The current structure of the 11 active duty Marine Aviation Logistics Squadrons (MALS) was established in 1988. Since then several significant changes have occurred that will impact the design and functioning of the MALS in the future. This paper will explore how contemporary advances in technology, inventory management, and future aircraft design should be taken into account in redesigning the structure and functioning of the MALS. The paper is intended to capture some of the elements that will influence the Future MALS (MALS (F)) design. There are two reasons why the MALS design must change. First, there is a mandate to change from the leadership of the aviation logistics community. Second, there are opportunities to improve our current business practices which will allow us to improve aircraft readiness and reduce the forward deployed footprint of the MALS. Some of the available technologies include End to End AIRspeed, Current Readiness, and, most significantly, Marine Aviation Logistics Program II (MALSP II). These new concepts are being developed, but it is not yet clear how they will impact the design and structure of MALS (F). The author contends that implementation of these concepts will reduce the size of the MALS. Some functions should be moved from the MALS to other squadrons within each MAG, while other functions should be consolidated at the Marine Aircraft Wing level. Although change is necessary, the command relationships that exist between the MALS and the Marine Aircraft Groups (MAGs) they support, and the ability to smoothly transition from a garrison to a deployed environment, should not change.

This thesis analyzed the principles and concepts of Marine Aviation Logistics doctrine at the tactical level and the current Information Management Systems used to execute mission requirements. A web-enabled prototype for Marine Aviation Logistics Squadrons (MALS) was developed to optimize management and decision support for deliberate, time sensitive and crisis action planning of aviation support operations. The first iteration of the prototype was tested by two Operations (S-3) Officers formerly assigned to active-duty Marine Aviation Logistics Squadrons (MALS). The application was also subjected to a usability experiment at the Database and Web Technologies Lab at the Naval Postgraduate School. The results of this research revealed potential benefits for tactical-level aviation logistics planners and sustainers; the prototype is a viable concept, worthy of future development.

Marine Aviation Logistics is on the cusp of changes in the way aircraft will be supported in the future. Seabasing, the increase and permanent focus on joint operations and the responsibility to perform the logistics function in a more efficient manner mandate that we take a closer look at how we can do business better. Integration, interoperability and outsourcing will be the tools of the future that will enable us to support aging aircraft while acquisitioning new weapons systems.

This United States Marine Corps USMC manual, Marine Corps Tactical Publication MCTP 3-20A Aviation Logistics October 2020, integrates sustainment and operational planning efforts between the Navy and Marine Corps in direct support of Marine aviation and is a critical enabler to aircraft readiness and the readiness of the MAGTF. Aviation Logisticians work across functional areas of Aviation Supply, Avionics, Maintenance, and Ordnance in support of the Aviation Combat Element and deliver the necessary capabilities and parts to sustain expeditionary operations at sea and ashore. Marine Aviation is posturing itself for operations in new and uncertain austere expeditionary environments. Aviation Logisticians will ensure the ACE and MAGTF are supported across the range of military operations, today and in the future.

A newly-minted aviator arrives at his first operational squadron. With cautious confidence, he hits the ground running, ready to master the tactics that will ensure success during his first deployment. After returning from the deployment with multiple weapons dropped and air medals earned, each aviator must complete an enormous amount of training that could not be accomplished over-seas. This aviator has been in the squadron for over a year, has 500 flight hours, and has not yet completed his entry level fleet training syllabus. Being pulled in competing directions, he is eligible for individual augment (IA) billets and follow on deployments. Competing interests hinder a squadron's ability to fully develop young aviators, who will become future instructors. If the Marine Corps continues on this practice, there will not be an instructor core capable of transitioning the community into future aircraft and missions. To realize the maximum potential of future aircraft like the F-35B joint strike fighter (JSF), changes must be made regarding individual augment (IA) timing, operational training focus, and the instructor certification process.