MCSC Command Overview - Marine Corps Systems Command

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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.





Introduction

Organization

Acquisition

Financials

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


Introduction

Organization

Acquisition

Financials

Our Customers

5



Introduction

Organization

Acquisition

Financials

Equipping Process

Marine Corps

Research Development &

Acquisition Command

(MCRDAC) Formed

1986

Automated Manpower &
Logistics Support Systems
Migrate from HQMC

Mission
Requirements for
Total Life Cycle
Support Emerge

Re
-
designated

Marine Corps

Systems Command

(MARCORSYSCOM)

Transfer of
Acquisition Programs
from Naval

Systems Commands

Command

Re
-
Alignment

Implementation

PM/WSM

Re
-
alignment

App Supt Branch
Transfers from

HQMC

Acquisition Mission
Emerges From
HQMC

Post 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

Introduction

Organization

Acquisition

Financials

7



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 American
Hispanic
Asian/Pacific
Native 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
FM
LOG
PM
IT
Ops Res
Other
Admin
WG
GENDER

AGE

RACE

CORE SKILLS

As of 10 May 07

8



Workforce Distribution



Introduction

Organization

Acquisition

Financials


Distribution


Total 857

Distribution


Total
635



General Officer
-

1

Colonel
-

8

LtCol/Maj


147

Capt/Lt


85

CWO
-

39

Enlisted
-

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
-

5

Note
:
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

9

MARCORSYSCOM 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 Officer

MCTSSA

Camp Pendleton, CA

Deputy Commander

SIAT

*^

Director,

Financial

Management

Director,

Workforce

Management and

Development

Deputy Commander

Resource Management

*^



EXECUTIVE DIRECTOR
*

COMMANDER

Chief of Staff

CIO

Facilities & Services

Operations Cell

Reserve Affairs

Security

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 Staff

International Programs

Counter
-
Improvised Explosive Devices

Corporate Communications

Counsel



OSBP



Safety Office



Strategic Change Management Center


Product Group Director,

Operational Forces Systems

Program Manager,

Global Combat Support

System
-
Marine Corps

Director,

R&E

PEO Land Systems

PM, Expeditionary Fighting Vehicle

PM, Light Armored Vehicle, Warren, MI

PM, JPMO, Lightweight 155, Picatinny, NJ

PM, LVSR

PM, JLTV

PM, MTVR

PM, G/ATOR

PM, CAC2S


Program Manager,

Robotic Systems

Huntsville, AL


Resource Mgt

Competency Domain/

Competency Leaders

Sys Engineering

Competency Domain/

Competency Leaders

Life Cycle Logistics

Competency Domain/

Competency Leaders

Contracts

Competency Domain/

Competency Leaders

Program Mgt

Competency Domain/

Competency Leaders


*

= SES Position


Deputy JPEO,

Chemical & Biological

Defense

Arlington, VA



^

= Competency Director


10



4

Introduction

Organization

Acquisition

Financials

Command Workforce*: 1692


635 Military / 1057 Civilian

* Navy Interns Included

PM LW
-
155

Picatinny NJ

Military


2
Civilian


11

PM Training Systems

Orlando FL

Military


13

Civilian


33

MARCORSYSCOM
, Albany GA

Military


37

Civilian


115

Marine Corps Tactical
Systems Support Activity
(MCTSSA / CAMPEN
CA)

Military


252

Civilian


167

PM LAV

Warren MI

Military


9

Civilian


2

MARCORSYSCOM
,
Quantico VA

Military


290

Civilian


704

MCSC Workforce Principal
Activities/Locations

PM Robotic Systems

Huntsville, AL

Military


3

Civilian


5

As of 7 July 07

Other Locations

Military
-

29

Civilians
-

20

11



Introduction

Organization

Acquisition

Financials

PG 10

Information System

& Infrastructure

PG 12

CINS

PG 13

Infantry Weapons

Systems

PG 16

Combat Equipment

& Support Systems

PG 15

Ground Transportation/


Engineering Equipment

PG 14

Armor & Fire

Support Systems

PG 11

MAGTF 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


Communicatio
n

Systems


Intelligence

Systems


Anti
-
Armor
Systems


Infantry Weapons


Marine

Expeditionary

Rifle Squad


Optics and

Non
-
Lethal
Systems


Recon &

Amphibious Raids


Assault
Amphibious
Vehicle Systems


Expeditionary

Fire 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 9

Operational

Forces Systems

12


Warfighter

Marine Corps Combat

Development Command

(MCCDC)


Capability

Documents

MARCORSYSCOM

Industry

HQMC

Marine Corps Operational
Test and Evaluation
Activity (MCOTEA)

Marine Corps
Warfighting
Lab

Operationa
l need

Introduction

Organization

Acquisition

Financials

Acquisition Cycle

13



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

14



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.)

15


IOC
B
A
Technology
Development
System Development
& Demonstration
Production &
Deployment
Systems Acquisition
Operations &
Support
C
User Needs &
Technology Opportunities
Sustainment

Process entry at Milestones A, B, or C

Entrance criteria met before entering phase

Evolutionary Acquisition or Single Step to Full
Capability
FRP
Decision
Review
FOC
LRIP/IOT&E
Design
Readiness
Review
Pre
-
Systems Acquisition
(Program
Initiation)
Concept
Refinement
Concept
Decision
The Defense Acquisition Management Framework


Introduction

Organization

Acquisition

Financials

16


Resource

Allocation

(PPBES)

Defense

Acquisition

Joint

Capability

Development

(JCIDS)

Integrated Management Framework:



Three Principal Decision Support Systems

The Defense
Acquisition System

17


MARCORSYSCOM Programs
*

Acquisition



MCSC PGMS

GCSS
-
MC

MRAPs


PEO LS

EFV

MTVR

JOINT PGMS

DTS (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 PROGRAMS



PEO LS


CAC2S

G/ATOR

LVSR


JOINT PGMS

LW
-
155 (USMC)

M
-
88A2(USA)

JPBDS (USA)









6 PROGRAMS



USMC PGMS


32 PROGRAMS


JOINT PGMS


USA Led x 33

USAF Led x 3

USN Led x 5

DISA Led x 1

JPEO x 7








81 PROGRAMS



USMC PGMS


120 PROGRAMS




JOINT PGMS

43 PROGRAMS











163 PROGRAMS


PRE
-
MILESTONE B
EFFORTS



FIELDED SYSTEMS



ABBREVIATED
ACQUISITION
PROGRAMS



AMMUNITION

ITEMS



MISC PROJECTS






457

ACAT I ACAT II ACAT III ACAT IV OTHER

R&D>$265M PMC>$1.29B

R&D>$140M PMC>$660M

18


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
467
PMC
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

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

Introduction

Organization

Acquisition

Financials

Updated 9/27/2007

21



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

22


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
41
45
433
EFV
Program Wide
Support
Non Lethal
Weapons (NLW)
Systems
Development
Introduction

Organization

Acquisition

Financials

Updated 9/27/2007

23


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

17
153
69
21
21
62
27
63
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

24


209
575
1209
799
580
3772
144
742
PG 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

25


Back
-
ups

26



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

27



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.

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



The Defense
Acquisition System

29


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

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)

The Defense
Acquisition System