Aviation Supply Officer

You are the junior aviation supply officer learning the difference between the naval aviation supply chain and the general supply system — and discovering that the AVDLR pipeline, the NALCOMIS inventory module, and the supply effectiveness metric are not things the pipeline briefed you on with adequate intensity.

You arrive at a Marine Aviation Logistics Squadron (MALS) or a squadron supply department with a commission, a Basic Supply Officer course (or equivalent pipeline training), and a conceptual introduction to NAVSUP P-485 that will spend the next eighteen months being replaced by practical experience. Your work is NALCOMIS inventory management, AVDLR (Aviation Depot Level Repairable) induction processing, requisition status tracking, COSAL (Coordinated Shipboard Allowance List) verification, and supply effectiveness metric reporting. You brief the supply officer on high-priority TNMCS (Total Not Mission Capable due to Supply) parts status, you coordinate with the maintenance department's production control on priority work orders that are waiting on parts, and you manage the day-to-day inventory discrepancy and stock record accuracy in your assigned section. Aviation supply is not general supply — the part that grounds an F/A-18 at 0400 on a Thursday does not wait for a Monday morning requisition cycle, and the maintenance officer is already calling.

• 01Navigate NALCOMIS AIS (Aviation Information System) and the Naval Aviation Logistics Command Management Information System supply module to check requisition status, induction status, and inventory levels — verbal updates from the stockroom are not the answer the maintenance officer needs at the morning brief.
• 02Process an AVDLR induction correctly — condemn document, condition tag, turn-in receipt, follow-on requisition — under NAVSUP P-485 and the applicable Naval Ordnance Safety and Security Activity (NOSSA) procedures for controlled items.
• 03Verify COSAL adequacy for your assigned section — identify items with zero allowance that are generating frequent TNMCS, escalate allowance change proposals through the appropriate ACC channel.
• 04Execute an Aviation 3M (Maintenance and Material Management) inventory accurately — physical count against record, document every discrepancy, process gain/loss adjustments through the supply record, and close the inventory within the required timeframe.
• 05Brief the supply officer on TNMCS status and ESD (Estimated Ship Date) for high-priority requisitions — accurate, sourced from NALCOMIS and the supply status card, not from memory.
• 06Coordinate with the maintenance department production control watch on priority parts requirements — understand the maintenance priority system (MPC) coding and apply it to requisitions correctly so high-priority aircraft needs are not lost in the standard requisition queue.

• —NAVSUP Publication P-485 — Naval Supply Procedures Volume I: the governing manual for every aviation supply transaction, AVDLR management, COSAL procedure, and supply record requirement in a Marine aviation supply context.
• —COMNAVAIRFORINST 4790.2 — NAMP, Chapter 7 (Supply Support): the maintenance program's requirements for the supply interface — TNMCS reporting, AVDLR turn-around, and the supply effectiveness metric the NAMP defines.
• —NAVAIRINST 4790.14 series — NALCOMIS policy: the AIS module documentation and policy guidance that defines how supply records are created, maintained, and audited.
• —NAVSUP WSS (Weapon Systems Support) and NEXCOM aviation supply policy instructions applicable to the aircraft type in your MALS inventory.
• —MCO P4400.150 — Marine Corps Supply Chain Management: the Marine Corps supply policy framework that sits above the naval aviation supply instructions.
• —MCO 6100.13 — Marine Corps Physical Fitness: PFT and CFT standard; the MALS ramp and warehouse are physical environments and the standard applies.

• —Basic Supply Officer course complete (or equivalent pipeline training) before first report-aboard — the NAVSUP P-485 framework and NALCOMIS proficiency are prerequisites for functional effectiveness.
• —NALCOMIS AIS supply module proficiency to independent brief level within 60 days of reporting — the supply officer cannot supervise a junior officer who cannot independently query the system.
• —Supply effectiveness metric at or above the squadron or MALS standard for the assigned section — supply effectiveness is the primary quantitative metric the 6602 career is evaluated against, starting from the first billet.
• —Zero unresolved inventory discrepancies older than 30 days at the quarterly Aviation 3M inventory — aging discrepancies are the audit finding most frequently cited in MALS formal inspection findings.
• —PFT and CFT at 1st-Class per MCO 6100.13 within the first 90 days of reporting.

• —Requisitioning a part without applying the correct MPC (Maintenance Priority Code). A priority-1 aircraft that needs a grounding-discrepancy part coded as a routine requisition waits in line behind lower-priority needs — and the maintenance officer finds out when the aircraft is still down three days later.
• —Processing an AVDLR induction without the complete documentation package. A turn-in received without a condemn document or missing a controlled item receipt creates a supply record discrepancy that the QA representative finds during the next Aviation 3M inventory — and traces back to the processing date and the processing officer.
• —Using verbal TNMCS status updates in the morning brief instead of NALCOMIS-sourced ESD data. Verbal updates from the stockroom attendant are optimistic; NALCOMIS ESD data is sourced from the requisition record and the DLA/NAVSUP WSS supply chain status.
• —Failing to escalate a zero-allowance COSAL item that is generating repeat TNMCS events. A part the aircraft needs that the COSAL says you do not need to stock should be an allowance change proposal within 30 days of the second TNMCS event — not an ongoing manual requisition the maintenance officer watches age.
• —Treating the Aviation 3M inventory as a administrative event rather than a reconciliation. Physical count discrepancies discovered during a formal inspection rather than during the periodic inventory are findings attributed to the most recent inventory cycle's certifying officer.

The good 6602 lieutenant is the one the maintenance production control watch calls directly when a TNMCS part is approaching 72 hours — because she already knows the ESD, the alternative source, and whether the cannibalization authorization is warranted, and the brief she gives the MOO at 0600 is NALCOMIS-sourced and right the first time. Her supply effectiveness metric is above the MALS standard at the 90-day review, and the supply officer is already bringing her into the AVDLR performance brief with the MAG maintenance officer.

You are the MALS supply officer or the squadron supply officer — the 6602 career's defining billet at the company grade level. The supply effectiveness metric, the AVDLR turn-around time, and the TNMCS aging picture for an entire Marine Aircraft Group run through your department.

As the MALS supply officer you are responsible for the entire aviation supply chain supporting the MAG — AVDLR induction and return, COSAL management across all aircraft types, NALCOMIS supply record accuracy, supply effectiveness reporting, and the Navy Integrated Logistics Support (NILS) programs that connect your MALS to NAVSUP WSS, DLA, and the contractor logistics support (CLS) activities for some aircraft types. Your daily work is the MALS supply brief — TNMCS aging analysis, AVDLR induction status, supply effectiveness trend, COSAL adequacy flags — to the MALS commanding officer. You interface with the MAG maintenance officer on priority parts, with the ACC (Aircraft Controlling Custodian) on COSAL change proposals, and with the wing supply officer on aggregated readiness data. You write FitReps on the supply warrant officers and senior NCOs in your department. The MALS supply officer billet is the 6602 career's KD equivalent at captain — the tour that the field-grade boards read as the primary measure of supply-chain execution competence.

• 01Build and brief the MALS supply readiness brief — supply effectiveness percentage by aircraft type, AVDLR induction and return metrics, TNMCS aging analysis, COSAL adequacy flags — to the MALS CO and the MAG maintenance officer at a standard they can brief the wing maintenance officer from.
• 02Manage the MALS AVDLR program — induction rate, turn-around time, NRFI (Not Ready For Issue) disposition, condemn authority, and escalation to NAVSUP WSS when inductions age beyond standard.
• 03Coordinate COSAL allowance change proposals through the applicable ACC — identify zero-allowance items generating TNMCS, build the usage data package, and submit the allowance change request through NAVSUP WSS.
• 04Interface with DLA Aviation (Defense Logistics Agency) and NAVSUP WSS on priority requisitions, contract delivery order status, and parts-sharing authorities for aging TNMCS items.
• 05Write FitReps on supply warrant officers and senior NCOs per MCO 1610.7 — the relative-value ranking on the supply chief shapes the MALS's access to the supply community's most competent senior enlisted.
• 06Execute and certify the Aviation 3M inventory within the MALS — physical count accuracy, record reconciliation, gain/loss documentation — and brief the MALS CO on the results before the formal inspection cycle.

• —NAVSUP P-485 — Naval Supply Procedures Volume I: the governing manual you now execute at department head level and brief to the MALS commanding officer, the MAG commander, and the wing maintenance officer.
• —COMNAVAIRFORINST 4790.2 — NAMP Chapter 7: supply effectiveness standards, TNMCS reporting requirements, AVDLR management responsibilities at organizational and intermediate maintenance levels.
• —NAVAIRINST 4790.14 / NALCOMIS AIS policy: MALS-level supply module management, AVDLR subsystem, and the audit trail that the Wing Maintenance Inspection reads.
• —NAVSUP WSS and DLA Aviation contracting and priority system documentation — the technical publications that define how you escalate within the supply chain when standard requisition channels fail.
• —MCO 1610.7 — Performance Evaluation System: FitRep mechanics and relative-value ranking for a mixed officer/warrant officer/SNCO population.
• —MCO 1400.32 — Marine Corps Promotion Manual: Maj board mechanics and the KD billet read — the MALS supply officer billet is the signal the Maj board looks for in the 6602 community.

• —MALS supply officer or squadron supply officer billet completed — 18-24 months as the department head accountable for aviation supply chain performance across the MAG.
• —Supply effectiveness percentage at or above the wing baseline for the aircraft types in the MAG inventory — the wing supply officer publishes comparative metrics monthly.
• —AVDLR turn-around time at or above the wing and type-wing standard — aging AVDLR inductions are the most visible metric the MALS CO briefs to the MAG commander.
• —Aviation 3M inventory certified with no unresolved discrepancies older than 30 days at the end of the tour — the formal inspection finding most frequently cited in MALS supply department reviews.
• —Maj board cleared — the first genuinely competitive selection in the 6602 career; pull current MMPB release for actual selection rates before drawing conclusions.

• —Allowing AVDLR inductions to age without escalating to NAVSUP WSS and the ACC. The wing supply officer tracks induction aging by MALS and by aircraft type; when the MALS CO asks why a specific AVDLR item has been in the induction queue for 90 days without an escalation action, the supply officer's calendar is the first document examined.
• —Briefing supply effectiveness from manually maintained tracking sheets instead of NALCOMIS. The Wing Maintenance Inspection reads the NALCOMIS supply record, not the department's spreadsheet — when the two differ, the formal finding goes against the NALCOMIS record, not against the department's narrative.
• —Treating COSAL allowance change proposals as optional. A zero-allowance item that has generated three TNMCS events in 90 days without an ACR (Allowance Change Request) in process is a documented supply management gap at the next formal inspection.
• —Under-rating the supply chief on the FitRep relative-value stack because the professional relationship is comfortable. The supply community is small; the supply chief who should be at the top of the stack but is rated middle-of-pack because the captain avoided the hard conversation is a talent-management failure the wing supply officer eventually identifies.
• —Failing to brief the MALS CO on supply effectiveness trend before it becomes a formal metric finding. The CO should not learn that supply effectiveness fell below the wing baseline from the wing maintenance officer's brief — she should have learned it from the supply officer's brief three weeks earlier.

The good 6602 captain is the MALS supply officer the wing supply officer calls when a MAG-wide AVDLR shortage needs a supply chain advocate who understands DLA Aviation's priority requisition process, the ACC's COSAL change authority, and the NALCOMIS induction queue well enough to build the parts recovery plan in real time. Her supply effectiveness metric is above the wing baseline for the second consecutive quarter, her Aviation 3M inventory has no discrepancies older than 30 days, and the MALS CO's FitRep reads "top block; ready for field-grade supply billet" — with a specific example of the AVDLR escalation that recovered three aircraft from TNMCS status in a 72-hour window.

You are the major in the wing supply chain — the MAG supply officer, the wing supply staff officer, or the NAVSUP WSS liaison whose MALS supply officer tour is now the data set the field-grade boards read. Aviation supply chain management at field grade is a policy and resource coordination function, not a NALCOMIS query session.

As a Marine aviation major in the 6602 community you are working at MAG, wing, or headquarters level — MAG Supply Officer, wing supply staff officer, NAVSUP WSS or DLA Aviation liaison, HQMC aviation logistics staff, or a joint logistics billet. The MAG Supply Officer role is the most direct extension of the MALS supply officer: you manage supply effectiveness reporting across all squadrons and MALS units within the MAG, you coordinate AVDLR performance across the type wing, you interface with the ACC and NAVSUP WSS on systemic COSAL and induction issues, and you brief the MAG commander on the supply readiness picture. At wing level or higher the work shifts toward policy, inspection oversight, and PPBE advocacy — MALS manning requirements, NALCOMIS infrastructure funding, AVDLR repair program advocacy. Your FitRep stack at field grade is small and the relative-value competition is tight; the LtCol board reads the MAG or wing commander's FitRep from this billet as the field-grade signal for the 6602 community.

• 01Build and brief the MAG-level supply readiness brief — supply effectiveness by aircraft type and by MALS section, AVDLR induction and return metrics across all squadrons, COSAL adequacy trend analysis — to the MAG commander and the wing supply officer.
• 02Conduct MALS supply department compliance assistance visits — NALCOMIS audit, AVDLR documentation package review, Aviation 3M inventory reconciliation — and produce actionable findings before the formal Wing Maintenance Inspection identifies them.
• 03Coordinate COSAL change proposals for multiple aircraft types through the applicable ACCs and NAVSUP WSS — build the usage data packages, track the allowance change requests, and brief the status to the wing supply officer.
• 04Interface with DLA Aviation, NAVSUP WSS, and contractor logistics support (CLS) activities on systemic supply chain issues affecting MAG readiness — backorder analysis, contract delivery order delays, priority system anomalies.
• 05Write field-grade FitReps on MALS supply officers and warrant officers per MCO 1610.7 — the relative-value ranking shapes the LtCol community pipeline for the 6602 specialty.
• 06Develop MAG-level supply inspection preparation plans that align with the Wing Maintenance Inspection schedule and the formal supply compliance review cycle.

• —NAVSUP P-485 — Naval Supply Procedures: at field grade you are the compliance inspector and the policy interpreter, not the transaction processor — know every chapter well enough to conduct a formal supply compliance review.
• —COMNAVAIRFORINST 4790.2 — NAMP Chapter 7: the maintenance program's supply requirements from the field-grade perspective — supply effectiveness standards, TNMCS thresholds, and the supply-side inputs to the MAG readiness brief.
• —NAVSUP WSS and DLA Aviation policy and priority system documentation: the enterprise supply chain framework that determines what the MALS can requisition and how fast.
• —MCWP 3-20 series — Marine Aviation: the operational doctrine framing that connects aviation supply chain performance to MAGTF aviation capability.
• —MCO 1610.7 — Performance Evaluation System: field-grade FitRep mechanics and relative-value ranking.
• —MCO 1400.32 — Marine Corps Promotion Manual: LtCol board mechanics, IPZ/BZ/AZ mathematics, and the 6602 community's career-gate milestones.

• —MAG Supply Officer or equivalent field-grade billet as primary assignment — the career-development assignment at O-4 that the LtCol board reads.
• —Command and Staff College completion — resident or non-resident; PME at field grade is a basic expectation.
• —MAG supply effectiveness metric at or above the wing baseline — the wing supply officer publishes comparisons and the MAG commander's name is next to the number.
• —Zero formal supply inspection findings attributable to systemic MAG-level policy failures during the tour.
• —Maj board cleared — pull current MMPB release for actual selection rates.

• —Running the MAG supply brief from self-reported MALS data without NALCOMIS validation. MALS supply departments under readiness pressure sometimes report supply effectiveness from favorable coding; the MAG supply officer who validates against NALCOMIS before the brief prevents inaccurate readiness data from reaching the wing.
• —Treating the supply compliance assistance visit as a relationship-maintenance call. A CAV that produces a detailed findings report and a recovery plan is the one the wing supply officer remembers at FitRep time; a CAV that produces a summary conversation is just a site visit.
• —Failing to escalate systemic COSAL deficiencies through the ACC and NAVSUP WSS. A recurring zero-allowance TNMCS pattern that has not generated a COSAL change request is a documented supply management gap — and the field-grade supply officer who identified it but did not escalate it owns the documentation.
• —Under-rating MALS supply officers in the FitRep relative-value stack because differentiation is professionally uncomfortable. The 6602 community is small; the LtCol board reads the MAG supply officer's ranking stack as the most honest signal available for the captain population.
• —Leaving AVDLR aging analysis to the individual MALS supply officers without synthesizing the MAG-level trend. The MAG supply officer sees the aggregate picture no MALS supply officer can see alone — when the aggregate trend is moving against the wing baseline, the analysis and escalation belong at the MAG level.

The good 6602 major is the MAG supply officer whose NALCOMIS-validated supply brief arrives at the wing supply officer's desk before the wing supply officer asks for it — because he synthesized the MALS-level data, identified the COSAL deficiency driving the TNMCS trend, and already has the ACC escalation package drafted. His MAG supply effectiveness is above the wing baseline, his MALS supply officer FitRep stack has genuine differentiation, and the wing commander knows his name from the readiness brief that was right before anyone had to ask a follow-up question.

You are the lieutenant colonel running the MALS supply function as commanding officer or the wing supply officer managing aggregate supply chain performance across an entire Marine Aircraft Wing. The MALS CO tour is the 6602 community's command equivalent; the wing supply officer billet is its policy authority.

At lieutenant colonel grade the 6602 officer is either the MALS commanding officer (accountable for the entire intermediate maintenance and supply function of the MAG), the wing supply officer (managing supply chain performance across all squadrons and MALS units in the MAW), or serving in a senior HQMC or NAVSUP logistics billet. The MALS CO role is described more fully under 6002; from the 6602 perspective the MALS CO is the supply chain authority for all AVDLR management, COSAL oversight, supply effectiveness reporting, and the Aviation 3M inventory certification for the MAG. The wing supply officer role is the aggregated version of the MALS supply officer function: supply effectiveness across all aircraft types and all MALS units in the wing, AVDLR trend analysis at wing scope, COSAL adequacy advocacy with the type wing and NAVSUP WSS, and the supply input to the wing maintenance readiness brief. You write FitReps on the MALS supply officers and warrant officers across the MAG, manage the wing supply compliance inspection schedule, and interface with NAVSUP and DLA Aviation at the enterprise level on systemic issues affecting the MAW.

• 01Build and deliver the wing-level supply readiness brief — supply effectiveness by aircraft type and MALS, AVDLR performance trend, COSAL adequacy status, priority TNMCS analysis — to the wing commander at a standard that translates directly into the MARFORPAC readiness brief.
• 02Manage the formal supply compliance inspection cycle for all subordinate MALS units — pre-inspection Aviation 3M audits, NALCOMIS record reviews, AVDLR documentation package validation — and produce findings the MALS COs can act on before the Wing Maintenance Inspection.
• 03Interface with NAVSUP WSS, DLA Aviation, and the applicable ACC on systemic supply chain issues affecting wing readiness — backorder patterns, COSAL deficiency trends, AVDLR repair funding gaps.
• 04Write command or senior-billet FitReps on MALS supply officers and warrant officers across the MAG per MCO 1610.7 — the relative-value ranking shapes the colonel community pipeline for the 6602 specialty.
• 05Develop wing-level PPBE inputs for aviation supply chain sustainment — AVDLR repair funding, COSAL modernization, NALCOMIS infrastructure — that the wing commander can defend in the MARFOR programming process.
• 06Mentor the MAG supply officer population — provide guidance on MALS supply practices, AVDLR escalation, and the supply effectiveness metrics the colonel board will read.

• —NAVSUP P-485 — Naval Supply Procedures: at LtCol grade you are the policy authority and the senior compliance inspector for the wing supply function.
• —COMNAVAIRFORINST 4790.2 — NAMP Chapter 7: supply support requirements at wing and MARFOR scope.
• —NAVSUP WSS and DLA Aviation enterprise policy: the supply chain framework above the MALS level that the wing supply officer interfaces with directly.
• —MCWP 3-20 — Marine Aviation: the operational doctrine framing that connects wing-level supply chain performance to MAGTF readiness.
• —MCO 1610.7 — Performance Evaluation System at command and senior billet scope.
• —MCO 1400.32 — Marine Corps Promotion Manual: colonel board mechanics and the 6602 community's career-gate milestones at LtCol grade.

• —Wing supply officer or MALS commanding officer billet completed — the career-defining assignment at O-5 grade.
• —MAW supply effectiveness at or above the MARFOR baseline — the type wing desk publishes comparisons across all MAWs.
• —Zero formal Wing Maintenance Inspection supply findings attributable to systemic wing-level policy failures.
• —Senior School (Command and Staff College or equivalent) complete — required for colonel board consideration.
• —Colonel board cleared — pull current MMPB release for actual selection rates.

• —Allowing wing supply effectiveness to drift below the MARFOR baseline without a recovery plan briefed to the wing commander before the MARFORPAC readiness brief captures the trend. The wing commander should not learn about a supply effectiveness degradation from the MARFOR staff.
• —Treating the MALS supply compliance inspection as a periodic event rather than a continuous posture. MALS supply departments under operational pressure compress the Aviation 3M inventory and defer AVDLR documentation; the wing supply officer who catches this during a CAV prevents the Wing Maintenance Inspection finding.
• —Failing to synthesize the AVDLR aging trend across all MALS units into a wing-level escalation to NAVSUP WSS. Individual MALS supply officers escalate to their ACC; the wing supply officer escalates the aggregate pattern that no individual MALS can see from its own data.
• —Under-differentiating the MALS supply officer FitRep stack at LtCol grade. The colonel board reads the wing supply officer's relative-value ranking as the most authoritative signal for the 6602 captain population — a compressed stack is a talent management failure.
• —Ignoring PPBE advocacy for AVDLR repair funding because the timeline is long and the result is uncertain. Aviation supply chain sustainment funding fights are multi-year; the wing supply officer who builds the case over multiple programming cycles wins it more often than the one who discovers the gap in a budget year.

The good 6602 lieutenant colonel is the wing supply officer whose AVDLR trend analysis identified a systemic COSAL deficiency across three MALS units six months before it became a MAW-level supply effectiveness finding — and whose escalation to NAVSUP WSS was already generating a COSAL change request before the type wing desk asked for one. His wing supply effectiveness is above the MARFOR baseline, his MALS supply officer FitRep stack is genuinely differentiated, and the wing commander's FitRep reads "ready for senior logistics command" — not "competent supply officer" which means nothing at the colonel board.

You are the colonel in the aviation logistics chain — the MARFOR aviation logistics staff officer, the HQMC aviation supply policy authority, or the senior NAVSUP liaison whose expertise bridges the naval aviation supply enterprise and Marine Corps operational requirements.

At colonel grade a 6602 officer is working at MARFOR aviation staff, HQMC (DC Aviation or Installations and Logistics), NAVSUP WSS, or a joint logistics billet. The work is supply chain policy, PPBE advocacy, formal inspection authority, and talent management for the 6602 community's captain and major population. You interface with NAVSUP WSS and DLA Aviation at the enterprise level on the AVDLR repair funding, COSAL management, and supply effectiveness standards that define what the naval aviation supply system is willing to sustain. You brief MARFOR commanders and HQMC on aviation supply chain readiness in terms that translate to PPBE inputs and Congressional budget justification language. You write senior FitReps on wing supply officers and MALS COs, shaping the LtCol and colonel community pipeline for a full promotion cycle. The colonel board has already cleared; BGen screening is now the only remaining competitive event and the MARFOR or HQMC senior rater FitRep is the document that gets read.

• 01Brief MARFORPAC, MARFORCOM, and HQMC on aviation supply chain readiness in terms that connect supply effectiveness metrics and AVDLR performance to operational availability and MAGTF capability.
• 02Advocate in the PPBE process for AVDLR repair funding, COSAL modernization, and NALCOMIS infrastructure requirements — translating technical supply chain requirements into the programmatic language the MARFOR staff and the OSD budget reviewers use.
• 03Shape naval aviation supply chain policy through NAVSUP WSS and DLA Aviation engagement — AVDLR repair program standards, COSAL allowance policy, supply effectiveness metric definitions.
• 04Manage the formal aviation supply inspection and compliance program for the MARFOR or HQMC area of responsibility — inspection scheduling, findings management, and systemic corrective action tracking.
• 05Write senior FitReps on wing supply officers and MALS COs per MCO 1610.7 — the relative-value ranking at colonel grade shapes the 6602 community's LtCol and colonel pipeline.
• 06Represent Marine Corps aviation supply requirements in joint logistics forums — interoperability standards, shared supply chain infrastructure, and coalition logistics arrangements.

• —NAVSUP P-485 and NAVSUP WSS enterprise policy: at colonel grade you are shaping the policy, not implementing it.
• —COMNAVAIRFORINST 4790.2 — NAMP supply chapters: the formal inspection authority framework at MARFOR and HQMC level.
• —DoD Financial Management Regulation (FMR) and PPBE process documentation: the budget process you are defending aviation supply chain funding within.
• —MCWP 3-20 series — Marine Aviation: the operational doctrine framing for translating supply chain readiness into MAGTF capability.
• —CJCSI 3401.01 / DRRS-N: the joint readiness reporting framework that aviation supply chain performance feeds.
• —MCO 1400.32 — Marine Corps Promotion Manual at the BGen screening tier.

• —Senior aviation logistics billet at MARFOR or HQMC completed as primary assignment at O-6.
• —Marine aviation supply chain readiness metrics at or above the DoD aviation supply standard for the Marine Corps account.
• —War College or equivalent senior PME complete — non-negotiable for BGen screening.
• —BGen screening eligible — the most competitive selection event in the 6602 career.
• —No formal supply chain policy failures attributed to the officer's policy portfolio during the tour.

• —Losing the technical depth that makes the 6602 colonel's PPBE advocacy credible. A colonel who can no longer explain AVDLR turn-around time mechanics or COSAL allowance change request procedures to a NAVSUP WSS program manager loses the technical credibility that justifies having a supply-background officer in the policy seat.
• —Treating the MARFOR aviation supply brief as a routine data aggregation task. MARFOR readiness briefs feed the DRRS-N inputs the combatant command reads; supply effectiveness data that is accurate at the MALS level but miscoded at the wing level degrades the DRRS-N readiness picture before it reaches the combatant commander.
• —Under-differentiating the wing supply officer and MALS CO FitRep stack at colonel grade. The BGen screening board reads the colonel-grade endorsement as the most authoritative signal for the 6602 community; a compressed stack at this level communicates a talent-management failure.
• —Failing to engage NAVSUP WSS on systemic AVDLR repair funding gaps until they produce wing-level readiness degradation. Enterprise supply chain advocacy that waits for a readiness event arrives too late in the budget cycle to recover the funding.
• —Treating joint logistics forums as attendance obligations. Marine aviation supply requirements in joint forums are represented by the officers who arrive with prepared positions; absence cedes the argument to service advocates whose requirements compete with Marine Corps needs for the same AVDLR repair capacity.

The good 6602 colonel is the MARFOR aviation supply staff officer whose PPBE submission for AVDLR repair funding arrives at the HQMC budget office with the NAVSUP WSS cost analysis attached, the operational impact translated into sortie availability rates, and the multi-year trend data that makes the case without requiring the budget reviewer to request a follow-up brief. His wing supply effectiveness metrics are above the MARFOR baseline and improving. The BGen screening board reads his senior rater FitRep and sees a supply chain officer who managed the naval aviation logistics enterprise at the policy level — not a competent logistics manager who executed programs other people designed.

You are the general officer whose aviation logistics background informs decisions about Marine Corps aviation sustainment, AVDLR program funding, and the long-term viability of the naval aviation supply enterprise that every Marine aviation squadron depends on.

General officers with a 6602 background serve in MAW command, MARFOR aviation staff positions, HQMC Installations and Logistics or DC Aviation, NAVSUP WSS senior leadership, and joint logistics positions at the combatant command and OSD level. The supply effectiveness metrics you managed at MALS and wing level are now data points in the aviation readiness briefings you give to the Commandant, to SECNAV, and to Congressional committees during aviation sustainment budget defense cycles. PPBE advocacy for AVDLR repair funding, COSAL modernization programs, and NALCOMIS infrastructure reaches its policy expression here. You are also the most senior voice in the 6602 community's talent management pipeline — your endorsements on the colonel and LtCol promotion and screening boards shape the community for a decade. The naval aviation supply chain that keeps Marine aircraft flying depends on a senior officer community that understands both the technical constraints and the strategic budget environment well enough to advocate for the resources that sustain it.

• 01Brief aviation supply chain readiness to HQMC, SECNAV, and Congressional staffs in terms that connect AVDLR performance and supply effectiveness to operational availability and MAGTF capability — technical accuracy must survive translation to the policy level.
• 02Advocate in the PPBE process for AVDLR repair funding, COSAL modernization, and aviation supply chain infrastructure against competing priorities in a constrained defense topline.
• 03Shape naval aviation supply chain policy through NAVSUP, DLA, and OSD-level engagement — AVDLR repair program standards, supply effectiveness metric definitions, and the interoperability requirements that affect allied and joint aviation operations.
• 04Manage the 6602 talent pipeline — endorse BGen screening nominations, shape colonel and LtCol selection board inputs, and ensure the community's best officers are in the billets the aviation enterprise needs.
• 05Interface with NAVAIR program executives on the sustainment logistics aspects of aviation acquisition programs — AVDLR provisioning, COSAL initial outfitting, and contractor logistics support (CLS) arrangements that affect long-term supply chain performance.
• 06Represent Marine Corps aviation logistics requirements in joint and allied logistics forums — interoperability standards, shared supply chain infrastructure, and coalition aviation sustainment arrangements.

• —NAVSUP P-485 and NAVSUP WSS enterprise policy at the executive level.
• —MCWP 3-20 series — Marine Aviation: the doctrinal foundation for translating supply chain readiness into MAGTF capability.
• —DoD FMR and PPBE documentation: the budget process for defending aviation supply chain funding.
• —CJCSI 3401.01 / DRRS-N: the joint readiness reporting framework.
• —Congressional Budget Justification documents for the Marine Corps aviation sustainment account.
• —MCO 1400.32 — Marine Corps Promotion Manual at the MajGen and LtGen screening tier.

• —General officer selection — the most competitive selection event in the 6602 career; a small fraction of colonels with distinguished portfolios.
• —Senior Service School and strategic PME complete as prerequisite for BGen billet assignment.
• —Senate confirmation for BGen and above.
• —Sustained aviation supply chain readiness metrics across the career portfolio.
• —AVDLR program funding and COSAL adequacy maintained above DoD aviation supply baseline for the Marine Corps account during the officer's policy portfolio.

• —Losing the technical grounding that makes the 6602 general officer's PPBE advocacy credible. A general officer who cannot explain AVDLR turn-around time mechanics or COSAL allowance change procedures to a NAVSUP WSS program manager loses the technical differential that justifies having a supply-background officer in a senior advocacy role.
• —Treating Congressional aviation sustainment budget briefings as a data-delivery function rather than an advocacy function. Aviation supply chain funding competes with other DoD priorities in a constrained environment; the 6602 general officer who cannot translate AVDLR performance data into sortie availability rates and operational readiness impact loses the argument to better-prepared advocates.
• —Under-endorsing 6602 colonels for BGen screening because the relationships are comfortable and differentiation is hard. The community is small; an undifferentiated endorsement package from a general officer communicates a talent management failure the BGen screening board notes.
• —Ignoring NAVSUP WSS and DLA Aviation engagement in the years between PPBE cycles. Enterprise supply chain advocacy is a multi-year relationship investment; the general officer who engages only during budget season arrives without the relationship capital that moves AVDLR repair funding.
• —Failing to translate the naval aviation supply chain framework into the policy language the OSD staff and Congressional budget offices use. Supply chain performance that cannot be explained in terms of operational impact does not survive the budget process — and the 6602 general officer's job is to ensure it does.

The good 6602 general officer is the one the Commandant calls when the SECNAV needs someone who can explain why the AVDLR repair funding line in the Marine Corps aviation sustainment account is the most operationally consequential line in the budget — and who can do it in four minutes without losing the technical accuracy that makes the argument defensible under Congressional staff questioning. His career supply chain record is visible in the readiness metrics and the AVDLR performance data from every command he influenced. The 6602 community he leaves behind has a clear talent pipeline, a PPBE position that reflects the real cost of sustained aviation supply readiness, and a NAVSUP WSS relationship that converts enterprise policy into squadron-level parts availability.