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2017 Marine Aviation Plan
"After fifteen years of emphasizing sustained operations ashore, the Marine Corps is refocusing on its naval and expeditionary roots and full-spectrum operations across the ROMO [range of military operations]. The Marine aviation portfolio continues to evolve as we address the challenges and trends of the current and future operational environment. Over the next five years, as Marine aviation continues with its modernization plan, the MAGTF's [Marine Air Ground Task Force] Aviation Combat Element will enter the heaviest years of aircraft transition in history. [...] We continue to develop and deploy our fleet of unmanned aircraft systems. The RQ-21 is being upgraded to provide additional sensor and platform capabilities, while deploying organically with Marine Expeditionary Units. The Marine Corps' Group 5 sea-baseable UAS-the Marine Unmanned Expeditionary (MUX)-has been formally approved by the Joint Requirements Oversight Council and will see major investment across the FYDP [Future Years Defense Program] in order to field this capability in the mid-2020s. Our expeditionary enablers are modernizing as well. We will introduce G/ATOR radars, replacing five of the Marine Corps legacy systems and providing a significant upgrade in capabilities. We will also field the Common Aviation Command and Control System (CAC2S) to better integrate aviation command and control functions."
United States. Marine Corps
2017
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Marine Corps Operating Concept: How an Expeditionary Force Operates in the 21st Century
"The purpose of the Marine Corps Operating Concept (MOC): 'How an Expeditionary Force Operates in the 21st Century' is twofold: Describe in broad terms how the Marine Corps will operate, fight, and win in 2025 and beyond; and shape our actions as we design and develop the capabilities and capacity of the future force. The MOC guides our collective efforts to ensure the Marine Corps' future readiness and relevancy. The Marine Corps, as an integral part of both the Naval force and the Combined/Joint force, must be a tailorable, flexible, and versatile force capable of responding to any crisis across the full range of military operations (ROMO). We must be a coherent and fully integrated 'Naval Force' that can contribute to deterrence, provide maritime security, perform sea control, and project power ashore to impose our will upon adversaries. We must be an 'Expeditionary Force' that is trained and equipped and able to operate in austere conditions and hostile environments. We must be an 'Agile Force' that can navigate the physical and cognitive dimensions of complex situations and seize the initiative. We must be a 'Lethal Force' with a 21st century approach to combined arms that integrates information warfare and seeks to destroy and defeat our enemies across five domains- air, land, sea, space, and cyberspace. Ultimately, we must continue to be a 'Winning Force.' As Marines have always done, when our Nation calls upon us, we must fight and win regardless of the dimension or domain. 'Victory is our legacy - in the past, now, and in the future.'"
United States. Marine Corps
2016-09
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2018 Marine Aviation Plan
"The 'Marine Aviation Plan' is an annual planning document, an iterative ten-year look at our plan to transition to new aircraft, keep legacy aircraft ready for combat, provide operational enablers and command and control, and build the healthy and effective maintenance base that makes this all happen. This document shows how we nest aviation missions and capabilities beneath the requirements in the MOC [Marine Corps Operating Concept], and how we will continue to evolve the force -people, machinery, systems and processes -to better support the ground and joint force. Headquarters Marine Corps Aviation lays out in the following pages how the aviation combat element will support the MAGTF [Marine Air Ground Task Force] over the next decade. This document shows how we will man, train and equip the force. We are ready to fight tonight, and we will be ready to fight tomorrow -in any clime and place."
United States. Marine Corps
2018
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Maritime Expeditionary Warfare Annual Report [2017]
"The 2017 Maritime Expeditionary Warfare Report complements the 'Marine Corps Operating Concept' and subordinate operating concepts. It is intended to provide a shared understanding of the value of maritime expeditionary warfare capabilities and seabasing operations in the current and future operating environments. This report focuses on the development and integration of maritime expeditionary warfare (seabasing) capabilities that enable Marines to operate with naval forces and fight at and from the sea. The United States is a maritime nation, and by law the Marine Corps is a naval force. Maritime expeditionary warfare capabilities enable the Navy-Marine Corps team to fully exploit the sea's maneuver space and generate sea control and expeditionary force power projection. The future operating environment requires the Navy-Marine Corps team be organized, trained, and equipped to assure access and influence in the littorals as our adversaries seek to employ new and different forms of warfare. Together with the Navy, the Marine Corps will continue to pursue the maritime expeditionary warfare capabilities and objectives that will enable the 5th Generation MAGTF [Marine Air-Ground Task Force] to operate efficiently and effectively with naval forces on land and at sea."
United States. Marine Corps
2017
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Bugs & Drugs: Chemi-Bio Terrorism & the U.S. Government
The U.S. Public is capable of assimilating the facts regarding the threat of chemical and biological terrorism; however, the United States Government (USG) has failed to systematically inform its populace about this threat to their security.
United States. Marine Corps
Anderson, William H.
2002-05
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United States Marine Corps Expeditionary Energy Strategy and Implementation Plan: 'Bases-to-Battlefield'
From the Document: "On 13 August 2009, the Commandant of the Marine Corps (CMC) declared energy a top priority for the USMC [United States Marine Corps] . On 1 October 2009, the CMC created the USMC Expeditionary Energy Office with the mission to 'analyze, develop, and direct the Marine Corps' energy strategy in order to optimize expeditionary capabilities across all warfighting functions.' [...] The USMC Expeditionary Energy Strategy is the Marine Corps framework that communicates the [Commandant of the Marine Corps] CMC's vision, mission, goals, and objectives for expeditionary and installations energy. The USMC Expeditionary Energy Strategy Implementation Planning Guidance included in Annex A sets the course to move the strategy from paper to reality. It identifies specific tasks and responsibilities, as well as timeframes for achievement. Taken together, these documents respond to CMC guidance to 'develop a plan to decrease the Marine Corps' dependence on fossil fuels in a deployed environment.' They also align the Marine Corps with guidance and mandates for operational and installation energy established by our civilian and military leadership. And finally, they provide the foundational guidance for energy investments and management across the Marine Corps from Bases to Battlefield."
United States. Marine Corps
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Talent Management 2030
From the Document: "Seven decades after its creation, the Marine Corps personnel system is overdue for a fundamental redesign. 'Our organization, processes, and approach to personnel and talent management are no longer suited to today's needs and incompatible with the objectives of Force Design 2030'. Transitioning to a talent management focus, and system, is required. Without profound improvements made at speed, the deficiencies in the current system will result in the failure of broader service modernization efforts. 'This report charts a new course for our personnel system' and is informed by a decade's worth of studies, books, reports, and academic articles on military personnel reform, in addition to the significant body of literature on organizational leadership and the science of management. Like our force design effort, the redesign of our personnel system is a work in progress. This report explains why it is necessary and details some of the initial steps we are taking to create the information age personnel system required to continue winning the Nation's battles."
United States. Marine Corps
2021-11
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Kill Or Get Killed: Riot Control, Techniques, Manhandling, and Close Combat, for Police and the Military
"This book was first conceived and published early in World War II. If it had not been for the type of conflict experienced, combined with the circumstances and opportunities of my own personal assignments, it would never have been written. Frequent armed conflict and mob violence since the end of World War II has brought about an increasing demand for a text on these very difficult subjects. This fifth edition represents a further effort to broaden the scope of the text to cover adequately the combat and mob control problems of the civilian law enforcement officer as well as the military. Weapons, tactics and strategy of modern warfare may be changing, but the age-old aspects of military and police individual combat and of mob control are still the same. Since the time of the caveman, techniques of personal combat have been in the process of evolution. There are many methods and systems of personal combat. The methods of teaching them are equally varied. Some are good, some bad, some practical, others nonpractical. This book does not, and could not, cover all methods. It is a compilation of the most practical methods known to the writer, methods that have been developed and used during and after World War II by our own police and military, those of our Allies and even our enemies. The soldier must be trained and indoctrinated in the offensive. Combat between armies is only won by offensive tactics."
United States. Marine Corps
Applegate, Rex
1991-09-26
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Combating Terrorism
"Terrorism is 'the unlawful use or threatened use of force or violence against individuals or property to coerce or intimidate governments or societies, often to achieve political, religious, or ideological objectives.' Terrorism is a criminal act that is symbolic in nature. Its intent is to influence an audience beyond that of the victim. The use of terror to accomplish a goal is not new. Violent acts, or threats of violence, have been used throughout history to intimidate individuals and governments into meeting terrorist's demands. Terrorism is cheap, low-risk, highly effective, and allows the weak to challenge the strong. Individuals or groups use terrorism to gain objectives beyond their inherent ability. Terrorism affords a weak nation an inexpensive form of warfare while stronger nations use terrorism to effect covert acts. Stronger nations use surrogates to employ terror while reducing their risk of retaliation and protecting their reputation. A nation is insulated from retaliation as long as its relationship with the terrorist remains unproven. Terrorism is employed throughout the spectrum of conflict to support political or military goals. Terrorists are an integral element in an insurgency and also play a major role in conventional warfare. Terrorists can disrupt economic functions, demonstrate a government's incompetence, eliminate opposition leaders, and elevate social anxiety. Terrorism's goal is to project uncertainty and instability in economic, social, and political arenas."
United States. Marine Corps
2002-11-27
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Flame, Riot Control Agents and Herbicide Operations
"The US has renounced first use of herbicides in war except under regulations applicable to domestic use or for control of vegetation within US bases and installations and around their immediate perimeters. The US has renounced the first use of RCAs in war. US forces will only use RCAs in war in defensive modes to save lives as approved by the President. In wartime, use of RCAs outside the war zone is authorized as prescribed for peacetime. For RCA and herbicide use, war is any period of armed conflict no matter how it may be characterized, including declared and undeclared war, counterinsurgency, and any other uses of armed forces in engagements between US military forces and foreign military or paramilitary forces. Armed conflict is conflict between states in which at least one party has resorted to the use of armed force to achieve its aims. It also may involve conflict between a state and uniformed or non-uniformed groups within that state, such as organized resistance groups. Commanders must recognize that, while the US does not consider herbicides and riot control agents to be chemical weapons, some other countries do not draw a distinction. Commanders must consider international ramifications and Rules of Engagement before recommending the use of herbicides or RCAs. The Secretary of the Army, as Executive Agent for the Department of Defense for civil disturbance operations, has issued instructions governing the use of RCAs in civil disturbances in the US, the Commonwealth of Puerto Rico, and US possessions and territories."
United States. Marine Corps
1996-08-19
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U.S. Marine Corps: Intelligence Department [website]
"The Intelligence Department is responsible for policy, plans, programming, budgets, and staff supervision of Intelligence and supporting activities within the United States Marine Corps. The Department supports the Commandant of the Marine Corps (CMC) in his role as a member of the Joint Chiefs of Staff (JCS), represents the service in Joint and Intelligence Community matters, and exercises supervision over the Marine Corps Intelligence Activity (MCIA). The Department has Service Staff responsibility for Geospatial Intelligence (GEOINT), Advanced Geospatial Intelligence (AGI), Signals Intelligence (SIGINT), Human Intelligence (HUMINT), Counterintelligence (CI), and ensures there is a single synchronized strategy for the development of the Marine Corps Intelligence, Surveillance, and Reconnaissance (ISR) Enterprise."
United States. Marine Corps
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Concept for Information Operations
Future Marine forces must remain capable of operating effectively across the full range of operations, against a myriad of potential adversaries. This revision of A Concept for Information Operations, again focuses on a 21st century information environment of unprecedented complexity, and seeks to identify the essential information operations activities that we must pursue to enable and enhance our war fighting functions of command and control, fires, maneuver, logistics, intelligence, and force protection. This concept is intended to promote discussion, and to serve as the catalyst for the process of research and experimentation through which new required operational capabilities will be developed. Future advances in information operations capabilities, in tandem with improvements in other war fighting areas, will be leveraged by our forward deployed commanders to enable the decisive actions envisioned by Expeditionary Maneuver Warfare.
United States. Marine Corps
2002-04-19
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United States Marine Corps (USMC) [website]
The Official U.S. Marine Corps (USMC) website is the portal to Marine life. Information on recruitment, units, careers, USMC News, etc. is offered in one website. Links are also provided for related information such as the Marine Corps University and Institute, History and Museums, and images.
United States. Marine Corps
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Marine Corps Strategy 21
"Marine Corps Strategy 21 is our axis of advance into the 21st century and focuses our efforts and resources toward a common objective. It is by design a broad axis, that will adapt to changes in the strategic environment. This strategy enables the Marine Corps to build upon its foundations of heritage, innovation, and excellence to move beyond the objective and succeed on tomorrows battlefields. Marine Corps Strategy 21 provides the vision, goals, and aims to support the development of future combat capabilities. It provides our strategic guidance to the active and reserve Marines, sailors, and civilian personnel who will make Americas Marines, win our Nations battles, and create quality citizens by optimizing the Corps operating forces, support and sustainment base, and unique capabilities; and capitalizing on innovation, experimentation, and technology."
United States. Marine Corps
1999-06
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MARFOR Katrina Staff Lessons Learned
This PowerPoint presentation presents "preliminary after action from USMC participation in Hurricane Katrina relief operations." Key recommendations and specific lessons learned are outlined, including summaries and recommendations of individual section experiences. Louisiana, Mississippi, and Texas are the main states affected in this presentation. Name changes in Headquarters and Task forces contributed to problems with accountability and responsibility.
United States. Marine Corps
2005-09
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Countering Irregular Threats: A Comprehensive Approach
"Failed and failing states that harbor transnational terrorists, foment insurgencies against friendly governments or promote irregular warfare against our allies present problems whose resolution is critical to our national well-being. However, the history of the last hundreds years demonstrates that we cannot reasonably expect to solve these problems by military action alone. […]. People hungry for release from tyranny, poverty, and despair are susceptible to manipulation by the unscrupulous and the ideological fanatic, who combine age-old strategies of insurgency and subversion with technological savvy and rapid global access to information to make themselves into information age enemies. This requires military and civilian agencies of the U.S. Government to join together in the strongest interagency partnership to help the local people and their governments relieve the immediate crisis, reduce existing internal contradictions and move toward a condition that will preserve them against further trouble. Only this kind of holistic response can help a state quell the violence and chaos that provide fresh opportunities for those who would exploit a people's frustration in order to threaten the United States."
United States. Marine Corps
2006
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Tentative Manual for Countering Irregular Threats: An Updated Approach to Counterinsurgency
"The nature of war in the twenty-first century is the same as it has been since ancient times, a violent clash of interests between or among organized groups characterized by the use of military force.1 War, as an aspect of politics, extends beyond the winning of battles and campaigns. Winning battles is a means to the end but does not solely drive the outcome in war. In war, the achievement of strategic objectives includes military action considered in concert with other elements of power and influence. The term irregular is used in the broad, inclusive sense to refer to all types of non-conventional methods of violence employed to counter the traditional capabilities of an opponent. Irregular threats include acts of a military, political, psychological, and economic nature, conducted by both indigenous actors and non-state actors for the purpose of eliminating or weakening the authority of a local government or influencing an outside power, and using primarily asymmetric methods. Included in this broad category are the activities of insurgents, guerrillas, terrorists, and similar irregular groups and organizations that operate in and from the numerous weakened and failed states that exist today. The U.S. military has not yet relinquished its conventional view of war that was based on conceptual thinking that originated immediately following WWII. Today's military forces have mastered the thought process required to design and execute a conventional combat campaign, but have not focused substantial attention on developing the capabilities that contribute to the defeat of irregular threats."
United States. Marine Corps
2006-06-07
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Social Corps: The U.S.M.C. Social Media Principles
"Throughout the Marine Corps' history, people have discussed, debated and embraced the United States Marine Corps [U.S.M.C] and our Marines. These discussions continue today through online conversations and social networks. The Corps recognizes the importance of participating in these conversations and has a basic set of social media principles to help empower Marines and our community to participate in the discussion as better communicators and improved representatives of our Corps. The Marine Corps must continuously innovate to communicate in media-intensive environments, to remain the nation's force in readiness. This mission is based on the Marine Corps Vision and Strategy 2025 and the public affairs tasks outlined in the Marine Corps Service Campaign Plan for 2009-2015. While building and launching a social media program or accessing a favorite social media site can sometimes be fast, easy, and inexpensive. Existing rules for public affairs as well as personal conduct still apply. The Marine Corps encourages Marines to explore and engage in social media communities at a level they feel comfortable with. The best advice is to approach online communication in the same way we communicate in person -- by using sound judgment and common sense, adhering to the Marine Corps' core values of honor, courage and commitment, following established policy, and abiding by the Uniform Code of Military Justice (UCMJ). The social media principles provided in this handbook are intended to outline how our core values should be demonstrated, to guide Marines through the use of social media whether personally involved or when acting on behalf of the Marine Corps."
United States. Marine Corps
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Marine Corps Vision & Strategy 2025
"The purpose of the vision and strategy document is to inform all Marines where we intend to take our Corps, to give combatant commanders a concept of how we might best be employed, and to provide our civilian leadership a reference point as to how we see Marine Corps contributions to national defense in the coming years and decades. This document is grounded in the Marine Corps' identity, ethos, values, and competencies. It serves as the principal strategic planning document for our Corps and reflects our legislated roles, functions, and composition. Derived from strategic guidance at the national and departmental levels, it illustrates our utility and value within the joint warfighting community. The vision section describes a Marine Corps adapting to fulfill our role in the Nation's defense in an inherently unpredictable future. It is founded on our enduring characteristics and capabilities, but also reflects shifts in posture and practice designed to enhance today's Corps for tomorrow's challenges. The strategy section lays out a strategy statement as well as a set of institutional objectives to realize the vision and meet the challenges of the 21st century. Our Service capstone concept and supporting operating concepts will flow from the vision and strategy, as will the more detailed plans of the deputy commandants and subordinate commanders. The development of these plans will be directed by the Implementation Planning Guidance which will be published in subsequent documents."
United States. Marine Corps
2008
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36th Commandant of the Marine Corps: Commandant's Planning Guidance
"My initial planning guidance is intended to outline how we will set the conditions to fight and win against future enemies. I expect all Marines to read and discuss this document. The information provided within will serve to guide senior leaders, but it is important that all Marines regardless of rank or assignment understand what is important to the institution, where the Corps is headed, and are prepared to provide feedback when appropriate. This guidance will be implemented in a manner consistent with our culture and warfighting doctrine. Senior leaders will provide the resources necessary to accomplish the mission and ensure that subordinates at all levels understand the intent, policies, and priorities. As a rule, subordinate leaders will receive mission orders and the responsibility for their execution."
United States. Marine Corps
2015
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Fragmentary Order 4 (Implementation) to Marine Corps Force Integration Campaign Plan
From Background and History: "On 24 January 2013, the SECDEF [Secretary of Defense] rescinded the 1994 Direct Ground Combat Definition and Assignment Rule (DGCDAR) that excluded women from assignment to specialties and units whose primary mission was to engage in direct combat on the ground. The SECDEF directed that the Services integrate women into newly opened positions and units as expeditiously as possible, but no later than 1 January 2016. He allowed the Services to research the impact of integration to inform successful policy implementation and offered the Service Chiefs an opportunity to request an exception to the policy (ETP) if research suggested an ETP was warranted. The SECDEF further directed that any ETP recommendation be narrowly tailored and based on a rigorous analysis of the data regarding the knowledge, skills, and abilities needed for the ground combat arms specialty and/or unit. The Marine Corps developed the Marine Corps Force Integration Campaign Plan (MCFIP) to support the SECDEF's guidance to better understand all aspects of gender integration, inform Commandant of the Marine Corps (CMC) recommendations, and set the conditions for successful policy implementation."
United States. Marine Corps
2015-12
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Exercise Balikatan 2012 Technology Insertion: Quick Look Report
"This Quicklook Report provides short descriptions and initial impressions of sixteen humanitarian assistance/disaster relief related technologies introduced in Exercise Balikatan 12 as part of the ongoing experimentation engagement and partnership between the United States Marine Corps Forces, Pacific (MARFORPAC) Experimentation Center (MEC) and the Armed Forces of the Philippines (AFP) National Development Support Command (NADESCOM). This document provides feedback and observations gathered by the MEC, and does not necessarily represent the formal position of the Marine Corps or the Department of the Navy. [...] As part of the US Pacific Command (PACOM) Science and Technology (S&T) Theater Campaign Strategy, MARFORPAC Experimentation Center (MEC) was designated executive agent for S&T engagement with the Armed Forces of the Philippines (AFP). In 2011, the MEC established a partnership with the AFP National Development Support Command (NADESCOM) to develop and conduct experiments that test technologies of mutual interest. During Exercise BK 12, sixteen HA/DR-related technologies, in a number of focus areas, were tested by US personnel and their Philippine counterparts."
United States. Marine Corps
2012-05-15
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Individual's Guide for Understanding and Surviving Terrorism
This reference publication gives an overview of terrorism, explains antiterrorism individual protective measures, and what to do if taken hostage.
MCRP 3-02E supersedes Fleet Marine Force Reference Publication (FMFRP) 7-14A, The Individual's Guide for Understanding and Surviving Terrorism, dated 31 October 1989, and FMFRP 7-37, Vehicle Bomb Search, dated 30 April 1990.
United States. Marine Corps
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35th Commandant of the Marine Corps: Commandant's Planning Guidance
"The pages that follow provide my guidance and priorities for the Marine Corps. In them I speak of who we are, where we will operate, what we will do, and where we are headed. Each of you -- from Private to General, Civilian Marines, Families and those who support our Corps -- will contribute to our success. Whether fighting at sea or ashore, Marines have been guided by honor, courage and commitment. These core values have been the compass for every Marine's service throughout our rich history. Superior leadership, hard training, and a willingness to sacrifice have forged our Corps into one of the most capable fighting forces the world has ever known. Our Marine Corps has remained true to these values for 235 years … and so it will during my service as your Commandant."
United States. Marine Corps
2010
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United States Marine Corps Fort Hood Follow-On Internal Review (IR) Final Report
"As directed by the Secretary of Defense (SECDEF) Memorandum dated 29 January, 2010, 'Follow-On Action on the Findings and Recommendations of the Department of Defense (DOD) Independent Review Related to the Fort Hood Incident,' the Marine Corps conducted an Internal Review to assess our organization's ability below the headquarters level to identify internal threats and force protection and emergency response programs, policies and procedures. [...] For the Final Review, the Marine Corps recommends approval of 47 recommendations and partial approval of 6 recommendations." This document includes: "(1) Internal Review Rough Order Magnitude (ROM) Resource Implementation Impact Analysis; (2) Interim Report 'Quick Wins'; (3) Final Report 'Friction Points'; [and] (4) Shaping the Internal Review."
United States. Marine Corps
2010-05-26
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U.S. Marine Corps S & T Strategic Plan: Leading Edge Technology for the Marines of Tomorrow [2009]
This report discusses developments and needs of the Marine Corps Science & Technology (S&T) enterprise. From the text: "The Marine Corps Science and Technology Strategic Plan establishes the priorities and provides direction for investments in science and technology needed to enable our future Marine Corps."
United States. Marine Corps
2009-07
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Marine Corps Installations and Logistics Roadmap 2013
"The Marine Corps' ability to rapidly generate combat power, deploy, and operate across the full Range of Military Operations (ROMO) is always influenced by logistics. Combat operations in Afghanistan and Iraq have showcased the innovative, resilient, and adaptive nature of Marine Corps logisticians and the capabilities of our installations. Today's Marine and Civilian Marine logisticians bring a wealth of experience to our community, enabling us to better prepare for future threats in a resource constrained operating environment. As we look to the next twenty-five years, we will build upon the lessons of the past and develop logisticians and installations experts who can support and sustain Marines in every clime and place, against any foe, for any mission. We will accomplish this by focusing on our most important resource, Marines and their families. Our Logistics community includes all logisticians and installations experts, Marine and Civilian Marine, serving across the Marine Corps, Joint, and Interagency communities."
United States. Marine Corps
2013
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Expeditionary Force 21: Forward and Ready: Now and in the Future
As "Seapower 21" is to the Navy, "Expeditionary Force 21" is to the U.S. Marine Corps. This document represents the Marine Corps' transformation plan in an effort to make it more flexible and agile to effectively meet future task orders. From the Foreword by General James E. Amos: "The American people will surely continue to expect -- and the world will count on -- Marines to be the leading edge of humanitarian relief and disaster recovery operations. Expeditionary Force 21 is our vision for designing and developing the force that will continue to fulfill these responsibilities. But it is more than a vision -- it is also an actionable plan and a disciplined process to shape and guide our capability and capacity decisions while respecting our country's very real need to regain budgetary discipline. True to our expeditionary ethos, we will work with a clear-eyed view of what will be asked of us and seek only what we believe is necessary. Nimble by organizational design and adaptive by culture, we will rely on open-mindedness and creativity and make the best of what we have. Through Expeditionary Force 21 we will chart a course over the next 10 years to field a Marine Corps that will be: 'the right force in the right place at the right time.'"
United States. Marine Corps
2014-03-04
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2012 Marine Corps Science & Technology Strategic Plan: Leading Edge Technology for the Marines of Tomorrow
The purpose of this strategic plan is to "provide the combat developer's strategic guidance for the Marine Corps Science & Technology (S&T) enterprise. This plan focuses Marine Corps S&T efforts to pursue S&T initiatives and support experimentation of concept-based capabilities in accordance with the vision set forth in reference (a) and through the Expeditionary Force Development System (EFDS) described in reference (b)."
United States. Marine Corps
2012-01-17
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Safety Corner [July 31, 2007]
"This issue of the Safety Corner highlights running and heat related safety tips."
United States. Marine Corps
2007-07-31
