1 command overview 17 december 2007. 2 to serve as the commandant's principal agent for...

1

Command Overview

17 December 2007

2

To serve as the Commandant's principal agent for acquisition and sustainment of systems and equipment used by the Operating Forces to accomplish their warfighting mission.

Mission:

Introduction Organization Acquisition Financials

3

Our Acquisition Role

• We acquire the equipment and systems to support the warfighter.

• We do not acquire aircraft.


4

We serve multiple customers:

•Warfighting Establishment (MARFORS, MEFs, Army, Navy)

•Supporting Establishment

•All Marine Corps Headquarter Elements (i.e., I&L, PP&O, P&R, M&RA, etc.) (PEO LS)

•Joint and Coalition Forces


Our Customers

5


Equipping Process

Marine CorpsResearch Development & Acquisition Command

(MCRDAC) Formed

1986

Automated Manpower & Logistics Support Systems

Migrate from HQMC

Mission Requirements for Total Life Cycle Support Emerge

Re-designatedMarine Corps

Systems Command(MARCORSYSCOM)

Transfer of Acquisition Programs

from NavalSystems Commands

CommandRe-Alignment

Implementation

PM/WSM Re-alignment

App Supt Branch Transfers from

HQMC

Acquisition Mission Emerges From

HQMCPost Goldwater-

Nichols

1987 1992 2001

Command Evolution

6

Acquisition/Service Chain

Chief of Naval Operations

NAVAIR

NAVSEA

SPAWAR

PEO Land Systems

Assistant Commandant of the Marine Corps

Service Chain

Acquisition Chain

Assistant Secretary of the Navy

Research, Development, and Acquisition

MARCORSYSCOM


7


Equipping Process

Civilian Workforce Demographics ** Does Not Include Interns

56%

44%

Male Female

15% 76%3% 4% 2%0%

Caucasian African AmericanHispanic Asian/PacificNative American Race Not Identified

2%

35%44%

10%9%

18-29 30-39 40-49 50-59 60+

5%

8%

21% 18%

11%

14%8%

0%14%

1%

CT ENG FMLOG PM ITOps Res Other AdminWG

GENDER

AGE

RACE

CORE SKILLS

As of 10 May 07

8

Workforce Distribution


Distribution – Total 857

Distribution – Total 635 General Officer - 1Colonel - 8LtCol/Maj – 147Capt/Lt – 85CWO - 39Enlisted - 355

Note: MCTSSA is included

0%

1%

5%

1%1%

0%

1%

59%

0%0%

1%11%

7%9%

2%2%

SES

YA-1

YA-2

YA-3

YB-1

YB-2

YC-2

YC-3

YD-2

YD-3

YE-3

YE-4

YF-2

YF-3

YP-1

WG

Civilian

1%23%

13%

6%

57%

Colonel

LtCol/Major

Capt/Lt

CWO

Enlisted

Military

SES – 3 Wage Grade - 5Note: Mod Terms and Temps are included MCTSSA and Interns are not included Interns – 33 MCTSSA – 167

As of 10 May 07

1 2 3 4

Standard Career Group

YA (Professional/Analytical) 10 497 95

YB (Technician/Support) 3 20

YC (Supervisor/Manager) 14 81

YP (Student Hire) 1

Scientific and Engineering Group

YD (ProfessionalAnalytical) 58 46

YE (Technician/Support) 5 5

YF (Supervisor/Manager) 3 11

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MARCORSYSCOM ORGANIZATIONMARCORSYSCOM ORGANIZATION

Product Group Director,Combat Equipment and

Support Systems

Product Group Director, Communications, Intelligence,

& Networking Systems

Product Group Director,Ground Transportation

& Engineer Systems

Product Group Director,Armor &Fire Support Systems

Product Group Director,Infantry Weapons Systems

Assistant Commander

Contracts ^

Assistant Commander

Programs^

Assistant Commander

Life Cycle Logistics ^

Program Manager, Ammunition

Director,IA/JR

Commanding OfficerMCTSSA

Camp Pendleton, CA

Deputy Commander

SIAT *^

Director, Financial

Management

Director, Workforce

Management andDevelopment

Deputy CommanderResource Management *^

EXECUTIVE DIRECTOR *

COMMANDER

Chief of StaffCIOFacilities & ServicesOperations CellReserve AffairsSecurity

Sergeant Major

Director, C4I SE&I

Program Manager, Training Systems

Orlando, FL

Product Group Director,Information Systems &

Infrastructure

Product Group Director,MAGTF C2, Weapons &

Sensors Development & Integration

Special StaffInternational ProgramsCounter-Improvised Explosive DevicesCorporate Communications Counsel OSBP Safety Office Strategic Change Management Center

Product Group Director,Operational Forces Systems

Program Manager, Global Combat SupportSystem-Marine Corps

Director,R&E

PEO Land SystemsPM, Expeditionary Fighting VehiclePM, Light Armored Vehicle, Warren, MIPM, JPMO, Lightweight 155, Picatinny, NJPM, LVSRPM, JLTVPM, MTVRPM, G/ATORPM, CAC2S

Program Manager, Robotic Systems

Huntsville, AL

Resource MgtCompetency Domain/Competency Leaders

Sys EngineeringCompetency Domain/Competency Leaders

Life Cycle LogisticsCompetency Domain/Competency Leaders

ContractsCompetency Domain/Competency Leaders

Program MgtCompetency Domain/Competency Leaders

* = SES Position

Deputy JPEO,Chemical & Biological

DefenseArlington, VA

^ = Competency Director

104


Command Workforce*: 1692 – 635 Military / 1057 Civilian* Navy Interns Included

PM LW-155Picatinny NJMilitary – 2 Civilian – 11

PM Training SystemsOrlando FLMilitary – 13Civilian – 33

MARCORSYSCOM, Albany GAMilitary – 37Civilian – 115Marine Corps Tactical

Systems Support Activity (MCTSSA / CAMPEN

CA)Military – 252Civilian – 167

PM LAVWarren MIMilitary – 9Civilian – 2

MARCORSYSCOM, Quantico VAMilitary – 290Civilian – 704

MCSC Workforce Principal Activities/Locations

PM Robotic SystemsHuntsville, AL

Military – 3Civilian – 5

As of 7 July 07

Other LocationsMilitary - 29Civilians - 20

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PG 10Information System

& Infrastructure

PG 12CINS

PG 13Infantry Weapons

Systems

PG 16Combat Equipment& Support Systems

PG 15Ground Transportation/ Engineering Equipment

PG 14Armor & Fire

Support Systems

PG 11MAGTF C2

Commander

Deputy Commander

– Enterprise Information Technology Services

– Global Combat Support Systems

– Logistics Information Systems

– Navy Marine Corps Intranet

– Strategic Applications Management

– Total Force Information Technology Systems

– Air Defense Weapon Systems

– MAGTF C2 Systems

– Operations Facilities

– Radar Systems

– MC21 Coordination

Team

– CommunicationSystems

– IntelligenceSystems

– Anti-Armor Systems

– Infantry Weapons

– MarineExpeditionary Rifle Squad

– Optics and Non-Lethal Systems

– Recon & Amphibious Raids

– Assault Amphibious Vehicle Systems

– ExpeditionaryFire Support System/Internally Transportable Vehicle

– Fire Support Systems

– High Mobility Artillery Rocket System

– Tank Systems

– Engineer Systems

– Expeditionary Power Systems

– Motor Transport

– Infantry Combat Equipment

– NBC Defense Systems

– Test, Measurement & Diagnostic Equipment

PGs and Programs

PG 9Operational

Forces Systems

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Universal

Needs

Statement

(UNS)

Warfighter Marine Corps Combat Development Command

(MCCDC)

Capability Documents

MARCORSYSCOMIndustry

HQMC

Marine Corps Operational Test and Evaluation Activity (MCOTEA)

Marine Corps Warfighting

Lab

Operational need


Acquisition Cycle

13


ACAT Criteria for ACAT Designation MDA

ACAT I

Major Defense Acquisition Program (MDAP)

In FY2000 constant dollars, estimated eventual total expenditure for Research, Development, Test, & Evaluation (RDT&E) of greater than $365 M or, for procurement, of more than $2.190 B

USD(AT&L) designation as special interest

ACAT ID: USD(AT&L)

ACAT IC: SECNAV, or if delegated, ASN(RD&A) as the Component Acquisition Executive (CAE)

ACAT IA

Major Automated Information Systems (MAIS)

In FY2000 constant dollars, estimated program costs in any single year in excess of $32 M, or total program costs in excess of $126 M, or total life-cycle costs in excess of $378 M

ASD(NII) designation as special interest

ACAT IAM: ASD(NII)/DoD CIO

ACAT IAC: ASN(RD&A), as delegated by the DoD CIO

ACAT II

Does not meet the criteria for ACAT I, but still regarded as a major system

In FY2000 constant dollars, estimated eventual total expenditure for RDT&E of more than $140 M, or for procurement of more than $660 M ASN(RD&A) designation as special interest

ASN(RD&A), or the individual designated by ASN(RD&A)

ACAT III

Does not meet criteria for ACAT II or above

Weapon system programs (in FY2000 constant dollars):

RDT&E total expenditure ≤ $140 million, or procurement total expenditure ≤ $660 million, and affects mission characteristics of ships or aircraft or combat capability

IT system programs (in FY2000 constant dollars):

Program costs/year ≥ $15 million ≤ $32 million, or total program costs ≥ $30 million ≤ $126 million, or total life-cycle costs ≤ $378 million

Cognizant PEO, SYSCOM Commander, DRPM, or designated flag officer or senior executive service (SES) official.

ASN(RD&A), or designee, for programs not assigned to a PEO, SYSCOM, or DRPM.

DoN ACAT Designations

14


ACAT Criteria for ACAT Designation MDA

ACAT IV (T)

Does not meet the criteria for ACAT III or above


RDT&E total expenditure ≤ $140 m, or procurement total expenditure ≤ $660 m


Program costs/year < $15 M, or total program costs < $30 M, or

total life-cycle costs ≤ $378 M

Cognizant PEO, SYSCOM Commander, DRPM, or designated flag officer, SES official, or PM.

ASN(RD&A), or designee, for programs not assigned to a PEO, SYSCOM, or DRPM

ACAT IV (M)

Does not meet the criteria for ACAT III or above

Does not require Operational Test & Evaluation (OT&E)


RDT&E total expenditure ≥ $10 M ≤ $140 M, or procurement expenditure ≥ $25 M/year ≥ $50 million total ≤ $660 million total

Not applicable to IT system programs



AAP

Abbreviated Acquisition Program (AAP)

Does not meet the criteria for ACAT IV or above

Does not require OT&E


Development total expenditure < $10 M, and production or services expenditure < $25 M/year, < $50 million total


Program costs/year < $15 million, and total program costs < $30 million



DoN ACAT Designations (cont.)

15

The Defense Acquisition Management Framework


16

Resource Allocation

(PPBES)

Defense Acquisition

JointCapability

Development(JCIDS)

Integrated Management Framework: Three Principal Decision Support Systems

The Defense Acquisition System

17

MARCORSYSCOM Programs*Acquisition

MCSC PGMSGCSS-MC

MRAPs

PEO LSEFV

MTVRJOINT PGMSDTS (DFAS)

GCCS (DISA)PKI (DISA)

TBMCS (USAF)GBS (USAF)

PLGR (USAF)TC-AIMS II (USA)SMART-T (USA)

SINCGARS (USA)AFATDS (USA)

JTRS (USA)JAVELIN (USA)TMIP-M (USN)DIMHRS (USN)

18 PROGRAMS18 PROGRAMS

PEO LS

CAC2SG/ATOR

LVSR

JOINT PGMS

LW-155 (USMC)M-88A2(USA)JPBDS (USA)


USMC PGMS

32 PROGRAMS

JOINT PGMS

USA Led x 33USAF Led x 3USN Led x 5DISA Led x 1

JPEO x 7


USMC PGMS

120 PROGRAMS

JOINT PGMS43 PROGRAMS


• PRE-MILESTONE B EFFORTS

• FIELDED SYSTEMS

• ABBREVIATED ACQUISITION

PROGRAMS

• AMMUNITION ITEMS

• MISC PROJECTS

457457

ACAT I ACAT II ACAT III ACAT IV OTHERACAT I ACAT II ACAT III ACAT IV OTHERR&D>$265M PMC>$1.29B R&D>$140M PMC>$660M

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The Fundamental Principals of Defense Acquisition • Flexibility:

– Tailor strategies to fit the needs of each program consistent with law, regulation and war fighter needs

• Responsiveness:– Evolutionary acquisition/spiral development are preferred approach

• Innovation:– Adopt streamlined processes and practices to reduce cycle time and costs

• Discipline:– Manage to approved program baselines; programs must have established

goals for cost, schedule and performance and progress must be tracked• Streamlined and Effective Management:

– Decentralized authority; MDAs and PMs have accountability and authority

The Art of the Possible

19

8030

859

1478 467PMC

RDT&E,N

O&M,MC

PANMC

FY07 Appropriations ($B)

Total FY07 $10,833B

Includes $ 7,658 in PMC, PANMC, and O&MMC Bridge and Supplemental Funding


Updated 9/27/2007

20

PMC Supplemental Breakout Overview ($000)

FY05 PMC SUPPLEMENTAL - $3,493,037

FY06 BRIDGE SUPPLEMENTAL - $1,538,437

FY06 FULL SUPPLEMENTAL - $2,577,467

FY07 BRIDGE SUPPLEMENTAL - $4,898,269

FY07 FULL SUPPLEMENTAL- $1,856,437


Updated 9/27/2007

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FY07 Appropriations

• Received: $10.8 billion in baseline budget, bridge, and supplemental funding

War Time Emergent Requirements Funding

•Urgent Universal Needs Statements financed by BTR, Program Office Funding & Supplemental Funding


Updated 9/27/2007

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Total Appropriation: $859M

•Systems Development: 50.41%

• EFV: 39.58%

• NLW: 5.24%

• Program Wide Support: 4.77%

FY07 RDT&E,N Dollars ($M)

340

4145

433

EFV

Program WideSupport

Non LethalWeapons (NLW)

SystemsDevelopment


Updated 9/27/2007

23

RDT&E,N Systems Development Dollars ($M)

17

153

692121

62

2763

PG 10 IS&I

PG 11 MC2I

PG 12 CINS

PG 13 IWS

PG 14 AFSS

PG 15 GTES

PG 16 CESS

OTHER*

Total Systems Dev: $433M• IS & I – 3.86%• MC2I – 35.36%• CINS – 15.87%• IWS – 4.80%• AFSS – 4.94%• GTES – 14.41%• CESS – 6.33%• OTHER – 14.43%


* Includes TRASYS, LAV, TENCAP, GCSS, MCTSSA

Updated 9/27/2007

24

209 5751209

799

5803772

144 742PG 10 IS&I

PG 11 MC2I

PG 12 CINS

PG 13 IWS

PG 14 AFSS

PG 15 GTES

PG 16 CESS

OTHER*

FY07 PMC Dollars ($M)

Total PMC: $8,030M• IS & I – 2.60%• MC2I – 7.16%• CINS – 15.06%• IWS – 9.95%• AFSS – 7.22%• GTES – 46.98%• CESS – 1.79%• Other* – 9.24%

* Includes EFV, LAV, TRASYS & LW155


Updated 9/27/2007

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Back-ups

26


•We base all military systems acquisitions upon a concept, or requirement.• •The requirement is the result of a potential enemy’s capabilities in relation to our own capability.

•We follow a process to respond to this potential threat.

• We do not automatically begin acquiring new weapons upon identification of a capability gap.

Our Approach to Acquisition

27


Acquisition vs. Procurement

•Acquisition is the process used to buy tactical information technology systems, weapons and equipment.

-Product options may include/involve research and development of a totally new item, adapting a Commercial Off-The-Shelf (COTS) item, or adopting items previously developed by another entity. -Business options may include collaborating with the other Services or with an Allied Nation.

•Procurement is used to describe the process of buying supplies and equipment that are not intended for use in combat.

28

The Defense Acquisition System “The management process by which the Department of Defense provides

effective, affordable, and timely systems to the users.” “The primary objective …… is to acquire quality products that satisfy user

needs with measurable improvements to mission capability and operational support, in a timely manner, and at a fair and reasonable price.”

Acquisition Program “A directed, funded effort that provides a new, improved, or continuing

materiel, weapon or information system or service capability in response to an approved need.”

We manage our assigned Acquisition Programs within the management

framework prescribed by the Defense Acquisition System


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Additional Key Policy

• Hierarchy of Material Alternatives (descending order of preference)– Procurement or modification of commercially available

products– The additional production or modification of previously-

developed U.S. and/or Allied military systems or equipment– A cooperative development program with one or more Allied

nations– A new, joint, DoD Component or Government Agency

development program, or– A new DoD Component-unique development program


30

The Fundamental Principals of Defense Acquisition • Flexibility:

– Tailor strategies to fit the needs of each program consistent with law, regulation and war fighter needs

• Responsiveness:– Evolutionary acquisition/spiral development are preferred approach

• Innovation:– Adopt streamlined processes and practices to reduce cycle time and costs

• Discipline:– Manage to approved program baselines; programs must have established

goals for cost, schedule and performance and progress must be tracked• Streamlined and Effective Management:

– Decentralized authority; MDAs and PMs have accountability and authority


31

Roles and Responsibilities*• The Secretary of Defense and the Service Secretaries

– Designate a single office or entity to conduct acquisition functions– Retain sole authority for research, development and acquisition– Ensure adherence to acquisition policy and procedures– Serve as Milestone Decision Authority for major programs

• The Service Chiefs– Determine war fighting requirements – Establish the relative priority of requirements– Allocation of resources– Operational Testing

*Rooted in Federal Law: “The Defense Reorganization Act of 1986 (Goldwater-Nichols)


1 command overview 17 december 2007. 2 to serve as the commandant's principal agent for...

Documents

sustainment of systems

ammunition director

executive director

command evolution slide

financial management

hqmc acquisition mission

assistant commander

acquisition role