Exhibit_A_-_MCILR.pdf

From the Deputy Commandant for Installations and Logistics (DC, I&L)

DC, I&L Priorities

I. Expeditionary Logistics

Characteristics of Expeditionary Logistics

A. Initiatives

1. Naval Logistics Integration/MAGTF Logistics Integration

2. Lightening the Force

3. Training and Education

4. Logistics Organizations

5. Logistics Information Technology (IT)

6. Operational Contract Support (OCS)

B. Programs & Concepts

1. Prepositioning

2. Global Combat Support System – Marine Corps

3. Seabasing Concepts

C. Policy – Maintenance Planning

D. Expeditionary Logistics Actions

II. Advocacy

A. Focus Areas

B. Organization for Advocacy

1. Installations Advocacy

2. Logistics Advocacy

C. Advocacy Calendar

D. Advisory Group Topics

E. Advocacy Actions

TABLE OF CONTENTS

III. Future Logistics and Innovation

A. Capabilities Based Studies and Analyses

B. Science and Technology (S&T)

C. Experimentation and War Gaming

D. Future Logistics and Innovation Actions

IV. Enterprise Support Efforts

A. Enterprise Ground Equipment Management (EGEM)

1. Coordinated Ground Equipment Management

2. Ground Equipment Optimization

3. Effective and Affordable Sustainment

4. Accountability, Auditability, and Internal Controls

B. Component-Level Logistics

1. Initiatives

(a) Reset

(b) Depot Maintenance

(c) Integrated Teams

(d) Distribution

(e) Performance Based Logistics

2. Programs – Marine Corps Logistics Support Services (MCLOGSS)

C. Enterprise Support Actions (Component-Level Logistics)

D. Installations Support

1. Energy

2. Barracks and Housing

3. Encroachment and Land Expansion

4. Military Construction Initiatives

5. Installation Protection

E. Enterprise Support Actions (Installations)

V. Final Thoughts

Appendices

Appendix A – Marine Corps Installations and Logistics Roadmap (MCILR) Analytical Method

Appendix B – Consolidated List of MCILR Actions

Appendix C – Naval Logistics Integration Strategic Plan

Appendix D – MARFOR Logistics for Deployed Forces Handbook

Appendix E – Logistics Information Technology Strategy

Appendix F – Marine Corps Prepositioning Handbook

Appendix G – Capabilities Development Primer for Advisory Groups

Appendix H – Marine Installations Board Charter

Appendix I – DC, I&L Advocacy Charter

Appendix J – MARCORLOGCOM Strategic Plan

Appendix K – Operation Enduring Freedom Ground Equipment Reset Plan

Appendix L – Marine Corps Installations Strategic Campaign Plan

Appendix M – Marine Corps Facilities Investment Campaign Plan

Appendix N – Marine Corps Installations Energy Strategy

Appendix O – Marine Corps Security Infrastructure Campaign Plan (SICP)

A-1

B-1

* https://eis.usmc.mil/sites/HQMCLP https://eis.usmc.mil/sites/HQMCLP

1Marine Corps Installations and Logistics Roadmap // 2015

From the Pacific island-hopping campaign of WWII, to the march on Baghdad in 2003, and during more recent operations in the Helmand Province of Afghanistan, logistics has been key to the Marine Corps’ ability to deploy, rapidly generate combat power, and fight. An enduring aspect of the nature of war – providing logistics at the right time in the right place – will prove even more challenging and decisive in the 21st Century as our national defense strategy “pivots” to the vast expanse of the

Asian-Pacific Theater. The recently published Expeditionary

Force 21 (EF-21) establishes the operational framework for the Marine Corps and will serve as a guide for the continued development and refinement of our Expeditionary Logistics capabilities to better support crisis response, exercise support, training, and other operations across the range of military operations (ROMO). This operational framework will challenge our Marine Corps logisticians to become even more creative, agile, and responsive in supporting distributed, forward-deployed, and pre-positioned forces. These forces will operate from both land and sea, in disaggregated and distributed operations, in austere, unstable, and uncertain environments, and within an increasingly constrained budgetary climate. We must sustain logistics effectiveness while finding efficiencies in everything that we do. To do this we must define short-term actions, establish mid-term goals, and set long-term priorities to inform capability development and resource allocation across a multi-year planning horizon. This and future roadmaps must align to the Commandant’s Planning Guidance (CPG) and Marine

Corps Service Campaign Plan (MCSCP) – strategic documents that define the future end state and provide direction on how to achieve it (see Appendix A, MCILR Analytical Method).

Within this framework my priorities are to:

» Continue responsive Expeditionary Logistics support to our geographically dispersed, forward-deployed Marines.

» Institutionalize Installations and Logistics Advocacy to resource validated needs to provide ready people, relevant capabilities and capacities, and responsive organizations.

» Revitalize and energize Marine Corps logistics training, education, and doctrine to infuse an expeditionary mindset, and to develop the skills to “think outside the MAGTF” to leverage global resources.

FROM THE DEPUTY

COMMANDANT

“Our number one priority is preparing the Marine Corps for 21st century expeditionary operations by providing superior logistics and installations support.”

– LtGen Mark Faulkner, DC, I&L

2 UNITED STATES MARINE CORPS

» Continue to ensure long-term viability of critical training and maneuver areas through strong partnerships with surrounding communities and local and state governments, through sharing resources, providing mutual support, and joint land use master planning.

» Reinforce and strengthen the relationship between Marine

Corps installations and Operating Force readiness, training, and power projection.

» Modernize and innovate to develop and implement 21st-century Expeditionary Logistics capabilities to increase

MAGTF operational flexibility.

To meet the logistics challenges of 21st century expeditionary operations and continue to provide agile Logistics support, we must increase our tactical proficiency, interoperability, and strategic flexibility, while protecting our training and maneuver areas. We will do this by:

» Supporting multiple forward-deployed organizations conducting distributed operations while retaining the capability to rapidly aggregate forces to support Marine

Expeditionary Brigade (MEB)-level forcible entry operations.

» Balancing organic capabilities with the ability to leverage external resources. We cannot afford to bring the “iron mountain” when we deploy; so out of necessity, Marine logisticians must learn to think outside the MAGTF when developing concepts of support. This includes continuing to pursue robust Naval Logistics Integration (NLI) and integrating operational-level logistics and sustainment support capabilities available from outside providers, such as the Defense Logistics Agency (DLA), Joint and

Interagency sources, and the national industrial base. We must also further develop and leverage mutual logistics support concepts with our partner nations for host-nation support (HNS).

» Continuing to examine the logistics force structure across the enterprise to eliminate redundancies and integrate logistics capabilities across each MAGTF that deploys, whether in support of a MEB, MEU, SPMAGTF, or

MARSOC unit. This means that we must maintain the ability to be fast and austere yet retain the capability to enable maneuver and sustain MEB-level operations. While we have achieved a degree of organizational stability across the logistics community, we must continue to question and examine whether the force composition that has served us so well for land based, aggregated operations – i.e., the mix of Military Occupational Specialties (MOS) and equipment – is the same force structure that we need within the context of the future operating environment. This extends to some

MOSs for which DC, I&L is not the Occupational Field

(OccFld) Sponsor, such as Ammunition Technicians (23XX).

» Balancing the requirement to effectively operate from a seabase with the reality of proliferating Anti-Access/Area-

Denial (A2/AD) capabilities, we must counter continued proliferation of technologically advanced weaponry with new and innovative logistics capabilities to meet extended distribution challenges as fiscal realities permit.

» Balancing forward positioning of resources (people and equipment) and distribution (IT and transportation enabled capability and capacity) to reach back to the supporting

Marine Corps Forces (MARFOR).

» Reducing inventory and transportation costs while simultaneously enabling the timely employment of capabilities. Logisticians who can effectively think outside the MAGTF, and use the idea of concentric rings

(fig 1-1) for sourcing solutions, will reduce costs while maximizing effectiveness.

» Offsetting the shortfall in amphibious shipping by leveraging alternative platforms, such as the Dry Cargo/Ammunition

Ship (T-AKE) and Aviation Logistics Support Ship (T-AVB), and employing and operationalizing them in non-traditional ways for logistics support.

FROM THE DEPUTY COMMANDANT

3Marine Corps Installations and Logistics Roadmap // 2015

With improved Expeditionary Logistics capability as the objective, Advocacy is the method by which we will integrate new ideas, capabilities, and concepts to continually generate enterprise improvement. Since its inception in 2013, our

Advocacy program has quickly matured into the engine that drives and synchronizes our installations and logistics community. Based on input from Marines of all ranks throughout the Marine Corps, Advocacy enables us to aggressively develop people, capabilities, and programs, and to shape capabilities development through a formal, yet collaborative Operational Advisory Group (OAG) and

Installation Advisory Group (IAG) construct. An enduring logistics Advocacy process will help ensure we develop and provide the best-trained and most capable logisticians, while ensuring programs and capabilities are aligned to support future operating concepts.

Other supporting efforts that are synchronized with the

Advocacy process include the management of the Logistics

Information Technology (Log IT) portfolio. As defined in the

Log IT Portfolio Management (PfM) Implementation Plan, the portfolio management framework consists of three elements:

the governance structure, the management process, and synchronization of the PfM process with other formal existing processes. The Log IT Portfolio Management Implementation

Plan lays out the process that guides day-to-day portfolio management actions, as well as the year-to-year prioritization and resourcing decisions necessary to sustain and modernize the Marine Corps Logistics IT portfolio. The framework also includes the synchronization of the governance with the processes and timelines associated with achieving the vision, goals, and objectives described in the Log IT Portfolio Strategy.

Figure 1 – 1 depicts the concept of “Concentric Circles” of logistics support that may be available to deployed Marine forces in a GCC’s AOR

GLOBAL - DLA / LOGCOM / HOME STATION SUPPLY MANAGEMENT UNIT (SMU)

REGIONAL - SHORE BASED (HOST NATION OR ALLIED SUPPORT)

REGIONAL - SHORE BASED (FLC / PRIORITY MANAGEMENT OFFICE (PMO) /

DLA / OTHER THEATER COMPONENTS & AGENCIES)

REGIONAL - AFLOAT (combat logistics force (CLF) / MPF)

SEABASE - SHIP/AMPHIBIOUS READY GROUP (ARG)

UNIT OR MAGTF - DEMAND SUPPORTED ITEMS (DSI) / OPERATIONAL

DEPLOYMENT BLOCK (OPDEPBLK)*

Concentric Circles of geographical sourcing logic - (COCOM and environment dependent)

* = USMC Requestor

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Our goal will always be: ready people, the right capabilities, and responsive organizations integrated across the MAGTF and our bases and stations.

Continuing to develop and provide the right Expeditionary

Logistics capabilities at the right place and at the right time will not be possible without properly trained and educated

Marine Corps logistics professionals. We must further integrate logistics training, education, and doctrine to increase overall readiness. With our Marine Corps Logistics Operations Group

(MCLOG) in the lead, reinforced by the efforts of the Training

& Education OAG, we must ensure a holistic and cohesive approach to quickly assimilate revised doctrine through relevant and timely curriculum refinements. While recent measures to improve and institutionalize logistics specific pre-deployment training are a step in the right direction, numerous OAGs have identified training and education shortfalls and deficiencies since publication of the 2013 MCILR. We must ensure we are capturing and addressing these deficiencies comprehensively so our logisticians receive the training they require. At the same time, we must balance this need to update and refine our training and education continuum with retaining the tactical-and operational-level logistics proficiency learned during twelve years of combat.

Without the critical base and station infrastructure that underpins our logistics capabilities and provides the foundation for effective training, we would accomplish very little. We must continue to strengthen the linkages between installations and Marine Corps readiness, training, and power projection capabilities. Marine Corps Installations Command (MCICOM) is the ultimate expeditionary MAGTF deployment platform provider, both in CONUS and overseas. In addition to providing premier housing and quality of life services for our

Marines, Sailors, and their families, our installations provide a full range of support infrastructure and essential services, facilities, and expert personnel for unit training and exercises, deployment support for expeditionary forces, and warfighting experimentation. We have successfully leveraged funding to significantly enhance our installation capabilities across the board. We have also nurtured positive and ongoing relationships with our surrounding communities, regulatory agencies, and government officials; these relationships are necessary to ensure continued access to land, sea, and air training venues. Our challenge is to maintain our installations and training areas in a high state of readiness, and to pursue energy efficiencies at every opportunity.

Achieving energy efficiency highlights the necessity to continue to invest in new technologies, pursue experimentation, and leverage commercial partners. The requirement to modernize and innovate spans the spectrum of logistics capabilities, training and education, and installations support. While budgetary constraints certainly make investments in new technologies more challenging, we must not be complacent regarding the development of new capabilities. Our adversaries will leverage every marginal technological advantage they can find. Likewise, we must pursue logistics capabilities that offset proliferation of A2/AD weaponry, as well as develop lighter, safer, more fuel efficient transportation options. We must also anticipate development of tactical-level precision munitions by our adversaries; their increased ability to accurately target our smallest formation or location will present significant challenges to our ability to provide responsive logistics support. However, developing new capabilities is not limited to new technologies.

We must also strive to employ existing capabilities in new and unique ways, and to capitalize on developments in commercial technology to make our operations more effective and efficient.

To that end, I challenge all units and organizations to pursue any of the following and update me on the results: (a) develop new ways of doing business; (b) employ a new technology; and

(c) leverage supporting organizations in new ways.

5Marine Corps Installations and Logistics Roadmap // 2015

The achievement of these priorities will require logisticians, at every level, to carefully and continually assess capabilities against requirements. Achieving the correct balance between effectiveness and efficiency across the spectrum of

Expeditionary Logistics requirements will ensure responsive and flexible support to deployed forces. This document sets forth goals and objectives to guide and measure progress toward improving logistics support to expeditionary Marine forces. Logistics leaders at all levels should be familiar with the tasks and requirements that are specified on the following pages. Organizations and individuals will be measured against the goals and actions contained herein (See Appendix B, Consolidated List of MCILR Actions).

As we look to the next 15 years, we will build upon the lessons of the past, and build logisticians and installations experts who can support and sustain Marines in every clime and place, against any foe, for any mission, to ensure we prevail.

William M. Faulkner

Lieutenant General, U.S. Marine Corps

Deputy Commandant, Installations and Logistics

6 UNITED STATES MARINE CORPS

7Marine Corps Installations and Logistics Roadmap // 2015

Expeditionary Logistics is the ability to rapidly develop the responsive and agile architecture necessary to support and sustain operations in austere environments, frequently on short notice, and where operational requirements may dictate the dispersal of forces across a large geographic area.

EF-21 describes a future environment marked by “volatility, instability and complexity,” with most operational challenges and opportunities occurring in the increasingly populated littoral regions of the globe. Naval forces – and especially

Marines – provide “the readiness, rapid responsiveness, precision, and strategic mobility” necessary to respond to crises in these regions.

As our Nation’s Force in Readiness, Marines will train to execute Operational Maneuver From the Sea, Ship to

Objective Maneuver, and Seabasing. Our responses to crises will require rapid aggregation or disaggregation to create tailored, task-organized units, capable of operating ashore in small formations while being supported almost exclusively from a seabase. Marine logisticians and logistics organizations must adapt and overcome the tyrannies of distance and time by adopting leaner, more agile, and integrated processes and technologies.

CHARACTERISTICS OF

EXPEDITIONARY LOGISTICS

1. Supports a global laydown of forward-deployed forces with improved logistics responsiveness and agility through scalable, task-organized, multi-purpose logistic elements while sustaining equipment readiness of dispersed, disaggregated, and afloat forces.

2. Dynamic enough to allow commanders to minimize their logistics footprint ashore while retaining the ability to quickly exploit opportunities in a fluid environment.

3. Integrated with Naval Logistics while striving toward interoperability with Joint and Allied logistics, leveraging host-nation support (HNS).

4. Maximizes sustainment from the seabase, capable of quickly reacting and adapting to changing demands.

5. Leverages Marine Corps bases, stations, and depots to deploy, sustain, and redeploy forces.

6. Employs more efficient electrical generation and distribution systems, leveraging Ground Renewable

Expeditionary Energy Systems (GREENS).

EXPEDITIONARY

LOGISTICS

8 UNITED STATES MARINE CORPS

Expeditionary Logistics cross-cuts all levels of war – tactical, operational and strategic – and requires logisticians who understand and embrace the challenges presented by these levels. It requires a single, seamless, comprehensive approach that synchronizes capabilities across various domains for responsive logistics support to the MAGTF.

Logistics considerations can no longer be categorized by the scope and scale of an operation as even the smallest

MAGTF may be required to leverage operational and strategic resources to ensure battlefield success. As such, Logistics

Advocacy provides the framework to help shape Expeditionary

Logistics programs, policies, and initiatives by facilitating the vertical (tactical, operational, and strategic) and horizontal

(across major commands) integration necessary to develop effective capabilities.

Existing USMC logistics processes, structure, and equipment must be capable of adapting to operating concepts required to support expeditionary operations in current and future operational environments. The following initiatives, programs, and policies represent efforts to improve Logistics capabilities in support of expeditionary operations.

A. INITIATIVES

1. NAVAL LOGISTICS INTEGRATION (NLI) AND

MAGTF LOGISTICS INTEGRATION (MLI)

The NLI/MLI team focuses on initiatives that enhance internal MAGTF integration and external MAGTF capabilities in six primary areas: billet integration/exchange, systems interoperability, training, education, distribution management

(DM), and material management. NLI focuses on integration opportunities with the Navy and Coast Guard, while MLI focuses on aviation/ground logistics integration opportunities inside the MAGTF. Both NLI and MLI function under the guidance and direction of strategic leadership to ensure that all efforts are aligned and balanced across the MAGTF.

NLI strategic oversight consists of DC, I&L, the Chief of

Naval Operations (CNO) N4, and the Coast Guard Deputy

Commandant for Mission Support. MLI strategic governance involves a close partnership between DC, I&L and DC, Aviation.

EXPEDITIONARY LOGISTICS

9Marine Corps Installations and Logistics Roadmap // 2015

NLI initiatives include the ongoing Billet Exchange/Integration

Program – which recently staffed NAVSUP Fleet Logistics

Centers (FLC) in Sigonella, Bahrain, and Yokosuka with

Distribution Management Specialists – to improve naval integration and distribution management support for deployed

MAGTFs. A complementary initiative involves augmenting each MEU with distribution liaison cells to work collaboratively with the Distribution Management Specialists at each FLC to increase throughput velocity.

MLI initiatives include several ongoing projects that complement NLI efforts to further integration opportunities.

These include Distribution in the Battlespace, developing a MAGTF Commander User Defined Operational Picture, refining MAGTF Class IX Support, developing T-AVB Ground

Maintenance Integration, adapting Digital Interoperability

(DI) for logistics purposes, and continuing to support the development and evaluation of unmanned systems such as the Cargo Resupply Unmanned Aircraft System (CRUAS) to inform a follow-on Program of Record (POR).

Collaboration between DC, I&L and DC, AVN staffs is ongoing to determine how both aviation and ground logisticians may share common stowage and maintenance spaces (e.g., optics, metalwork, etc.) aboard the T-AVB.

Recent concept development efforts in support of Distributed

Short Take-Off Vertical Landing (STOVL) Operations (DSO) for F-35 operations ashore demonstrate the degree to which future operational success rests on the success of both NLI and MLI. DSO will require real-time MAGTF integration and concurrent planning with Navy elements. While Marine Wing

Support Squadron (MWSS) detachments will conduct Mobile

Forward Arming and Refueling Point (M-FARP) operations, elements of the GCE will provide security. LCE units will concurrently coordinate with the seabase, conducting mobile distribution, and integrating with Navy Beach Masters to move supplies through a temporary beach landing site.

DSO demonstrates the complexity of future operations and underscores the necessity for balanced capabilities and integration across the MAGTF.

Aligning NLI and MLI efforts into a complementary MAGTF logistics design will optimize logistics support to MAGTFs of every size, as well as other task-organized expeditionary

Marine forces such as Marine Special Operations Forces.

Additional information on NLI can be found in the Naval

Logistics Integration Strategic Plan (Appendix C).

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2. LIGHTENING THE FORCE

War-time increases in structure and equipment across all elements of the Operating Forces have produced a corresponding increase in fuel, maintenance, supply, and distribution requirements. Size and weight increases are inherent in everything from vehicles to a Marine’s individual combat equipment. While these increases have produced significant gains in protection, they have not been without impact. In short, these factors have reduced the MAGTF’s expeditionary agility and self-sufficiency.

The Marine Corps must adapt to the demands of expeditionary sustainment in the littorals, where logistics support will often originate exclusively from the seabase. In addition to the ongoing efforts to right-size our inventory, we must achieve efficiencies through reduced energy consumption and new alternative materials. This will lighten our operational and sustainment footprints while preserving and improving the force protection, fires, and maneuver gains of the last decade.

As ground and aviation platforms, equipment, and employment concepts change, we will adjust how we support them. Collaborative efforts between functional

Advocates will make Marine forces more expeditionary in support of Joint operations, reduce logistics sustainment requirements, and ease fiscal burdens. DC, I&L will work with other Advocates, particularly DC, CD&I, and the

Operating Forces to synchronize Science and Technology

(S&T), prioritize investments, and inform decisions on how to lighten the MAGTF.

3. TRAINING AND EDUCATION

MCLOG is the focal point of our operational training and education efforts for the MAGTF, taking its place alongside the Marine Aviation Weapons and Tactics Squadron (MAWTS) and Marine Corps Tactics and Operations Group (MCTOG).

As the Marine Corps’ premier operational logistics training organization, MCLOG is responsible for preparing logisticians to plan and execute Expeditionary Logistics. MCLOG also plays a pivotal role in developing and refining Marine Corps logistics doctrine and policy and in informing the development of new logistics concepts and capabilities.

11Marine Corps Installations and Logistics Roadmap // 2015

Logisticians of all ranks across the MAGTF — officer and enlisted — must master the methods of logistics chain management (push, pull, and hybrid) in order to minimize stockpiles ashore and maximize visibility, accountability, and speed. Our curriculum must endeavor to create this competency at the lowest tactical levels as infantry company-centric operations will require distribution directly to maneuvering companies or platoons ashore without the assistance of parent battalion staffs.

As we continue to develop and refine the Marine Corps logistics curriculum in partnership with TECOM, we much also leverage Interagency, other Service, and partner nation tactical-, operational-, and strategic-level training and education opportunities to become more skilled at integrating all available logistical capabilities. We must continually review and update our curriculum to ensure it remains relevant and effective.

4. LOGISTICS ORGANIZATIONS

As we continually ready our Corps to meet the expeditionary requirements of the operating environment, we must seek the optimum balance of logistics organizational capability across the MAGTF to better support emerging requirements.

Aligned and balanced MAGTF logistics provides the commander a single touchpoint for capability, reducing unnecessary redundancy across all elements of the MAGTF while maximizing limited resources. In addition to creating opportunities for lightening the force in favor of increased interdependency across the MAGTF, this further strengthens relationships between supporting and supported units while establishing ground logistics as a core competency of the LCE.

Due to the increased forward presence necessitated by operational realities, we will periodically review our logistics manpower, organizations, and equipment across the

MAGTF to meet evolving demands.

New missions, such as security cooperation, may require unique command relationships and Tables of Organization. Simply put, when assigned as a MAGTF Command Element, the LCE must be prepared and resourced to perform and support all six warfighting functions to the degree required by the mission.

The operating environment will also necessitate increased engagement of MARFOR staffs in their role of providing operational-level logistics support to deployed Marine Corps units. In order to enable deployed units to successfully

12 UNITED STATES MARINE CORPS

leverage MARFOR support, we will publish the Marine

Corps Forces (MARFOR) Logistics for Deployed Forces

Handbook (Appendix D). This document provides logistics guidance for all Marine units deploying into a Geographic

Combatant Commander’s (GCC) Area of Responsibility, whether assigned to a MARFOR, NAVFOR, or Theater Special

Operations Command (TSOC).

5. LOGISTICS INFORMATION TECHNOLOGY (IT)

A. Logistics Information Technology Strategy

Information Technology enables Expeditionary Logistics by replacing mass with awareness, responsiveness, flexibility, and efficiency. We will examine systems’ capabilities and continue our deliberate effort to divest ourselves of obsolete or redundant IT systems. While reducing the size of our overall logistics IT portfolio, we will invest wisely in future systems to ensure interoperability and integration.

Furthermore, we will develop a data integration strategy to facilitate logistical planning and execution.

The lack of interoperability between our IT systems reduces readiness and incurs unnecessary costs. Legacy Command and Control (C2) architecture includes independent data systems that use unsynchronized methods for storing, communicating, and displaying mostly uncorrelated data.

Common operational pictures are cumbersome and time consuming to properly assemble. Historically, point-to-point integration of individual applications was the preferred method of solving this problem, however, this approach has proven largely ineffective.

To improve interoperability, we are developing a Service

Oriented Architecture (SOA) which provides an alternative by creating a Shared Data Environment (SDE). The SDE allows varied applications to exchange data over a network.

A SOA eliminates duplication of effort and allows accurate data correlation from multiple sources to provide logisticians and leaders the information they require to make sound, timely decisions. Additional information on our approaches for future logistics systems can be found in the Logistics

Information Technology Strategy (Appendix E).

13Marine Corps Installations and Logistics Roadmap // 2015

B. Logistics Master Data Management

DC, I&L has directed Logistics Vision and Strategy

Branch (LPV/LPV-2) to take the lead on an enterprise data management initiative. This initiative is at the core of the modernized Logistics IT portfolio necessary to support the characteristics of Expeditionary Logistics.

Data management is a process and quality control discipline focused on managing the quality, consistency, usability, security, and availability of information. Data management provides a system of decision rights and accountability for information related processes, executed according to agreed-upon models describing who can take what actions, with what information, when, and under what circumstances, using defined methods. The data governance framework enables a logical structure for categorizing, organizing, and communicating complex activities involved in making decisions about and taking action on logistics data.

6. OPERATIONAL CONTRACT SUPPORT (OCS)

As the Marine Corps places renewed emphasis on expeditionary operations, Marines at all echelons will increasingly rely on OCS and contracting expertise as an integral component to mission success. OCS includes the contract support integration, contracting support, and contractor management functions necessary to obtain essential supplies and services unavailable through normal logistics channels. OCS is a MAGTF force multiplier that supports operational and tactical logistics missions while enhancing and increasing combat capabilities across all expeditionary functions. To sustain and maintain our OCS capability we are improving Contingency Contracting Force

(CCF) training, organization, and doctrine.

Training, education, and deliberate OccField management of qualified operational contracting personnel are essential to develop and retain the Marine Corps expeditionary contracting expertise required for future operations. The opportunity to send enlisted Marines through the Air Force

Mission Ready Airmen Course for initial MOS training, and to send officers to the Navy Post Graduate School for a

Masters of Business Administration in contract management, will give the Corps a solid foundation upon which to build

OCS as a function of logistics.

We have realigned our CCF to establish an OCS capability that provides contract support planning, integration, and contractor management functions at the MARFOR and MEF

Headquarters, and a contracting support execution function at the MLG. Our OCS capability provides a qualified contracting

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force that will offer a high level of contracting support to the

MAGTF and meet anticipated expeditionary requirements.

Due to the prominence of contracting in successful MAGTF operations, the Logistics Combined Operational Advisory Group

(COAG) recently discussed adding OCS as a seventh function of Marine Corps Logistics, mirroring Joint and Army doctrine. In addition, to institutionalize OCS, we will publish both an OCS

Guide Book as a Marine Corps Reference Publication, and a

CCF Program Guide as a Marine Corps Order.

B. PROGRAMS AND CONCEPTS

1. PREPOSITIONING

Our maritime and land-based prepositioning programs will likely play a larger role in future operations; thus we are reconfiguring and exploring alternative ways to integrate our prepositioned stocks with other force projection means.

The Maritime Prepositioning Force (MPF) encompasses two

Maritime Prepositioning Ship (MPS) Squadrons (MPSRON) with embarked Navy and Marine Corps equipment and supplies, supported by a Fly-in Echelon (FIE) and flight ferry aircraft. Each MPSRON is tailored to support one

MPF MEB for up to 30 days of combat operations. Within that construct, we are working with program stakeholders to further develop scalable Crisis Response Force Packages

(CRFP) to support operations across the ROMO, not just major combat. The Marine Corps Prepositioning Program –

Norway (MCPP-N) supports various SPMAGTFs in addition to augmenting forces for the reinforcement of Norway. Refer

EXPEDITIONARY LOGISTICS

SHIP TYPE LOGISTICS CAPABILITIES

NUMBER OF SHIPS

MPSRON-2 MPSRON-3

T-AK

(Container / Rolling Stock)

Legacy MPF ship

» Bulk fuel/water transfer (up to two miles from shore)

» In-stream off-load via INLS

» Flight deck

2 3

Enhanced T-AK

(USNS STOCKHAM)

» Refuel A/C

» UAV launch

» Modified medical facility

» Flight Deck

» A/C hanger

» Transport large rolling stock

» In-stream off-load via INLS

1 0

T-AKE

(Dry cargo / ammunition)

» Selective offload of palletized Class I, III (P), IV, V (A/W), and limited II/VII in support of forces ashore, » Flight deck

» A/C hanger

1 1

T-AKR

(Large Medium-Speed Roll

On/ Roll Off - LMSR)

» Transport large rolling stock

» Unique ability to interface with the Mobile Landing Platform

(MLP) ships

» Flight deck

» In-stream off-load via INLS

2 2

MLP

(Mobile Landing Platform)

Vehicle transfer from the LMSR to ship to shore connector craft (LCAC, Joint High Speed Vessel)

(FY15)

(FY15)

Table 1-1

15Marine Corps Installations and Logistics Roadmap // 2015 to the Marine Corps Prepositioning Handbook (Appendix

F) for more information.

The MPF remains an indispensible national strategic resource that provides global coverage, forward presence, and rapid response to GCC requirements. As of 2015, each MPSRON will include seven ships, as depicted in Table 1-1.

Prepositioning transformation initiatives include:

» We are continuously looking for opportunities to use our prepositioned equipment sets and supplies to provide cost-effective support to forces operating ashore during training or theater security cooperation

(TSC) events. By 2017, MPF support will expand beyond the basic MEB and MEU equipment sets and focus on the lower end of the ROMO scale to increase operational responsiveness. Today, each

MPS is assigned a specific CRFP module, and we are realigning select equipment between the ships to support these assignments as the ships return to

Blount Island Command (BIC) for their maintenance cycle over the next three years. Even though we will be realigning equipment on the MPS for the next several years, a significant portion of the CRFP modules are already in place on the correct ships.

BIC is making incremental adjustments to optimize loads that support scalable capabilities – ranging from an infantry battalion task force to an entire MEB – while not detracting from the MPF’s ability to support major combat operations.

» By 2017, MCPP-N will transform from a motor transport/ engineer-heavy pool of equipment to a balanced-

MAGTF equipment set. MCPP-N supports a MAGTF composed of a reinforced infantry battalion, composite aviation squadron, and task-organized combat logistics battalion for crisis response. In addition, MCPP-N provides company-sized TSC equipment sets, adaptive force equipment sets to support specific events (i.e., mountain cold weather, arrival and assembly, security, Chemical, Biological, Radiological, Nuclear, etc.), and select equipment to augment a MEB. Although regional, the prepositioned stocks in Norway decrease strategic lift and response time for contingency operations.

Ultimately, we must ensure that our pre-positioned capabilities increase GCC options to rapidly employ Marine forces with scalable capabilities that enable expeditionary operations from a seabase, MPF, or land-based prepositioning sites.

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2. GLOBAL COMBAT SUPPORT SYSTEM – MARINE

CORPS (GCSS-MC)

GCSS-MC is the Marine Corps’ state-of-the-art, web-enabled logistics IT system. It is the backbone of future Marine Corps

Logistics Chain Management (LCM); GCSS-MC is how

Marines conduct retail supply and maintenance transactions in garrison, deployed, and aboard ship. GCSS-MC Release 1.1 is complete, the system is stable, and functionality is continuously improving. The program is on track to complete the initial delivery of Release 1.1.1 in August 2015 allowing for faster transactions on shipboard networks, rapid task organization, and limited GCSS-MC functionality when the internet is unavailable. Also planned for 2015 is an upgrade from Oracle

E-Business Suite 11i to version R12. GCSS-MC has great potential as an instrument of accountability and material readiness. Continued funding must be a Marine Corps priority if we are going to affect required system improvements.

Although GCSS-MC is its centerpiece, our logistics IT portfolio consists of many systems. Our intent is to use the

Tactical Services Oriented Architecture (TSOA) to integrate existing disparate MAGTF Logistics Support Systems

(MLS2). As we develop and integrate systems, we will incorporate business intelligence and other analytic tools to prevent information overload for the user. Systems will effectively aggregate, monitor, filter, and mine information to support the dynamic requirements generated during

Expeditionary Logistics operations.

The GCSS-MC OAG develops resolution strategies for existing and emergent issues surrounding GCSS-MC.

Through functional working groups, the GCSS-MC OAG addresses GCSS-MC-related challenges affecting logistics chain operational capabilities, capacities, readiness, standardization, and policy. As GCSS-MC matures, this OAG will decompose with its working groups being subsumed by enduring OAGs, such as the Sustainment and Readiness and

Logistics Training and Education OAGs.

17Marine Corps Installations and Logistics Roadmap // 2015

3. SEABASING CONCEPTS

We must revise our approach and our policies as we plan to support littoral operations from the seabase. MEBs, MEUs, SPMAGTFs, and detached units operating in austere environments require lighter, leaner, and tailored logistics support, yet they must be able to access outside capabilities when required.

Our naval amphibious ships, together with our maritime prepositioning ships, must be able to support ashore operations from the sea in an A2/AD environment via interoperable surface and air connectors.

We will use new and existing surface and air connectors to move Marines, combat platforms, and materiel between the seabase and their place of employment ashore. The CH-53K

King Stallion Heavy Lift Helicopter is an example of a new platform. Its increased lift capacity and extended reach will expedite movement from seabases to inland objectives. We will continue to collaborate with the Deputy Commandant for Aviation (DC, AVN) and DC, CD&I to fully integrate this platform into future Expeditionary Logistics concepts, to include maximizing its 463L Pallet capability. Systems such as the Joint Precision Air Delivery System (JPADS) have proven to be accurate and reliable means of delivery and we are examining the feasibility of embarking an initial air delivery capability aboard seabased platforms such as the T-AKEs.

Further, we will continue to support experimental technologies, requirements development, and demonstrations and evaluations to inform potential Programs of Record. Examples include the Autonomous Aerial

Cargo/Utility System (AACUS), which will provide organic airlift with manned or optionally unmanned capability to improve operational effectiveness in Degraded Visual or

Global Positioning System (GPS) denied environments.

Development of unmanned aerial systems, such as the

Aerial Reconfigurable Embedded System (ARES), will further enhance tactical flexibility. ARES will hover, cruise, land on ship or shore, and deliver a broad range of capabilities to warfighters – from Joint Modular Intermodal Containers

(JMIC) and Interchangeable Cargo Modules (ICM), to Scout and aerial Intel Surveillance and Reconnaissance (ISR) functions, to force application missions.

We must maximize pre-configured packages for transshipment from storage on the seabase to the end user – the small unit operating ashore. We will build on the expeditionary utility

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of the JMIC while reducing our ship-board allowances and dependence on Quadruple Containers (QUADCON) across the MAGTFs. Naval intermodal packaging for all commodities will free space, allowing us to locate, assemble, and package unit-unique shipments from intermodal and bulk inventory and deliver them to loading areas.

On board Military Sealift Command (MSC) ships, we will examine how to reinforce civilian mariners with Marines and

Sailors trained to support concurrent flight deck and underway replenishment (UNREP) operations, while working below decks to pull and configure supplies going ashore or to other ships on the seabase. This will extend the operational reach of MSC shipping and provide a relatively low-cost method to increase the flexibility and responsiveness of alternative platforms.

C. POLICY - MAINTENANCE PLANNING

New operating concepts will result in increasingly distributed and disaggregated operations. This means forward-deployed Marine

Corps units will encounter greater challenges when planning and conducting equipment maintenance. Our Enterprise Ground

Equipment Management (EGEM) and Ground Equipment

Maintenance Programs (GEMP) will integrate maintenance planning and execution across the enterprise to maintain readiness at reduced cost. We will determine equipment maintenance requirements for operations, and publish a policy establishing maintainer-to-equipment planning factors for commonly deployed systems. This will guide unit resourcing requirements and significantly ease the burdens associated with determining manning requirements when developing task organized units to conduct Expeditionary Logistics.

We will continue to move toward the adoption of Condition

Based Maintenance Plus (CBM+) to gain maintenance efficiencies and improve systems reliability. With CBM+, maintenance is performed as required and when enabling technologies and processes, such as sensors and Reliability

Centered Maintenance (RCM) analysis, identify the need.

CBM+ applies a systems engineering approach to maintenance;

collecting and analyzing data to inform decision-making processes for system acquisition, sustainment, and operations.

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D. EXPEDITIONARY LOGISTICS ACTIONS:

While not a comprehensive list, the aforementioned initiatives, programs, and policies represent important efforts to improve support to expeditionary operations. The following actions require cooperation between key leaders throughout the Marine

Corps to reinforce these efforts.

TASKS I&L OCR SUPPORTING

DEADLINE/DC

I&L UPDATE

INTERVAL

DRAFT

MCSCP

OBJECTIVE

AREAS

Develop COAs to make informed decisions on how to “lighten the MAGTF”.

LPO LPD, LPC Annual: October Ready

Operating Forces

Work to mature MAGTF engineering curriculum and design injects within Service-sponsored exercise programs.

LPE

Engineering &

EOD OAG

September-15

Ready Operating

Forces

Develop equipment sets/operational capability for deploying MAGTFs. Validate and refine the process and coordinate and shape the requirement with other HQMC branches.

LP LPO, LPC

Annual:

September

Ready Operating

Forces

Review and validate task organized LCE structure, mission statements and METLs.

LPS Relevant OAGs Annual:

September

Ready Operating

Forces

Develop a process and assign an owner to assess and refine the logistics MOS structure across the

MAGTF.

LP LPS September-15 Ready

Operating Forces

Institutionalize and sustain enduring Counter Improvised Explosive Device (CIED) Defeat the Device training requirements and funding for the

MAGTF.

LPE

Engineering & EOD Summit

Annual:

November

Ready Operating

Forces

Conduct an EOD organization comprehensive review.

LPE

Engineering & EOD Summit

September-16 Ready

Operating Forces

Develop POA&M to leverage other Service training and education forums to enhance knowledge and skills in Joint logistics, and the integration of other Service, Interagency, and functional command logistical capabilities.

LPC Log T&E OAG September-15 Ready

Operating Forces

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TASKS I&L OCR SUPPORTING

DEADLINE/DC

I&L UPDATE

INTERVAL

DRAFT

MCSCP

OBJECTIVE

AREAS

Develop and oversee policy IOT direct focus on equipment accountability in the MARFORs and below.

LPC

Sustainment

Readiness OAG September-15

Ready Operating

Forces

Review and recommend changes to the Approved Acquisition Objective (AAO) to right-size our inventory.

LPC

Sustainment Readiness

OAG, LPO

November-15 Ready

Operating Forces

Review life cycle strategies to reduce maintenance costs.

LPC

Sustainment

Readiness OAG Semiannual:

Feb/August

Ready Operating

Forces

Oversee LP FIAR preparatory actions in support of clean audit in 2017.

LPC

Sustainment

Readiness OAG Quarterly

Ready Operating

Forces

Assess the ship to shore throughput capacity required to sustain operations ashore to meet the time and space challenges of the 21st century.

LPD

All Branches as required Semiannual:

Feb/August

Future Capabilities

Implement Tactical Service Oriented Architecture (TSOA) system interoperability.

LPV

C2 For Log

OAG

October-15

Future Capabilities

Develop the log data strategy and solutions to support Master Data Management throughout I&L and Marine Corps.

LPV LOGCOM October-15 Future

Capabilities

Establish data strategy and Decision Support Tools (DST) to improve filtering of information to improve decision making.

LPV

C2 For Log

OAG

November-15

Future Capabilities/

Naval Integration

Work with PP&O to develop concept for employment of MPF CRFPs ISO contingency operations.

LPO

LPV,

Prepositioning

OAG

Semiannual:

Jan/July

Marine Corps Concepts and

Doctrine

Publish policy to establish maintainer-to-equipment ratio planning factors in the following TAMCN:

Alpha, Bravo, Delta, Echo.

LP

T&D OAG,

Sustainment

OAG

December-15 Ready

Operating Forces

Develop a “Logistics Guide for Compositing LCEs” from distinct MEUs and SPMAGTFs and assess DOTMLPF-P implications.

LPV All OAGs, LX December-15 Marine Corps Concepts and

Doctrine

Assess the Marine Corps distribution process and validate and refine roles and responsibilities.

LPD LOGCOM

Semiannual:

April/October

Ready Operating

Forces

Determine the performance of each distribution node throughout the Marine Corps and report quarterly. (Develop concepts and capabilities that enable more effective, efficient and responsive global distribution).

LOGCOM LPD Quarterly Ready

Operating Forces

21Marine Corps Installations and Logistics Roadmap // 2015

DEADLINE/DC

I&L UPDATE

INTERVAL

DRAFT

MCSCP

OBJECTIVE

AREAS

Establish, validate, and refine distribution process metrics.

LOGCOM LPD Annual: December Ready

Operating Forces

Establish Memorandum of Understanding (MOA) between USMC and Air Force TECOMs to merge enlisted Marines into the Air Force Mission Ready Airman Course (MRAC) for initial MOS training.

LPC

LB

OCS OAG

September-15

Ready Operating

Forces

Align Operational Contracting Support/Contingency Contracting Advocacy and OccField management from LB to LP.

LB LPC September-15 Ready

Operating Forces

Develop and staff MCRP OCS Guide Book, Marine Corps MCO Contingency Contracting Force (CCF) Program Guide.

LB LPC October-15 Marine Corps Concepts and

Doctrine

Establish contingency contracting officer (3006 MOS) to supply officer (3002 MOS) linkage.

LPC LB February-16 Ready

Operating Forces

Provide as required or at minimum annually an overarching logistics update on movement and implementation of MRF-D sustainment policy.

LP LPD/LPO/LPC

Annual:

September Future

Capabilities

Provide as required or at minimum annually an overarching logistics update on movement and implementation of MCPP-N sustainment policy.

LP LPO Annual: October Future

Capabilities

Provide as required or at minimum annually an overarching logistics update on movement and implementation of DPRI sustainment policy.

LP LPO

Annual:

November Future

Capabilities

Establish/delineate functional responsibility and processes for logistics S&T and development of future capabilities.

LP LPV August-15 Future

Capabilities

Expand and refine logistics Digital Interoperability capability and ensure integration of…