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Description
usmc tarp new USMC MARPAT Shelter HalfShelter half, ground sheet, tarp, bivy, whatever you might call a big 'ol sheet of waterproof ripstop nylon, there's always a good use for a tarp of some kind in your kit. The completely reversible tarp features some of the only good looking colors the US has put on their military units in the last 20 years: Woodland MARPAT and Coyote Brown. This makes it great for low vis usage Coyote brown in arid climates or hidden in the woods with it's MARPAT
Shelter half, ground sheet, tarp, bivy, whatever you might call a big 'ol sheet of waterproof ripstop nylon, there's always a good use for a tarp of some kind in your kit.
The completely reversible tarp features some of the only good looking colors the US has put on their military units in the last 20 years: Woodland MARPAT and Coyote Brown. This makes it great for low-vis usage — Coyote brown in arid climates or hidden in the woods with it's MARPAT pattern on the outside instead. Both sides are also non-reflective, meaning bright light sources won't make it stick out amongst it's surroundings (especially useful if trying to remain concealed at night, although we have not confirmed if it is very IR reflective).
Each tarp has 8 grommets and 24 pairs of male and female metal snaps around the edge, which allows you to snap the tarp to itself, or to more tarps to make a larger shelter/ground sheet.
Another great part about this tarp is how packable it is for it's size - it compresses down very flat and only weighs 4 pounds despite its 90" x 80" footprint. It makes it a no-brainer to bring along with your other overnight gear — the little real estate it takes in your pack is well worth it.
Specs
- USMC Issue, Made in the USA
- Reversible MARPAT/Coyote brown exterior
- 90" x 80"
- Approximately 4 pounds
- 1.9 oz/sq yd. waterproof non-reflective nylon ripstop fabric
- 8 rubber grommets
- 24 nylon snaps
- All tarps come standard with Marine Smell™
Condition Guide
Excellent
- Lightly used and well cared for.
- Perfectly functional with either minor or no cosmetic blemishes, abrasions, or other signs of use.
Good
- Gear that's seen normal use, but retains uncompromised utility.
- Minor cosmetic blemishes, abrasions, or other signs of use. We've found for the shelter half this means minor stains, writing, field repairs, or a pinprick hole near the edge of the tarp.
- May exhibit writing and/or markings, including rank, serial numbers, etc.
Serviceable
- Gear that remains field-ready, but sports a rougher, worn aesthetic.
- May exhibit writing and/or markings, including rank, serial numbers, etc.
- May require minor field repairs to the fabric. For the shelter half, we've found this generally means a minor repair to the fabric, or replacing seam tape. We should specify these are generally easy repairs that even a novice to tent repair could accomplish- these are simple, inexpensive repairs.
Shipping Notes
- Free Standard Shipping on $100+ Orders to the USA.
- Except Preorder products are shipped in 48 hours.
- Delivery to the USA:
- Standard Shipping : 3-10 business days
- If time is of the essence, please consider selecting expedited delivery for faster service.
Exchange/Return Notes
- We offer a 30-day return/exchange service after receiving.
- Final sale items are not eligible for returns or exchanges.
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4.0 ★★★★★
Based on 6 reviews
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Product Reviews
★★★★★ 4
Good but not as good
Format: Kindle
Freedom From Fear #1 was one of the most interesting and informational books I've ever read. Part Two was interesting but I did not learn much more about the war than I had known before other than the fact that, while Japan lost the war, Anglo-Saxons are no longer in control in the Far East. I somewhat disagree with his ending ideas about the "good" war, that it wasn't so "good" after all in it's outcome. However, those who fought in it and their families would probably disagree.
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Reviewed in the United States on May 22, 2014
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo
It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization.
The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing.
This book and the research upon which it is based disrupts that politically correct status quo.
Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors.
This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen.
So what makes this book disruptive?
The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive!
Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions.
(For a diagram of the Model see [...])
'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate.
They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation.
Yet to Explore
The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do.
Invest Your Time and Effort
This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied.
The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills.
My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
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Reviewed in the United States on September 29, 2025
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