1 command overview 17 december 2007. 2 to serve as the commandant's principal agent for...
TRANSCRIPT
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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
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Our Acquisition Role
• We acquire the equipment and systems to support the warfighter.
• We do not acquire aircraft.
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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
Introduction Organization Acquisition Financials
Our Customers
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Introduction Organization Acquisition Financials
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
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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
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Introduction Organization Acquisition Financials
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
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Workforce Distribution
Introduction Organization Acquisition Financials
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
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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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Introduction Organization Acquisition Financials
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
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Acquisition Cycle
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Introduction Organization Acquisition Financials
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
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Introduction Organization Acquisition Financials
ACAT Criteria for ACAT Designation MDA
ACAT IV (T)
Does not meet the criteria for ACAT III or above
Weapon system programs (in FY2000 constant dollars):
RDT&E total expenditure ≤ $140 m, or procurement total expenditure ≤ $660 m
IT system programs (in FY2000 constant dollars):
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)
Weapon system programs (in FY2000 constant dollars):
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
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
AAP
Abbreviated Acquisition Program (AAP)
Does not meet the criteria for ACAT IV or above
Does not require OT&E
Weapon system programs (in FY2000 constant dollars):
Development total expenditure < $10 M, and production or services expenditure < $25 M/year, < $50 million total
IT system programs (in FY2000 constant dollars):
Program costs/year < $15 million, and total program costs < $30 million
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
DoN ACAT Designations (cont.)
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The Defense Acquisition Management Framework
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Resource Allocation
(PPBES)
Defense Acquisition
JointCapability
Development(JCIDS)
Integrated Management Framework: Three Principal Decision Support Systems
The Defense Acquisition System
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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)
6 PROGRAMS6 PROGRAMS
USMC PGMS
32 PROGRAMS
JOINT PGMS
USA Led x 33USAF Led x 3USN Led x 5DISA Led x 1
JPEO x 7
81 PROGRAMS81 PROGRAMS
USMC PGMS
120 PROGRAMS
JOINT PGMS43 PROGRAMS
163 PROGRAMS163 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>$660M
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The Fundamental Principals of Defense Acquisition • Flexibility:
– Tailor strategies to fit the needs of each program consistent with law, regulation and war fighter needs
• Responsiveness:– Evolutionary acquisition/spiral development are preferred approach
• Innovation:– Adopt streamlined processes and practices to reduce cycle time and costs
• Discipline:– Manage to approved program baselines; programs must have established
goals for cost, schedule and performance and progress must be tracked• Streamlined and Effective Management:
– Decentralized authority; MDAs and PMs have accountability and authority
The Art of the Possible
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8030
859
1478 467PMC
RDT&E,N
O&M,MC
PANMC
FY07 Appropriations ($B)
Total FY07 $10,833B
Includes $ 7,658 in PMC, PANMC, and O&MMC Bridge and Supplemental Funding
Introduction Organization Acquisition Financials
Updated 9/27/2007
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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
Introduction Organization Acquisition Financials
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
Introduction Organization Acquisition Financials
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
Introduction Organization Acquisition Financials
Updated 9/27/2007
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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: $433M• IS & I – 3.86%• MC2I – 35.36%• CINS – 15.87%• IWS – 4.80%• AFSS – 4.94%• GTES – 14.41%• CESS – 6.33%• OTHER – 14.43%
Introduction Organization Acquisition Financials
* Includes TRASYS, LAV, TENCAP, GCSS, MCTSSA
Updated 9/27/2007
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209 5751209
799
5803772
144 742PG 10 IS&I
PG 11 MC2I
PG 12 CINS
PG 13 IWS
PG 14 AFSS
PG 15 GTES
PG 16 CESS
OTHER*
FY07 PMC Dollars ($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
Introduction Organization Acquisition Financials
Updated 9/27/2007
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Back-ups
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Introduction Organization Acquisition Financials
•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
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Introduction Organization Acquisition Financials
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.
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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
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
The Defense Acquisition System
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
The Defense Acquisition System
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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)
The Defense Acquisition System