USMC AVIATION “ADVANCING AND SUSTAINING WARFIGHTING CAPABILITIES”

LtCol Jack Abate HQMC ASL Deputy Commandant for Aviation (DC/A)

“Assists CMC in planning and coordinating staff activities on all matters related to Organization Equipment Manpower Training Support of Marine Corps aviation units and installations; advises the CMC on systems acquisition and Joint matters related to aviation; DC / AVN ensures Marine Corps aviation supports Expeditionary Maneuver From the Sea AND is AP AS aligned with the overall Naval Aviation Program.” Division Division Plans, Policies, and Systems and Requirements Support DC/A runs Marine Aviation APX Slide: 2 HQMC Aviation Organizational Chart CMC “The Hallway” Pentagon DCA SES ADCA (Vacant)

APP APW ASL ASM APX AAB

APP‐2 AVIATION AVN FAMILY OF ADMINISTRATIVE PROGRAMS & TACAIR FACILITIES MANPOWER SYSTEMS TTF FUNCTIONS BUDGET APP‐3 ASSAULT AVIATION AVIATION GROUND PLANS & HQMC ATCO SECURITY SUPPORT MAINTENANCE SUPPORT POLICY

APP‐4 COMMAND & SYSTEMS AVNLOG AIRCREW FUTURE PLANS CONTROL (TACC, INTEGRATION INFO SYSTEMS PROGRAMS AND TTF TAOC, DASC, ATC)

STRATEGIC AVIATION SUPPLY, ORDNANCE & AVIONICS PLANS

Advise and represent the DCA on all aviation‐related programs Slide: 3 Current Operational Commitments OEF MEU (31st, 22nd , 13th) UDP TAI/Fwd Deployed

(det)

(det) (det) (det) (det) 4 CH‐53E (det) (det) (det) CJTF‐HOA

Squadrons supporting deployments (det) (det) (det) = 23 (37%)

OEF MEU (15th* , 11th) UDP TAI/Fwd Deployed

(det) (det) (det)

(det) (det)

(det) (det) Squadrons in Work‐Up Total Deployed or Next to Deploy = 20 (32%) (det)

4 2011 Marine Aviation Tactical/Flying Active Duty = 62 Squadrons Slide: 4 *15th MEU to deploy in August 2012 Marine Aviation Transition Today End State

KC‐130 T/J KC‐130J

CH‐46E MV‐22B

UH‐1N UH‐1Y AH‐1W AH‐1Z

ISR Services STUAS SHADOW Group‐4

Notional Image Notional Image

CH‐53E CH‐53K CH‐53D

F/A‐18 AV‐8B F‐35B JSF EA‐6B Slide: 5 Program IOC / FOCs

KC‐13OJ

MV‐22

UH‐1Y

IOC AH‐1Z FOC

1st MEU Deployment

st 1 USMC A/C Delivery F‐35B 1st USMC Squadron

F‐35C

RQ‐21

MCTUAS (Group‐4)

CH‐53K

04 06 07 08 0911 12 13 14 16 17 18 1921 22 23 24 Slide: 6 2005 2010 TODAY 2015 2020 2025 Fighting the Campaign

For each year that an HMH is committed to Utilization rate 2.2 X WSPD OCO/HOA, each of its aircraft uses 2.2 years of aircraft life

For each year that an HMLA is committed OCO, Utilization rate 2.6 X WSPD each of its aircraft uses 2.6 years of aircraft life

For each year that an VMM is committed to OCO, Utilization rate 1.4 X WSPD each of its aircraft uses 1.4 years of aircraft life

For each year that a VMA is committed to Utilization rate 1.1 X WSPD OCO, each of its aircraft uses 1.1 years of aircraft life.

Each year, the two VMFAs committed to OCO/TAI Utilization rate 2.9 X WSPD utilize 292.9 years of aircraft life for each aircraft.

For each year that a VMAQ is committed to OCO, each Utilization rate 3.4 X WSPD of its aircraft uses 3.4 years of aircraft life

Measuring engagement: the cost and the value Slide: 7 Aviation Combat Element 2011

2ND MAW 3RD MAW CHERRY POINT MIRAMAR VMU-1 VMU-2 VMU-3

MAG-14 MAG-26 MAG-29 MAG-31 MAG-11 MAG-13 MAG-16 MAG-39 CHERRY POINT NEW RIVER NEW RIVER BEAUFORT MIRAMAR YUMA MIRAMAR PENDLETON

VMAQ-1 VMM-162 HMH-366 (CP) VMFA-115 VMFA-232 VMA-211 VMM-161 HMLA-169

VMAQ-2 VMM-261 HMH-461 VMFA-122 VMFA-314 VMA-214 HMM-163 HMLA-267

VMAQ-3 VMM-263 HMH-464 VMFA-251 VMFA-323 VMA-311 HMM-165 HMLA-367 VMM-264 HMLA-167 VMAQ-4 VMFA-312 VMFA(AW)-121 VMA-513 VMM-166 HMLA-369 VMM-266 HMLA-269 HMLA-469 VMA-223 VMFA(AW)-224 VMFA(AW)-225 VMM-561 VMM-365 HMLA-467 (CP) VMFA(AW)-533 HMM-268 VMA-231 VMGR-352 HMH-361 VMMT-204 HMT-302 HMM-364 VMFAT-501(E-AFB) VMFAT-101 VMA-542 HMH-462 HMLAT-303 HMH-465 VMGR-252 HMMT-164 4 MAW HQ’s VMAT-203 HMH-466 13 MAG HQ’s 78 Total Flying Squadrons 1ST MAW CAMP FOSTER 4th MAW NEW ORLEANS VMU-4 MAG-12 MAG-36 MAG-24 IWAKUNI FUTENMA K-BAY MAG-41 MAG-49 FT WORTH MCGUIRE VMFA(AW)-242 HMM-262 HMH-362 HMM-764 VMFA-112 HMM-774 HMH-772 (-) HMM-265 HMH-363 Slide: 8 VMGR-152 HMH-463 VMFT-401 Yuma VMGR-234 HMLA-773 VMGR-452 Aviation Combat Element 2016

2ND MAW 3RD MAW CHERRY POINT MIRAMAR VMU-2 VMU-1

MAG-14 MAG-26 MAG-29 MAG-31 MAG-11 MAG-13 MAG-16 MAG-39 CHERRY POINT NEW RIVER NEW RIVER BEAUFORT MIRAMAR YUMA MIRAMAR PENDLETON

VMAQ-1 VMM-162 HMH-366 VMFA-115 VMFA-232 VMFA-211 VMM-161 HMLA-169

VMAQ-2 VMM-261 HMH-461 VMFA-122 VMFA-314 VMA-214 VMM-262 HMLA-267

VMAQ-3 VMM-263 HMH-464 VMFA-251 VMFA-323 VMA-311 VMM-165 HMLA-369 VMM-264 HMLA-167 HMLA-469 VMAQ-4 VMFA-312 VMFA(AW)-121 VMA-513 VMM-164 VMM-266 HMLA-269 VMM-268 VMA-223 VMFA-224 VMFA(AW)-225 VMFA-212 HMH-361 VMM-365 HMLA-467 VMFA(AW)-533 VMM-364 VMA-231 VMGR-352 VMFA-332 HMH-462 VMMT-204 HMT-302 HMLAT-303 VMFAT-501 VMFAT-101 HMH-465 VMA-542 HMH-466 VMGR-252 4 JSF squadrons VMAT-203 3 MAW HQ’s 13 MAG HQ’s

1ST MAW 79 Total Flying Squadrons CAMP FOSTER MFR VMU-4 VMU-3 NEW ORLEANS VMU-5 Add due to 202K growth / FSRG MAG-12 MAG-36 MAG-24 IWAKUNI FUTENMA K-BAY MAG-41 MAG-49 Moving / relocating units FT WORTH MCGUIRE

VMFA(AW)-242 VMM-363 HMLA-367 VMM-764 VMFA-112 VMM-774 HMH-772 VMGR-152 VMM-265 VMM-163 VMFT-401 Yuma VMGR-234 HMLA-773 VMGR-452 VMM-166 Slide: 9 HMH-463

Situation

• Experiencing Most Conservative Fiscal Environment • Naval Aviation Costly & Marine Aviation is 40% of Naval Aviation • Maintaining Future Combat Readiness Requires Efficient and Effective Resource Utilization – Readiness is Not a Pretense to Justify Wasteful Behaviors • Current Readiness (CR) Process Within the NAE Provides Framework for Addressing Readiness Issues Within Each Type/Model/Series (TMS) o Given Financial Constraints, can Still Maintain High State of Readiness by: . OtOperate Effic ien tly; Ensure Affor da bility . Share Successes / Best Practices Across Enterprise . Obtain Help from Enterprise • Marine and Navy Aviation Structured Differently, but Can Learn from Each Other’s Success & Challenges

USMC Will Not Be Wasteful Under Pretext of Preserving Operational Effectiveness

Slide: 11 USMC Aviation: ‘In Transformation’Transformation

BLUF

 Understanding the Journey

 Sustain Gains

 Implement Tools

 Focus on Completing and Sustaining Transformation

Slide: 12 Understand the Journey

Challenges o Wide Spectrum of Performance and Engagement at All Levels o Education and Preparation for Leaders Required o Activities Require Focus and Alignment o Engagement of Key Leaders Requires Balance o Efforts not Owned and Sustained; Transformation Ongoing o Communication Up, Down, and Across Can Be Improved

Slide: 13 ‘The Enterprise Journey’ Making a Difference? Yes  Recovered unfunded flight hours for training ($33M) More training time aibirborne  Efficiencies recovered more than 6,100 hours within the OP‐20 budget  At a nominal $5500/FH, this created more than $33M in training opportunities  Arrested growth in CPH rate More money for  1999 ‐2003: average growth rate was $$/h/303/hour/year parts, equipment,  2003 ‐2008: average growth rate was ‐$55/hour/year labor and fuel  2008 ‐2009: average growth rate was $158/hour/year  MV‐22 Most Recent Success  26% Cost Reduction: $11,651 CPH in FY10 to $9,670 CPH in Feb 11  Reduced USN / USMC aircraft RFT gap  USN: 7.5% in Oct07 to 6.2% in Oct08 and to 6.3% Sept 10 (absent P‐3C R/S)  USMC: 33% in Nov07 to 25% in Jun08 to 19% in Mar 11 More shadows  Developed Maintenance Personnel Readiness metric on the ramp  Measures certifications and qualifications even to the detachment level, truly reflecting a unit’s maintenance personnel overall readiness Better trained, more qualified workforce to meet any mission Slide: 14 USMC TOP 5 (All TMSs) (Cost: All USMC) Mar 11 Data

T- RATING MAINTAINER CORE COMPETENCY

MAR 11 USMC RFT Mar 11 RFT ENT 613.7 RFT ACT 496.0 GAP 117.7

RFT AVAILABILITY AIRCRAFT LIFE MANAGEMENT COST PERFORMANCE

Slide: 15 ‘The Transformation’

• CPI Organizational Level Squadrons throughout Marine Corps (AIRSpeed Prep) • End‐To‐End AIRSpeed Implementation Across Marine Corps Squadrons • Implement Leadership Strategy Process (LSP) Where and When Applicable • Own, Focus, and Align CR Support Activities o Standardized MALS Metrics Specifically Aligned to Flight Line o Implementation of Focus Area Metrics Across All TMS’ o Successes Replicated across Enterprise • Advance and Sustain with MALSP II • Recognize, Institutionalize and Sustain Enterprise Successes o Recognize & Replicate

Slide: 16 ‘Tools In UseUse’

End‐To‐ End (E2E)

LdLeadershi p Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 17 Understanding CR “Throughput”

Understand the Understand the Goal Systemy Core Capable Unit Global Operations Demand Pattern Fly Schedule … with a global perspective O‐Level

Time ‐ Launch Sortie (Throughput Generation)

Daily & Turnaround

Primary Scheduled Primary Unscheduled End‐to‐End AIRSpeed Maintenance Activities* Maintenance Activities Turnaround Designed & aligned to create Post Phase Turn / FCF Ops Check** Fix Phase Replace

Time Time reliable throughput to TMS team Look Phase Remove

RFT requirements Wash Troubleshoot Mission Set‐up Set‐up Capable Aircraft Scheduled Maintenance Unscheduled Maintenance

*Phases and SSilpecials Recovery Maint. Mission Capable **FCF when required PlanRMS RMS RMS RBA MALS

Primary Activities:

Test

Time GOAL Repair Community Health Time Test Core Capable Time Powerplants Airframes Avionics Ordnance ALSS GSE Unit Readiness Inspect Time

Unit Retrograde Goals vs. Actual PC/AMSU Global Perspective ICP DLA (Variance) FRC

Primary Activities: 5 5 3 3 Test 1 1

-1 -1 Squadrons Squadrons -3 -3 Time Repair -5 -5 ONDJ FMAMJ J ASO ONDJ FMAMJ JASO Understand how the

L- 1,2 L-3 L-4 ACC-1,2 ACC-3 ACC-4 USMC TOP 5 Test

AFM System is Measured Powerplants Airframes Avionics Ordnance ALSS GSE Deficit Sqdns Assigned Aircraft AVDLR Cost Per Hour RFT RBA Fuel Contracts RFT Req Flightline Plan Inspect 40 Flig htline R eq 8.0 K 30 7.0 K 20 CPI = 0.61 Time 6.0 K SPI = 1.19 10 40 3 F 0 5.0 K Y METRICS T # of Aircraft 30 D -10 2 4.0 K -20 – 20 3.0 K -30 1 4 ONDJFMAMJJA SO10 2.0 K . Sets/Aircraft 0 Defi Squadrons Defi 1.0 K K 0 0 T

s l p D t 0.0 K g PC y n u r r a e T e b u u Retrograde n a a J t v c p S g e Y r ONDJ FMAMJ JASO c a J A e o A M F IN OUT > OUT >> J F M r a D O N T g e t

–

2 . 9 K Slide: 18 CR / E2E Logical Progression of CPI – AIRSpeed

Integrated and applied in a logistics chain environment as the system enabler for CR

E2E Starts With Squadron Ops and MaintMaint;; Ends With FRC’s,OEM ‘s and Supporting Agencies Slide: 19 E2E Basics Expectation An Operations ‐ Maintenance Team with Cognitive Skills Needed to Perform Effective Time / Resource Management, In An Environment Characterized by Uncertainty and Resource Constraints – Sustained Warffgightin g Cappyability Focus

• E2E Alignment is Center Piece to the Success of Marine Aviation’s Transformation Strategy o Focuses on What Inhibits Readiness o Examines Specific Process That Impact Sortie Generation at: . Aircrew Production . Flightline . Supporting Logistics Chain [Organizational – Intermediate –Depot (O‐I‐D)] • Focused on TMS Throughput (Readiness Production / Top Five) • Aligns Processes and Optimizes Performance at : o Organizational . Ops/Maintenance Interface, Aircrew Production Core, O‐I Interface, Weapon System Availability and Reliability o Intermediate . Capability‐Based Production, Reliable Replenishment of Mission Sets, Cost Gaps Analysis o Depot Levels/OEM . Induction of Retrograde Closely Aligned to Fleet Demand, Reliable Replenishment of Mission Sets Slide: 20 Operations Unit that is Maintenance Achieving Readiness Mission Capable & The Goal OMA/IMA Mission Ready External resources A Series of Assembly Operations

Constraining Resource Lines or Mission Maximize Availability

Aircraft Availability [RFT Sets] Trained Aircrew

RMS Sets RBA Exploitation Flight Simulator Maximize Utilization Flt E S&S GSE Student Aircrew Fuel Unsked Sked Supply Flight Schedule IP///LMI/CCI IMRL Mx Mx (Pilots, LMs, NDI/Weld CCs)

REPs CONS Trained Maintenance RANGES Frag Personnel Be‐prepared Monthly Pop‐ups [QCL’s] To’s Prog (30%) MALS LM PBA Student Maintainers CDI /QAR Frag Calendar qualified (70%) Airfield Services Maintainers TEEP Truck Drivers G‐3 Pit Operators Slide: 21 Source: VMGR 152 Design ‘Tools In UseUse’

End‐To‐ End (E2E)

LdLeadershi p Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 22 ‘LSP’ Leadership Strategy Process (LSP) Aligns and Leverages Essential Cross‐Command Interdependencies Into an Integrated TMS Strategy Owned, Led and Executed by the TMS Team ********************************** ‘Before LSP Alignment’ ICP OPNAV DLA FRC TECOM APW MA

PP GOALS MAG

MAGMARFOR CNAF NAVAIR OEM Slide: 23 ‘LSP’ ‘After LSP Alignment’

ICP OPNAV DLA FRC TECOM WW AP

GOALS PMA MAG

MAGMARFOR CNAF NAVAIR OEM

Slide: 24 ‘Tools In UseUse’

End‐To‐ End (E2E)

LdLeadershi p Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 25 Slide: 25 ‘Focus Areas – Example’ AV‐8B FY11 Focus Areas

Focus Efforts on Reducing Barriers……. Slide: 26 MALS Enterprise Metrics Monthly Metric Rollup – Top Tier

RBA - MC/FMC Aircraft Availability NMCS Aircraft

In‐Reporting Assigned RBA Standard 100 VMFA(AW)‐224 VMFA(AW)‐533 VMFA‐115 VMFA‐122 VMFA‐251 VMFA‐312 90 14 8060 7050 40 12 Aircraft 1

# 30 20 10 10 2 3 0 1 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr 8 2 1 1 Source: AMSRR 10 11 3 Aircraft 2 2 2 # 6 3 2 1 MC% FMC% CNO MC Goal (73%) CNO FMC Goal (56%) 2 100% 1 4 2 3 3 1 1 90% 2 2 3 80% 1 0 1 1 70% 1 2 60% 1 1 2 2 0 4 50% 33 0 40% 2 3 3 1 3 2 1 30% 1 1 1 20% 10% 0% MayJunJulAugSepOctNovDecJanFebMarApr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar A pr 10 11 Source: Deckplate 10 11 Source: AMSRR

Hi-Pri JCN Effectiveness Top Degrader by Flightline Impact LRT/PDT Breakdown Analysis

Item CCount TRR Shelf Response (<1 Day)System Response (1‐20 Days)System Response (>20 Days) 20 18 16 5 14 100% 12 90% 80% 10 3 Quantity

70% 8

Item 2 22 2 60% 6 355 Category Average Time (Min.) Std. Dev. (Min.) 2 2 2 39% 50% 4 LRT (<90 min.) 45.7 25.7 11 1 1 1 40% 2 547 PDT (>90 min.) 3450.7 13373.6 61% 30% 0

20% 10% 0%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

10 11 Source: NALCOMIS Source: NALCOMIS Source: NALCOMIS LRT (<90 min.) PDT (>90 min.) Slide: 27 ‘Tools In UseUse’

End‐To‐ End (E2E)

LdLeadershi p Strategy Process (LSP)

TMS Focus Areas & MALS Metrics

MALSP II

Slide: 28 MALSP II Implement a demand‐pull vice push system

IlImplement a nodldal liilogistics chihain ‐ operating in a time didomain w/ time and physical buffers Reduce the size of the “Iron Mountain” and associated infrastructure Planning & Execution People / Facilities Rapid/accurate IT Changes/Benefits Maintenance & Supply Chain System Redistribute enabled Planning footprint across & Execution Operate in a time domain nodal logistics chain

Develop Tailored RESP Leverage transportation Reduce in‐theater (D ‐ D+30) Acreage/Power Improve system responsiveness through requirement/Water/ Design/E stablish nodal E2E/CPI & collaboration Subsistence/ Force demand‐pull logistics Protection sustainment chain Selectively deploy maintenance capability and (>D+30) position assets to support buffers & TRR Reduce strat lift Slide: 29 MALSP II - E2E AIRSpeed EXPEDITIONARY EXTENSION

FRCs NAVICP DLA OEM War Time Readiness

Dynamic Demand Pull Logistics Chain Current Readiness Goal Core Capable Unit T-AVB MPF (F) GPP EPUK EDS Global Perspective

L-1 L-2 L-3 L-4 Core Model Training Level 10

5 4 0 2 0

Squadrons Squadrons Squadrons -5 -2 -10 Oct- Nov - Dec- Jan- Feb- Ma r - Apr- Ma y- Jun- Jul- -4 06 06 06 07 07 07 07 07 07 07 -6 E2E AIRSPEED AIRSPEED - AVLOG BUSINESS BUSINESS PROCESS PROCESS CMTL-1 CMTL-2 CMTL-3 CMTL- 4 ONDJFMAMJ JASONDJFM Avn Log Elect Req Trng Sys (ALERTS)

AVDLR CPH AFM Fuel Aircraft Utilization Aircraft Availability Pl an 150 120 9.0 K 100 MALS Global Operations Demand Pattern 8.0 K 100 80 Fly Schedule 7.0 K 60 ttt 6.0 K 50 40 Aircraft Aircraft Aircraft Aircraft Maint. Mission Capable 5.0 K FRC 20 0 O O-LevelLevel 4.0 K

# of# of# of Aircraf Aircraf Aircraf 0 3.0 K -50 Plan -50 Oct - Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul- 2.0 K 06 06 06 07 07 07 07 07 07 07 1.0 K -100 RMS RMS RMS RBA ONDJFMAMJJ 0.0 K "FL REQ" "FL ACT" "RBA REQ"

l IN LIMITS t v c n b r r n t OUT OF LIMITS > OUT OF LI MITS >> c y u g p a e a p u D e "RBA ACT" "RFT ACT" o e a J u e O J J T g N D F M A S r M A Y a F T

Time - LaunchSortie (Throughput Generation) Primary Activities: ities:

Test Dil&TDaily & Turnaround d Time

Repair Time

Time Test Turnaround

Powerplants Airframes AvionicsALSS OrdnanceGSE Powerplants Airframes Avionics OrdnanceGSE ALSS Primary Scheduled Primary Unscheduled Inspect Maintenance Activities* Maintenance Activities Ops Check** Time Post Phase Turn / FCF Replace Time Fix Phase Time

Remove Look Phase PC Scheduled Maintenance Troubleshoot PC/AMSU Wash Mission Set-up Capable Set-up DLA AircraftICP Unscheduled Maintenance Garrison Readiness

Recovery FRC Reliable ThrouggphputMALS O-Level

Demand Pull Buffer Slide: 30 Logistics Management CPI Summary

• USMC Aviation Warfighting Capability; Advancing & Sustaining while Transitioning & Transforming • Successes Realized w/NAE; Room for Growth • Maintain Successes – Gradually Establish Policies, Wing Ownership / Leadership, Improve Education, & Align Activities • Take CR to Next Level – CPI at Squadron with Follow‐on E2E and LSP Implementation • Sustain the Transformation –Correlate CR to Wing –Identify Ownership Tenets, Standardized Metrics Focused to Flight Line, TMS Focus Areas, & MALSP II • Recognize, Institutionalize and Replicate Enterprise Successes

Slide: 31 QUESTIONS?

“We are assigned and we accomplish a prominent role in every identified core capability… The appetite for Naval Aviation forces is constant and shows no sign of abating... As such, the Naval Aviation Enterprise has never been more relevant or more important.” – Leadership Intent, NAE Strategic Plan 2010‐1017 Unclassified BBkack‐Up Aviation Command and Control Plan

CAC2S G/ATOR AN/TPS-59

Slide: 34 To Achieve MALSP II

MALSP II ‐ is a more agile, flexible, responsive expeditionary aviation logistics capability. Visually, MALSP II differs from MALSP in 3 areas: MALSP II • Implementation of a demand‐pull vice push system • Implementation of a nodal logistics chain • Reduction of the current Iron Mountain These are achieve d byspreading out the ifinfras truc ture across thenodldal chihain, as well as maximizing the utilization of transportation.

IT MALSP II – A comprehensive IT Management System will be developed to fully support the MALSP II concept of operations and provide USMC liiilogisticians fllfull visibility and control of RFI and retrograde components needed to support the IT MALSP II expeditionary ACE. The System will fully integrate legacy logistics tools and be developed as part of an overall IT Logistics strategy by 2016 (MALSP II FOC). It will be dldeploye ditinto four primary miles tones tha t ildinclude: •Improved Data Exchange Automation • Pack Up Management including SAMMS II functionality •Buffer Managg,ement, Analyy,sis, Decision Support , Asset Visibility • Global Asset Visibility

Slide: 35 To Achieve MALSP II

Supply Support Doctrine – In order to achieve MALSP II, the way in which supply Supply Support36 support isprovide d requires re‐engiiineering. NAVICP will ldlead the dldevelopmen tof Doctrine are‐engineered supply support doctrine.

CSP Program – A robust strategy that supports future Contingency Support Package Program (CSP (F)) foals will be developed, supported, and executed with a CSP Program seamless transition from the current CSP MALSP program. Transition to revised CSP (F) goals from the existing capability will occur by 2016. Support of current CSP Program and transition to CSP (F) will be measured and monitored through the development and use of a detailed POA&M, timeline, and CAPs.

MALSP II Enablers – MALSP II enablers include an Expeditionary Delivery and StorageSystem ((),EDS), the evolution of the MPP(()F) and GPP, and T‐AVB(()F). Each of MALSP II Enablers these enablers will be analyzed and appropriate strategies developed to enable the transition to MALSP II. Other transportation solutions will be investigated, as necessary, as MALSP II is further defined.

Slide: 36