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

2. Briefing Overview 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

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
3/25/2017
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 6

7. MALSP II In Action

8. Transformation Alignment
MALSP II
FRCs
NAVICP
DLA
OEM
Proactive Focus
Readiness in
Garrison
War-Time Capability
Able to Surge
Responsiveness
Agility / Flexibility
Core Capable Units
E2E development is deeply integrated with MALSP II design
An E2E optimized log chain is essential for MALSP II to achieve operational goals.
While we’ve focused on the retail end, the bulk of effort lies in the wholesale/depot side.
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
To This…
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
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
Highlights transformation from a “push” to a “pull” system. Leveraging TOC and a “demand-pull” system, MALSP II IOC creates a more responsive, flexible and agile logistics chain forward (i.e. ESB, MOB and FOB) back to the Parent MALS.
MALSP II IOC will lay the foundation for a “sense and respond” logistics environment (MALSP II FOC). Not only will the logistics chain be fully aligned to all providers in the logistics enterprise i.e. OEM, DLA, FRCs, NAVICP etc, but will provide enhanced C2 to the warfighter in a net-centric battle space.
Days of Supply
Time to Reliably Replenish
Speed/Quality of Effects
Increased Performance
Reduced Footprint
Slide: 9 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 units at a higher level while decreasing deployed infrastructure 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.
We are committed to achieving Marine Aviation’s desired endstates! 2
MALSP

12. Transformation Methodologies
Use the Theory of Constraints, Lean, and Six Sigma principles to transform 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 )
Project Manager, MALSP II
LtCol Martin

15. Organizational Chart (cont’d) MALSP II and AIRSpeed USMC structure
Notes:
CWO-3 Willis currently dedicated to AIRSpeed: CR and E2E
Capt Beyer currently working MALSP II. Have proposed dual hatting him with AIRSpeed billet to prep him to be an E2E TMS lead for summer 09.
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 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 units at a higher level while decreasing deployed infrastructure 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 3
Deploy Necessary Maintenance
MET 4
Move Materials To and From Nodes
MET 5
Sustain Logistics Chain & CPI
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
Notes from ASL-1 Meeting (7 Nov 08):
“What are the measures of effectiveness?” – Improve Readiness while moving ‘less’ forward.
At IOC we are looking to reduce the footprint forward
At FOC we will look to reduce the entire global chain
MET A
Be capable of Operating from a Sea Base
FOC Goal
MET B
Globally manage MALSP elements, i.e., Parts, People & Equipment, in Buffers/Time Domain
MET C
Achieve a Common Logistics Operating Picture (C-LOP)

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?
SOURCE:
POC: NAME; PH#
SLIDE TYPE: FLYSHEET