DEPARTMENT OF THE NAVYHEADQUARTERS UNITED STATES MARINE CORPS

3000 MARINE CORPS PENTAGONWASHINGTON, DC 20350·3000

MCO 4000,57ALP23 Dec 2009

MARINE CORPS ORDER 4000.57A

From:To:

Subj :

Ref:

Commandant of the Marine CorpsDistribution List

MARINE CORPS TOTAL LIFE CYCLE MANAGEMENT (TLCM) OFGROUND WEAPON SYSTEMS, EQUIPMENT AND MATERIEL

(a) MROC DM 23-2009, "Total Life Cycle Management (TLCM)Governance"

(b) SECNAVINST 5420,188F(c) SECNAVINST 4105.1B(d) DODI 4151.22, "Condition Based Maintenance Plus (CBM")

for Materiel Maintenance," December 2, 2007(e) MCO 4790.21(f) MCO 5220.12(g) MCO 5231.3(h) MCO 4081.2(i) MCO 3900.15B(j) MCO 5311.10(k) MCO 4000.56(1) CJCSI 3170.01G, "Joint Capabilities Integration and

Development System," March 1, 2009(m) SECNAVINST 5400.15C(n) DODD 5000.01, "The Defense Acquisition System," May

12, 2003(0) SECNAVINST 5000.2E(p) DODI 5160.68, "Single Manager for Conventional

Ammunition (SMCA): Responsibilities of the SMCA, theMilitary Services, and United States SpecialOperations Command (USSOCOM)," December 29, 2008

(q) DOD 4140.1-R, "DOD Supply Chain Materiel ManagementRegulation," May 23, 2003

(r) DODD 4151.18, "Maintenance of Military Materiel,"March 31, 2004

(s) DODI 5000.02, "Operation of the Defense AcquisitionSystem," December 8, 2008

(t) MCO 5320.12F

DISTRIBUTION STATEMENT A: Approved for public release;distribution is unlimited.

Encl:

MCO 4000.57A23 Dec 2009

(1) TLCM for Ground Weapon Systems, Equipment andMateriel

(2) Organizational Mission Tasks that Enable TLCMProcesses

(3) List of Acronyms and Abbreviations

1. Situation. This Order outlines the Commandant of the MarineCorps (CMC) policy for implementing and managing the TLCMframework for ground weapon systems, equipment and materiel.TLCM integrates execution responsibilities for all processesencompassing the development, production, fielding, sustainmentand disposal of ground weapon systems across their life cycles.These are distinct but interdependent processes, anduncoordinated changes in any of these processes can causeunintended negative consequences in others. A TLCM frameworkwill bring together these interdependent processes to betterintegrate and coordinate actions by process owners throughoutthe life cycle aimed at providing and sustaining Marine AirGround Task Force (MAGTF) capabilities and readiness. TLCM isthe critical enabler for ensuring the highest equipmentreadiness levels by optimizing materiel solutions across theMarine Corps.

2. Cancellation. MCO 4000.57 and MCO 4000.58.

3. Mission. To integrate the distinct but interdependentprocesses that compose the total life cycle for ground weaponsystems, equipment and materiel, including requirementsdevelopment, acquisition, fielding, operations, sustainment anddisposal, with the aim of maximizing asset visibility,availability, supportability, account,ability and, ultimately,warfighting capability and readiness.

4. Execution

a. Commander's Intent and Concept of Operations

(1) Commander's Intent. Effective TLCM requires theintegration and synchronization of multiple interrelatedprocesses across the life cycle of ground weapon systems,equipment and materiel. ,TLCM will integrate the roles andresponsibilities of all stakeholders involved throughout thelife cycle encompassing requirements development, acquisition,fielding, operations, sustainment (operator, intermediate anddepot levels) and disposal. Effective integration of roles andresponsibilities, and the work activities they drive, is ofparamount importance because it closes gaps across

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organizational boundaries and improves overall programmaticeffectiveness and efficiency. In particular, successfulintegration will promote effective reconciliation andcoordination among three front-end processes that greatly affectTLCM: requirements development, supported by the ExpeditionaryForce Development System (EFDS); resourcing, supported by thePlanning, Programming, Budgeting and Execution (PPBE) System;and acquisition, supported by the Defense Acquisition System.TLCM will ultimately meet mission requirements through use of anintegrated value stream with clear, aligned roles,responsibilities and relationships. It is CMC's intent that theintegration of activities across the life cycle will:

(a) field new and improved MAGTF capabilities;

(b) maximize equipment readiness;

(c) assure with the highest probability of successthat ground weapon systems, equipment and materiel will beavailable for use when and where needed;

(d) eliminate waste throughout the process;

(e) allow better program planning for requirementsdevelopment, acquisition, fielding, operation, sustainment anddisposal;

(f) provide accurate equipment accounting andvisibility through enhanced Marine Corps-wide asset managementcapability;

(g) provide enhanced Marine Corps-wide sustainmentcapability;

(h) provide visibility of Total Ownership Cost (TOC)[i.e. costs of acquisition, fielding, operation (e.g. fuel),sustainment (e.g. parts, labor and overhead) and disposal] forplanning, programming, budgeting and execution purposes;

(i) provide capability for Marine Corps-wide supplychain management;

(j) provide ability to assess and improve TLCMeffectiveness by monitoring performance and identifying areasfor improvement through the use of valid and reliable data; and

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(k) strengthen coordination with external agencies(e.g. Defense Logistics Agency and other support agencies) .

(2) Concept of Operations

(a) rhe strategic rLCM framework spans eight phasesthat provide for the management of a ground weapon system'slifecycle, from initial concept development to final disposal.rhe eight phases are EFDS Planning and Analysis, MaterielSolution Determination, Technology Development, Engineering andManufacturing Development, Production and Deployment, Fielding,Operations and Support, and Disposal. Enclosure (1) contains adiagram that illustrates the eight phases of TLCM for groundweapon systems, equipment and materiel in the Marine Corps.

(b) To integrate activities of all stakeholdersacross the TLCM framework and as directed by reference (a), thisOrder establishes a cross-functional governance structure toinclude an Executive Board, a Corporate Board, IntegratedProject Teams (IPTs) and Cross Functional Teams (CFTs). TheExecutive Board will be at the general officer (GO) and/orSenior Executive Service (SES) level and will provide strategicdirection and governance for TLCM to the Corporate Board. TheCorporate Board will be at the colonel or civilian GS-1S/payband 3 level and will be responsible for the oversight andimplementation of this Order.

(c) The Deputy Commandant for Installations andLogistics (DC I&L) shall be the TLCM Governance Leader and shallcharter the TLCM Executive Board.

b. Subordinate Element Missions

(1) TLCM Executive Board. The TLCM Executive Board isresponsible to provide TLCM strategic direction and governance.It shall be comprised of GO/SES-level members representing DCI&L (Chair); DC Combat Development and Integration (CD&I); DCPlans, Policies and Operations (PP&O); Commanding General,Marine Corps Logistics Command (CG, MARCORLOGCOM); Commander,Marine Corps Systems Command (COMMARCORSYSCOM); and ProgramExecutive Officer, Land Systems (PEO LS). GO/SESrepresentatives from other TLCM stakeholder organizations willbe invited to participate in TLCM Executive Board meetings atwhich issues involving their roles, responsibilities and/orinterests are being considered. Executive Board members areresponsible to:

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(a) Provide senior level governance and strategicguidance, ensure collaboration and integration with other MarineCorps strategic processes (e.g. PPBE, TLCM InformationTechnology Portfolio Data Management and Information TechnologyCapital Planning and Investment Control Processes), resolveissues, approve process flow changes and guide execution of TLCMto optimize performance of ground weapon systems across theMarine Corps.

(b) Serve as the authoritative body for advocatingTLCM initiatives, policies, improvements and resourcerequirements.

(c) Charter and provide guidance and direction tothe TLCM Corporate Board. The TLCM Executive Board willdesignate a Chair for the Corporate Board who will participateas a member of the Executive Board. Other Corporate Boardmembers may attend Executive Board meetings at the discretion ofthe Corporate Board Chair or Executive Board members.

(d) Assist the TLCM Governance Leader in developing,implementing and overseeing TLCM policy.

(e) Identify members and subject matter experts(SMEs) for the TLCM Corporate Board and CFTs/IPTs; program-levellogistics IPTs; Doctrine, Organization, Training, Materiel,Leadership & Education, Personnel and Facilities (DOTMLPF)working groups; and Acquisition Coordinating Teams (ACT) perreference (b).

(f) Establish and enforce TLCM architecture and datagovernance policies and actions.

(g) Support the establishment ofTLCM strategicmetrics and IT solutions supporting the TLCM framework.

(h) Support TLCM training, professional educationand workforce development.

(i) Participate in TLCM planning and analysisfunctions throughout the EFDS process.

(j) Support a common framework for estimating,collecting and managing TOC.

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(k) Ensure TLCM strategic goals, objectives andinitiatives are incorporated into the requirements generationprocess and program goals.

(1) Optimize the readiness of Marine Corps groundweapon systems, equipment and materiel by creating a frameworkfor proactive and robust analysis, processes, synthesisstrategic forecasting and sound TOC reduction strategies withinthe PPBE system.

(m) Support TLCM readiness analysis and theIndependent Logistics Assessment (ILA) process per reference(c) .

(n) Support TLCM modeling and simulation, perreference (d), to support requirement definition and costanalysis.

(0) Make recommendations to DC P&R on how best toresource TLCM capabilities in the Program Objective Memorandum(POM)/Program Review (PR) and PPBE system.

(2) TLCM Corporate Board. As the principal advisorybody to the TLCM Executive Board, the TLCM Corporate Board isresponsible for TLCM optimization through coordination of TLCMmatters and oversight of TLCM performance. The TLCM CorporateBoard shall:

(a) Be comprised of colonel or civilian pay band 3level members representing: DC I&L (Chair); DC CD&I (MID); DCP&R; DC PP&O, DC M&RA; DC AVN; Commander, Marine Forces Command(COMMARFORCOM); Commander, Marine Forces Pacific (COMMARFORPAC);Commander, Marine Forces Reserve (COMMARFORRES); Commander,Marine Corps Special Operations Command (COMMARSOC);COMMARCORSYSCOM; CG, MARCORLOGCOM; PEO LS; Director, Command,Control, Computers, and Communications Department (Dir, C4);Director, Intelligence Department (Dir, Intel); and Marine CorpsOperational Test and Evaluation Activity (MCOTEA). Billettitles of the members shall be reflected in the Corporate Boardcharter.

(b) Publish and comply with an annual meetingschedule at a frequency necessary to adequately perform theduties required in accordance with the Corporate Board Charter.

(c) Present issues, proposed solutions and policyrecommendations to the Executive Board. Develop and implement a

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process to address Marine Corps-related issues that emanate fromthe Department of Defense (DOD) and Department of Navy (DON) tooperating forces level.

(d) Ensure Marine Corps policies are compliant withstatute, legislation and higher echelon policy and guidance, andare congruent with other Marine Corps policy and guidance.

(e) Charter and oversee CFTs and IPTs to optimizeperformance, resolve specific issues and improve TLCM processes.CFTs and IPTs will gather data, map processes, perform analysisand develop specific recommendations for TLCM processimprovement.

(f) Review Depot Source of Repair (DSOR)recommendations per reference (e).

(g) Provide senior level guidance and oversight forTLCM, to include but not limited to:

1. Governance/Policy

a. Facilitate resolution of TLCM issuesthat cross organizational and process boundaries.

£. Align Marine Corps TLCM initiatives withDOD/DON policy and guidance.

~. Ensure integration of TLCM requirements/considerations into EFDS processes and products, as well asrequirements transition from Phase 2.0 to Phase 3.0 contained inenclosure (1).

2. Strategic Planning

a. Conduct strategic planning to includedeveloping strategic goals, objectives and metrics and executingstrategic TLCM initiatives.

b. Coordinate and integrate TLCM programstrategies and policies.

~. Develop and support implementation of anintegrated TLCM architecture as part of the Marine Corpsenterprise architecture.

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d. Develop, integrate and ensure TLCMarchitecture compliance with Business Enterprise Architecture(BEA) and the overall Marine Corps Enterprise Architecture.

3. Continuous Process Improvement (CPI)/ProcessImprovement/Performance Measurement

a. Oversee TLCM performance and continuousimprovement per reference (f).

b. Design and implement End-to-End TLCMfeedback requirements: process, accountability, tools.

c. Provide analysis and recommend policy onTLCM processes and metrics.

4. Information Technology (IT)/InformationManagement (1M)

~. Identify, evaluate and recommend thedevelopment of, or integration with, technology solutions thatsupport the execution of TLCM.

b. Provide TLCM data requirementsdefinition, governance, authorities, cross organizational datacapability and data integration to ensure efficient processesand high data quality and consistent data flows to stakeholdersper reference (g).

5. Communications/Training

a. Communicate with and educate MarineCorps personnel and external organizations across organizationaland process boundaries on TLCM concepts and initiatives.

~. Develop TLCM communication and educationstrategies and initiatives.

(3) Cross-Functional Teams (CFTs)/Integrated ProcessTeams (IPTs). CFTs/IPTs are responsible for development,implementation and sustainment of major life cycle performanceimprovement initiatives. CFTs/IPTs will be established by theTLCM Corporate Board for the purposes of optimizing TLCM andexecution of major initiatives. CFTs/IPTs can be established toprovide advisory services, develop improvement initiatives,provide metric analysis, recommend policy and procedures,develop communications, conduct oversight and internal reviews,

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etc. CFTs are chartered as permanent entities; IPTs arechartered as needed to solve a particular problem, or carry outa specific process improvement. CFTs/IPTs shall:

(a) Represent the needs of their respectiveorganizations to the TLCM Corporate Board.

(b) Provide advice and guidance on TLCM issues, toinclude training in their respective areas, as needed, toProgram Managers (PMs) and other stakeholders.

(c) Be comprised of members from variousstakeholders at the Action Officer level.

(d) Be responsible for tasks that may include butare not limited to:

1. drafting/proposing TLCM policy;

2. proposing TLCM metrics;

3. collecting and analyzing data;

4. generating and delivering reports;

~. advising on process improvement initiativesand managing CPI project portfolios;

6. identifying CFT and IPT members requiringCPI training;

7. leading strategic communication improvementinitiatives;

8. advising on measurement and performancemetrics;

2. participating in strategic planning processto include providing feedback;

lQ. advising on TLCM end-to-end technologyimprovement initiatives;

11. advising on the establishment of TLCM majormetrics and accountability;

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12. advising on the design and implementationof end-to-end TLCM feedback;

13. serving as SMEs in the development of jobaids and other competency-based training materials; and

14.provide training and

serving on compliance/training teams tomentoring on data/information management.

(4) Deputy Commandant for Installations and Logistics(DC I&L) In addition to the duties listed for TLCM Executiveand Corporate Board members and participants, and the missionrelated tasks in enclosure (2), the installations and logisticsadvocate for the Marine Corps and senior ground logistician ofthe Marine Corps, the DC I&L shall:

(a) Per references (a) through (t), lead the MarineCorps TLCM governance process, synchronize the TLCM frameworkand strengthen the accountability of TLCM stakeholders forproducing results that optimize overall support to thewarfighter.

(b) Serve as the advocate for life cycle managementinitiatives that will positively impact asset availability,reliability and economic performance (i.e. TOC) of Marine Corpsground weapon systems, equipment and materiel.

(c) Identify best practices and performance measuresto eliminate fragmented and duplicative policies and support,including application of enabling methods and technologies.

(d) Serve as the principal advisor to the CMC onmatters related to logistics and be responsible for publishingservice logistics policy. As the Logistics Combat Element (LCE)Advocate and the Logistics Advocate for the supportingestablishment, represent the LCE community and supportingestablishment, including their equipment needs, in all mattersrelated to the TLCM of ground weapon systems, equipment andmateriel.

(e) Serve as the Functional Area Manager(FAM)/Functional Data Manager (FDM) for all logistics automatedinformation technology and data, including National SecuritySystems.

(f) Chair, or appoint a GO/SES to chair, the TLCMExecutive Board.

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(g) As the TLCM Governance Leader, ensure: thedevelopment and maintenance of life cycle management policy,guidance, metrics and oversight procedures; the considerationand inclusion of TLCM matters throughout EFDS and PPBE system;and the development, maintenance and compliance with TLCMarchitecture. Review and communicate the results of all TLCMstrategic, operational and process performance metrics to theExecutive Board, Corporate Board and CFT/IPT members.

(h) Participate in the planning, analysis andexecution functions of the EFDS process of TLCM for all weaponsystems and equipment for the integration of requirements, goalsand objectives to include: EFDS, Business Case Life Cycle andEnterprise Risk Assessment Methodology; DOTMLPF process;Capabilities Development Integration Board; requirementstransition (Phases 2.0 to 3.0); system acquisition; and the PPBEprocesses (e.g. participate in defining Corps-level goals andobjectives for inclusion in EFDS products) .

(i) Participate as a member in the ILA process perreference (c) to review and assess ILS planning, management,resources and execution, to include continuing reviews ofsustainment strategies and materiel readiness to ensureconsideration of Performance Based Logistics processes andprinciples, per reference (h).

(j) Coordinate with the other TLCM stakeholders toensure complete integration of life cycle management activities.In particular, verify TLCM alignment and integration with theEnterprise Architecture Working Group, Net-Centric Data WorkingGroup (NCDWG), Information Technology Steering Group, LogisticsOperations Advisory Group (OAG) and other functional OAGs, plusrelated IPTs and feedback mechanisms.

(k) Host the Logistics OAG to ensure TLCMcommunication is disseminated throughout the logistics andacquisition communities as well as bringing feedback to theCorporate Board.

(1) Support MARCORLOGCOM, MARCORSYSCOM and ProgramExecutive Officers (PEOs) by ensuring base commanders haveplanned and programmed for necessary facilities to supportground weapon systems, equipment and materiel and to allowsynchronization of POM submissions with MARCORLOGCOM,MARCORSYSCOM and PEOs.

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(5) The Deputy Commandant for Combat Development andIntegration (DC CD&I). In addition to the duties listed forTLCM Executive and Corporate Board members and participants, andthe mission related tasks in enclosure (2), the Marine Corps'Command Element advocate, the DC CD&I shall:

(a) Serve as the Command Element (CE) advocate forTLCM matters per reference (i) in identifying, developing andintegrating Marine Corps warfighting capabilities across theseven pillars of combat development (i.e. DOTMLPF); the fourelements of the MAGTF [CE, Ground Combat Element (GCE) , AviationCombat Element (ACE) and Logistics Combat Element (LCE)]; andthe six warfighting functions (fires, maneuver, command andcontrol, intelligence, logistics and force protection) toenhance readiness and responsiveness in support of thewarfighter. The end state is the establishment and continuousmaintenance of an efficient and effective Marine CorpsCapabilities-Based Planning process that accounts for TLCMrequirements which supports the warfighting capabilities of thejoint force.

(b) Ensure, per reference (j), that the forcestructure requirement initiates both the Human ResourceDevelopment and TLCM processes, which will provide the MarineCorps with the capabilities required for each unit to perform

•its wartime mission, provide for strategic pre-positioning ofassets and ensure sustainability of the total force.

(c) Ensure that a sustainment concept is establishedfor each solution delivered via the Marine Corps Urgent NeedsProcess (UNP) in response to Urgent Universal Need Statements(U-UNS). Plan and indentify resources to sustain continuingurgent needs.

(d) Ensure sustainment planning is incorporated intoEFDS documents through the review of established support/sustainment strategies determined by the acquisition process insupport of DOD and service-level guidance for such enablers ,asMarine Corps depot maintenance core capabilities, DSOR, DepotLevel Maintenance Program (DLMP), Performance Based Logistics,Condition Based Maintenance and Reliability Centered Maintenanceper references (d), (e), (h) and (k).

(e) Incorporate/transition Marine Corps life cyclemanagement initiatives into capabilities development across eachwarfighting function per reference (i).

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(f) Determine reliability, availability andmaintainability metrics, per reference (1) and related DOD-levelguidance, while determining supportability Key PerformanceParameters.

(g) Pursue examination, evaluation andimplementation of TLCM initiatives in accordance with this Orderduring the EFDS process for new capabilities and commercial off­the-shelf/government off-the-shelf material solutions inappropriate EFDS and Joint Capabilities Integration andDevelopment System (JCIDS) products per references (i) and (1).

(h) Serve as the advisor and executive agent to DCI&L as the FAM/FDM for EFDS data.

(i) Support life cycle management issue resolutionand decision making with all stakeholders through effectivecoordination, integration and collaboration.

(j) Conduct life cycle modeling & simulation, perreference (d), to support requirements development and costestimates.

(k) Assess impacts of disposal upon MAGTFcapabilities.

(1) Review life cycle management goals andobjectives in the generation of appropriate MAGrF capabilitiesdocumentation.

(m) Incorporate life cycle management relatedrequirements and costs in MAGTF capabilities programming andbudgeting documentation in support of the Warfighting InvestmentProgram Evaluation Board and supporting Program EvaluationBoards per enclosure (1).

(n) Provide TLCM direction and guidance tosubordinate elements within CD&I [e.g. the Marine CorpsWarfighting Laboratory (MCWL); Training and Education Command(TECOM); Capabilities Development Directorate; MAGTF IntegrationDivision (MID); and Total Force Structure Division (TFSD)] asoutlined in enclosure (2).

(6) Deputy Commandant for Manpower and Reserve Affairs(DC M&RA). In addition to the duties listed for TLCM CorporateBoard members and participants, as the Marine Corps' manpoweradvocate, the DC M&RA shall advise and support the TLCM

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Executive and Corporate boards and CFTs/IPTs on manpower and theHuman Resource Development Process as it pertains to TLCM.

(7) Deputy Commandant for Programs and Resources (DCP&R). In addition to the duties listed for TLCM Corporate Boardmembers and participants, as the Marine Corps' fiscal advocate,the DC, P&R shall:

(a) Ensure the POM/PR processes incorporate TLCMinto the total Marine Corps resourcing strategy.

(b) Provide visibility of Marine Corps programmatic/enterprise costs within the scope of the PPBE system.

(c) Serve as the advisor to DC I&L for fiscalprogrammatic data within the PPBE system.

(8) Deputy Commandant for Aviation (DC AVN). Inaddition to the duties listed for TLCM Corporate Board membersand participants, and the mission related tasks in enclosure(2), as the ACE advocate, the DC AVN shall:

(a) As appropriate, provide input as the advocatefor OAGs chartered by DC AVN.

(b) Participate in the Planning and Analysisfunctions of the EFDS process of TLCM for aviation groundsystems and equipment for the integration of requirements, goalsand objectives.

(9) Deputy Commandant for Plans, Policies and Operations(DC PP&O). In addition to the duties listed for TLCM Executiveand Corporate Board members and participants, and the missionrelated tasks in enclosure (2), as the GCE advocate, the DC PP&Oshall:

(a) Support MARCORSYSCOM and PEOs in developingfielding and disposal plans for ground systems, equipment,materiel and information technologies, in order to ensure noloss of capability while transitioning from legacy equipment toreplacement equipment.

(b) Provide guidance and oversight to the TLCMstakeholders for equipment and munitions shortfalls to ensureavailable materiel resources are properly prioritized andappropriated according to the overall needs of the Marine Corps.

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(10) Director, Command, Control, Communications andComputers Department (Dir, C4). In addition to the dutieslisted for TLCM Corporate Board members and participants, andthe mission related tasks in enclosure (2), as the Marine CorpsIT advocate and Chief Information Officer (CIO) , the Dir, C4shall:

(a) Advise and support the TLCM Executive andCorporate Boards and CFTs/IPTs on the full spectrum of C4/CIOmatters as they pertain to TLCM.

(b) Provide direction and support in the building,management, maintenance and use of TLCM architecture and itsintegration with the Marine Corps Enterprise Architecture perreference (g).

(cl With respect to IT enabling capabilitiessupporting TLCM: provide oversight; assess, evaluate and make ITsystems compliance decisions as required; assess value and riskthrough the IT Capital Planning and Investment Control process;conduct evaluations for certification and accreditation foroperation on the Marine Corps enterprise network; advise andprovide technical assessment of TLCM bandwidth requirements; asthey pertain to C4/CIO areas of responsibility; and optimizedata access controls and procedures to use data repositories ina timely fashion while protecting the data resource.

(11) Commander, Marine Forces Command (COMMARFORCOM);Commander, Marine Forces Pacific (COMMARFORPAC); Commander,Marine Forces Reserve (COMMARFORRES); and Commander, MarineSpecial Operations Command (COMMARSOC). In addition to theduties listed for TLCM Corporate Board members and participants,COMMARFORCOM, COMMARFORPAC, COMMARFORRES and COMMARSOC shall:

(a) Develop and execute MARFORs' goals for TLCM.

(b) Execute TLCM strategic guidance in coordinationwith PP&O, MARCORLOGCOM, MARCORSYSCOM and PEOs.

) (cl Execute operations and support activitiesassociated with use and sustainment of ground weapon systems,equipment and materiel.

(d) Coordinate the following:

1. Identification of capability gaps andsubmission of UNS with CD&I per reference (1).

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~. Capabilities, requirements and resourceswith CD&I, MARCORLOGCOM and MARCORSYSCOM.

i. Fielding planning with PP&O, MARCORLOGCOM,MARCORSYSCOM and PEOs.

i. Sustainment programs with MARCORLOGCOM,MARCORSYSCOM and other sources [i.e. DLMP, Service LifeExtension Program (SLEP), Secondary Repairable (SECREP) Re­computation, etc].

5. TLCM policy with DC I&L.

6. Operational commitments with other TLCMstakeholders.

7. Planning, programming and budgeting forfunding to execute logistics/sustainment in conjunction withI&L, MARCORSYSCOM and MARCORLOGCOM per reference (n).

~. Executing Disposal Plan.actions inconjunction with PP&O, MARCORLOGCOM, MARCORSYSCOM and PEOs.

(12) Commanding General, Marine Corps Logistics Command(CG, MARCORLOGCOM). CG, MARCORLOGCOM provides worldwideintegrated logistics support to include: operational logistics,supply chain management, distribution management, depot-leveland other sustainment maintenance management, and strategicprepositioning capability in order to support the operatingforces, other supported units and the Marine Corps end-to-endTLCM framework to maximize readiness and sustainment. The keyprocesses that define the MARCORLOGCOM contribution to TLCMinclude: Equipment Sourcing, Acquisition Support, LogisticsServices and Prepositioning Support. In addition to the dutieslisted for TLCM Executive and Corporate Board members andparticipants, and the mission related tasks in enclosure (2),CG, MARCORLOGCOM, as the end-to-end logistics chain manager forthe Marine Corps, shall:

(a) Provide logistics chain management for allground weapon systems, secondary reparable items and selectedconsumable items as directed by the PMs' sustainment plans andper reference (q).

(b) Act as the operational logistics solutionsprovider for integrated support planning to the operatingforces, establishing forward operational logistics support

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capabilities and integrating strategic logistics resources tosupport the MARFORs as directed by the PMs' sustainment plans.

(c) Coordinate and provide process, data andtechnology standards required to integrate commercial and otherDOD logistics support providers via standardized interfaces intothe approved Marine Corps logistics chain architecture, perreference (g).

(d) When designated by the PM, per reference (h),serve as a Horizontal Product Support Integrator for subsystem,component and/or commodity support common to multiple weaponsystem platforms to create TLCM economies of scale and riskmitigation for achieving effective and efficient sustainment andmaintenance in concert with CD&I and MARCORSYSCOM/PEOs.

(e) Partner with MARCORSYSCOM to support TLCMreadiness analysis and ILA process per reference (c), to includeserving as a member of the ILA process team.

(f) Serve as the advisor and executive agent to DCI&L as the FAM/FDM for logistics sustainment data.

(g) Execute responsibilities for the performance ofDOD materiel maintenance per reference (r).

(h) Maintain and manage depot-level maintenancecapabilities for ground combat and ground combat supportequipment as needed for optimal life-cycle support perapplicable system sustainment plans and reference (k).

(i) Provide capability for robust sustainmentmaintenance on location as requested by operating forces.

(j) Execute in-service logistics program managementin support of the Maritime Prepositioning Force and GeographicPrepositioning Force programs.

(k) When designated by the PM, per reference (h),serve as a Product Support Integrator and/or Product SupportProvider in concert with MARCORSYSCOM/PEOs to seek effective andefficient sustainment of ground weapon systems as based onBusiness Case Analysis results.

(1) Conduct planning, programming and budgeting forfunding to execute logistics/sustainment and maintenance in

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conjunction with I&L, MARFORs and MARCORSYSCOM/PEOs perreference (n).

(m) Conduct life cycle modeling & simulation, perreference (d), to support sustainment planning and executiondecision support capabilities.

(n) Support development of logistics informationtechnology solutions for new programs and legacy systems forsustainment planning and execution capabilities, per reference(g) .

(0) Provide PEOs and PMs with analysis and advice todetermine strategies and plans for weapons system integratedlogistics, sustainment, supply, maintenance and distribution.

(p) Execute Disposal Plan actions in coordinationwith PP&O, MARFORs and MARCORSYSCOM/PEOs.

(q) Support MARCORSYSCOM in assessing and evaluatingmethods to minimize environmental impacts and costs attributableto hazardous material requirements and hazardous wastegeneration, in the development, test, production, use,maintenance and disposal of ground weapon systems, equipment andmateriel.

(13) Commander, Marine Corps Systems Command(COMMARCORSYSCOM). COMMARCORSYSCOM acquires ground weaponsystems, equipment and materiel, along with ground conventionalmunitions (hereafter referred to as munitions) and informationtechnology, for the Marine Corps per references (m), (n), (0)and (p). MARCORSYSCOM PMs are vested with the authority,accountability and resources necessary for timely and effectiveacquisition and sustainment of ground systems, equipment,munitions and information technology throughout the life cycle.COMMARCORSYSCOM reports to the Assistant Secretary of the Navy,Research, Development and Acquisition [ASN (RDA)]; serves as theprincipal advisor to the CMC and the Marine Corps TLCMGovernance Leader on acquisition of Marine Corps ground weaponsystems, equipment and materiel; and coordinates with TLCMstakeholders to ensure alignment of fielding and supportstrategies within the overall TLCM framework. In addition tothe duties listed for TLCM Executive and Corporate Board membersand participants, and the mission related tasks in enclosure(2), COMMARCORSYSCOM, as the Marine Corps' systems acquisitionand end-to-end life cycle management executive agent, shall:

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(a) Advise and support the TLCM Executive andCorporate Boards and CFTs/IPTs on acquisition and end-to-endlife cycle management matters.

(b) Exercise authority, responsibility andaccountability for all acquisition programs within his/hercognizance per reference (m), reporting directly to ASN (RDA)for matters pertaining to research, development and acquisitionand to the CMC for execution of logistics sustainment andoperational forces support responsibilities.

(c) Ensure fielding, sustainment, maintenance anddistribution planning and execution are coordinated with allTLCM stakeholders.

(d) Ensure programming requirements areidentified/initiated for all required Research, Development,Test and Evaluation (RDT&E): Procurement Ammunition, Navy andMarine Corps (PAN&MC); Procurement, Marine Corps (PMC) andinitial Operation and Maintenance (O&M) (New Equipment)sustainment and disposal funding to execute TLCM, in conjunctionwith MARCORLOGCOM and the MARFORs per enclosure (1).

(e) Lead and/or support planning and execution ofTLCM framework phases per enclosure (1).

(f) Ensure that reliable technical, contract anddelivery information is entered into appropriate automatedinformation systems to facilitate equipment accountability andimproved delivery visibility by the entire Marine Corps forground equipment life cycle management, per reference (g).

(g) Serve as the advisor and executive agent to DCI&L as the FAM/FDM for acquisition data.

(h) Conduct life cycle modeling & simulation, perreference (d), to support acquisition planning and costestimates.

(i) Develop product support plans and strategies formaterial solutions and procured ground weapon systems, equipmentand materiel.

(j) Serve as the technical authority for assignedsystems per reference' (m) .

19

MCO 4000.57A23 Dec 2009

(k) The Program Manager for Ammunition (PM Ammo)will provide ground conventional munitions worldwide integratedlogistics support to include: operational logistics, supplychain management, distribution management, depot-level and othersustainment maintenance management, and strategic prepositioningcapability in order to support the operating forces and othersupported units to maximize readiness and sustainability, and tosupport the Marine Corps end-to-end TLCM processes. Theseresponsibilities are performed by the CG, MARCORLOGCOM for allother commodities.

(14) Program Executive Officers (PEOs). For assignedprograms, PEOs provide resources and definition to the PMs toacquire ground weapon systems, equipment and materiel for theMarine Corps per references (m), (n) and (0). PEOs report toASN (RDA) on assigned program acquisition and coordinate withTLCM stakeholders to ensure alignment of program acquisitionswith the Marine Corps TLCM framework. In addition to the dutieslisted for TLCM Executive and Corporate Board members andparticipants, and the mission related tasks in enclosure (2),PEOs shall:

(a) Ensure fielding, sustainment, maintenance anddistribution planning and execution are coordinated by PMs withall TLCM stakeholders.

(b) Ensure PMs program for all required RDT&E,PAN&MC, PMC and initial O&M (new equipment) maintenance/sustainment funding to execute life cycle management,collaboratively with the MARFORs, MARCORLOGCOM and MARCORSYSCOMper enclosure (1).

(c) Ensure PMs lead and/or support planning andexecution of TLCM framework phases per enclosure (1).

(d) Ensure that reliable technical, contract anddelivery information is entered into appropriate automatedinformation systems to facilitate equipment accountability andimproved delivery visibility by the entire Marine Corps forground equipment life cycle management, per reference (g)

5. Administration and Logistics. Forward comments andrecommendations for TLCM changes to Headquarters Marine Corps,Installations and Logistics (LP) via the chain of command.

20

MCO 4000.57A23 Dec 2009

6. Command and Signal

a. Command. This Order is applicable to the Marine CorpsTotal Force.

b. Signal. This Order is effective on the date signed.

J. ILLIAMSirector, Marine Corps Staff

DISTRIBUTION: PCN 10203932800

Copy to: 7000260 (2)7000144/8145001 (1)

21

, MCa 4000. 57A

TLCM for Ground Weapon Systems, Equipment and Materiel

UNITED STATES MARINE CORPSTOTAL LIFE CYCLE MANAGEMENT (TLCM) FRAMEWORK FOR GROUND WEAPON SYSTEMS, EQUIPMENT, AND MATERIEL

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MARCORSYSCOM Prog'am Mana. - Life eye'" Management of Ground Weapon Systems, Equipment, and Materiel

1-1 Enclosure (1 )

MCO 4000.57A23 Dec 2009

Organizational Mission Tasks that Enable TLCM Processes

1. Additional I&L Mission Tasks that Enable TLCM

a. Represent CMC for ground logistic matters. Support, perreference (m), ASN (RDA) on matters related to logistics policyand in-service support.

b. Serve as the principal Marine Corps representative tothe Joint Logistics Board, Joint Logistics Group, DefenseLogistics Board and subgroups as required.

c. Serve as the advocate and Occupational Field Sponsor forthe LCE and collaborate with appropriate stakeholders inassessing the impact of new ground weapon systems, equipment andmateriel on Military Occupational Specialty (MOS) requirements.Verify appropriateness of assigned tasks for the identified MOSand adequacy of structure.

d. Chair the Sustainment Program Evaluation Board.

e. Advocate for IT/IM solutions necessary to achieve theTLCM vision, mission and goals.

f. Participate in the development of the MAGTF RequirementsList (MRL).

2. Additional CD&I/MCCDC Mission Tasks that Enable TLCM

a. Perform MAGTF Functional Area Analysis per reference (iland maintain responsibility for researching developmentalopportunities in support of the approved MAGTF Capabilities List(MCL) .

b. Participate in determining core requirements perreference~ (i) and (1) for inclusion in appropriate JCIDSdocuments and for execution by MARCORSYSCOM.

c. Validate Approved Acquisition Objective (AAO) numbersfor the Table of Authorized Materiel Control Numbers (TAMCN) inTotal Force Structure Management System (TFSMS) per reference(j )

d. Develop and amend appropriate JCIDS documentation withrefined KPPs, to include sustainment strategy if necessary,prior to execution of Full Rate Production (FRP).

2-1 Enclosure (2)

MCO 4000.57A23 Dec 2009

e. Assess MAGTF capability impacts resulting from Programof Record (POR) exit dates and update TFSMS via generated Tableof Organization and Equipment Change Requests (TOECRs) asnecessary. Consider any impacts on capabilities-based planningas required.

f. Develop fully integrated Marine Corps warfightingcapabilities that include associated non-materiel solutions aspart of the DOTMLPF process to enable the Marine Corps to fieldcombat-ready forces per references (i) and (j).

g. Lead and coordinate Capability Development WorkingGroups with key stakeholders for development of MAGTFCapabilities documentation per reference (1).

h. Support the review, management and optimization ofMarine Corps materiel capabilities to include delivery, support,performance and de-militarization/disposal as part of overallCapabilities Portfolio Management.

i. Review, assess and modify, as required, technologydevelopments during the acquisition process as part of therequirements development process.

j. Coordinate with PP&O to develop and provide fieldingpriorities to stakeholders in support of flexible and responsivefielding planning and execution.

k. Develop and publish the MRL in coordination with allstakeholders per reference (i).

1. Provide the single, authoritative document source,TFSMS, for all force structure requirements and authorizations,to include: unit descriptive and geographic hierarchy data;billet descriptive and unit relationship data; Principal EndItem (PEl) attributes, including AAOs and Unit T/E Requirements;Manning and Staffing Precedence Levels established by reference(t); unfunded requirements quantities; and planned procurementquantities. As such, TFSMS can be employed to support thereview, management and optimization of ground equipmentinformation.

m. Provide force structure support per reference (j).

n. Provid~ guidance to subordinate organizations in supportof TLCM:

2-2 Enclosure (2)

MCO 4000.57A23 Dec 2009

(1) Commanding General, Marine Corps WarfightingLaboratory (CG, MCWL) shall:

(a) Maintain responsibility for researchingdevelopmental and non-developmental opportunities.

(b) Participate in the EFDS process to identifypossible ongoing Science and Technology (S&T) initiatives thatmay resolve or mitigate existing capability gaps and/orshortfalls.

(2) Commanding General, Training and Education Command(CG, TECOM) shall:

(a) Develop, coordinate, resource, execute andevaluate training and education concepts, policies, plans andprograms to ensure Marines are prepared to meet the challengesof present and future operational environments.

(b) Assist in the implementation of TLCM traininginitiatives and support requirements during the EFDS process.

(c) Participate as an ad hoq member on the TLCMCorporate Board.

(d) Participate as a member in the ILA process perreference (c).

3. Additional PP&O Mission Tasks that Pertain to TLCM

a. Serve as the Operations Deputy (OpsDep) for the CMC onall Joint Chiefs of Staff (JCS) matters.

b. Coordinate the development and execution of serviceplans and policies related to the structure, deployment andemployment of Marine Corps forces in general.

c. Serve as the CMC's principal staff agency for thedevelopment and articulation of a wide spectrum of concepts,plans and policies, and to direct and supervise execution and/orimplementation of those policies.

d. Ensure Occupational Field Sponsors collaborate withappropriate stakeholders in assessing the impact of new weaponsystems and equipment on MOS requirements. Verifyappropriateness of assigned tasks for the identified MOS andadequacy of structure per reference (j).

2-3 Enclosure (2)

MCO 4000.57A23 Dec 2009

e. Provide priorities to CD&I for equipping of the forceand equipment distribution.

f. Direct Marine Corps-wide readiness analysis andassessments.

g. Participate in the DSOR process per reference (e).

h. Participate in EFDS.

4. Additional C4/CIO Mission Tasks that Pertain to TLCM

a. Review advocate gap lists that contain IT enablingcapabilities in support of TLCM as well as TINS and Joint UrgentOperational Needs Statements (JUONS).

b. Ensure TLCM-related IT enabling capabilities gaps areassessed through the Information Technology Support Group (ITSG)and results are injected into the EFDS process.

c. Participate in the Functional Solutions Analysis (FSA)as the functional advocate for the TLCM information environment.

d. Participate in EFDS.

e. Assess through the Information Technology Steering Group(ITSG), IT components of capability gaps associated with TLCM todetermine value and risk to the Marine Corps of closing gaps.Determine whether existing material solutions can be used toclose gaps and prioritize gaps along with other IT components ofcapability gaps identified across the Marine Corps.

f. Conduct compliance assessments of IT enablingcapabilities that support TLCM.

g. Ensure technology alignment with Marine Corps EnterpriseArchitecture.

h. Provide technical assessment of network to support TLCMtechnical solutions to include bandwidth requirements andavailability.

i. Provide IT/IM vision and strategy to be incorporatedinto requirements documentation.

2-4 Enclosure (2)

MCO 4000.57A23 Dec 2009

j. Coordinate the provision of any long haul connectivityand enterprise services required to support TLCM vision, missionand goals.

k. Provide C4/CIO leadership and oversight as required inthe development and demonstration of IT/IM enabling capabilitiessupporting TLCM.

1. Provide C4/CIO leadership and oversight as required inthe procurement and production of IT/IM enabling capabilitiessupporting TLCM.

m. In support of the appropriate Program Evaluation Boards,assign SMEs to plan and program resources required to make readythe Marine Corps Enterprise Network, which will support TLCMvision, mission and goals.

n. Support IT/IM solutions necessary to achieve the TLCMvision, mission and goals.

o. Provide certification recommendations, as appropriate,for systems supporting TLCM.

p. Oversee, as required, the fielding of IT/IM enablingcapabilities supporting TLCM.

q. Ensure IT/IM enabling capabilities are fielded to ensurecompliance with established policies and standards.

r. Ensure IT/IM enabling capabilities are reported inDefense Information Technology Portfolio Repository (DITPR) andDON Application and Database Management System (DADMS).

s. Ensure Information Assurance and Security requirements,certifications and accreditations of IT/IM supporting TLCM aremaintained throughout IT/IM lifecycle.

t. Provide policy, guidance and direction in the operations,maintenance and sustainment of IT/IM capabilities in support ofTLCM.

u. Provide policy, guidance and direction in the disposalof IT/IM enabling capabilities that support TLCM.

5. Additional MARCORLOGCOM Mission Tasks that Enable TLCM.Maintain an operating agreement with COMMARCORSYSCOM and PEO LSthat specifies the level of support to be provided.

2-5 Enclosure (2)

MCO 4000.57A23 Dec 2009

6. Additional MARCORSYSCOM Mission Tasks that Enable TLCM

a. Optimize the readiness of all Marine Corps groundequipment by leading proactive analysis, synthesis, strategicforecasting and sound TOC reduction strategies within the PPBEprocess.

b. Maintain an operating agreement with CG, MARCORLOGCOMand PEO LS that specifies the level of support to be provided.

c. Serve as Occupational Field Sponsor for Acquisition MOS8057/8/9/60 and as Defense Acquisition Workforce Improvement Act(DAWIA) certification authority.

d. Support the planning and execution of Materiel SolutionDetermination leading to an Initial Capability Document.

e. Serve as the Total Life Cycle Manager for all groundconventional ammunition [Class V(W)], to include those functionsnormally assigned to CG, MARCORLOGCOM for other commodities.

7. Additional PEO LS Mission Tasks that Enable TLCM. Maintainan operating agreement with CG, MARCORLOGCOM and COMMARCORSYSCOMthat specifies the level of support to be provided.

2-6 Enclosure (2)

AAOACEACATACTASNAVNBEABCABCLC4CBMCDDCD&ICDIBCECFTCGCIOCJCSICMCCOMMARCORSYSCOMCOMMARFORCOMCOMMARFORPACCOMMARFORRESCOMMARFORSOC

CORECPDCPICTQDADMSDAWIADCDITPR

DLMPDSORDODDODDDODIDONDOTMLPF

MCO 4000.57A23 Dec 2009

List of Acronyms and Abbreviations

Approved Acquisition ObjectiveAviation Combat ElementAcquisition CategoryAcquisition Coordinating TeamsAssistant Secretary of the NavyAviationBusiness Enterprise ArchitectureBusiness Case AnalysisBusiness Case Life CycleCommand, Control, Communications and ComputersCondition Based MaintenanceCapabilities Development DocumentCombat Development and IntegrationCapabilities Development Integration BoardCommand ElementCross Functional TeamCommanding GeneralChief Information OfficerChairman Joint Chiefs of Staff InstructionCommandant of the Marine CorpsCommander Marine Corps Systems CommandCommander Marine Corps Forces CommandCommander Marine Corps Forces PacificCommander Marine Corps Forces ReserveCommander Marine Corps Forces SpecialOperations CommandContingency ResponseCapabilities Production DocumentContinuous Process ImprovementCritical To QualityDON Application and Database Management SystemDefense Acquisition Workforce Improvement ActDeputy Commandant of the Marine CorpsDefense Information Technology PortfolioRepositoryDepot Level Maintenance ProgramDepot Source of RepairDepartment of DefenseDepartment of Defense DirectiveDepartment of Defense InstructionDepartment of NavyDoctrine, Organization, Training, Materiel,Leadership & Education, Personnel andFacilities

3-1 Enclosure (3)

D-UNSEAWGEFDSERAM

FAAFAMFDMFNAFRPFSAGCEGOHICVSHRHRDBICDI&LILAILS1MIPTISRITITSGJCIDS

JCSJUONSKMKPPLCCELCELNOLSSMAGTFMARCORLOGCOMMARCORSYSCOMMARFORMCLMCOMCOTEA

MCWLMEFMIDMOSM&RA

MCO 4000.57A23 Dec 2009

Deliberate Universal Need StatementEnterprise Architecture Working GroupExpeditionary Force Development SystemEnterprise Risk Assessment MethodologyFunctional Area AnalysisFunctional Area ManagerFunctional Data ManagerFunctional Needs AnalysisFull Rate ProductionFunctional Solution AnalysisGround Combat ElementGeneral OfficerHigh Impact Core Value StreamHuman ResourceHuman Resource Development ProcessInitial Capability DocumentInstallations and LogisticsIndependent Logistics AssessmentIntegrated Logistics SupportInformation ManagementIntegrated Project TeamIntelligence, Surveillance and ReconnaissanceInformation TechnologyInformation Technology Steering GroupJoint Capabilities Integration and DevelopmentSystemJoint Chiefs of StaffJoint Urgent Operational Needs StatementKnowledge ManagementKey Performance ParameterLife Cycle Cost EstimateLogistics Combat ElementLiaison OfficerLean Six SigmaMarine Air Ground Task ForceMarine Corps Logistics CommandMarine Corps Systems CommandMarine ForceMAGTF Capabilities ListMarine Corps OrderMarine Corps Operational Test and EvaluationActivityMarine Corps Warfighting LaboratoryMarine Expeditionary ForceMAGTF Integration DivisionMilitary Occupational SpecialtiesManpower and Reserve Affairs

3-2 Enclosure (3)

MRLNAENCDWGOAGOCCFLDO&MONROPSDEPPAN&MCPBLPElPEOPEO LSPMPMCPOMPORPPBE

PP&OPRP&RPSIPSPRCMRDARDT&ERIESESSECNAVINSTSECREPSLEPSMCASMES&TTAMCNT/ETECOMTFSDTFSMSTLCMT/OTOCTOECR

USSOCOMU-UNS

MCO 4000.57A23 Dec 2009

MAGTF Requirements ListNaval Aviation EnterpriseNet-Centric Data Working GroupOperational Advisory GroupOccupational FieldOperation and MaintenanceOffice of Naval ResearchOperations DeputyProcurement Ammunition, Navy and Marine CorpsPerformance Based LogisticsPrincipal End ItemProgram Executive OfficerProgram Executive Officer, Land SystemsProgram ManagerProcurement, Marine CorpsProgram Objective MemorandumProgram of RecordPlanning, Programming, Budgeting andExecutionPlans, Policies and OperationsProgram ReviewPrograms and ResourcesProduct Support IntegratorProduct Support ProviderReliability Centered MaintenanceResearch, Development and AcquisitionResearch Development Test & EvaluationRapid Improvement EventSenior Executive ServiceSecretary of the Navy InstructionSecondary RepairableService Life Extension ProgramSingle Manager for Conventional AmmunitionSubject Matter ExpertScience and TechnologyTable of Authorized Materiel Control NumbersTable of EquipmentTraining and Education CommandTotal Force Structure DivisionTotal Force Structure Management SystemTotal Life Cycle ManagementTable of OrganizationTotal Ownership CostTable of Organizatipn and Equipment ChangeRequestUnited States Special Operations CommandUrgent Universal Need Statement

3-3 Enclosure (3)