From Fire to Glory

Combat Logistics Regiment 15 (Forward) (CLR–15 (Fwd) was a task-organized unit comprised of Marines and sailors from CLR–17, CLR–15, 3d Marine Logistics Group (3d MLG), and 4th Marine Logistics Group. The unit deployed to Afghanistan in support of Operation ENDURING FREEDOM 10.1 from March to September 2010, in a general support MAGTF support battalion role. This unit was comprised of over 1,200 Marines, sailors, and civilians dedicated to providing exceptional intermediate maintenance, supply, transportation, and health service support to warfighters throughout Helmand Province.
   
The Marines and sailors of CLR–15 (Fwd) served with distinction and enjoyed many operational successes during a challenging deployment to Afghanistan. However, the most enduring memory for most was the night of 16 May 2010, when a massive fire ripped through the supply management unit (SMU). This tragic night had the real potential to severely impact combat operations and degrade critical support to the forward deployed warfighter. There was much at stake. Through the subsequent days and weeks after the fire, the Marines performed in a heroic fashion. Through the superlative efforts of a special group of Marines, a catastrophic night was turned into a defining moment for the entire unit as they came together to ensure that there would be no operational impact. The story of how they rebuilt the SMU and continued to execute their other assigned missions provides valuable lessons learned for every Marine logistician.
   
Reflecting on the accomplishments of the Marines and sailors of CLR–15 (Fwd) during their deployment to Afghanistan, the following tenets stand out: remain calm, partnerships, principles of support, Marines are amazing, and leadership. These are the concepts that enabled CLR–15 (Fwd) to accomplish all assigned missions, rebuild the SMU, and earn the Marine Corps’ Logistics Unit of the Year Award for 2010.
    
Their deployment coincided with the transition from a MEB to a MEF (Fwd). As the MAGTF evolved, it was essential to establish the requisite general support capabilities to ensure uninterrupted support. CLR–15 (Fwd) assumed the mission from Combat Logistics Company 252 and quickly established the necessary infrastructure to operate as a general support battalion. To meet their objectives, a unit action plan was developed as depicted in Figure 1.

Figure 1.

They stepped off smartly to execute these tasks. There were many associated challenges, but nothing that would compare with the night of 16 May 2010. The focus of the entire deployment quickly changed and took a direction that no one could have imagined. As the fire raged through the SMU and a sandstorm blew in, the fire was out of control and the potential for the fuel farm to go up was intense. There were many Marines who performed courageously, whether it was fighting the fire, driving forklifts into the flames to pull out critical items, or using bulldozers to push containers. In the end, there was little that could be done, and the fire burned through the night and continued for several days.

The damage was immense, and the dollar value of destroyed equipment and inventory was incomprehensible. There was no time to think about what might happen to key leaders or who would be held responsible; there was only time to think about what was required next. The answer to that question was crystal clear; they were going to rebuild the SMU better than what it was before. This is where the story of CLR–15 (Fwd) truly begins.

Stay calm. After dealing with the initial shock of what took place, the Marines quickly turned to key leaders of the command who met in the early morning hours and quickly developed a plan. With no sleep, the Marines were brought together to explain the way ahead. Everyone was in disbelief. As the leadership talked to the Marines, they said, “We are not in panic mode; we are in make it happen mode. We are going to rebuild the SMU better than what it was before. Let’s get to work.”
   
It would have been easy to panic, but a leader’s job is to bring order to chaos and calm to panic. The unit knew what had to be done, and everyone immediately stepped off to make it happen. As BGen Charles L. Hudson, the Commanding General, 1st MLG, was briefed early that morning on the recovery plan, he immediately took the same approach and carved out the operational space to let the Marines work with as few distractions as possible. As the calls offerring “assistance” poured in, they just steadily executed. In retrospect, it would have been very easy to allow emotions to drive their actions, but in the long run it would have been detrimental. Remaining calm during times of crisis is paramount to success.
   
Partnerships. Unequivocally, the effort to rebuild the SMU was not only that of CLR–15 (Fwd) alone. Every support entity was involved and engaged to include various Army units. The Defense Logistics Agency, Marine Corps Systems Command, Marine Corps Logistics Command, Marine Forces Central Command, and U.S. Transportation Command, to name a few, were part of the action. The MLG staff and the MEF (Fwd) staff all took actions to assist; however, the most notable help was from the supported units and their understanding that the command needed a little time to get back on its feet. The collaboration that took place between all of these entities was a true testament to the partnerships and the relationships that were developed prior to the deployment and during the initial stages of the operation prior to the fire. Without the help from everyone involved, the successful recovery from the SMU fire would never have taken place. Within 96 hours, they were issuing gear again and rebuilding the inventory. The relationships forged prior to a crisis, will be the determining factor in your ability to successfully navigate and overcome difficult challenges. You cannot do it alone.
   
Principles of support. As a general support combat logistics battalion, CLR–15 (Fwd) supported every unit in the I MEF (Fwd) area of operations (AO) with intermediate maintenance, supply, transportation, and health service support. Marines and sailors were spread across the AO at most forward operating bases (FOBs). Maintenance support teams were dispatched that traversed across the battlefield providing critical maintenance support. The unit established maintenance and supply detachments at FOBs Edinburgh and Nolay as well as reinforcing FOB Dwyer and Combat Outpost Payne. Furthermore, they executed combat logistics patrols and recovery missions across Helmand Province. As these diverse missions were completed, it was imperative that the focus always remained on the “supported unit” and the forward deployed warfighter. To help everyone do this and create a positive environment of support, the “Five Rs of Support” were developed as the command’s rallying cry.

For support units, it is easy to lose sight and focus on yourself and even start to think that you are “good.” It is important to remember that you are not as good as you think, and what is more important is what your supported units think about your performance. To help ensure that CLR–15 (Fwd) never lost sight of this important approach across the entire command, the Five Rs of Support, as depicted in Figure 2, were very effective.
   
Marines are amazing. A night of confusion quickly turned into a period of time that most will be proud of for the rest of their lives. Marines overcame tremendous obstacles, worked nonstop, took the initiative, and came up with innovative solutions to the most complex problems. The Marines performed in a superlative manner to quickly restore and rebuild the SMU. Although the physical impact was immense, the operational impact was negligible. Furthermore, there was no noticeable decline in equipment readiness across I MEF (Fwd). Without a doubt, these tremendous accomplishments were directly attributable to the amazing Marines of CLR–15 (Fwd). Never underestimate what your Marines can do. They are the best our Nation has to offer, and they will exceed all of your expectations.
   
To further demonstrate the tremendous accomplishments of the CLR–15 (Fwd) team, the following additional highlights are provided over the course of their deployment:
   
Improved the accountability, velocity, and distribution of equipment received at the initial issue point. Over 5,000 individual items were issued, valued at well over $500 million.
   
With a 40 percent increase in supply demands, the requisition objective fill rate was increased from 76 percent to 92 percent through a focused inventory management strategy. Additionally, a combat essential code 5/6 fill rate was established to focus the inventory on MAGTF readiness.
   
Days in shop for equipment undergoing maintenance was reduced from 25 days to 14 days. Over 8,500 equipment repair orders were opened and 7,800 were closed.

  
Successfully executed over 150 combat logistic patrols, delivered over 3,282 twenty-foot equivalent units (TEUs), and backhauled over 1,000 TEUs.
   
Received a 94 percent on the MAGTF materiel accountability assessment team.
   
Reduced customer wait time by 38 days.
   
Increased MAGTF readiness from 92 percent to 95 percent.
   
Employed the mobile trauma bay in support of 1st Light Armored Reconnaissance Battalion and in clearance operations with 3d Battalion, 1st Marines.
   
Established a fixed interrogator network through the use of portable deployment kits to establish in-transit visibility across the AO.

Whether repairing a critical vehicle, transporting important material, supplying vital equipment, providing escort security, or saving lives, CLR–15 (Fwd) paved the way for 1st MLG (Fwd) in support of OEF. The bottom line is that the Marines and sailors improved the readiness of I MEF (Fwd), brilliantly responded to unit demands, reliably performed all missions, undeniably demonstrated resilience, and firmly established indispensable relationships to enhance the ability of units participating in combat operations.
   
Leadership. After the initial effort to restore the SMU and continue to meet the intense operational requirements, the Marines began to tire. The stellar leadership exhibited across the command inspired the Marines and motivated them to persevere. The Marines may not have been the best supply technicians or maintenance mechanics; they simply were the best Marines and were, first and foremost, exceptional leaders. In most cases, there is no doubt that Marines will accomplish the mission. Marines will find a way to get it done. The emphasis to the Marines was that they were going to succeed and that it was more important how they lead, how they support, and how they go about serving every day. Leadership matters and was the difference. Figure 3 depicts how CLR–15 (Fwd) attempted to lead, support, and serve while deployed to Afghanistan in support of OEF.

CLR–15 (Fwd) was definitely far from perfect, but it did have a highly successful deployment. After returning to Camp Pendleton, it was learned that the command had won the Marine Corps’ Logistics Unit of the Year Award for 2010. Unfortunately, most of the task-organized unit personnel had returned to their parent commands, and the camaraderie that was formed during a tough deployment had dissipated. The ceremony was nice, but it was nothing compared with the honor of serving with such a fine group. Today, when most think of CLR–15 (Fwd), the thoughts focus on the night of the fire and the amazing Marines who overcame unimaginable obstacles to ensure uninterrupted support to the forward deployed warfighter.

There are three key questions that ring loud within CLR–15 (Fwd):
   
    Do you miss Afghanistan? “No.”
    Do you miss the mission? “Yes, because there is nothing more rewarding or challenging than supporting a Marine forward deployed taking it to the enemy.”
    Do you miss the Marines and sailors? “More than you will ever know. More than you will ever know.”

These are the answers that most Marines of CLR–15 (Fwd) would loudly proclaim.