MALSP II Overview Mobile Facility Logistics Review Group 20 May 2009

1. MALSP II OverviewMobile Facility Logistics Review Group 20 May 2009 Doug Steward AIR 6.7.2.1MALSP II Deputy Project Manager

2. The Project – Why MALSP II? Legacy MALSP Aligning Logistics Support to Warfighter Rqmts Transformation from MALSP to MALSP II MALSP II in Action Transformation Alignment Transformation Strategy The Project Office – Roles & Construct Mission and Goals Transformation Methodologies Project Office Responsibilities Organizational Chart Integrated Product Teams Requirements & Analysis Assumptions MALSP II and MF Program Relationship POM-12 EFDS Gaps EDS Attributes EDS Application Mission Essential Task Impact Way Ahead Briefing Overview

3. The Project Why MALSP II?

4. Legacy MALSP… • Not integrated with changing warfighter requirements (i.e., Spectrum of Conflict and Range of Military Operations) …highly reactive…not agile…not easily scalable…large footprint. • Operationally effective but logistically inefficient. Based on fixed allowances/operational scenarios and ‘iron mountain’ philosophy… discounts impact of time to replenish. • Requires significant strategic lift and time for Reception, Staging, Onward-movement & Integration…difficult to reposition…vulnerable. • Lacks IT integrated and interoperable solutions for logistics planning and real time logistics chain management. • Conflicts with DOD mandates of reduce logistics footprint, enhance global logistics flexibility and agility, increase joint interoperability, and reduce TLCSM costs.

5. Aligning Logistics Support to Warfighter Rqmts MALSP I MV-22 (36) Train/Advise/Assist Relief Operations Nation-building Peace Enforcement Most Likely Show of Force Acts of Terrorism Frequency Noncombatant Evacuation Selective Strike Civil War Most Dangerous Limited War Major Combat Global War AVLOG Support for Full Range of Military Operations

6. Transformation from MALSP to MALSP II from this… Push highly-capable footprint forward …to this Forward Operating Base (FOB) Main Operating Base (MOB) T-AVB (TBD) Parent MALS (PMALS) Enroute Support Base (ESB) Dynamic, demand-pull logistics chain

7. MALSP II In Action

8. Transformation Alignment War-Time Capability Readiness in Garrison MALSP II FRCs NAVICP DLA OEM Proactive Focus Able to Surge Responsiveness Agility / Flexibility Core Capable Units Closing RFT gaps AIRSpeed E2E Current Readiness

9. Transformation Strategy MALSP MALSP II (IOC) MALSP II (FOC) • From This… • Push System • Days-of-usage depth • Fixed-allowanced resource packages • Large footprint “iron mountains” • Reactive system • Vulnerable to enemy action • Limited Joint interoperability • And Eventually This… • Operates in a net-enabled and leader-centric battle space • Fully integrated with Sense & Respond and Autonomic Logistics • Supports adaptive ops • Enabled by robust IT and expert/intelligent agents To This… • Responsive, demand pull • Flexible “time-buffer” depth • Dynamic support packages • Agile footprint, • Proactive system • Smaller, mobile, survivable • Seamless and tailorable • Enabled by IT and decision tools Days of Supply Time to Reliably Replenish Speed/Quality of Effects Increased Performance Reduced Footprint Slide: 9

10. The Project Office Role and Construct

11. Mission and Goals Mission: HQMC’s agent to manage and develop capabilities for Marine Aviation Logistics Support Program II. Goal: IOC: Provide support to deployed core capable unitsat a higher level while decreasing deployedinfrastructure and resource inventory to support the spectrum of conflict and developing concepts. FOC: Provide support to deployed and non-deployed core capable units at a higher level while decreasing total infrastructure and resource inventory to support the spectrum of conflict and developing concepts. 2 MALSP We are committed to achieving Marine Aviation’s desired endstates!

12. Transformation Methodologies Use the Theory of Constraints, Lean, and Six Sigma principles totransform the logistics chain from a heavy and reactive push system to an agile, flexible and responsive pull system that is aligned End-to-End, integrated with weapons systems acquisition, supports Current Readiness and the USMC’s Long War Concept. Use IT and other innovative technologies and practices to enhance performance and decision making while providing logistics support responsive to the commander’s intent, the rapidly changing operational environment, and the natural environment. Reach horizontally and vertically across the NAE, with joint partners to achieve synergistic realization of effects based logistics. Use best acquisition processes to provide timely solutions to the customer. Leveraging CPI & Innovative Technologies to enhance the Warfighter Slide: 12

13. Project Office Responsibilities HQMC’s agent to manage & develop capabilities for the Marine Aviation Logistics Support Program. Implement MALSP II support concept Requirements Analysis / System Architecting Oversee, quantify and document MALSP II requirements Functional area analysis Assist in development and documentation of “MALS Future” Project Management / Solutions development Development & testing of logistics concepts and emerging technologies Budget for unique MALSP II requirements Modeling and Simulation Develop an organic capability to model the MALSP II architecture, requirements analysis, provide analytical tools for logistics planning, and support develop of MALSP II unique training. Policy, doctrine, directive support Support rewrite/authoring of applicable concepts, doctrine, and policies.

14. Organizational Chart CDR, NAVAIRSYSCOM VADM Venlet Deputy Commandant For Aviation LtGen Trautman Asst Cdr for Logistics & Industrial Operations RDML Grosklags (AIR 6.0) Aviation Logistics Support Branch Col Franklin (ASL-1) AIR 6.0 Liaison Officer Col Pettigrew Dir, Industrial & Logistics Maintenance Planning / Sustainment Dept. SES Mr. Todd Mellon (AIR 6.7) CAPT Randle Strategic Plans LtCol Krekel (ASL-40) AVLOG TTF Dir, Maintenance & Supply Integration Division Mr. Ervin (AIR 6.7.2) CO, Marine Avn Det Col Tomassetti Performance Improvement Branch Head CDR Erb (AIR 6.7.2.1) Project Manager, MALSP II LtCol Martin

15. Organizational Chart (cont’d) MALSP II and AIRSpeed USMC structure 4 Marines; 1 GS; 1.5 CSS

16. MALSP II Integrated Product Teams

17. Requirements Analysis & Development

18. Assumptions • Current Mobile Facilities can not adequately support the full spectrum, scale and range of military operations as described by the Long War Concept, MC Vision and Strategy 2025 and Quadrennial Defense Review (QDR) 2006. • The need for new support packages, buffered logistics chains and a mandate to reduce footprint will significantly impact Mobile Facility Future. Specific changes include: • Allowances scaled to support smaller det sizes. • Maintenance forward as the exception not the rule. • Increased support of prolonged and distributed operations. • Transportation and distribution improvements (i.e., velocity). • Global buffering/sourcing of all 10 ILS functions. • New sea-basing requirements, e.g., MPF(F) and TAVB(R).

19. MALSP II and MF Program Relationship • AIR 6.7.6.2 collaborated with the MALSP II Project Office during POM 12 Expeditionary Force Development System (EFDS) Functional Area/Needs Analysis. These efforts focused on: • Identifying capability gaps and solutions associated with future ACE/MAGTF requirements. • Defining MALSP II Remote Expeditionary Support Package (RESP) containers. • Although accomplished EFDS work remains valid, the scope of MALSP II has expanded to address other facility/container/shelter gaps. • HQMC ASL via AIR 6.8 and WBB is sponsoring the development of a AvLog/MALSP II Family of Systems Initial Capabilities Document (ICD) that captures all MALSP II container/facility/shelter requirements under the title “Expeditionary Delivery Systems (EDS).” This ICD will serve as: • An acquisitions requirements document from which Capability Development Documents (CDDs) can be created. • A vision and strategy reference for MALSP II-related initiatives.

20. POM-12 EFDS Gaps • Loss of capabilities if strategic lift is unavailable or inadequate. • No standardized Type/Model/Series planning data. Effects deliberate planning. • Currently no ability to disaggregate. • Hampers initial operating capability (IOC). Loss of capabilities if strategic lift is unavailable or inadequate. • Inability to support units smaller than squadron size. • Current assets are inflexible for other than high end operations. • Presently tactical lift cannot adequately perform mission. • Inability to overcome environmental challenges and natural obstacles results in material deterioration and loss of capability.

21. EDS Attributes • Capability: • Stronger, lighter, flexible, and expeditionary • ISO and Convention for Safe Containers (CSC) Certified • Standardized throughout the Marine Corps • Opportune lift capable (Strategic and Organic) • Scalable and integrate with MALSP II concept of logistics • Support multi-site operations • Initial operational capability • More agile • Greater flexibility (distributive ops) • Quicker response • Right sized (footprint reduction) • Flexibility required to fight the Long War vice the Cold war

22. EDS Application • Containers – supports MALSP II RESP material (parts & equipment) storage and quick access in support of aviation maintenance and operations. Attributes include: • Modular/scalable and durable design. • Accommodates organic last tactical mile transport • Moderate to significant environmental control. • Shelters – Protective enclosures for personnel, parts equipment (e.g., aircraft and support equipment). Supports MALSP II RESP maintenance requirements in support of aviation maintenance and operations. Attributes include: • Light, collapsible, and durable design. • Provides limited to moderate environmental protection. • Hybrid – Combines container and shelter capabilities and attributes. • Ancillary - Items not currently included in the inventory for MFs, however, they are necessary for the successful movement, security and tracking of EDS. Examples include tie-down chains and RFID tags.

23. MALSP II Mission Essential Task Impact • Provide support to deployed core capable unitsat a higher level while decreasing deployedinfrastructure and resource inventory to support the spectrum of conflict and developing concepts. MET 2 Develop Buffers in Time Domain MET 1 Select Locations as Logistics Chain Nodes MET 4 Move Materials To and From Nodes MET 5 Sustain Logistics Chain & CPI MET 3 Deploy Necessary Maintenance IOC Goal MET 7 Align Resources and Change Policies MET 6 Provide Initial Basic Package • Provide support to deployed and non-deployed core capable units at a higher level while decreasing total infrastructure and resource inventory to support the spectrum of conflict and developing concepts. MET D MALSP II is a Program of Record MET A Be capable of Operating from a Sea Base FOC Goal MET C Achieve a Common Logistics Operating Picture (C-LOP) MET B Globally manage MALSP elements, i.e., Parts, People & Equipment, in Buffers/Time Domain

24. Way Ahead • Future solutions will require: • Increased collaboration between the MALSP II PO and the MF PO to include: • MF PO Subject Matter Expertise representation on MALSP II IPTs to assist in requirements analysis (i.e., DOTMLPF). • A joint MALSP II/MF PO battle-rhythm. • MF PO input on AvLog/MALSP II ICD • Business Case Analysis (BCA) to weigh benefits of replacing/retaining some or all of the current MFs • Analysis of Alternatives (AoA) to identify any existing or emerging solutions

25. Questions? QUESTIONS?