
weapon to provide protection to the rear of the convoy. As an additional
recovery capability, all vehicles should carry tow cables or ropes in order
to be able to recover a like or smaller size vehicle.
.3 Describe the composition of a Tactical Convoy’s organization: [ref. a]
a. Lead or (Head)
element consists of the lead gun truck (if available) and the LVC
b. Main body
element consists of the majority of the vehicles in the convoy with the CC
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traveling wherever deemed necessary to best command and control from
within
the main body. Petroleum or ammunition vehicles should be separated
throughout this element. Heavier and slower vehicles should be forward
in the
main body to assist in gauging/maintaining convoy speeds.
c. Trail or (Rear)
consists of a CLS/A&L team, the recovery vehicle(s), the ACC, and the
rear gun
truck.
.4 Discuss planning considerations for Tactical Convoys. [ref. a]
a. Receive the Mission.
(1) The CC receives the mission in a WARNORD, an OPORD, a
fragmentary order, or verbal order (due to time constraints).
(2) The CC analyzes the mission, the unit’s capabilities, conducts a risk
assessment, and notifies HHQ if additional assets are needed.
b. Issue the WARNORD.
The CC issues a WARNORD ensuring subordinate leaders have key
information to maximize preparation time. See appendix B for sample
format. The initial WARNORD includes the destination, manifest, and
timeline. The CC may issue multiple WARNORDs as additional
information is received from HHQ. The manifest provides details of
personnel, equipment, and supplies. The timeline is a schedule of
preparatory tasks from receipt of the mission to start point (SP).
c. Gather Intelligence.
The CC must gather all available intelligence about the desired route and
surrounding area. CCs coordinate with, and review all available
intelligence sources and data including:
(1) Unit intelligence staff officer (S-2).
(2) Unit operations officer.
(3) Tactical operations center.
(4) Movement control elements.
(5) Recent after-action reports and debriefs.
(6) Cross boundary coordination with battlespace
owners for all
areas of operation the convoy may
maneuver through.
(7) Coalition and host-nation sources and interpreters.
d. The CC can get a good idea of the current threat level and enemy tactics
being employed along the route by reviewing recent significant activity
(SIGACT) reports from the unit S-2.
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Figure 8. Sample Significant Activity Report Overlay
e. Make a Tentative Plan.
A simplified approach to tactical analysis and planning makes use of
METT-T(C).
The CC should conduct a back brief to the higher commander.
(1) Mission. The CC develops a plan for execution by determining the
specified,
implied, and essential tasks found in the HHQ OPORD and
commander’s intent. Restrictions and limitations must be identified,
considered, and
implemented. The mission must include consideration of
current ROE and EOF/ force continuum. ROE and EOF/force continuum are
subject to
change throughout the route.
(2) Enemy. The CC coordinates with the S-2, movement control element,
engineers, area security forces, and the military police to assist in
development of the enemy situation. The CC determines:
(a) Enemy order of battle.
(b) Current enemy TTP or activity.
(c) Danger areas.
(d) Possible and previous ambush sites.
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(3) Terrain and Weather.
(a) Terrain.
Standard military aspects of terrain for combat
operations
include:
• Observation and fields of fire.
• Avenues of approach.
• Key terrain.
• Obstacles.
• Cover and concealment.
(b) Terrain Analysis.
While the traditional approach to terrain analysis is
necessary
during convoy operations, the primary focus
should be on the
actual route. The CC can use maps,
imagery, geospatial
intelligence and products available
through S-2 and
engineers as additional tools. The
products do not replace a
thorough ground
reconnaissance. The CC takes detailed notes pertaining to
navigation, traffic ability, congestion, and the
threat. The
primary method for providing information to convoy
leaders
concerning the route are strip maps. Strip maps for line haul
routes should be constructed at brigade or regimental or higher
command levels, Maps for local haul routes are
produced at battalion or lower levels. Sketches are
developed
and refined over time. Movement control
elements can assist in the effort. Appendix B provides a
detailed discussion of information to include on a strip map. A
strip map should be
issued to each convoy vehicle.
(c) Weather.
the
The CC should evaluate the direct effects of weather on
convoy prior to each operation. The following should be
assessed:
• Visibility.
• Effects on air support assets’ updates if the route is
red, amber,
or green.
• Effects on route traffic ability.
• Winds.
• Precipitation.
• Cloud cover.
• Temperature.
• Humidity.
• Sun data. The enemy may attempt to use light
conditions to his advantage (i.e., using darkness or
terrain shadows for cover or using mid-day glare to blind
drivers).
• Begin morning civil twilight and end of evening civil
twilight (defined as the first and last time of the day that
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an individual can verify a target with their weapon
system, unaided).
• Percentage of illumination (defined as the amount of
illumination present based on moon light. For example,
one-quarter moon is 25% and a full moon is 100%
illumination between moonrise (MR) and moonset (MS).
Percentage of illumination is zero during the hours of
darkness, before MR and after MS).
(4) Time Available. The CC quickly completes the plan to allow
subordinates preparation and implementation time. The CC then supervises
PCC and PCI. See a discussion of PCC, PCI, and a timeline in appendix C.
(5) Troops and Support Available. The CC analyzes task-organization
requirements for the specific mission and identifies shortfalls based on
analysis.
Common sense “troop-to-task” analysis will identify:
(a) Movement support requirements through adjacent units’ AO.
(b) QRF battle hand-off procedures.
(c) Logistics, medical, and fire support available along the route.
Designate primary and alternate CAS terminal attack control
personnel
(JTAC or FAC, joint fires observer [JFO], FIST, or best
suited personnel).
(d) Route clearance support (as required).
(e) Availability of materials handling equipment at SP and
release point (RP).
(f) Any additional requirements to safeguard civilian drivers or
third
country nationals (TCNs) and vehicles within the convoy.
(g) Host-nation support requirements, including accompanying
interpreters.
(6) Civilian Considerations. The Law of War, often referred to as the Law
of
Armed Conflict (LOAC), imposes strict limitations on the use of civilian
personnel
in the combat environment. Department of Defense (DOD),
Service, and
combatant commander (CCDR) guidance dictates policy,
limitations, and restrictions for civilians employed by US military forces. Heavy
concentrations of local civilians in operational areas is a major complicating
factor along
the
convoy route. The level of interference may vary
depending on civilian activity
including the following:
(a) Active insurgents.
(b) Criminals (pilferage or theft).
(c) Sympathizers (nonlethal harassment such as children
throwing
rocks).
(d) Unwilling accomplices.
(e) Innocent bystanders.
(f) Drivers and pedestrians.
(g) Legitimate armed police or militia.
(h) People participating in religious holidays or observations.
f. Conduct Pre-Movement Preparations.
the
in the
37 | P a g e
During the preparation period it may be necessary to move elements of
convoy for refueling, rearming, or load pick up. These should be included
timeline and execution delegated to subordinate leaders.
g. Complete the Plan.
Convoy briefings are verbal orders. However, several planning products
should be used during the briefing to include the WARNORD, convoy
mission order, GTR or TMR, ground transport order or transportation movement
order, convoy manifest, strip maps, communication smart pack, and fire
support asset availability list. Examples of these are found in appendix B.
h. Issue the Convoy Brief as an OPORD.
Subordinate leaders should give a back brief or confirmation brief to
their CC at
the conclusion of the convoy briefings.
i. Supervise.
The CC and ACC cannot accomplish the planning requirements without
the
assistance of all subordinate leaders. The CC should alert the ACC to
time- consuming tasks that must begin early in preparation (e.g., crossloading,
distribution of tow-bars or cables, and vehicle hardening). The
CC
conducts mission planning while the ACC and subordinate leaders
concentrate on staging, inspecting, manifesting, and rehearsing. The CC
delegates supervision of preparatory tasks in priority order, but remains
responsible for all preparation.
.5 Discuss the four principles of mounted movement for Tactical Convoys [ref. a]
a. 360-Degree Security
Combine maximum all-around visibility for situational awareness with
interlocking sectors of fire and mutual support. Situational awareness should
focus on approaching vehicles, potential IEDs and mines, suspicious wires and
antennae, channeling terrain, and suspicious individuals or groups. Also, convoy
personnel should be aware of what is above and below their position.
b. Deterrence
Present an intimidating, aggressive, and professional posture that demonstrates
readiness and willingness to engage. An aggressive posture deters the enemy
from approaching or engaging the convoy.
c. Agility
Adapt to conditions set by METT-T(C).
d. Unpredictability
Minimize the enemy’s ability to predict time, route,
composition, or purpose of the convoy.
.6 Describe movement formations and techniques of a convoy. [ref. b]
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Movement formations and techniques include recommended preplanned battle
drills for crossing danger areas and reacting to enemy direct fire and mines/IEDs.
The following techniques can be used, based on the METT-T(C), experience of
the convoy team, and the judgment of the CC:
a. File Formation (figure 20).
(1) Best used with inexperienced or foreign drivers.
(2) Advantages:
(a) Simplicity.
(b) Usable at night but interval will have to be
compressed.
centerline of
primary
(c) Minimizes IED blast effects (when driving on
road).
(3) Disadvantages:
(a) Weak left flank security because the driver is not a
shooter.
(b) Reduced field of view.
(c) Reduced headlight coverage at night.
Figure 20. Formation: File
b. Staggered Formation (figures 21 and 22).
(1) Used only on multilane roads.
(2) Advantages:
(a) Allows for all-around security.
(b) Greater flexibility.
(c) Permits ease of maneuver during contact.
(d) Limits third-party vehicle interference.
(e) Greater headlight coverage at night.
(3) Disadvantages:
(a) Requires more C2 and driver experience.
(b) More vulnerable to IED blast effects, including-multiple vehicle hits
and victim operated IEDs.
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Figure 21. Formation: Stagger
Figure 22. Formation: Stagger with Security Element
c. Offset Formation (figure 23).
(1) Used to block third-party traffic and assists in changing lanes.
(2) Advantages:
(a) Combines flexibility of stagger with the ease of file
formation.
(b) Allows CC to control third-party traffic.
(3) Disadvantages:
(a) More vulnerable to IED blast effects, including
multiple
vehicle hits and victim operated IEDs.
(b) Difficult for C2.
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Figure 23. Formation: Offset
d. Inverted “T” Formation (figure 24).
(1) Used on multilane roads; convoy runs the centerline of its
lanes.
multiple
(2) Advantage: Limits third-party vehicle infiltration.
(3) Disadvantages:
(a) Requires experienced drivers.
(b) Difficult for C2 without sufficient communications.
(c) Weak left flank security.
(d) More vulnerable to IED blast effects, including
vehicle hits and victim operated IEDs.
Figure 24. Formation: Inverted “T” with Security Element
e. Diamond Formation (figure 25).
(1) Used on multilane roads.
(2) Advantage: Limits third-party vehicle infiltration.
(3) Disadvantages:
(a) Requires experienced drivers.
(b) Difficult for C2 without sufficient communications.
(c) More vulnerable to IED blast effects including
multiple vehicle
hits and victim operated IEDs.
Figure 25. Formation: Diamond
to
right.
41 | P a g e
f. Changing Lanes (figure 26).
(1) Used to prevent third-party traffic interference with the convoy’s ability
change lanes.
(2) A predesignated blocking vehicle in the rear is ordered to block left or
(3) The blocking vehicle moves into the appropriate lane to block
thirdparty traffic.
(4) Once in position, the convoy changes lanes in front of the blocking
vehicle.
(5) The offset formation (figure 23) also allows for easy lane changes.
Figure 26. Changing Lanes
110.7
Identify and explain the elements of a convoy organization. [ref. b]
a. General. Convoys are planned to organize and control road movements. This
includes tactical movement of combat forces, tactical movement of logistics
units, and the movement of personnel, supplies, and equipment to support
forces in combat.
b. Key Personnel/Teams and Functions/Locations. There are no passengers in a
tactical convoy. Each person has a role/function they must perform for the
benefit and safety of the convoy. All of the personnel and team functions
described here pertain to any size convoy. Depending on the number of vehicles
involved, multiple duties may be performed by a single vehicle crew.
.8 Identify planning requirements for vehicle convoys. [ref. b]
All convoy briefings are verbal orders; however, several
planning products should be completed and used during the briefing. Examples
of each with preparation guidance are listed below.
• Manifest (Appendix A)
• Timeline (Appendix A)
• Strip map for every vehicle and subordinate leader (Appendix A)
• Convoy Briefing Format (Appendix C)
• Risk Management (Appendix D)
.9 Describe vehicle convoy logistics and security requirements. [ref. b]
(1) Have gun trucks. Gun trucks will provide the convoy with additional
firepower to deter and/or destroy an enemy threat. See chapter II for further
discussion.
(2) Use a forward security element (FSE). An advance security element
should be used in conjunction with a convoy escort. Its purpose is to move
ahead of the convoy as a reconnaissance element providing CCs with route
information, as well as current enemy and civilian situational awareness. See
chapter II for further discussion.
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(3) Maintain operations security (OPSEC). Throughout each phase of
planning, preparation, and execution, every effort must be made to maintain
OPSEC to deny intelligence to the enemy, such as:
• Conceal the reflective parts of the vehicles’ windows and headlights.
• Consider conducting convoys at night.
• Use proper radio procedures and authorized communications
equipment.
• Cover and protect high-value cargo with armed guards.
• Do not stencil or write names, rank, or information, such as call signs
and
frequencies, on windshields.
.
(4) Have a destruction plan to destroy classified documents, radio fill, and in
extreme cases be prepared and equipped to destroy some vehicles or loads.
Absent of higher headquarters direction, CCs determine priorities of destruction
based on items within the convoy that may be used against the convoy or other
friendly forces.
(5) Develop a vehicle recovery plan.
(6) Have ambulance/medical coverage (ground and/or air).
(7) Disperse combat life savers (CLS)/medics throughout convoy.
(8) Designate aid and litter teams throughout convoy.
(9) Designate assault teams.
(10) Develop a rest or rotation plan for drivers.
(11) Have window screens to deflect grenades.
(12) Have a supply guard to prevent pilferage.
(13) Have MP, security force, infantry, or other escort.
(14) Disperse commodities throughout the convoy—cross load!
(15) Use convoy signals (i.e., flares, hand and arm, use of vehicle
.10 Describe the members of the react/interior guard. [ref. b]
1. General. Certain responsibilities and duties of members of
the Interior Guard are described in this Chapter and in Chapter 3
of this Order. Responsibilities and duties not included herein
should be included in special orders issued by the Commanding
Officer or Commander establishing the guard. Orders should be in
writing and should always be available to those concerned.
2. Commanding Officer (CO).
The responsibility of the Commanding Officer for the security of the
command is absolute except as otherwise directed by competent
authority. The authority of the Commanding Officer is commensurate
with the level of responsibility, subject to the limitations prescribed by law
and Navy Regulations. The Commanding Officer may delegate authority
to subordinates for the execution of details of this
Chapter, but such delegation of authority shall in no way relieve the
Commanding Officer of the responsibility for the security of the
command.
3. Field Officer of the Day
a. The Field Officer of the Day supervises the entire
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Interior Guard. The Field Officer of the Day may be assigned
various other duties pertaining to the security of the command.
During the tour of duty, he/she serves as the Commanding
Officer's direct personal representative.
b. The Field Officer of the Day receives orders from the CO
only; however, during an emergency, the senior line Officer
present may issue orders to the Field Officer of the Day for the
employment of the guard.
4. Officer of the Day (OOD)
a. The Officer of the Day, or the Officer of the Deck aboard
ship, supervises the main guard. The Officer of the Day is
charged with the execution of all orders of the Commanding
Officer which concern the security of the area within the
assigned jurisdiction.
b. If no Field Officer of the Day is assigned, the OOD
serves as the Commanding Officer's personal representative
during that tour of duty. If a Field Officer of the Day is
assigned, the OOD may be the personal representative of an
appropriate subordinate unit Commanding Officer.
c. In the absence of special instructions from the
Commanding Officer, the OOD will inspect the guard as often as
considered necessary. However, the OOD will inspect the guard at
least once every 24 hours, with emphasis on inspecting posts
during the hours of darkness. Whenever necessary, the OOD
directs inspections of the guard by other Officers and
Noncommissioned (Petty) Officers of the Guard.
d. In case of alarm, the OOD acts immediately to protect
life and government property and to preserve order.
e. In the performance of OOD duties, takes orders only from
the Commanding Officer or Field Officer of the Day, when one is
assigned; however, during an emergency, the senior line officer
present may issue orders to the OOD for the employment of the
guard.
f. When a correction center/facility is in the OOD’s
jurisdiction, the OOD verifies the count of prisoners as directed
by the Commanding Officer.
g. Keeps the Commander of the Guard informed of his/her
current location at all times.
h. Maintains an Officer of the Day log which contains a
concise account of the tour of duty.
i. When formal relief is prescribed, the OOD examines the
log of the Commander of the Guard or the Sergeant of the Guard if
no Commander of the Guard is assigned, causes any errors therein
to be corrected and effects the relief of the Commanders or
Sergeants of the Guard prior to being relieved. Once complete,
reports to the Commanding Officer or representative with the new
OOD for relief.
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5. Commander of the Guard.
The Commander of the Guard ensures
proper instructions, discipline and performance of the duty of
the main guard.
a. Obeys the orders of the Commanding Officer, Field Officer
of the Day (when assigned), Officer of the Day, and in
emergencies, the senior line officer present only. The
Commander
of the Guard will report to the Officer of the Day any additional
orders which the Commander of the Guard or other authorized
persons have issued.
b. Ensures that all members of the guard are correctly
instructed in their orders and duties and that they are
understood and properly executed. Questions the
Noncommissioned
(Petty) Officers of the Guard and sentries about the instructions
they may have received from the previous guard.
c. Inspects the guard when directed by the Officer of the
Day, but must inspect each relief at least once while on post.
The Commander of the Guard ensures that the sentries, their
weapons, and their equipment are in proper condition and that
special orders for each post are posted in their proper location.
d. The Commander of the Guard will keep the SOG informed of
his/her location at all times.
e. Except during emergencies, may sleep as duties permit.
f. When an alarm is sounded, expeditiously forms the
reserve, if necessary. If the situation is serious, notifies the
Officer of the Day immediately. Should a sentry call, "The
Guard," or discharge a weapon, a strong patrol/react force will
be sent to that post.
g. Details personnel to raise and lower the national flag at
Morning and Evening Colors. Ensures that the national flag is
kept in good condition and never handled except in the
performance of duty. The Commander of the Guard will report to
the OOD when the flag is not in serviceable condition.
h. Ensures that reliefs are posted on schedule.
i. Unless otherwise ordered, may permit members of the
guard, not on post, to leave the guardhouse for short periods of
time.
j. Informs the OOD immediately of any dangerous, suspicious,
or unusual occurrences.
k. Notifies the OOD when any person is detained or
apprehended by the guard and will exercise control over such
person at the guardhouse for appropriate action by the OOD.
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l. Ensures the security of prisoners under charge of the
guard. Before each relief is posted, requires the Corporals of
the Guard of the old and new reliefs to verify together the
number of prisoners. Will be guided in the performance of duties
in connection with correction centers/facilities and brigs by
reference (f).
m. When a formal relief is prescribed, examines the log of
the Sergeant of the Guard and causes any errors therein to be
corrected and effects the relief of the Sergeant of the Guard
before being relieved. Once ready, reports to the OOD with the
new Commander of the Guard for relief.
n. Maintains a Commander of the Guard log which contains a
concise account of the tour of duty.
6. Sergeant of the Guard (SOG)
a. The SOG assists the Commander of the Guard in ensuring
proper instructions, discipline, and performance of duty of the
main guard. The SOG performs the duties of the Commander of the
Guard, if no Commander of the Guard has been assigned.
b. The SOG obeys the orders of the Commanding Officer, Field
Officer of the Day (when assigned), Officer of the Day, Commander
of the Guard, and in emergencies, the senior line officer present
only.
c. The SOG ensures that the property under charge of the
guard is cared for and accounted for properly.
d. The SOG assigns members of the guard to reliefs. The COG
for each relief assigns that relief to posts and prepares a list
of such assignments. The SOG receives a copy of such lists and
based upon the lists, prepares a guard roster. The guard roster
sets forth the name, rank, post, and relief to which
assigned for each member of the guard. The SOG prepares the
guard roster in duplicate, retains one copy, and submits the
other to the Commander of the Guard or the OOD, as appropriate,
for approval. Once approved, no changes will be made to the guard
roster without permission from the approving authority.
e. The SOG ensures that all reliefs are turned out for
posting at the proper time.
f. The SOG ensures that the COGs understand their duties
thoroughly and carry the duties out promptly and efficiently.
g. The SOG inspects the guard when directed by the OOD but
must inspect each relief at least once during each watch.
h. When absent from the guardhouse, the SOG directs the COG
of the relief on post to perform guardhouse duties until the SOG
returns. The SOG will notify the COG of his/her location at all
times.
46 | P a g e
i. When the COG of the relief on post is absent from the
guardhouse, the SOG temporarily assumes the duties, or designates
another member of the guard to do so.
j. Ensures that the guardhouse and its surrounding areas are
maintained in proper police.
k. Informs the Commander of the Guard immediately of any
dangerous, suspicious or unusual occurrence.
l. Notifies the Commander of the Guard when any person is
apprehended by the guard.
m. Forms the guard whenever necessary.
n. When formal relief is prescribed, effects the relief of
the Corporals of the Guard.
o. Maintains the Sergeant of the Guard log and enters therein concise
accounts of all important and pertinent events which transpire during the
tour of duty and which affect the guard. Exercises care in preparing the
log, which is an official
record of the command. Under the last entry, signs name and grade.
Upon finishing, reports to the outgoing Commander of the Guard (old
Officer of the Day, if no Commander of the Guard is assigned) with the
incoming Sergeant of the Guard for relief and posting.
7. Corporal of the Guard (COG)
a. The Corporal of the Guard supervises the members of the
guard assigned to that relief. Performs the guardhouse duties of
the Sergeant of the Guard when the latter is absent from the
guardhouse.
b. Obeys orders from the Commanding Officer, Field Officer
of the Day (when assigned), Officer of the Day, Commander of the
Guard (when assigned), Sergeant of the Guard and in emergencies,
the senior line officer present only.
c. Assigns sentries on that relief to posts. Prepares, in
duplicate, a list showing the number of relief, each member's
name, grade, and assigned post. Retains one copy and gives the
other to the Sergeant of the Guard.
d. The COG is required to know and understand the special
orders of every sentry on the relief. The COG forms the relief
in sufficient time to accomplish the following: issue guard
property, inspect appearance, fitness for duty, condition of
arms, issue ammunition and supervise loading of weapons (if
authorized). The COG instructs each member concerning orders and
duties, ensuring understanding. When completed, the COG reports
to the Sergeant of the Guard that the relief is ready to be
posted or, if directed, posts the sentries without so reporting.
Upon returning to the guardhouse with the old relief, the COG
supervises unloading of weapons (if loading has been authorized),
47 | P a g e
collects guard property (if necessary), and dismisses the old
relief. Upon completion, the COG reports to the SOG with the old
COG for relief and posting.
e. The post of the COG is in the guardhouse near the
entrance, or as may be directed on board ship. When required to
depart the post in the performance of duties, the COG notifies
the SOG, who will assume those duties or designate another member
of the guard to do so. Either the SOG, the COG of the relief on
post, or a member of the guard designated to perform
the duties of the COG shall be present at the guardhouse at all
times. The COG allows no one to enter the guardhouse without
authority.
f. Goes at once to, communicates with or sends a patrol to
any sentry who calls for the Corporal of the Guard.
g. Forms own relief promptly for posting or when the guard
is turned out. If own relief is on post when the guard is to be
formed, the current COG and oncoming COG relief remain on post.
The COG will ensure that sleeping arrangements for all members of
the current relief can be easily located and he/she is able to
form them quickly and without confusion.
h. The COG reports immediately to the Sergeant of the Guard
all violations of regulations and unusual occurrences.
i. Off-going COG ensures that the Corporal of the Guard of
the next relief is ready in time to form the oncoming relief, and
post it at the proper time.
j. When a sentry calls, "Relief," the COG relieves the
sentry and posts a supernumerary or a member of the off-duty
reliefs, if the COG determines that relief is necessary. If the
sentry is to be relieved for a short time only, the COG posts the
sentry again as soon as the necessity for the relief terminates.
k. Notifies the SOG when any person is detained or
apprehended by the guard. Escorts all persons apprehended to the
guardhouse for appropriate action by the Officer of the Day.
8. Main Guard Sentries
a. All members of the guard will memorize, understand, and
comply with the General Orders for sentries (see chapter 3). In
addition, they will understand and comply with the regulations
relating to General Orders (see Chapter 3), and with special
orders applying to their particular posts (see Chapter 3).
b. Supernumeraries will understand the special orders for
all posts on which they could be posted, and comply with those
orders for the particular post if posted thereon as a sentry.
c. Members of the guard not on post will remain in the
immediate vicinity of the guardhouse except when granted
permission to leave by the Commander of the Guard. Reliefs of a
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running guard placed on an off-duty status may leave the
guardhouse as directed by the Commanding Officer.
9. Orderlies
a. Orderlies are subject only to the orders of the
Commanding Officer or of the officer to whom they are assigned.
b. When reporting to the officer to whom is assigned, an
orderly states; "Sir, (rank and last name) reports as orderly."
10. Flag Detail
a. The detail is selected by the Commander of the Guard to
raise and lower the flag at Morning and Evening Colors.
b. The flag detail is normally formed from off-duty reliefs
of the Guard of the Day.
11. Officers and Noncommissioned (Petty) Officers of the Special
Guard.
Officers and Noncommissioned (Petty) Officers of the
Special Guard must understand and comply with special orders
governing the performance of their duties issued by the
Commanding Officer or Commander establishing the guard.
12. Special Guard Sentries.
Special guard sentries must memorize, understand, and comply with the
General Orders for sentries (see Chapter 3). In addition, special guard
sentries must understand and comply with the regulations relating to
General Orders (see chapter 3, par. 2 of this Order), and with special
orders applying to their particular posts (see chapter 3,
par. 3 of this Order).
.11 Describe foot patrol formations. [ref. c]
A particular patrol formation should provide for all-around security and good
control. The formation chosen should be such that only a minimum number of
Seabees within the patrol are likely to be pinned down at any one time by
surprise fire. Patrol formations must be fluid and flexible. They must be changed
to meet varying terrain and visibility conditions. The patrol leader designates the
original formation. Individual members then maintain assigned positions as long
as they can see each other and, at the same time, make full use of available
cover and concealment. Patrols use basic combat formations. For small patrols
in open terrain, the wedge is a suitable formation. For larger patrols, or when
visibility becomes restricted, the column formation (with its necessary security
elements), should be used. When enemy contact is near or has already been
made, patrol leaders should adopt more deployed formations.
Normally, the following factors influence and change a patrol formation:





49 | P a g e
Mission
Terrain
Visibility
Enemy situation
Size of patrol





Required speed of movement
The formations taken by a patrol are ALWAYS influenced by the need for
maintaining:
Security,
The mission
The route of the patrol
.12 Discuss types of security halts [ref. c]
To designate a definite rallying point, the patrol leader halts the
patrol upon arrival. Then announces, “This is a rallying point,” and points out the
identifying features.
There are three Types of rallying points:
1. Initial rallying point. This is a point within the friendly area where the
patrol can
rally if it becomes scattered before leaving the friendly area or before
reaching
the first tentative rallying point outside the friendly area.
2. En Route rallying point. This is a rallying point lying between the
foremost friendly area and the objective.
3. Objective rallying point. This is a rallying point near the objective
where the patrol assembles after accomplishing the mission.
.13 Describe immediate action drills. [ref. c]
When a patrol is ambushed, the immediate action drill to use is determined by
whether
the ambush is near or far.
In a Near ambush, the killing zone is under heavy, highly concentrated, closerange fire.
There is little time or space for warriors to maneuver or seek cover. The longer
they
remain in the killing zone, the more certain their destruction; therefore, if attacked
by a
Near ambush, the patrol should react as follows:
1. Seabees in the killing zone, Without Order or Signal, immediately
assault directly into the ambush position, occupy it, and continue the
attack or break contact as directed. This action moves them out of the
killing zone, prevents other elements of the ambush from firing on them
without firing on their own men, and provides positions from which other
actions may be taken.
2. Seabees not in the killing zone must maneuver against the attack
force and other elements of the ambush as directed.
3. To eliminate the ambush or to break contact, the men continue the
attack as
directed. In a FAR ambush, the killing zone is also under heavy, highly
concentrated fire but from a greater range. This greater range provides
Seabees in the killing zone some space to maneuver and an opportunity
50 | P a g e
to seek cover at lesser risk; therefore, if attacked by a far ambush, the
patrol should react as follows:
1. Seabees in the killing zone, Without Order or Signal,
immediately return fire. They should take the best position
available and continue firing until directed otherwise.
2. Seabees not in the killing zone must maneuver against the
ambush force as directed.
3. To eliminate the ambush or to break contact, the men should
continue the attack as directed. In each situation, the success of
the counter-ambush drill used is dependent on the Seabees
being well trained in recognizing the nature of an ambush and
well-rehearsed in the proper reaction.
.14 Discuss how to exit / enter friendly lines. [ref. c]
Move cautiously when approaching positions in friendly areas; it is possible to be
regarded as an enemy until identified otherwise. The patrol leader should halt the
patrol near the position; then go forward and contact the position and, if possible,
the local Leader. The leader will take at least one team member or more if the
situation permits, but remember that unusual activity at a forward position may
attract enemy attention. The patrol leader tells personnel at the position the
information they may need to assist the team, such as the size of the patrol,
general route, and expected time of return.
Request the latest information on the enemy, the terrain to the front, and any
known obstacles or dangers. Check for communication facilities, fire support, and
other assistance they can provide. Check the challenge and password, and
determine whether the same personnel will be manning the position when
returning. If not, ask them to relay information about the patrol to their relief. If
intended to be out longer than 1 day, obtain the challenge and passwords for
each day out.
NMCB Specific 111 Energy Strategy Fundamentals
111.1
Discuss SECNAV’s Operational Energy goals and desired outcomes. [ref. a]
1. Increase Alternative Energy Use DoN-Wide: By 2020, 50 percent of total
energy
consumption will come from alternative sources. The DoN demonstrated certain
alternative fuels to be effective drop-in replacements for conventional fossil fuels
and
qualified them to compete to supply fuel to the DoN through the Defense
Logistics
Agency Energy.
2. Increase Alternative Energy Ashore: By 2020, the DoN will produce at least
50 percent
of shore-based energy requirements from alternative sources; 50 percent of
Navy and
Marine Corps installations will be net-zero. The DoN’s Renewable Energy
Program Office
51 | P a g e
(REPO) is on target to have 1 Gigawatt of renewable energy – enough to power
about
250,000 homes or 14 Arleigh Burke-class Destroyers – under procurement by
2016, at
a price at or below brown power.
3. Sail the Great Green Fleet: The DoN will demonstrate a Green Strike Group
in local
operations by 2012 and sail it by 2016. The DoN demonstrated alternative fuel
blends on
all ships and aircraft that participated in the 2012 Rim of the Pacific (RIMPAC)
exercise.
Ship and air platforms operating on alternative fuel blends performed at full
capability
during the exercise. Planning is underway to deploy the Great Green Fleet 2016.
4. Reduce Non-Tactical Petroleum Use: By 2015, the DoN will reduce
petroleum use in
the commercial fleet by 50 percent. The DoN has significantly grown its fleet of
alternative
fuel-capable vehicles, is expanding its use of telematics to improve fleet
performance, and
is working to deploy zero-emissions vehicles.
5. Energy Efficient Acquisition: Evaluation of energy factors will be mandatory
when
awarding DoN contracts for systems and buildings. DoN has issued policy
guidance
concerning the use of energy-related factors in acquisition planning, technology
development, and source selections for platforms and weapons systems.
.2 Discuss your unit’s Operational Energy goals. [ref. b]
At the October 2009 Naval Energy Forum, SECNAY set an energy goal that by
2020,
half of the Navy's total energy consumption, a hare and afloat, will come from
alternative sources (Ref. 1). In addition to SECNAY's 50 percent alternative
energy
goal, Office of the OPNA V' TFE has set two goals for Navy Expeditionary Units
for
2020 (Ref. 2):
• Reduce fuel consumption by 15 percent when compared to Fiscal Year
(FY)
2008 baseline- by changing how equipment is used (i.e. effective
management of resources).
• Increase fuel efficiency of end items by 15 percent when compared to
FY
2008 baseline.
.3 What is the first step that has to be established when measuring fuel usage. [ref. b]
52 | P a g e
NECC fuel data architecture ("as is" and "to be") and model will be developed.
The data architecture will enable logisticians to understand the gaps between
current methods to capture fuel use related data and the future data capture
process. Two primary options exist for capturing fuel data: fuel data can be
captured manually or by sensors automatically. To accurately capture fuel data,
the process may require changes to existing information systems, such as the
NECC Equipment Dispatch System (NEDS) and installation of sensors on
selected equipment. The fuel use model will allow logisticians to estimate current
and project future fuel usage below Echelon IV by class of vehicle or equipment
type. An estimated baseline will be quickly established based on real data. For
TOAs, estimating the percent of fuel consumption CONUS vs OCONUS for each
end item will help determine opportunities to save fuel. Appendix C describes
possible data collection processes in more detail.
.4 Identify the top five energy consumers in your Table-of-Allowance (TOA). [ref. b]
% of Total Yearly
Fuel Consumption
1. Medium Tactical Vehicle Replacement (MTVR) group
36%
2. Construction equipment, material handling, equipment,
cranes and motor transport group excludes MTVRs,
generators and ECU s
31%
3. Watercraft group (all boats excluding four landing craft,
and two amphibious resupply lighters)
17%
4. Generator group
10%
5. ECU group
5%
Total percent of top five fuel consumer groups
99%
.5 Discuss the top-five initiatives identified to increase energy efficiency. [ref. b]
1. More efficient environmental control units (ECUs)
NAVFAC plans to purchase more efficient ECUs being developed by
Marine Corps Systems Command (MCSC) in 2011 -12. They include
both ECUs and ECUs with integrated generators. In the next 20 years,
ECU manufacturer will constantly strive to increase ECU efficiency.
These efficiency increases may lead to more frequent replacement of
existing ECUs.
2. Improved energy efficiencies for CESE
Based on passenger vehicle performance data, electric hybrid (without
battery pack) and hybrid electric (with battery pack) technologies can
improve fuel economy by 20 to 25 percent. However, equipping any
equipment with hybrid technology will raise acquisition costs by about 20
percent. For example, one company recently introduced a diesel electric
hybrid (with no power storage battery) medium size tracked bulldozer,
which demonstrated to increase fuel economy of approximately 25
53 | P a g e
percent and the productivity of approximately 10 percent. By applying
hybrid electric (with power storage batteries) technology to all future
MTVR and HMMWV (or its replacement) procurement, NECC can
reduce its annual fuel consumption by about 10 percent. If the same
technology is applied to the top 15 fuel consuming vehicles, construction
equipment and forklifts, the fuel consumption reduction will be increased
to 12 percent.
Hybrid electric tech11ology may include reclaiming waste energy from
braking and exhaust. Regenerative braking is commonly used to capture
energy from the vehicle braking. Exhaust heat can be captured either via
heat exchangers or using thermoelectric materials. Thermoelectric
materials are those that can convert heat into electrical power. However,
the recovery of exhaust beat energy will require further Research and
Development (R&D) and demonstrations. Hybrid electric technology
could be used to power watercraft. Fuel cell technology is currently
under development and it may become available and
economical for heavy construction vehicles in the years 2020 to 2025 to
further reduce fuel consumption. Besides electric hybrid, hybrid electric,
and fuel cells, lighter and more advanced CESE construction equipment
will reduce fuel consumption substantially by using lighter components to
reduce vehicle weight and computer related technology to automate
operator functions.
3. Insulated shelters
Air conditioning is the single largest consumer of liquid fuel on the
battlefield due in large part to cooling/heating uninsulated tents.
Insulating temporary structures in an expeditionary environment has
proven to be a great success for lowering energy consumption for
cooling loads by about 50 percent.
4. Highly efficient potable water generation capability
Both the A1my and the USMC have numerous water purification
initiatives. NA VFAC is considering purchase of Lightweight Water
Purifiers (LWPs) USMC version via modification to USMC LWPs
procurement contract and the Tactical Water Purification System (TWPS)
Army version via modification to the Army TWPS procurement contract to
replace older units. There are more emerging technologies such a high
throughput reverse osmosis membrane and energy recovery devices
that may be available before 2020 to further reduce energy consumption.
5. LED lighting to replace. current incandescent lighting in shelters
LEDs Lighting reduces energy consumption by about 75 percent over
conventional lighting. US Army Natick Soldier RD&E Center (NSRDEC)
is doing research on using LEDs for shelter lighting- including a
demonstration in Net Zero Plus Joint Capabilities Technology
Demonstration (JCTD). NSRDEC will have GOTS LED lighting for
shelters available by 2015.
.6 Discuss DoDs three-fold approach to meet Operational Energy goals. [ref. c]
More Fight, Less Fuel: Reduce Demand for Energy in Military Operations.
Today’s military missions require large and growing amounts of energy with
supply
54 | P a g e
lines that can be costly, vulnerable to disruption, and a burden on Warfighters.
The
Department needs to improve its ability to measure operational energy
consumption,
reduce demand, and increase the efficiency of energy use to enhance combat
effectiveness.
More Options, Less Risk: Expand and Secure Energy Supplies for Military
Operations. Reliance on a single energy source – petroleum – has economic,
strategic, and environmental drawbacks. In addition, the security of energy
supply
infrastructure for critical missions at fixed installations is not always robust. The
Department needs to diversify its energy sources and protect access to energy
supplies to have a more assured supply of energy for military missions.
More Capability, Less Cost: Build Energy Security into the Future Force.
While the force’s energy requirements entail tactical, operational, and strategic
risks,
the Department’s institutions and processes for building future military forces do
not
systematically consider such risks and costs. The Department needs to integrate
operational energy considerations into the full range of planning and force
development activities.
.7 Discuss efforts at the unit level that have contributed to DoD’s Energy Strategy. [ref. c]
The Navy plans to purchase 200 thousand gallons of a 50/50 JP-5 and 700
thousand gallons of a 50/50 F-76 to sail a “Green Strike Group” domestically in
2012. This is a step toward the demonstration of a “Great Green Fleet” using
50/50 blends in 2016, which will require 3 million gallons of biofuels. The 2020
goal is to use alternative sources for half of all energy consumption afloat, which
will require 300 million gallons of biofuels. The Military Departments and DLAEnergy also are partnering with organizations such as the Commercial Aviation
Alternative Fuels Initiative, Air Transport Association, and American Society for
Testing and Materials International to promote the development, certification,
commercialization, and marketing of alternative fuels.
.8
Describe the common types of alternative energy sources. [ref. b]
Renewable energy
There are many DoD and Department of Energy (DoE) solar power
initiatives for use by individual deployed military personnel, and wind and
solar power for tent camp power generation. There are several emerging
containerized renewable energy generators based on photovoltaic, wind,
and power storage battery technologies. For example, the Ex FOB
initiative demonstrated containerized solar, wind, and battery units in
August 2010. These containerized solar and wind generators have the
potential to reduce fossil fuel consumption by up to 50 percent in base
camp electrical power generation which also contributes to significant
cost avoidance in the associated fuel transportation convoy
costs.
Fuel cells
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Advanced technologies such as fuel cell generators are projected to ftll a
lower power usage niche, with a maximum power output suitable for a 3
kilowatt (KW) generator.
Alternative fuels
Under the "Charter Joint Department of Defense Alternative Fuels
Initiative", DoD
components are coordinating several initiatives to develop alternative
fuels that can be used without modifying existing equipment. NECC's
TOAs include these primary categories of equipment that could use
alternative fuels:
• CESE
• Civil engineering end items (CEEI)
• Watercraft
• Unmanned material vehicles
NMCB Specific 201 Warfare Mission Area
201.1.1 State and discuss the NMCB mission. [ref. b]
The NMCB’s mission is to conduct expeditionary, temporary, or permanent
general engineering; limited combat
engineering; and construction missions in support of operations, including:
1. Battle damage repair
2. Construction and maintenance of advanced base facilities
3. Power generation and distribution
4. Vertical and horizontal construction
5. Water well drilling, distribution, and storage.
In times of emergency or disaster, the NMCB conducts FHA/DSCA/consequence
management operations, including contingency public works support. Refer to
appendix C for a list of tasks within the range of capabilities
of the NMCB.
.2 Define the Mobilization Process as it applies to an NMCB [ref. c]
Mobilization is the process whereby a nation makes the
transition form a normal state of peacetime preparedness to a
war-fighting posture. It involves the assembly, organization
and application of the nation’s resources for national
defense. The mobilization process encompasses all activities
necessary to systematically and selectively prepare for war.
This chapter provides a summary of actions and
responsibilities for the mobilization and deployment of NCF
units. Each topic is discussed in greater depth in its
related Chapter.
· NMPS process.
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· Release, De-preservation, and Shipment of Prepositioned
War Reserve Material Stock (PWRMS) and/or Final Title
stocks stored at either NCBC Gulfport, MS or Port
Hueneme, CA.
· Outfitting, Readying, and Training of NCF Personnel.
The general planning policies, concepts, and assumptions,
which we used in the development of these chapters, are as
follows:
· Unit Table of Allowance (TOA) equipment and material will
already be forward deployed (four TOAs at existing
deployment sites), are deployed aboard the MPF(E), or
will be deployed by air, rail, or sea from a supporting
NCBC.
· Unit personnel will deploy by air (except ship riders).
· Mobilized unit personnel will stay at NCBC Gulfport, MS
and Port Hueneme, CA, until scheduled to deploy.
Personnel will be mobilized as specified in the TPFDD
which are structured to provide adequate activation and
training time in order to deliver unit personnel for
deployment on the specified dates.
· All unit personnel going through NCBC Gulfport, MS and
Port Hueneme, CA, will receive initial outfitting of
selected individual combat and survivability gear from
the homeport NCR/PWRMS and will receive refresher
combat/survivability/unit training.
· Deployment scheduling will be as required by the OPLAN(s)
being executed.
· Depending on specific OPLAN requirements, selected
mobilizing unit personnel may be available to assist NCBC
Gulfport, MS and Port Hueneme, CA, in the de-preservation,
breakout, staging and shipment of TOA equipment/material
and in providing necessary personnel support functions.
Logistics Support Mobilization Plans (LSMPs) will address
whether or not selected mobilizing unit personnel (by
unit, rate, number, and time-frame) are required. Such
use shall not conflict with OPLAN deployment schedules or
with initial outfitting/refresher training.
· All essential services currently being provided to tenant
commands by NCBC Gulfport, MS and Port Hueneme, CA, will
continue at a level commensurate with the tenant
command's mobilization mission. New services will not be
provided unless pre-mobilization support agreements are
in place.
· All non-essential work will be deferred as required to
meet the mobilization peak workload. During a full
mobilization, NCBC Gulfport, MS and Port Hueneme, CA,
will activate their supporting Augments, Personnel
Mobilization Teams (PERSMOBTEAMS), and in mobilization
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mode will work two 10-hour shifts, 6 days per week.
.3
Discuss tasks priority codes and how they are applied to NMCB mobility tasks [ref. e]
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.4
Discuss battalion command and control within the Marine Air/Ground Task Force [ref. b]
A primary mission for the Seabees is to support the MAGTF. NWP 4-0M/MCWP
4-2, Naval Logistics, states that NCF units and Naval Facilities Engineering
Command (NAVFAC) resources conduct engineering operations in support of
Navy, Marine Corps, and joint forces. For example:
1. Seabees reinforce and augment Marine Corps engineer capabilities in
the MAGTF to support and sustain operations.
2. Seabees enhance the MAGTF’s ability to conduct civil-military
operations.
3. Seabees augment the MAGTF with other specialized capabilities not
resident in the MAGTF such as construction diving, water well drilling,
quality assurance representatives for construction contract support, and
public works functions at forward operating bases.
4. Amphibious construction battalions (PHIBCBs) contribute amphibious
construction support to an amphibious force conducting amphibious
operations.
.5
Discuss battalion command and control during joint operations in peacetime and wartime [ref. d]
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.6
Describe tactical construction [ref. a]
Perform limited construction above water that is directly
associated with underwater construction tasks.
201.1.7 Discuss in detail the three construction standards [ref. e]
Initial/Expedient Standard
Naval civil engineering forces apply the initial/expedient construction standard for
facilities construction in a tactical environment when response times are at a
premium for rapidly deploying engineering resources to limited support locations.
Naval civil engineering forces primarily use and tailor P-437 ABFC designs to
site-specific
locations that require austere facilities intended for immediate operational use.
Temporary Construction Standard
Naval civil engineering forces apply the temporary construction standard for
facilities construction when a location requires that it extend the efficiency of
operations for use for as long as 24 months and when the naval civil engineering
forces are required to provide sustained operations. When mission requirements
dictate, the temporary construction standard replaces the initial/expedient
construction standard. Naval civil engineering
forces conduct temporary-construction-standard readiness training through fleet
exercises to ensure proficiency in temporary construction missions, such as
knowing temporary construction standards for:
1. Building or modular systems and the ABFC standard design system
2. Expeditionary airfield construction
3. Electrical power generation and distribution systems
4. Fortifications
5. Forward arming and refueling points
6. Roads
7. Soil stabilization
8. Sewage disposal
9. Troop housing
10. Water storage and distribution.
Permanent Construction Standard
Naval civil engineering forces build permanent-construction-standard facilities for
HN, supporting stability and security operations for U.S. forces with increased
efficiency for long-term sustained operations. Naval civil engineering forces must
conform to either military, industrial, or commercial construction standards
chosen by the directing authority when constructing permanent facilities. Naval
civil engineering forces conduct permanent construction-standard readiness
training during peacetime deployments. They participate in fleet exercises and
conduct contributory support projects at commands to ensure proficiency in
permanent construction missions. Permanent-construction-standard training
includes instruction in the following areas:
1. Asphalt paving
2. Bridging, nonstandard
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3. Buildings
4. Concrete runways
5. Port facilities and navigational structures
6. Roads
7. Steel frame and block buildings
8. Steel structures
9. Utility distribution and storage systems.
.8
Describe the Seabees role in advanced base and camp construction [ref. c]
construct advance base facilities in support of the Navy, Marine Corps, and
other armed services engaged in military operations. NMCBs are rapidly
deployable, self-sustaining units with the exception of Class IV construction
materials that are provided by supported commander, and are capable of
performing vertical, horizontal and specialized construction.
NMCBs construct advance base facilities and are capable of defensive combat
operations, including fire support coordination, passive defensive measures,
convoy defensive tactics, and the ability to defend themselves and their project
sites against
personnel and light armor/infantry vehicles. Additional functional capabilities
include repair, maintenance, and capital improvement of shore facilities and lines
of
communication during contingency, emergency or disaster recovery operations.
.9
Discuss battalion operations during a peacetime deployment [ref. c]
The active NMCBs perform project construction (primarily for skills training
and readiness) in support of Fleet CINCs under the coordination and project
management of the NCBs. Deployed NMCBs also support Combatant CINCsponsored Joint Exercises and Deployment for Training (DFT) Programs, as
approved by the
Fleet CINCs. There are currently 12 reserve NMCBs. Once fully mobilized,
reserve NMCBs have the same contingency missions and required operational
capabilities as active NMCBs. Because of their rapid deployment, selfsustainment and self-defense capabilities, their task specific organizational
flexibility, and often, their geographic
proximity, NMCBs (both active and reserve) may be tasked with providing
emergency assistance, disaster recovery, or humanitarian relief support. Each
NMCB shall be capable of forming, employing, and exercising command and
control of independent detachments, teams or parties of up to 50 percent of the
NMCB in size as required in support of tailoring to meet assigned objectives.
Each Detachment shall be under the
command of an officer in charge (OIC). Additional detachments and smaller work
details may be required concurrently of the same NMCB.
.10
Discuss Seabees role in humanitarian operations [ref. a]
Deliver relief material.
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Provide emergency flooding/firefighting assistance.
Provide disaster assistance and evacuation.
Clear and repair utilities and facilities damaged by natural
disaster, fire, and civil disturbance; decontaminate CBR
effects.
Plan, direct, and coordinate disaster assistance and
evacuation.
Provide transportation for evacuees to designated safe
havens or onward processing centers.
.11
Discuss battalion Administrative Control (ADCON) and Operational Control (OPCON)
in homeport [ref. d]
.12
Discuss NMCB administrative control when forward deployed. [ref. d]
.13
Discuss NMCB operational control within the MAGTF and a Naval Construction
Regiment (NCR [ref. b]
terms of reference (TOR).
1. A mutual agreement under which a command, element, or unit exercises
authority or
undertakes specific missions or tasks relative to another
command, element, or unit.
2. The directive providing the legitimacy and authority to undertake a mission,
task, or
endeavor.
The TOR specifies that Seabees are typically OPCON to the MAGTF
commander with TACON delegated to subordinate commanders when attached,
unless otherwise specified in an order. Within the command, the MAGTF
commander may designate support command relationships between subordinate
units. MAGTF commanders,
when delegated, exercise the following command relationships:
1. Operational control
2. Tactical control.
3. Support
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