R 131353Z APR 15
MARADMIN 191/15
MSGID/GENADMIN/CMC WASHINGTON DC L//
SUBJ/INITIATING DIRECTIVE FOR ENTERPRISE GROUND EQUIPMENT MANAGEMENT//
REF/A/DOC/CMC WASHINGTON DC LP/23 DECEMBER 2009//
REF/B/MSG/CMC WASHINGTON DC DMCS/161808Z JAN 13//
REF/C/MSG/CMC WASHINGTON DC L/201223Z JUN 12//
REF/D/DOC/CMC WASHINGTON DC LPC/12 JANUARY 2014//
REF/E/DOC/CMC WASHINGTON DC CDI/2 DECEMBER 2013//
NARR/REF A IS MCO 4000.57A, MARINE CORPS DIRECTIVE ON TOTAL LIFE CYCLE MANAGEMENT (TLCM) OF GROUND WEAPON SYSTEMS, EQUIPMENT AND MATERIEL.
REF B IS MARADMIN 036/13, WHICH DEFINED THE CAPABILITY PORTFOLIO MANAGEMENT (CPM) CONCEPT DEVELOPED BY THE GREEN TEAM STUDY GROUP UNDER COGNIZANCE OF THE ASSISTANT COMMANDANT OF THE MARINE CORPS (ACMC) AND DIRECTED DEVELOPMENT OF A CPM IMPLEMENTATION STRATEGY. REF C IS MARADMIN 329/12, WHICH ASSIGNS DC IL AS THE MARINE CORPS ENTERPRISE GROUND EQUIPMENT MANAGER. REF D IS MCO 4790.25, GROUND EQUIPMENT MAINTENANCE PROGRAM (GEMP), WHICH ESTABLISHES POLICY AND THE MAINTENANCE STRATEGY FOR INTEGRATING ENTERPRISE-WIDE EFFORTS IN TLCM OF EQUIPMENT AND WEAPON SYSTEMS. REF E IS MCO 5311.6, ADVOCATE AND PROPONENT ASSIGNMENTS AND RESPONSIBILITIES.//
POC/R. V. STAUFFER/GS15/HQMC IL LPC/TEL: DSN 260-7099/COML: 571-256-7099.//
POC/J. A. FARLEY/LTCOL/HQMC IL LPC-1/TEL: DSN 260-7102/COML: 571-256-7102.//
POC/M. J. MURCHISON/LTCOL/HQMC IL LPC-2/TEL: DSN 260-7112/COML: 571-256-7112.//
GENTEXT/REMARKS/1.  PURPOSE. TO ANNOUNCE THE IMPLEMENTATION OF AN ENTERPRISE GROUND EQUIPMENT MANAGEMENT (EGEM) STRATEGY AND FRAMEWORK TO ENHANCE TOTAL LIFE CYCLE MANAGEMENT (TLCM) OF GROUND EQUIPMENT AND ENABLE EFFECTIVE MARINE AIR-GROUND TASK FORCE (MAGTF) LOGISTICS ADVOCACY.
2. THE POLICY ANNOUNCED HEREIN AMPLIFIES AND ENHANCES REF A AND WILL REMAIN IN EFFECT UNTIL REF A IS REVISED AND REPUBLISHED.
3. BACKGROUND
   A. REF A ESTABLISHED A STRATEGIC TLCM FRAMEWORK AND CROSS-FUNCTIONAL GOVERNANCE STRUCTURE TO CLOSE GAPS ACROSS ORGANIZATIONAL BOUNDARIES IN THE DECENTRALIZED EXECUTION OF TLCM PROCESSES.  THE DEPUTY COMMANDANT FOR INSTALLATIONS AND LOGISTICS (DC IL) ESTABLISHED A TLCM OFFICE TO COORDINATE WITH STAKEHOLDERS AND PROVIDE SUPPORT TO THE TLCM GOVERNANCE STRUCTURE IN INTEGRATING REQUIREMENTS, ACQUISITION AND SUSTAINMENT. THIS COLLABORATIVE APPROACH HAS BEEN SUCCESSFUL IN IMPROVING CORPORATE AWARENESS OF TLCM ACTIONS BEING CONDUCTED BY INDIVIDUAL STAKEHOLDERS, AS WELL AS IDENTIFYING AND DEVELOPING PROCESS LEVEL SOLUTIONS FOR GAPS IN TLCM EXECUTION; HOWEVER, IT HAS FALLEN SHORT OF MEETING CMC’S INTENT OF EFFECTIVELY INTEGRATING AND SYNCHRONIZING TLCM DECISION PROCESSES ACROSS THE MARINE CORPS ENTERPRISE.
   B. DEVELOPMENT OF EGEM
      (1) REF B TASKED DC IL TO ASSESS THE ROLE OF TLCM WITHIN THE CAPABILITY PORTFOLIO MANAGEMENT (CPM) CONSTRUCT, EVALUATE THE EFFICACY OF REF A AND FORMALIZE THE WAY AHEAD FOR TLCM. DC IL INITIATED A DELIBERATE PLANNING EFFORT IN JUNE 2013 TO DETERMINE HOW TO RE-FOCUS TLCM. ON 15 NOVEMBER 2013, DC IL APPROVED THE EGEM CONCEPT AND RECOMMENDED IMPLEMENTATION.
      (2) THE EGEM CONCEPT ADAPTS THE FRAMEWORK AND GOVERNANCE STRUCTURE FROM TLCM, BUT IS DESIGNED TO PROVIDE MORE CENTRALIZED PLANNING AND ASSESSMENT OF DECENTRALIZED EXECUTION PROCESSES. ADDITIONALY, EGEM WILL IMPACT GROUND EQUIPMENT AND ASSET MANAGEMENT ACTIVITIES WITHOUT ASSUMING DECISION-MAKING AUTHORITY ASSIGNED TO APPROPRIATE ORGANIZATIONS. THIS APPROACH SUPPORTS EXECUTION OF DC IL’S ROLE AS ENTERPRISE GROUND EQUIPMENT MANAGER, RESPONSIBLE FOR INTEGRATING THE ACTIVITIES OF TLCM STAKEHOLDERS. THESE ACTIVITIES ARE: (1) PLANNING AND EXECUTION OF GROUND EQUIPMENT LIFE CYCLE SUSTAINMENT IN ACCORDANCE WITH (IAW) REFS C AND D; AND (2) SUPPORT TO CPM AND THE PLANNING, PROGRAMMING, BUDGETING, AND EXECUTION (PPBE) PROCESS.
      (3) REF B DIRECTS THE DEPUTY COMMANDANT FOR COMBAT DEVELOPMENT AND INTEGRATION (DC CDI) TO DEVELOP A CPM IMPLEMENTATION PLAN. THE CPM IMPLEMENTATION PLAN THAT IS CURRENTLY IN DEVELOPMENT ASSIGNS DC CDI AS THE CAPABILITY PORTFOLIO INTEGRATOR. PER REF B, THE INTENT OF CPM IS TO PROVIDE CMC WITH DECISION SPACE TO MAKE "OFFSET AND RISK TO THE INSTITUTION" DECISIONS TAKING INTO ACCOUNT ADVOCATE, PROPONENT, AND ENTERPRISE MAGTF POSITIONS. EGEM PROVIDES THE GROUND EQUIPMENT MANAGEMENT ADVOCATE/PROPONENT LENS TO CPM BY PROVIDING A COORDINATED AND COHESIVE ENTERPRISE PERSPECTIVE ON GROUND EQUIPMENT MANAGEMENT ISSUES AND PRIORITIES THROUGHOUT CAPABILITIES DEVELOPMENT AND RESOURCING PROCESSES.
4. MISSION. DC IL, IN COORDINATION WITH MARINE CORPS STAKEHOLDERS, ESTABLISHES PRIORITIZED EGEM GOALS AND OBJECTIVES; SYNCHRONIZES GROUND EQUIPMENT AND ASSET MANAGEMENT ACTIVITIES; AND INFORMS INVESTMENT, RESOURCING AND CAPABILITY PORTFOLIO MANAGEMENT EFFORTS IN ORDER TO ENSURE GROUND EQUIPMENT DECISIONS SUPPORT MARINE CORPS WARFIGHTING CAPABILITIES.
5. EXECUTION
   A. INTENT
      (1) PURPOSE. TO ENSURE ENTERPRISE GROUND EQUIPMENT DECISIONS SUPPORT MARINE CORPS WARFIGHTING CAPABILITIES.
      (2) METHOD. CONDUCT EGEM THROUGH AN INTEGRATED COORDINATION NETWORK AMONG ENTERPRISE STAKEHOLDERS THAT LEVERAGES EXISTING COMPETENCIES, CAPABILITIES AND PROCESSES.
          (A) MAKING EFFECTIVE CAPABILITIES DEVELOPMENT AND RESOURCING DECISIONS REQUIRES CONSIDERATION OF SUPPORTABILITY RELATED REQUIREMENTS AND EXPECTED SUPPORT METRICS AND OUTCOMES, AND DEPENDS ON ACCURATE, COMPLETE AND CONSISTENT OPERATING AND SUPPORT COST DATA, ESTIMATES AND ASSESSMENTS. THIS INCLUDES INCORPORATION OF KEY LOGISTICS AND SUSTAINMENT FACTORS AND ESTIMATES WITHIN THE CAPABILITIES DEVELOPMENT PROCESS, CLOSE COORDINATION WITH THE ACQUISITION COMMUNITY TO ENSURE UNDERSTANDING OF THE MARINE CORPS’ SUSTAINMENT LOGISTICS ARCHITECTURE DURING THE ACQUISITION PROCESS, AND ENSURING PROPER MARINE CORPS WIDE ACCOUNTABILITY AND VISIBILITY OF MILITARY EQUIPMENT.
          (B) EGEM VALIDATES AND PROVIDES ACCURATE GROUND EQUIPMENT INFORMATION, AND DEVELOPS AND PROVIDES ENTERPRISE POSITIONS ON GROUND EQUIPMENT MANAGEMENT AND SUSTAINMENT TO DECISION BODIES THROUGHOUT CAPABILITIES DEVELOPMENT AND RESOURCING PROCESSES, AND TO THE MROC REVIEW BOARD (MRB)/MROC, FOR GROUND EQUIPMENT INVESTMENT DECISIONS. THE EGEM GOVERNANCE STRUCTURE WILL COORDINATE EGEM STAKEHOLDER PARTICIPATION IN CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT, RESOURCING AND PERFORMANCE ASSESSMENT PROCESSES, IDENTIFY KEY DECISION POINTS WITHIN THOSE PROCESSES, AND DEVELOP AND ADJUDICATE ENTERPRISE POSITIONS ON GROUND EQUIPMENT MANAGEMENT VIA KEY LEADERSHIP GUIDANCE AND DIRECTION TO SUPPORT DECISION MAKERS.
      (3) ENDSTATE. EGEM DECISIONS ALIGNED TO ENTERPRISE GOALS AND OBJECTIVES, A COMPREHENSIVE LOGISTICS ARCHITECTURE, AND POLICY COORDINATED TO SUPPORT MARINE CORPS WARFIGHTING CAPABILITIES.
   B. CONCEPT OF OPERATIONS (CONOPS).  EGEM IS EXECUTED AMONG ENTERPRISE STAKEHOLDERS UNDER A TIERED GOVERNANCE STRUCTURE THAT ALIGNS WITH AND SUPPORTS CPM AND PPBE. THE TLCM GOVERNANCE STRUCTURE THAT SUPPORTED ENTERPRISE COLLABORATION WILL TRANSITION TO THE EGEM GOVERNANCE STRUCTURE WHICH COORDINATES ENTERPRISE INPUT TO INFORM DECISION MAKERS.  THE EGEM GOVERNANCE STRUCTURE WILL EXECUTE THE FOLLOWING SEVEN FUNCTIONS:
      (1) DEVELOP PRIORITIZED EGEM GOALS AND OBJECTIVES ALIGNED TO THE MARINE CORPS ENTERPRISE INTEGRATION PLAN (MCEIP). DEVELOP AND COORDINATE EXECUTION OF AN EGEM CAMPAIGN PLAN, CONTINUALLY ASSESS PROGRESS, AND REVIEW AND REFINE THE PLAN AS REQUIRED BY DC IL AND CMC DIRECTION.
      (2) VALIDATE AND PROVIDE GROUND EQUIPMENT INFORMATION TO CPM AND PPBE PLANNING AND DECISION BODIES AND TO THE MRB/MROC TO SUPPORT CAPABILITIES PLANNING AND RESOURCING DECISIONS. THIS INCLUDES COMPILING AND VALIDATING INFORMATION FROM AUTHORITATIVE DATA SOURCES TO ENSURE DECISION MAKERS ARE INFORMED BY ACCURATE AND CONSISTENT GROUND EQUIPMENT OWNERSHIP COST INFORMATION.
      (3) DEVELOP AND PROVIDE INFORMED ENTERPRISE POSITIONS ON GROUND EQUIPMENT MANAGEMENT AND SUSTAINMENT TO CPM AND PPBE PLANNING AND DECISION BODIES THROUGHOUT CAPABILITIES DEVELOPMENT AND RESOURCING PROCESSES, AND TO THE MRB/MROC FOR GROUND EQUIPMENT INVESTMENT DECISIONS. EGEM POSITIONS ARE THE COORDINATED GROUND EQUIPMENT MANAGEMENT ADVOCATE/PROPONENT RECOMMENDATIONS FOR CAPABILITIES DEVELOPMENT AND RESOURCING DECISIONS, BASED ON HOW THOSE DECISIONS AFFECT AREAS OF GROUND EQUIPMENT SUSTAINMENT AND INVENTORY MANAGEMENT. EGEM POSITIONS ARE ACHIEVED THROUGH A LEADERSHIP DRIVEN PROCESS TO ADJUDICATE STAKEHOLDER POSITIONS WITHIN THE EGEM GOVERNANCE STRUCTURE. IF CONSENSUS IS NOT ACHIEVED, CLEARLY ARTICULATED STAKEHOLDER POSITIONS WILL BE PRESENTED TO CPM AND PPBE PLANNING AND DECISION BODIES AND/OR THE MRB/MROC.
      (4) ENSURE APPROPRIATE EGEM STAKEHOLDER PARTICIPATION IN AND CONTRIBUTION TO ENTERPRISE DECISION PROCESSES WITHIN THE AREAS OF CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT, RESOURCING AND PERFORMANCE ASSESSMENT. THIS SUPPORTS INTEGRATION OF EGEM INTO ALL PHASES OF THE MARINE CORPS FORCE DEVELOPMENT SYSTEM.
      (5) COORDINATE AND SYNCHRONIZE EGEM DECISION PROCESSES. THIS REQUIRES MAINTAINING VISIBILITY OF INTERDEPENDENT OR INTERRELATED DECISION PROCESSES, SEQUENCING OR SYNCHRONIZING THOSE PROCESSES WHERE POSSIBLE, AND IDENTIFYING KEY DECISIONS AND EGEM EQUITIES WITHIN THOSE DECISIONS TO SUPPORT DEVELOPMENT OF EGEM POSITIONS.
      (6) PROVIDE CENTRALIZED PLANNING AND ASSESSMENT OF DECENTRALIZED EXECUTION PROCESSES RELATING TO SUSTAINMENT OF GROUND EQUIPMENT IN ACCORDANCE WITH EGEM GOALS AND OBJECTIVES. THIS INCLUDES IDENTIFYING, MEASURING AND REPORTING ON PERFORMANCE METRICS THAT ALIGN WITH THE MARINE CORPS STRATEGIC HEALTH ASSESSMENT (MCSHA).
      (7) IAW REF D, DEVELOP A COMPREHENSIVE DATA MANAGEMENT STRATEGY TO SUPPORT INFORMED EGEM DECISION-MAKING. THE DATA STRATEGY WILL BE FOCUSED ON DATA REQUIREMENTS, CONSISTENCY, ACCURACY, AND EXCHANGE PROCESSES BETWEEN STAKEHOLDERS, AND WILL FURTHER SUPPORT DEVELOPMENT OF AN EFFECTIVE EGEM OPERATIONAL ARCHITECTURE (OA).
6. TASKS
   A. DC IL
      (1) AS THE EGEM, INTEGRATE GROUND EQUIPMENT MANAGEMENT ACTIVITIES ACROSS THE MARINE CORPS IN ACCORDANCE WITH PARAGRAPH 5B (CONOPS) ABOVE.
      (2) VALIDATE AND PROVIDE ACCURATE GROUND EQUIPMENT INFORMATION, AND DEVELOP AND PROVIDE ENTERPRISE POSITIONS ON GROUND EQUIPMENT MANAGEMENT AND SUSTAINMENT TO CPM AND PPBE PLANNING AND DECISION BODIES THROUGHOUT CAPABILITIES DEVELOPMENT AND RESOURCING PROCESSES, AND TO THE MRB/MROC FOR GROUND EQUIPMENT INVESTMENT DECISIONS.
      (3) PROVIDE STRATEGIC EGEM GUIDANCE AND LEAD INTEGRATION AND SYNCHRONIZATION OF EGEM WITHIN CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT AND RESOURCING DECISION PROCESSES.
      (4) ESTABLISH PRIORITIZED EGEM GOALS AND OBJECTIVES.
      (5) PUBLISH AND SUPERVISE EXECUTION OF AN EGEM CAMPAIGN PLAN TO ACHIEVE ESTABLISHED EGEM GOALS AND OBJECTIVES.
      (6) ESTABLISH THE EGEM GOVERNANCE STRUCTURE.
          (A) ALIGN THE EGEM GOVERNANCE STRUCTURE TO DEVELOP AND PROVIDE INPUT TO CPM WORKING GROUPS (WG’S), THE CAPABILITY PORTFOLIO INTEGRATION BOARD (CPIB), AND THE CAPABILITY PORTFOLIO REVIEW BOARD (CPRB) IN ORDER TO SUPPORT GROUND EQUIPMENT INVESTMENT DECISIONS.
          (B) CHARTER AND ESTABLISH EXECUTIVE AND CORPORATE GOVERNANCE BOARDS, AND THE EGEM WG.
          (C) CHARTER STANDING CROSS-FUNCTIONAL TEAMS (CFT’S) TO ADDRESS ENDURING EGEM FUNCTIONS AND ISSUES.
      (7) ESTABLISH THE EGEM FUSION CENTER WITH THE ANALYTICAL, COORDINATION AND COMPLIANCE ASSURANCE CAPABILITIES TO SUPPORT EGEM.
          (A) ALIGN THE EGEM FUSION CENTER WITH THE CPM KNOWLEDGE MANAGEMENT AND DECISION SUPPORT CAPABILITY WITHIN THE CAPABILITIES DEVELOPMENT DIRECTORATE (CDD) TO SUPPORT CAPABILITY PORTFOLIO MANAGERS, CPM WG’S, CPIB AND CPRB IN THE EXECUTION OF THEIR CPM AND CAPABILITY PORTFOLIO INTEGRATION ROLES.
          (B) CONDUCT GROUND EQUIPMENT COST AND PERFORMANCE ANALYSIS IN SUPPORT OF CPM PERFORMANCE MEASUREMENT AND ASSESSMENT.
          (C) DEVELOP AND PROVIDE ACCURATE AND CONSISTENT GROUND EQUIPMENT OWNERSHIP COST INFORMATION TO SUPPORT CAPABILITIES PLANNING AND RESOURCING DECISIONS.
      (8) PROVIDE LEADERSHIP THROUGHOUT THE EGEM GOVERNANCE STRUCTURE IN COORDINATING EGEM STAKEHOLDER PARTICIPATION IN CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT, RESOURCING AND PERFORMANCE ASSESSMENT PROCESSES.
      (9) COORDINATE WITH STAKEHOLDERS TO ENSURE CONTRIBUTIONS TO CPM WG’S AND GOVERNANCE BOARDS RELATED TO GROUND EQUIPMENT ALIGN WITH EGEM POSITIONS.
      (10) AS THE FUNCTIONAL AREA MANAGER FOR LOGISTICS AUTOMATED INFORMATION SYSTEMS (LOGAIS) AND THE FUNCTIONAL DATA MANAGER, DEVELOP A COMPREHENSIVE ENTERPRISE GROUND EQUIPMENT DATA MANAGEMENT STRATEGY TO SUPPORT EFFECTIVE EGEM. DEVELOP REQUIREMENTS AND GUIDE MANAGEMENT AND THE EVOLUTION OF THE LOGISTICS INFORMATION TECHNOLOGY (LOG IT) PORTFOLIO TO ESTABLISH AND CONTINUE DEVELOPMENT OF AN EFFECTIVE EGEM OA.
      (11) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
   B. DC CDI
      (1) AS THE CMC’S LEAD ADVOCATE AND INTEGRATOR FOR CPM, INCORPORATE EGEM WHEN IDENTIFYING, DEVELOPING, AND INTEGRATING WARFIGHTING CAPABILITIES ACROSS THE SEVEN PILLARS OF COMBAT DEVELOPMENT (DOCTRINE, ORGANIZATION, TRAINING, MATERIEL, LEADERSHIP AND EDUCATION, PERSONNEL, AND FACILITIES) FOR EACH ELEMENT OF THE MAGTF, SUPPORTING ESTABLISHMENT, AND THE SIX WARFIGHTING FUNCTIONS (COMMAND AND CONTROL, INTELLIGENCE, MANEUVER, FIRE, FIRES, LOGISTICS, AND FORCE PROTECTION).
      (2) SUBJECT TO PRIORITIES ESTABLISHED IN THE MCEIP, SUPPORT DC IL IN DEVELOPING AND RESOURCING REQUIREMENTS FOR THE LOG IT PORTFOLIO AND EGEM DATA MANAGEMENT ENABLERS.
      (3) COORDINATE WITH THE EGEM FUSION CENTER IN CONDUCTING LIFE CYCLE MODELING AND SIMULATION TO SUPPORT CAPABILITIES DEVELOPMENT AND COST ANALYSIS.
      (4) INCORPORATE LIFE CYCLE MANAGEMENT-RELATED REQUIREMENTS AND COSTS IN MAGTF CAPABILITIES PROGRAMMING AND BUDGETING DOCUMENTATION, SUPPORTING THE WARFIGHTING INVESTMENT PROGRAM EVALUATION BOARD.
      (5) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
   C. DC FOR PROGRAMS AND RESOURCES (PR)
      (1) ADVISE DC IL ON PROGRAMMATIC DATA THROUGH ALL PHASES OF THE PPBE PROCESS.
      (2) CONSIDER EGEM RECOMMENDATIONS IN RESOURCING DECISION PROCESSES.
      (3) ENSURE THE EGEM FUSION CENTER HAS ACCESS TO RELEVANT PPBE DATA AND DATA SYSTEMS.
      (4) LEVERAGE EGEM METRICS AND FUSION CENTER IN THE MCHSA.
      (5) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
   D. DC FOR MANPOWER AND RESERVE AFFAIRS (MRA)
      (1) ADVISE THE EGEM GOVERNANCE STRUCTURE AND FUSION CENTER ON MANPOWER AND HUMAN RESOURCE DEVELOPMENT PROCESSES, AND SUPPORT EGEM MANPOWER ANALYSIS, AS REQUIRED.
      (2) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S AND WG’S.
   E. DC FOR AVIATION (AVN)
      (1) SUPPORT EGEM PLANNING AND ANALYSIS RELATED TO AVIATION GROUND SYSTEMS AND QUIPMENT.
      (2) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
   F. DC FOR PLANS, POLICIES AND OPERATIONS (PPO)
      (1) PROVIDE PRIORITIZATION GUIDANCE RELATED TO WARFIGHTING CAPABILITIES AND READINESS TO THE EGEM GOVERNANCE STRUCTURE AND FUSION CENTER, AS REQUIRED.
      (2) SUPPORT COMMANDER MARINE CORPS SYSTEMS COMMAND (MARCORSYSCOM) AND PROGRAM EXECUTIVE OFFICER FOR LAND SYSTEMS (PEO-LS) IN DEVELOPING FIELDING AND DISPOSAL PLANS FOR GROUND SYSTEMS, EQUIPMENT, MATERIEL, AND INFORMATION TECHNOLOGIES, ENSURING THAT NO LOSS OF CAPABILITY IS REALIZED WHILE TRANSITIONING FROM LEGACY TO REPLACEMENT SYSTEMS.
      (3) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
   G. COMMANDERS, MARINE CORPS FORCES PACIFIC; MARINE CORPS FORCES COMMAND; MARINE CORPS FORCES RESERVE; AND MARINE CORPS FORCES SPECIAL OPERATIONS COMMAND.
      (1) IDENTIFY GROUND EQUIPMENT READINESS ISSUES AND PRIORITIES TO THE EGEM GOVERNANCE STRUCTURE AND FUSION CENTER, AS REQUIRED.
      (2) ASSIGN REPRESENTATIVES TO PARTICIPATE IN DESIGNATED CFT’S, AS REQUIRED.
   H. COMMANDING GENERAL (CG) MARINE CORPS LOGISTICS COMMAND (MARCORLOGCOM)
      (1) AS THE MARINE CORPS GROUND EQUIPMENT INVENTORY MANAGER, SUPPORT EGEM BY CONDUCTING ENTERPRISE LEVEL FULFILLMENT AND DISTRIBUTION PLANNING, INVENTORY MANAGEMENT, AND MANAGEMENT/REPORTING OF MARINE CORPS GROUND EQUIPMENT POSTURE.
      (2) AS THE MARINE CORPS’ EXECUTIVE AGENT FOR ENTERPRISE LIFE CYCLE MAINTENANCE PLANNING, SUPPORT EGEM BY LEADING THE PLANNING, COORDINATION, AND EXECUTION OF MARINE CORPS DEPOT MAINTENANCE REQUIREMENTS.
      (3) SUPPORT EGEM PLANNING AND ANALYSIS RELATED TO ALL ASPECTS OF GROUND EQUIPMENT SUSTAINMENT, AND PROVIDE ANALYSIS AND ADVICE TO THE EGEM GOVERNANCE STRUCTURE AND FUSION CENTER ON STRATEGIES AND PLANS FOR WEAPONS SYSTEM INTEGRATED LOGISTICS, SUSTAINMENT, SUPPLY, MAINTENANCE, AND DISTRIBUTION.
      (4) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
   I. MARCORSYSCOM AND PEO-LS
      (1) AS THE MARINE CORPS GROUND EQUIPMENT LIFE CYCLE MANAGER, SUPPORT EGEM BY DEVELOPING AND MANAGING LIFE CYCLE SUSTAINMENT STRATEGIES.
      (2) COORDINATE WITH THE EGEM FUSION CENTER IN DEVELOPING ACCURATE AND CONSISTENT SUSTAINMENT COST INFORMATION TO SUPPORT LIFE CYCLE COST ESTIMATES AND EGEM ANALYSIS.
      (3) LEVERAGE THE EGEM GOVERNANCE STRUCTURE AND FUSION CENTER TO ENSURE ENTERPRISE PARTICIPATION IN THE DEVELOPMENT OF FIELDING, SUSTAINMENT AND MAINTENANCE STRATEGIES.
      (4) ENSURE CORRECT TECHNICAL, CONTRACT, AND DELIVERY INFORMATION IS ENTERED INTO APPROPRIATE AUTOMATED INFORMATION SYSTEMS TO FACILITATE EQUIPMENT ACCOUNTABILITY AND ENTERPRISE VISIBILITY FOR GROUND EQUIPMENT LIFE CYCLE MANAGEMENT.
      (5) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
   J. DIRECTOR, COMMAND, CONTROL, COMMUNICATIONS AND COMPUTERS DEPARTMENT (DIR, C4)
      (1) ADVISE THE EGEM GOVERNANCE STRUCTURE AND FUSION CENTER ON C4 DEVELOPMENT PROCESSES, AND SUPPORT EGEM C4 RELATED ANALYSIS AS REQUIRED.
      (2) ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT’S, WG’S AND GOVERNANCE BOARDS.
      (3) PROVIDE DIRECTION AND SUPPORT IN THE BUILDING, MANAGEMENT, MAINTENANCE, AND USE OF EGEM ARCHITECTURE AND ITS INTEGRATION.
      (4) PROVIDE OVERSIGHT, ASSESS, EVALUATE, AND MAKE INFORMATION TECHNOLOGY SYSTEMS COMPLIANCE DECISIONS AS REQUIRED.
      (5) PROVIDE DIRECTION AND SUPPORT IN THE MANAGEMENT OF EGEM DATA AND INFORMATION, SPECIFICALLY, INTEGRATION OF IT SYSTEMS AND APPLICATIONS SUPPORTING EGEM PROCESSES INTO THE MARINE CORPS INFORMATION ENVIRONMENT AND ON THE MARINE CORPS ENTERPRISE NETWORK.
7. COORDINATING INSTRUCTIONS
   A. ELEMENTS OF THE EGEM GOVERNANCE STRUCTURE. THE TLCM GOVERNANCE STRUCTURE DEFINED IN PARAGRAPH 4B OF REF B WILL BE RE-CHARTERED UNDER EGEM. MEMBERSHIP ON BOARDS WITHIN THE EGEM GOVERNANCE STRUCTURE WILL ALIGN WITH STAKEHOLDER DECISION AUTHORITY AND BE EMPOWERED TO REPRESENT THEIR RESPECTIVE COMMAND OR STAFF POSITIONS. THE EGEM GOVERNANCE STRUCTURE CONSISTS OF THE FOLLOWING ELEMENTS.
      (1) EGEM EXECUTIVE BOARD (EGEM EB)
          (A) EGEM EB MEMBERSHIP. EGEM EB MEMBERSHIP CONSISTS OF GENERAL OFFICER/SENIOR EXECUTIVE SERVICE (GO/SES) LEADERS (1- TO 2-STAR OR EQUIVALENT) REPRESENTING EGEM STAKEHOLDERS IN ALIGNMENT WITH REF E. THE EGEM EB IS CHAIRED BY THE ASSISTANT DEPUTY COMMANDANT FOR INSTALLATIONS AND LOGISTICS (PLANS) (ADC IL (LP)). MEMBERSHIP INCLUDES THE FOLLOWING: ADC (PROGRAMS), PR; DIRECTOR, CDD, CDI; DIRECTOR, OPERATIONS DIVISION, PPO; ADC, AVN; DIRECTOR, C4; CG, MARCORLOGCOM; COMMANDER, MARCORSYSCOM; AND PEO-LS.
          (B) EGEM EB ROLES. THE EGEM EB IS THE SENIOR LEVEL GOVERNANCE BODY THAT PROVIDES GUIDANCE AND DIRECTION TO EGEM DECISION PROCESSES AND MAINTAINS OVERSIGHT OF EGEM ACTIVITIES. THE EGEM EB ALIGNS WITH AND SUPPORTS THE CPRB WITHIN CPM. THE EGEM EB DEVELOPS PRIORITIZED EGEM GOALS AND OBJECTIVES FOR DC IL AND CMC APPROVAL, MONITORS EGEM ACTIVITIES AND PROVIDES ENTERPRISE GUIDANCE AND DIRECTION FOR INTEGRATION AND SYNCHRONIZATION OF EGEM DECISION PROCESSES, AND DEVELOPS AND ADJUDICATES EGEM POSITIONS FOR CPRB AND MRB/MROC DECISIONS.
      (2) EGEM CORPORATE BOARD (EGEM CB
          (A) EGEM CB MEMBERSHIP. EGEM CB MEMBERSHIP CONSISTS OF COLONEL AND EQUIVALENT LEVEL CIVILIAN LEADERS REPRESENTING EGEM STAKEHOLDERS. THE EGEM CB IS CHAIRED BY THE HEAD, LOGISTICS POLICY AND CAPABILITIES BRANCH (LPC), IL. THE EGEM CB CHARTER WILL FURTHER DEFINE MEMBERSHIP, WHICH WILL INCLUDE ENTERPRISE STAKEHOLDER REPRESENTATIVES WHO MANAGE OR SIGNIFICANTLY INFLUENCE CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT AND RESOURCING PROCESSES.
          (B) EGEM CB ROLES. THE EGEM CB COORDINATES INTEGRATION AND SYNCHRONIZATION OF EGEM PROCESSES, AND MONITORS EGEM ACTIVITIES IAW EGEM GOALS AND OBJECTIVES. THE EGEM CB ALIGNS WITH AND SUPPORTS THE CPIB WITHIN CPM. THE EGEM CB IDENTIFIES KEY DECISION POINTS WITHIN CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT AND RESOURCING PROCESSES, COORDINATES EGEM STAKEHOLDER PARTICIPATION INFORMING DECISIONS, AND DEVELOPS EGEM POSITIONS TO BE VETTED THROUGH THE EGEM EB FOR CPRB AND MRB/MROC DECISIONS.
      (3) EGEM WORKING GROUP (EGEM WG)
          (A) EGEM WG MEMBERSHIP. THE EGEM WG IS COMPRISED OF SENIOR ACTION OFFICERS REPRESENTING EGEM STAKEHOLDERS. IT IS CHAIRED BY LPC, IL. MEMBERSHIP WILL BE DEFINED IN THE EGEM WG CHARTER, AND WILL INCLUDE ENTERPRISE STAKEHOLDER REPRESENTATIVES WHO EXECUTE CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT, RESOURCING AND PERFORMANCE ASSESSMENT PROCESSES.
          (B) EGEM WG ROLES. THE EGEM WG MANAGES INTEGRATION AND SYNCHRONIZATION OF EGEM PROCESSES UNDER THE DIRECTION OF THE EGEM CB, IDENTIFIES KEY DECISION POINTS IN PROCESSES TO THE EGEM CB, AND FACILITATES EGEM STAKEHOLDER PARTICIPATION IN INFORMING THOSE DECISIONS. FACILITATING EGEM STAKEHOLDER PARTICIPATION IN INFORMING DECISIONS INCLUDES ENSURING APPROPRIATE EGEM STAKEHOLDER PARTICIPATION IN AND CONTRIBUTION TO CPM WG’S ESTABLISHED FOR EACH TIER I CAPABILITY AREA. THE EGEM WG COLLECTS, ANALYZES AND PROVIDES EGEM INFORMATION TO THE EGEM CB FOR THE DEVELOPMENT OF EGEM POSITIONS TO SUPPORT ENTERPRISE DECISIONS. THE EGEM WG ALSO IDENTIFIES REQUIREMENTS FOR INTEGRATED PROCESS TEAMS TO BE CHARTERED BY THE EGEM CB TO ADDRESS SPECIFIC EGEM PROJECTS OR DISCRETE ISSUES, AND DIRECTS ACTIVITIES OF STANDING CFT’S CHARTERED BY THE EGEM CB TO ADDRESS ENDURING EGEM FUNCTIONS AND ISSUES.
   B. EGEM FUSION CENTER. EGEM IS SUPPORTED BY A FUSION CENTER MANAGED BY LPC. THE FUSION CENTER IS A RESOURCE TO BE LEVERAGED BY THE EGEM GOVERNANCE STRUCTURE AND STAKEHOLDERS FOR EGEM ASSESSMENTS AND COORDINATION.  IT PROVIDES AN EGEM “COMMON OPERATIONAL PICTURE” TO ENABLE ASSESSMENT AND DECISION SUPPORT, INCLUDING SUPPORT FOR CPM AND PPBE PLANNING EFFORTS LED BY CDI AND PR.  THE FUSION CENTER IS DESIGNED TO PROVIDE ANALYTICAL, COORDINATION AND COMPLIANCE ASSURANCE CAPABILITIES EMPLOYED UNDER THE DIRECTION OF THE EGEM CB.
      (1) ANALYSIS. THE FUSION CENTER ANALYZES GROUND EQUIPMENT CAPABILITY, READINESS AND COST DATA TO PROVIDE OR SUPPORT STRATEGIC AND COST/BENEFIT ASSESSMENTS TO SUPPORT EFFECTIVE AND INTEGRATED DECISION MAKING AT ALL LEVELS.  PRIMARY ANALYTICAL FUNCTIONS OF THE FUSION CENTER INCLUDE PROVIDING ACCURATE AND CONSISTENT ACQUISITION AND SUSTAINMENT COST INFORMATION TO SUPPORT CAPABILITY DEVELOPMENT AND MANAGEMENT, AND COST/BENEFIT ANALYSIS WITHIN THE CONTEXT OF CAPABILITY AND READINESS TO IDENTIFY AND QUANTIFY TRADE SPACE AND PROVIDE POST-EXECUTION PERFORMANCE ASSESSMENT.
      (2) COORDINATION. THE FUSION CENTER IS THE CENTRAL POINT FOR COORDINATION OF CROSS-FUNCTIONAL STAKEHOLDER PARTICIPATION ACROSS THE ENTERPRISE IN EGEM DECISION PROCESSES.  THE FUSION CENTER MAINTAINS VISIBILITY OF SCHEDULES AND ACTIONS CONDUCTED BY BOARDS, TEAMS AND WORKING GROUPS EXECUTING CAPABILITIES DEVELOPMENT, ACQUISITION, SUSTAINMENT AND RESOURCING PROCESSES, TO SUPPORT THE EGEM WG AND CB IN ENSURING APPROPRIATE EGEM STAKEHOLDER PARTICIPATION AND CONTRIBUTION. ADDITIONALLY, THE FUSION CENTER COORDINATES WITH THE FIELD SUPPLY AND MAINTENANCE ANALYSIS OFFICES (FSMAO) UNDER LPC TO IDENTIFY READINESS AND COMPLIANCE ISSUES TO BE ADDRESSED, AND COLLECTS INPUT AND ISSUES FROM COMMANDERS THROUGHOUT THE OPERATING FORCES AND SUPPORTING ESTABLISHMENT THROUGH CLOSE COORDINATION WITH THE SUSTAINMENT READINESS OPERATIONAL ADVISORY GROUP CHAIRED BY LPC. (3) COMPLIANCE. LEVERAGING FSMAO AND OTHER EVALUATION RESOURCES, THE EGEM FUSION CENTER WILL COORDINATE ACROSS THE ENTERPRISE TO SUPPORT PERFORMANCE ASSESSMENT AND IDENTIFY ACTIONS REQUIRED TO SUSTAIN AUDIT READINESS.
   C. TIMELINE. IMPLEMENTATION OF EGEM CONSISTS OF INITIAL ACTIONS TO ESTABLISH CAPABILITIES, GOVERNANCE AND ENDURING ACTIONS TO CONTINUOUSLY IMPROVE EXECUTION. DURING FY15, DC IL WILL EXECUTE ACTIONS DEFINED IN PARAGRAPHS 6A(6) THROUGH 6A(7) TO ESTABLISH INITIAL EGEM CAPABILITIES.  ADDITIONALLY, OTHER ORGANIZATIONS WILL ASSIGN APPROPRIATE REPRESENTATIVES TO PARTICIPATE IN EGEM-CHARTERED CFT, WG’S AND GOVERNANCE BOARDS IAW TASKS IN PARAGRAPH 6 AS THE GOVERNANCE STRUCTURE IS ESTABLISHED. ALL ORGANIZATIONS WILL SUPPORT THE EGEM GOVERNANCE STRUCURE IN FULFILLING FUNCTIONS DEFINED IN PARA 5B ONCE THE GOVERNANCE STRUCTURE IS ESTABLISHED VIA CHARTERS.
8. THE POINT OF CONTACT FOR DC IL IS LIEUTENANT COLONEL JOSEPH FARLEY, COMMERCIAL (571) 256-7102; JOSEPH.FARLEY(AT)USMC.MIL.
9. THIS MARADMIN APPLIES TO THE TOTAL FORCE MARINE CORPS.
10. RELEASE AUTHORIZED BY LIEUTENANT GENERAL W. M. FAULKNER, DEPUTY COMMANDANT FOR INSTALLATIONS AND LOGISTICS.//