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1833E6

Assault Amphibious Vehicle / Amphibious Combat Vehicle Crewmember

E-6 (Staff Sergeant) · Marines

E1–E3E-4E-5E-6E-7E8–E9
HEADS UP

Staff Sergeant 1833 is the platoon sergeant rank — four to six vehicles, twelve to eighteen crewmembers, and the responsibility of delivering an infantry platoon from ship to shore through an ocean that does not care about your plan. The GySgt selection board reads your FitReps, your platoon's vehicle readiness, and your operational record during the pre-deployment evaluation. The AAV-to-ACV transition management at the platoon level defines whether your platoon can deploy.

The Honest MOS Read
Staff Sergeant in the 1833 community is the platoon sergeant — the senior NCO of an assault amphibian platoon. You run the platoon's enlisted side: training, maintenance, qualifications, evaluations, and the daily coordination between your vehicles and the infantry platoon you support. Four to six vehicles, twelve to eighteen crewmembers, and every track commander in the platoon is your responsibility to develop, evaluate, and either promote or counsel. You brief the platoon leader — usually a young lieutenant who has spent most of his career in the schoolhouse and may never have been in the surf in a 30-ton vehicle — on what the platoon can actually do in the conditions you are facing. The lieutenant plans the mission using doctrine; you tell him what the vehicles can actually do in the surf conditions, the sea state, the weather, and with the crews you have. This relationship — the experienced SSgt advising the inexperienced lieutenant — is one of the most consequential partnerships in the Marine Corps, and in the 18XX community it is literally about keeping Marines alive in the water. You cover his blind spots without publicly correcting him. You push back honestly in the COC with the door closed. You walk out aligned. The FitRep writing is now a significant part of the job. You write fitness reports on three to four Sgt track commanders under MCO 1610.7 — observed operational performance, maintenance results, crew development, the honesty of their PMCS reporting, and their judgment in the surf zone. The FitReps you write on your track commanders shape whether they get selected for SSgt. The FitReps written on you shape whether you get selected for GySgt. One weak cycle moves the GySgt timeline by years. The platoon's vehicle readiness rate is your number. The company commander sees it every week. The battalion maintenance officer builds the deployment readiness case on your numbers. Honest reporting is the load-bearing requirement — inflated readiness numbers break the plan at the worst possible time, and in a community where vehicles operate in the ocean, a vehicle that reports up but is not actually mission-capable is a drowning hazard. The AAV-to-ACV transition at the platoon level is your management problem. If the battalion is fielding the ACV while still operating the AAV, you are running parallel training timelines — some crews on the legacy platform, some on the new platform — and maintaining readiness on both without losing either. The crew certifications, the maintenance procedures, the waterborne operations protocols — all different between the two platforms. The good SSgt platoon sergeant manages the transition deliberately; the bad SSgt lets crews drift between platforms without structured training. The Career Course is behind you or in progress. The GySgt company-gunny billet is the next career target. The SSgt-to-GySgt board reads your full record, and in a community as small as the 18XX field — three active battalions — every GySgt candidate is known by name. The SgtMaj at the battalion level knows your platoon's performance because he can read the readiness slide and walk the vehicle park himself.
Career Arc
  • 01SSgt promotion via centralized SNCO selection board under MCO 1400.32.
  • 02Platoon sergeant assumption — own the platoon's vehicles, crews, and readiness.
  • 03Career Course completion or in progress.
  • 04FitRep writing on three to four Sgt track commanders.
  • 05MEU deployment as the platoon sergeant — the leadership test.
  • 06GySgt centralized selection board — paper-record review for the company gunny billet.
  • 07B-billet window if not yet complete — DI, MSG, recruiter, AA School instructor.
Common Screwups
  • ×Letting a track commander take a vehicle into surf you would not take it into yourself. The platoon sergeant who defers to the timeline over the conditions owns the mishap investigation.
  • ×Allowing vehicle readiness reporting to be optimistic. The maintenance officer builds the deployment readiness case on your numbers — inflated numbers break the plan at the worst possible time.
  • ×Writing FitReps as wish lists instead of evaluations. The reporting senior remembers the SSgt who inflated, and the GySgt board reads the pattern.
  • ×NJP / DUI / fraternization / integrity issues — terminal for GySgt board competitiveness in a small community where every candidate is known by name.
  • ×Hiding platoon problems from the company gunny to protect the platoon's reputation. The company gunny finds out — usually from the lieutenant, in the worst possible meeting.

A Day in the Life

  • 0500Wake. Phone check — overnight issues. Marine in trouble? Vehicle emergency? 1stSgt call? You are the SNCO the platoon runs through.
  • 0530PT formation. You report platoon accountability to the company gunny or the 1stSgt. Your track commanders report to you.
  • 0545-0700Unit PT. You run with the platoon — set the pace, monitor the track commanders' performance, check on Marines who were flagged from the last sensing session. The platoon sergeant who does PT with the platoon is the platoon sergeant the Marines respect.
  • 0700-0830Hygiene, chow, change into utilities. Walk the vehicle park before morning formation — check vehicle status, note any overnight changes, identify maintenance priorities.
  • 0830Morning formation. You brief the platoon after the company commander and 1stSgt. Track commanders brief their crews. You walk the vehicle park during the morning to verify PMCS is being conducted properly.
  • 0900-1130Work day. Supervise platoon training — if vehicles are in the water, you are overseeing the swim from the control craft or the lead vehicle. If it is a maintenance day, you are walking the vehicles with the track commanders and verifying readiness reports. Coordinate with the infantry platoon leader on upcoming exercises.
  • 1130-1300Chow. Eat with the company's SNCOs — the company gunny, the other platoon sergeants. Conversation is readiness rates, the next exercise, and the track commanders' development.
  • 1300-1500Afternoon work. FitRep drafting on your Sgts. Counseling sessions. Readiness reporting to the company gunny. Coordination with the maintenance section on deadlined vehicles. If the MEU PTP workup is underway, exercise preparation consumes the afternoon.
  • 1500-1630Final formation. Company-level release. You brief your track commanders on tomorrow's plan. Vehicle status confirmed. Sensitive items counted.
  • 1630-1800Stay 30-60 minutes after release for the company gunny coordination — AAR on the day, prep for tomorrow, readiness issues.
  • 1800-2000Personal time. Family time if married. Career Course coursework, gym, post-service planning if approaching the decision window.
  • 2000-2200After-hours coordination. Track commander calls about a crew issue. Marine-in-crisis intervention. The platoon sergeant's phone is always on.
  • 2200Lights out.
  • Ship-to-shore exercise / MEU deploymentYou are in the control craft or the lead vehicle, overseeing the platoon's waterborne operation. Every surf-zone entry by every vehicle in your platoon is your responsibility. The pre-deployment evaluation grades the platoon — and you are the proximate cause of the platoon's grade.

Weekly Cadence

The Mon-Fri rhythm at SSgt platoon sergeant runs on the company training calendar and the platoon's readiness posture. Monday is the heaviest coordination day — the company gunny puts out the week's training schedule, you translate it into platoon-level tasking, and you brief the track commanders on priorities. Tuesday through Thursday is training execution: you observe the track commanders running their crews, you coordinate with the infantry platoon on combined events, and you walk the vehicles to verify readiness. Friday is typically the battalion or company-level event and the release. The week's second rhythm is the maintenance program. Daily PMCS by the crews, weekly readiness reporting to the company, monthly maintenance metrics to the battalion maintenance officer. If a vehicle goes on deadline mid-week, the parts requisition and repair coordination become the priority. The platoon sergeant who lets deadlines stack without chasing parts is the platoon sergeant whose readiness rate drops below the battalion standard. The week's third rhythm is the NCO development and administrative load. FitRep input cycles on your track commanders, Pro/Con mark counseling, formal counseling when needed, career development conversations with Sgts approaching the SSgt board. The company gunny pushes company-level administrative requirements down to you; you translate them into platoon-level action. During the MEU PTP workup, the garrison rhythm collapses entirely. The week becomes exercise preparation, the exercise (ship-to-shore operations with the Navy ARG, typically 1-3 weeks afloat), maintenance recovery, AAR, and the next exercise. The platoon sergeant's week during PTP is the most demanding period of the tour because every swim exercise is graded, every vehicle's performance is tracked, and every track commander's judgment is evaluated.

Key Skills — How to Drill Each

  1. 01
    Build a platoon training plan that takes the crews from garrison to deployment-ready — T&R-aligned, resource-bid, coordinated with the company and the embarked infantry.
    The training plan runs against the NAVMC 3500 (18XX T&R Manual) collective tasks for the platoon. Build it 90-120 days out from the pre-deployment evaluation — progressive waterborne training (calm water, moderate surf, heavy surf), crew-level to platoon-level collective tasks, combined training with the supported infantry platoon, and maintenance recovery windows. Resource-bid the ammunition, the range time, the amphibious ship availability, and the beach training area schedule through the battalion S-3 and the operations officer. The training plan that survives contact with the battalion schedule is the training plan that gets the platoon through the evaluation.
  2. 02
    Write FitReps on Sgt track commanders that the reporting senior can defend — observed operational performance, maintenance results, crew development.
    Three to four Sgt FitReps per cycle. Each one is a track commander story told in observed-behavior terms. Name the exercise, name the surf conditions, name the maintenance result. 'Sgt X commanded the lead vehicle through 5-foot surf during the battalion's pre-deployment evaluation with zero operator errors, maintained a 95% vehicle readiness rate across the rated period, and developed one Cpl into a SSgt-board-competitive track commander.' The reporting senior who reads that narrative can defend it at the battalion FitRep review. The reporting senior who reads generic superlatives cannot.
  3. 03
    Advise the platoon leader on vehicle capabilities, surf-zone limitations, and ship-to-shore planning realities.
    The lieutenant plans the mission from doctrine; you tell him what the vehicles can do in reality. Surf-zone limitations by platform (AAV vs. ACV), sea-state limitations, the current vehicle readiness rate, crew proficiency levels, and the waterborne risk assessment — all of it feeds the platoon leader's plan. Brief honestly. If the conditions are marginal, say so. If the vehicles cannot support the timeline, say so. The lieutenant who makes the call based on accurate information makes better calls. The platoon sergeant who lets the lieutenant believe the vehicles can do more than they can owns the mishap that follows.
  4. 04
    Run the platoon's maintenance program — vehicle readiness rates, deadline status, parts requisitions, coordination with the battalion maintenance officer.
    Vehicle readiness is your number. Track each vehicle's status daily. Know which vehicles are mission-capable, which are deadlined, which are degraded. Report the actual numbers — not the numbers you wish they were. The maintenance officer builds the battalion readiness brief on your reports. When a vehicle goes on deadline, push the parts requisition through the supply chain immediately and track the order. The platoon sergeant who lets a vehicle sit on deadline for three weeks because the parts order was not followed up is the platoon sergeant whose readiness rate drops below the battalion standard.
  5. 05
    Manage the AAV-to-ACV transition at the platoon level — crew certification, maintenance program transition, training timeline.
    If the battalion is fielding the ACV while operating the AAV, your platoon is running two maintenance programs, two training progressions, and two sets of waterborne procedures simultaneously. Build a transition matrix: which crews are certified on which platform, what training events are needed for cross-qualification, when the platoon can realistically be ACV-only. The institutional knowledge from the AAV — surf-zone judgment, waterborne maintenance patterns, crew emergency procedures — has to transfer to the ACV crews deliberately. The transition that happens by accident loses institutional knowledge.
  6. 06
    Run a casualty or serious-incident response at the platoon level — waterborne mishaps in this MOS can involve drowning.
    The 18XX community has experienced drowning incidents in training. The platoon sergeant who runs a waterborne mishap response does not wing it. Know the casualty response procedures — notification chain, evidence preservation, crew isolation for statements, MEDEVAC coordination, family notification through the casualty assistance program. Brief the response procedures to the track commanders before every waterborne exercise. The response procedures exist because they have been needed.

Manuals & References — What Chapters Matter

  • NAVMC 3500 (18XX T&R Manual) — platoon-level collective standards.
    The T&R Manual governs the platoon's collective training progression. At SSgt you are building the platoon training plan against the platoon-level collective tasks. Know the evaluation criteria for the pre-deployment assessment and build backward from the standard.
  • MCWP 3-33 — Ship-to-Shore Movement.
    You are planning and executing ship-to-shore operations at the platoon level now. The doctrine covers the platoon's role in the landing force, the coordination between assault amphibian platoons and infantry platoons, and the waterborne operations procedures that govern how your vehicles move from ship to shore.
  • MCO 1610.7 — Performance Evaluation System.
    You write three to four FitReps per cycle and you are rated on one. The FitRep system is the vehicle that carries your career to the GySgt board. Understand the relative-value mechanics, the attribute rationale standards, and the reporting-senior profile across all your rated Marines.
  • MCO 1400.32 — Marine Corps Promotion Manual (SSgt-to-GySgt board mechanics).
    The GySgt board is centralized and paper-record-driven. Understand what the board reads — FitRep relative value, PME completion, B-billet record, operational assignments, awards, education. Build the competitive package deliberately.
  • Applicable TMs for AAV-7A1 and ACV.
    At the platoon-sergeant level you are responsible for the platoon's maintenance program and the vehicle readiness rate. Know the TMs well enough to identify whether a reported deficiency is a crew-level fix or a maintenance-section evacuation. The readiness rate depends on accurate diagnosis.
  • MCRP 3-10A.4 — Marine Rifle Platoon and applicable company-level publications.
    Understand the supported infantry element. Your vehicles support an infantry platoon — the infantry platoon's plan depends on your vehicles. Read the infantry platoon doctrine well enough to anticipate what the platoon leader needs before he asks.

Standards — How to Hit Each

  • Career Course completed or in progress — required for GySgt competition.
    Career Course at the regional SNCO academy or via CDET. In-residence is the preferred option for rigor and visibility. The GySgt board reads PME completion — the SSgt who has Career Course done before the board is competitive; the SSgt who is still enrolled is behind. Pull the slot as early as possible after SSgt promotion.
  • Platoon vehicle readiness rate at or above the battalion standard.
    The company commander sees the readiness number every week. The battalion maintenance officer briefs it at the BUB. Your readiness rate is your name on the slide. Keep the number honest, push parts requisitions aggressively, and coordinate with the maintenance section on deadline vehicles. Below the battalion standard is a conversation with the company gunny you do not want to have.
  • 1st-Class PFT and CFT — the platoon watches the platoon sergeant more than anyone except the company gunny.
    The platoon sergeant sets the physical standard. Run at the front, hump at the front, set the PT standard. Below 1st-Class as a platoon sergeant is functionally disqualifying for GySgt competition in a community where the formation reads the platoon sergeant's fitness as a leadership signal.
  • Platoon MCCRE / pre-deployment evaluation rated at the unit standard or above.
    The pre-deployment evaluation is the external grade on your platoon. Build toward it with 90-120 days of progressive training. The evaluation grades the platoon's ship-to-shore performance, the track commanders' decisions, the vehicle readiness, and the crew execution. The platoon sergeant who hits the standard builds the FitRep narrative that the GySgt board reads.
  • FitRep relative value above battalion average — one weak cycle moves the GySgt timeline by years.
    In a community as small as the 18XX field, FitRep relative value is the primary differentiator at the GySgt board. Build the narrative during the rated period — specific operational accomplishments, specific readiness results, specific crew-development outcomes. The SSgt whose FitRep reads like a list of specific accomplishments is the SSgt the board selects.

Technical Mistakes — Concrete Consequences

  • Letting a track commander take a vehicle into surf you would not take it into yourself.
    The platoon sergeant who defers to the timeline over the conditions owns the mishap. If the surf is marginal and a track commander wants to go, your judgment as the platoon sergeant overrides. The mishap investigation does not accept 'the track commander made the call' as a defense when the platoon sergeant was present and did not intervene.
  • Allowing vehicle readiness reporting to be optimistic.
    The maintenance officer builds the deployment readiness case on your numbers. Inflated numbers break the plan when the battalion commits to a ship-to-shore operation with vehicles that are not actually mission-capable. In this MOS, a vehicle that reports up but fails during waterborne operations puts Marines in the water. Report the actual condition.
  • Writing FitReps as wish lists instead of evaluations.
    The reporting senior remembers the SSgt who inflated — and the GySgt board reads the pattern across the SSgt's rated population. If the Sgts you rated as competitive do not get selected for SSgt, your FitRep credibility drops and every subsequent FitRep cycle is harder to defend.
  • Letting the AAV-to-ACV transition training slide because 'we will figure it out when the vehicles arrive.'
    The crews who train on the new platform before fielding execute on day one. The crews who wait discover the differences in the surf zone during the first exercise — and in this MOS, discovering platform differences in the surf zone is how Marines get hurt.
  • Hiding platoon problems from the company gunny to protect the platoon's reputation.
    The company gunny finds out. Usually from the lieutenant, in the worst possible meeting. The platoon sergeant who hides problems loses the company gunny's trust, and the company gunny's trust is the currency that gets you the resources, the training time, and the FitRep narrative you need for the GySgt board.

Career Decisions at This Rank

  • GySgt company-gunny billet vs. operations chief billet — the career-path decision.
    GySgt in the 18XX community is either the company gunny (the company's senior NCO running training, operations, and readiness for 80-120 Marines) or the operations chief at the battalion level (the S-3's senior enlisted, running the training schedule and operational coordination). The company gunny path leads toward the 1stSgt track. The operations chief path leads toward the MSgt staff track. Both are real jobs with real authority. The SgtMaj's read of your career arc and your platoon-sergeant performance shapes which billet you are slated into.
  • B-billet completion if not yet done — DI, MSG, recruiter, instructor.
    If you reached SSgt without a completed B-billet, the SSgt window is the comfortable opportunity. The GySgt board reads B-billet completion; declining all B-billets is visible. Assault Amphibian School instructor billet at Camp Pendleton keeps you in the community; DI duty, MSG, or recruiter tours take you out of the community but build the career-broadening credential the board reads.
  • Retirement timeline planning — the 20-year clock at 12-14 years TIS.
    At SSgt with 12-14 years TIS, the 20-year retirement is 6-8 years away. Under BRS the multiplier is 2.0% per year of service. The math: stay for GySgt and compete for 1stSgt/MSgt (full benefits, senior billet, post-service value compounded) or plan the 20-year exit as a senior SSgt/GySgt into the civilian market. The post-service market for senior 1833 NCOs is vehicle maintenance, maritime operations, defense contracting, and heavy equipment — valued but niche. Run the numbers with the career planner and a financial counselor.
  • ACV transition leadership — position yourself as the transition expert or stay on the legacy platform.
    The SSgt who builds ACV expertise during the transition period is the SSgt the battalion needs at GySgt. The community is transitioning from AAV to ACV, and the GySgts who manage the transition well will shape the community for the next generation. Being the platoon sergeant who can certify crews on both platforms, who understands both maintenance programs, and who can articulate the waterborne differences between the two platforms is a visibility signal the SgtMaj reads.

How the Seat Varies by Unit Type

  • 1st AABn (Camp Pendleton) — West Coast platoon sergeant
    You manage a platoon in Pacific surf conditions, supporting 1st MarDiv infantry battalions on the West Coast MEU rotation. The AAV schoolhouse is on Pendleton, which means access to instructors and training infrastructure for your crew-development program. Twentynine Palms ITX for pre-deployment evaluation.
  • 2nd AABn (Camp Lejeune) — East Coast platoon sergeant
    Atlantic surf, East Coast MEU rotation (22nd/24th/26th MEU). Onslow Beach training. Different ocean, different surf patterns, different weather windows. The platoon sergeant who transfers from West to East learns a different operating environment.
  • 3rd AABn (Camp Schwab, Okinawa) — Pacific forward-deployed platoon sergeant
    Forward-deployed under III MEF. Unaccompanied for most Marines — the family readiness math is different. Training across the Indo-Pacific with allied forces. Different operational tempo — closer to the contingency mission, more exercises with partner nations. The platoon sergeant at 3rd AABn gains different operational experience than CONUS.
  • Reserve AA unit — platoon sergeant (Active or Reserve)
    Reserve AA platoons train on limited waterborne time — one weekend per month and annual training. Active-reserve integration during exercises is how reserve crews build proficiency. The active-duty platoon sergeant assigned to a reserve unit (as an Inspector-Instructor cadre member) manages the training program with significantly less time and fewer resources than the active-duty battalion.

What Good Looks Like at This Rank

The good SSgt 1833 runs a platoon that performs identically whether the platoon sergeant is in the lead vehicle or in the COC. The track commanders are SSgt-board-ready because the platoon sergeant developed them deliberately — progressive surf-zone training, honest FitRep counseling, Career Course pushed on the timeline, MCMAP belt progression tracked. The vehicles are mission-capable because the readiness numbers are honest and the parts requisitions are chased aggressively. The infantry platoon commander trusts the amphibians to get his Marines to the beach because the platoon sergeant briefed the capabilities and limitations honestly and delivered on the brief during the exercise. The company commander is willing to lose this SSgt to a B-billet because the battalion knows the Marine who comes back will be the GySgt the community needs. The platoon's pre-deployment evaluation is the one the company commander briefs without qualifiers. The AAV-to-ACV transition within the platoon is managed — the crews are certified on the platforms they operate, the institutional knowledge is being transferred, and the readiness rate does not drop during the transition. The GySgt board reads a FitRep profile that reflects specific operational results: platoon readiness rates, pre-deployment evaluation ratings, named exercises, named surf conditions, specific crew-development outcomes. The battalion SgtMaj knows this SSgt by name and by platoon number. The SgtMaj's read of which SSgts are future GySgts and future 1stSgts is the implicit input on every assignment slate — and this SSgt's name is on the list.

Preview — The Next Rank

Gunnery Sergeant (E-7) in the 1833 community is the company gunny or the operations chief at battalion. The company gunny runs 80-120 Marines — the platoon sergeants, the maintenance section, the operations cell — and advises the CO on every enlisted decision. You write FitReps on four to six SSgts and Sgts. You manage the company through pre-deployment training and the AAV-to-ACV transition at the company level. The GySgt rank in the 18XX community carries a weight that matches the small size of the community — three active battalions means every GySgt is known by name across the community. The BSgtMaj knows your company's performance because he can read the readiness slide and walk the vehicle park himself. The MSgt-vs-1stSgt decision is on the horizon: 1stSgt is the company senior enlisted leader (the 8999 MOS, requiring the 1stSgt school), MSgt is the staff track (operations chief, SME billets). Both pin at E-8; the BSgtMaj's read shapes which slate you are on.
FAQ

1833 E6 — Frequently Asked Questions

Q01What does a E6 1833 (Assault Amphibious Vehicle / Amphibious Combat Vehicle Crewmember) actually do?
You run the platoon's enlisted side — training, maintenance, qualifications, evaluations, and the daily coordination between your vehicles and the infantry platoon you support.
Q02What's the most important thing to know as a E6 1833?
Staff Sergeant 1833 is the platoon sergeant rank — four to six vehicles, twelve to eighteen crewmembers, and the responsibility of delivering an infantry platoon from ship to shore through an ocean that does not care about your plan.
Q03What does a typical day look like for a E6 1833?
Time-blocked day at the E6 1833 rank tier: 0500 Wake. Phone check — overnight issues. Marine in trouble? Vehicle emergency? 1stSgt call? You are the SNCO the platoon runs through, 0530 PT formation. You report platoon accountability to the company gunny or the 1stSgt. Your track commanders report to you, 0545-0700 Unit PT. You run with the platoon — set the pace, monitor the track commanders' performance, check on Marines who were flagged from the last sensing session. The platoon sergeant who does PT with the platoon is the platoon sergeant the Marines respect, 0700-0830 Hygiene, chow,…
Q04What mistakes get E6 1833 soldiers fired or relieved?
Letting a track commander take a vehicle into surf you would not take it into yourself. The platoon sergeant who defers to the timeline over the conditions owns the mishap investigation; Allowing vehicle readiness reporting to be optimistic. The maintenance officer builds the deployment readiness case on your numbers — inflated numbers break the plan at the worst possible time; Writing FitReps as wish lists instead of evaluations. The reporting senior remembers the SSgt who inflated,…
Q05What career decisions matter most at the E6 1833 rank tier?
GySgt company-gunny billet vs. operations chief billet — the career-path decision — GySgt in the 18XX community is either the company gunny (the company's senior NCO running training, operations, and readiness for 80-120 Marines) or the operations chief at the battalion level (the S-3's senior enlisted, running the training schedule and operational coordination). The company gunny path leads toward the 1stSgt track. The operations chief path leads toward the MSgt staff track. Both are real jobs with real authority.…
Q06What's next after E6 for a 1833 (Assault Amphibious Vehicle / Amphibious Combat Vehicle Crewmember) in the Marines?
Gunnery Sergeant (E-7) in the 1833 community is the company gunny or the operations chief at battalion.
Q07What manuals and regulations does a E6 1833 need to know cold?
Applicable TMs for AAV-7A1 and/or ACV.; NAVMC 3500 (18XX T&R Manual) — platoon-level collective standards.; MCWP 3-33 — Ship-to-Shore Movement.

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Published by the Honest MOS Editorial DeskVerified against DoD/.gov sourcesUpdated May 2026Editorial standards