SOLICITATION NOTICE
B -- SDDC TEA - Technical services to conduct a Capability Assessment and Gap Analysis for SDDC TEA. Period of performance is one year.
- Notice Date
- 1/17/2006
- Notice Type
- Solicitation Notice
- NAICS
- 541690
— Other Scientific and Technical Consulting Services
- Contracting Office
- Surface Deployment and Distribution Command - W81GYE, ATTN: SDAQ, 200 Stovall Street, Alexandra, VA 22332-5000
- ZIP Code
- 22332-5000
- Solicitation Number
- W81GYE-06-R-0016
- Response Due
- 2/17/2006
- Archive Date
- 4/18/2006
- Small Business Set-Aside
- N/A
- Description
- This is a combined synopsis/solicitation for commercial items prepared in accordance with the format in Subpart 12.6, as supplemented with additional information included in this notice. This announcement constitutes the only solicitation; proposals are being requested and a written solicitation will not be issued. The solicitation document and incorporated provisions and clauses are those in effect through Federal Acquisition Circular. This is a full and open competitive procurement. Provisions at 52.212-1, Instructions to Offerors-Commercial, and FAR 52.212-2, Evaluation-Commercial Items applies to this acquisition. Factors are listed at end of document. Offerer must completed and submit with its proposal, FAR 52.212-3, Offeror Representations and Certification-Commercial Items and DFARS 252.212-7000, Offerer Representations and Certifications, which are available electronically at http://www.arnet.gov/far /. FAR 52.212-4, Contract Terms and Conditions, Commercial Items and FAR 52.212-5, Contract Terms and Conditions Required To Implement Statutes or Executive Orders-Commercial Items, apply to this acquisition. Proposals shall be received on or before 2:00 p m 17 Feb 06. You may email or mail your proposal to SDAQ-P, Personal Property and Passenger Services, 200 Stovall Street, 12S45, Alexandria, VA 22332 Point of Contact Kathleen Jones, Contracting Officer, Phone 703 428-3069, Fax 703 428-3381, Email: jonesk@sddc.army.mil Rajni Anderson, Contract Specialist, Phone 703 428-2042, Fax 703 428-3381 Email: andersonR2@sddc.army.mil STATEMENT OF WORK 1. Task Order Title: Conduct a Capability Assessment and Gap Analysis for the Military Surface Deployment and Distribution Command (SDDC). 2. Intent: The overall intent is to improve the command's End-to-End surface deployment and distribution operations through a detailed understanding of the requirements across the full spectrum of operations in a structured manner to ensure the best appli cation of resources towards solving Command issues. To identify capability gaps within the Military Surface Deployment and Distribution Command, to determine the attributes of a capability or combination of capabilities that would resolve the gaps, ident ify materiel and/or non-materiel approaches for implementation and roughly assess the cost and operational effectiveness of the changes. 3. Purpose: The purpose of this analysis is to support rigorous assessment and analysis of capability gaps through a Capabilities-Based Assessment (CBA) process in order to reach appropriate materiel and non-materiel solutions as part of this command's po rtion of the broader DOD Joint Capabilities Integration and Development System (JCIDS) effort. As the basis for performing this assessment and analysis, this process will suggest a set of capabilities and corresponding tasks, conditions and standards that will potentially guide how this command will support a future joint force commander with an integrated joint distribution activity. In addition, this process is intended to help drive the command's participation in experimentation, and to influence scien ce and technology efforts. 4. Scope: This analysis will assess SDDC's future requirements for surface end-to-end, joint deployment and distribution operations. It will address how SDDC can enhance - rather than limit - the conduct of operations across the full range of military operations in the period 2015-2025. SDDC's operations directly provide for the movement and sustainment of joint forces -collectively, these operations promote the rapid and effective employment of these forces. The span of operations encompasses all movement activities from origin or home station through destination, specifically including intracontinental United States, inter-theater, theater reception, intertheater movement legs, and assembly areas. SDDC future joint operations will particularly focus on the challenges of rapidly and effectively integrating deployment and distribution capabilities during the early stages of a major combat operation. During the seize the initiative portion of a major combat operation SDDC's support to the joint force commander must provide for the rapid closure, reposition, maneuver, and employ joint forces, it must also be prepared for immediate integration of follow-on sustainment of personnel, equipment, and supplies, and the reconstitution of these forces to re-engage the fight within the joint operations area (JOA) or elsewhere. SDDC's operations must be planned, integrated, and executed across the strategic, operational, and tactical continuum - this end-to-end perspective is also part of this analysis. The bottom line, SDDC's deployment and distribution function covers all movement activities from origin or home station through destination, specifically including intracontinental United States, inter-theater, theater reception, intratheater movement legs , and assembly areas for forces and material. The logistic principles most critical to a successful deployment and distribution enterprise are: responsiveness, flexibility, sustainability, survivability, and simplicity. These principles should be used as a lens in which to examine the capabilities-ba sed assessments: Responsiveness. Responsiveness is the right support in the right place at the right time. Among the logistics principles, responsiveness is the keystone. All other principles become irrelevant if logistics support does not support the commander's concep t of operations. Responsiveness is achieved by the enterprise if it can close, maneuver, reposition, sustain, and reconstitute joint forces with a degree of rapidity, precision, and control to meet joint force commander requirements. Responsiveness of th e supply chain must be measured from the customer's perspective. In major combat operations, distribution responsiveness is most difficult to achieve during the seize-the-initiative portion of a joint campaign when the joint force commander may be require d to conduct simultaneous, distributed, non-linear, and non-contiguous combat operations at the same time he is closing and sustaining the rest of his force. In the future, the responsiveness and operational reach of inter/intra theater mobility platforms will be measured in hours and days, not weeks and months. In order to meet responsiveness requirements of the follow-on decisive-operations portion of the campaign, the enterprise will be required to source and project standing, scalable, and expeditiona ry theater distribution capabilities to the Joint Force Commander. Flexibility. Flexibility is the ability to adapt logistics structures and procedures to changing situations, missions, and concepts of operation. The ability to rapidly reposition or operationally maneuver joint forces is an example of the type of flexib ility that the enterprise must possess to support fluid joint operations. The principle of flexibility also includes the concepts of alternative planning (e.g., branches and sequels), anticipation, reserve assets, redundancy, and centralized control and d ecentralized execution. Deployment/distribution plans and operations must be flexible to achieve both responsiveness and survivability. Flexibility will not be realized if the enterprise does not have near real-time visibility of customer requirements an d support flowing to the customer. Deployment and distribution-related decision-support tools need to possess the ability to perform time-sensitive course of action, supportability, and risk assessment analyses in order to properly plan and react to chang ing missions and concepts of operation. Sustainability. Sustainability is the ability to maintain logistics support to all users throughout the area of operations for the duration of the operation. Lean supply chains will characterize future operations, placing critical importance on precise t ime-definit e delivery of equipment and supplies to joint forces throughout the battle space. This principle poses the greatest challenge to the distribution enterprise since future forces will likely be highly distributed across greater distances with lines of commu nication that must connect nonlinear and noncontiguous joint operating areas. A deployment and distribution enterprise that is not fully networked with the customer and the supplier will not be able to see operational requirements in near real-time and wi ll not be able to generate pipeline support, or manipulate the pipeline to adapt to changing operational priorities. Survivability. Survivability is the capacity of the organization to protect its forces and resources. Distribution and other logistic units and installations are high-value targets that must be guarded to avoid presenting the enemy with a critical vulner ability. Survivability requirements present particular challenges to the enterprise in its mission to provide responsive and sustained distribution support to dispersed joint forces. Requirements for the protection of enterprise personnel, mobility asset s, terminals, nodes (afloat and ashore), command and control centers, information, and lines of communication must be factored into the overall concept for logistics support for the joint force. Force protection considerations will likely force the enterp rise to continuously adjust route allocation, carrier selection, and scheduling activities, necessitating a robust set of decision-support tools and models to aid in planning and execution. The enterprise must also effectively address the protection of di stribution capabilities sourced from commercial, nongovernmental sources. Simplicity. Simplicity fosters efficiency in both planning and execution of logistic operations. Commander's intent, mission-type orders, and standard rules, tools, and procedures contribute to simplicity. Simplified procedures for establishing movement and issue priorities will greatly enhance joint distribution operations. The attributes that are used must be testable or measurable characteristics that describe an aspect of a system or capability. The attributes listed below best describe the critical characteristics required of an effective and efficient surface deployment and distribution enterprise - collectively they serve as a basis for the development of standards that are explicitly linked to mission-essential tasks and supporting tasks. Capacity. Capacity is defined by the physical quantity, size, mix, configuration, and readiness of its assets and infrastructure. Capacity is not a static attribute; it includes the flexibility to expand or contract enterprise elements in response to dyn amic mission and requirements changes. Visibility. Visibility is the capability to determine the status, location, and direction of flow for all forces, requirements and materiel. Surface end-to-end visibility is required over operational capabilities and capability packages, organizations, p eople and things moving through the pipeline. It also includes the organic military mobility forces and commercial augmentation that move people and things through the pipeline, the financial transactions that support them, and the nodes and links compris ing the pipeline. Visibility requires the availability of timely, accurate, and usable information essential to the maintenance of a common operating picture within the overall distribution enterprise information network. Reliability. Reliability is the degree of assurance or dependability that consistently meet its support requirements to specified standards. Reliability instills trust and confidence of the customer in the certainty that the enterprise will meet warfight er demands under clearly established and recognized conditions. Velocity. Velocity is the speed at which requirements are fulfilled. Rapidity is only one aspect of velocity. Requirements must be fulfille d at the right speed. This means that synchronization of the speeds of the various aspects of the distribution process is required in order to maximize effectiveness. Velocity also incorporates the ability of elements to forecast, anticipate, and plan di stribution execution. Sufficient velocity meets performance expectations and satisfies mission requirements when and where required by the supported commander's concept of operations. Precision. Precision within the analysis, means the accuracy with which delivery of forces, requirements, and materiel occurs at the right time, the right place, and the right amount. Precision also addresses the ability to minimize deviation from accept able standards as it reacts to dynamically changing conditions and requirements. 5. Specific Tasks for the Capability Assessment and Gap Analysis: The purpose of this analysis is to provide the necessary insight into where this command faces the greatest operational risk regarding our surface deployment and distribution missions. The Capability Assessment and Gap Analysis when completed will serve t o manage the command's investments in technologies, programs, and product support necessary to achieve our surface deployment and distribution missions as part of the National Security Strategy which supports our armed forces. In that context, our continue d objective is to rapidly acquire quality products that satisfy user needs with measurable improvements to mission capability at a fair and reasonable price. The analysis will focus on the command's operational functions such as but not limited to termina l operations, container management, securing commercial transportation services, movement control. The focus areas are the following: The ability to conduct joint surface deployment and distribution enterprise force development is an inherent capability of the enterprise. Critical is the authority to determine joint distribution enterprise requirements across the DOTMLPF spectrum for a ctivities such as the ability to determine the requirements for inter and intra-theater lift platforms. The ability to build and enforce a single, multiechelon, and prioritization system is a key enabler to the rapid, agile, and accurate delivery of material. A key aspect is the ability for each echelon to set priorities for units and areas under their ope rational control. This capability would allow the distribution system to automatically discern JFC operational requirements/priorities or changes route/re-route critical commodities directly to the most critical units. The ability to rapidly establish a C2 system that can identify, locate, communicate, and perform planning and execution activities in a real-time, collaborative, network environment complete with COP, TAV, ITV, decision support tools and modeling and simu lation across all elements of the joint interagency multinational force up to and including the secret level. The ability to configure and deploy scalable, modular joint forces from strategic and operational distances requiring minimum or all together eliminating JRSOI activities on arrival. The ability to move forces from strategic and operational distances in a single move, as required, to JFC designated locations. The ability to conduct arrival and assembly, and joint distribution operations in an expeditionary and maneuverable, or antiaccess environment aboard. The ability to rapidly organize, track, shift, and potentially reconfigure forces and support, even en route, that are modular, tailorable and delivered directly to JFC designated points of need. This capability should be accomplished without repackaging and be aboard multimodal means to prevent operational pauses in theater. The ability to develop and maintain standing, scalable, and modular distribution support packages (leadership, trained personnel, communication and reach-back) to deploy with the same rapidity as operational forces. The ab ility to locate, move, track, and retrograde sufficient quantities of sustainment to prevent any operational pauses in theater. The ability to rapidly reconstitute the force and re-deploy joint forces and sustainment to an alternate theater or points of origin. The ability to direct/redirect scarce commodities in the joint distribution pipeline to satisfy the most current operational requirements established by the JFC with financial system support focused on the dynamic priorities of JFC units, rather than the Service of origin. The ability to plan and execute rapid medical evacuations and force extractions with agility and precision. The ability to apply high-speed intratheater connector lift to rapidly distribute forces and sustainment in a highly distributed environment. 6.1 Develop a Capability Assessment and Gap Analysis Plan, which Supports the Command's Operational Missions: The contractor will develop and present a deliberate strategy to research and analyze SDDC's ability to most effectively support our dynamic Nati onal Security Policy using the principals and attributes previously mentioned. 6.2 Execute the Capability Assessment and Gap Analysis Plan (from Task # 6.1) which Supports the Command's Operational Missions: The contractor will execute and document the approved plan outlined in Task # 6.1. 6.3 Administrative Support for the Capability Assessment and Gap Analysis: The contractor will aid in the preparation, documentation, and presentation to internal SDDC decision-making bodies (Command Group, appropriate Staff Principals, Senior Management T eam, etc.) and to external agencies on the analysis conducted under this statement of work. Maintain or compose and deliver communications (briefings, point papers, video teleconferences) within 2 weeks of assignment. 6.4 Administrative Support Tasks: The contractor will support SDDC's, financial reconciliation, budgetary analysis, and administrative support. 6.4.1 Monthly Expenditure Report: The contractor will monthly provide a comprehensive progress report. The contractor will document all financial charges against the contract and provide these details in a monthly report. 6.4.2 Quarterly Reconciliation and Review: The contractor will support financial reconciliation each quarter and report on other direct costs associated with performance of this contract. On a quarterly basis, the contractor will provide input for a forma l Program Management Review in which the contractors' cost/schedule/performance data is reviewed by the government. 7 Deliverables/Delivery Schedule: TEA will own all deliverables described in this SOW. TEA and the contractor will agree to the format for the deliverables associated with all tasks. Task Expected Deliverable Schedule 6.1 Status Report Monthly: Format TBD 6.1 Point Paper / Briefing 2 Weeks of Assigned Task 6.2 Status Report Monthly: Format TBD 6.2 Point Paper / Briefing 2 Weeks of Assigned Task 6.3 Point Paper / Briefing 2 Weeks of Assigned Task 6.4.1 Program Expenditure Report Monthly: Format TBD 6.4.2 Reconciliation and Review Quarterly Format TBD 8 Security Guidance: This effort may require access to classified documents and systems and may generate classified products. Contractor personnel shall be responsible for obtaining all needed security clearances prior to starting work on this SOW. All contractors must secure a minimum of a SECRET security clearance. No clearance or waiver to this requirement shall be granted; no contractor shall be assigned without having the needed clearance in place. The contractor firm must provide advance written p roof of the ability to assign fully cleared personnel prior to contract award/start. If the contractor company cannot assign personnel with the required SECRET security clearance on the start date, the firm shall be liable for bid non-compliance or immediate contract termination. The contractor w ill have full-time Secure Internet Protocol Network (SIPRNET) access. It may also require travel to areas of the globe where military operations are being conducted. The contractor company is fully responsible for arranging all work visas. 9 Place of Performance: The contractor may perform work at the contractor's location or onsite at TEA in Newport News, VA. For onsite work, TEA will provide suitable office space and standard office supplies and equipment (e.g., paper, telephone, compute r, etc.). Contractor travel and per diem must be approved in advance by the S&T Program Manager or the Chief of the Deployability Division and in accordance with the JTR. 10 Period of Performance: One year FACTORS FOR GAP ANALYSIS SOW Factor 1 - Technical and Relevant Experience - Solid Understanding and experience of the work to be performed. The work will focus on planning and building a MACOM S&T program that when enacted will formalize the process of investment and focuses technolo gy research to the operation missions of SDDC Sub-Factor 1-1:. Familiarity and experience in building a military S&T program. Sub-Factor 1-2: Knowledge and solid understanding of operational conditions which exist to current and future environment in which this command will be required to supports our armed forces. Sub-Factor 1-3: Knowledge with reviewing and adjudicating technologies programs. Sub-Factor 1-4: Solid understanding of the current business practices and policies which SDDC uses to support our armed forces and also for future requirements which SDDC will have to face. Sub-Factor 1-5: Experience in planning and executing a MACOM encompassing project. Factor 2 - Past Performance - The Offeror must provide past performance with a brief description of work efforts form other projects that are relevant to the task outlined in the Statement of Work. Contract Name, number and POC will be provided for veri fication by the Government. Sub-factor 3-1: Special emphasis will be placed on the Offeror's skill and abilities that have been applied to successful projects on other related task/contracts. Factor 4 - Price - The price will be evaluated for accuracy and reasonableness. The Government will evaluate offers for award purposes. Evaluation Factors General: The areas of the offer evaluation are (a) Technical and Experience, (b) Past Performance and (c) Price. Technical and experience is moderately more important than Past Performance. When combined all evaluation factors other t han price are slightly more important than price in determining Best Value. The Government will award the contract to the offeror whose offer represents the Best Value to the Government. Price, however, will be given importance when Technical proposals approach equality. Best Value will be determined on the basis of the following factors: Technical and Relevant Experience, Past Performance and Price. The Government will provide an estimated price for related travel upon issuance of award. Offeror must submit firm-fixed pricing for base and two one-year option years. If you have a problem with legibility of this document, please email for copy of it.
- Place of Performance
- Address: Contractor's location or SDDC TEA Thimble Shoals Blvd Newport News VA
- Zip Code: 23606
- Country: US
- Zip Code: 23606
- Record
- SN00967595-W 20060119/060117220751 (fbodaily.com)
- Source
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