MAPSS T2 Consolidation DF_DISTRIBUTION STATEMENT A._Redacted.pdf

Also, the proposed approach aligns with the MDA Strategic Roadmap, specifically:

Line of Effort (LOE) 01 Objective: “Sustain a ready Missile Defense System (MDS) – Maintain/upgrade fielded MDS to address evolving threats” – The requirements provided under the MAPSS contracts will ensure proper understanding and defense of the currently fielded systems against the evolving threats.

LOE 03 Objective: “Drive Enterprise Transformation – re-architect all aspects of our existing processes to increase value to our Warfighters and our workforce. Question everything.” – The requirements provided under the proposed MAPSS contracts are the result of questioning current processes and re-architecting to ensure the best possible security measures to provide warfighters with capability and protect the workforce.

Based on the following findings, in accordance with RFO 1.5 Determinations and Findings, and 15 U.S. Code § 657q - Consolidation of contract requirements and RFO 7.107, the consolidation of requirements described herein is necessary and justified. The DA and Director for Engineering (DE) teams completed analysis of the requirements for consolidation, and the findings below document the benefits of consolidating requirements to gain efficiencies, reduce MDA administrative cost, and support the Director’s MDA Strategic Roadmap. This analysis identifies the steps taken pursuant to RFO 7.107-1(a), reviews the benefits of consolidation, while demonstrating the requirements to be consolidated on the MAPSS Security contract are critical to the Agency’s mission success and that the procurement strategy provides maximum practicable participation by small business, satisfying RFO 7.107-2(e).

FINDINGS

3. Background The original MAPSS strategy for providing Intelligence and Security support was approved by the DE Functional Manager on 2 Aug 2024. This strategy aligned future support with the previous Technical Intelligence and Security’s (DET) four divisions: Intelligence, Counterintelligence, Program Protection, and Trusted Workforce Security. In January 2025, the SAPCO was moved to the DET portfolio, which led the DET to review their contractual support.

The DET determined that some SAPCO support was parallel to DET’s Security efforts in the TEAMS Next SecOps contract; DET requested S3 add the SAPCO requirements to the SecOps contract when the two SAPCO contracts ended in June 2025.

The strategic drivers for consolidating these requirements are as follows:

− The TEAMS Next SecOps contract provides the preponderance of the Agency’s security support. Following realignment of SAPCO under DET, review of their requirements determined the SAPCO efforts were functionally equivalent to the existing SecOps scope and did not require restricted competition through Special Access Program (SAP) channels. On December 10, 2024, DET and the SecOps Contracting Officer confirmed the feasibility of incorporating this work into the existing SecOps vehicle via contract modification.

− Because the SAPCO requirements are functionally equivalent to the existing SecOps scope, realigning them into MAPSS Security eliminates duplicative contracts. And, as

DISTRIBUTION STATEMENT A.

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Approved for Public Release 26-MDA-12378 (16 Jul 26)

− Intelligence: 13 vendor responses, DAS assessed 7 as capable (4 small and 3 large) − Counterintelligence: 8 vendor responses, DAS assessed 3 as capable (2 small and 1 large) − Program Protection: 8 vendor responses, DAS assessed 5 as capable (3 small and 2 large) − Trusted Workforce Security: 7 vendor responses, DAS assessed 3 as capable (3 small)

DE’s assessment of the industry responses were not included in the briefing but provided to DAS for future consideration. The approved MAPSS strategy included a plan to conduct a ‘Market Research refresh’ prior to each MAPSS Tranche.

At the onset of MAPSS Tranche 2 planning and after recognizing the initial sources sought did not include SAPCO requirements, the MAPSS Procurement Contracting Officer issued an RFI via General Services Administration (GSA)’s One Acquisition Solution for Integrated Services Plus (OASIS+) Multiple Award Indefinite Delivery Indefinite Quantity on January 8, 2026 asking small businesses to address their current or past experience performing the Performance Work Statement requirements, current or past experience managing subcontractors performing these requirements, and if teaming arrangements would enable them to support all requirements in the instance their entity was not capable of performing all the requirements. Seventeen companies responded and DE assessed five were capable.

With the establishment of DSS in February 2026 which led to the current two planned task orders, a third round of RFIs were issued for both large and small businesses to respond to each task order via GSA’s OASIS+ on March 31, 2026 and April 13, 2026. Assessment of the RFI responses:

− Intelligence (and Counterintelligence): 22 vendor responses, DE assessed 10 as capable (8 small and 2 large)

Security (and Counter-Insider Thread): 27 vendor responses, DE assessed 6 as capable (5 small and 1 large)

The Market Research analysis concluded that the “Rule of Two” was met for both Intelligence and Security with multiple Small Business companies identified as capable for performing the requirements with minimal risk. The acquisition strategy for both task orders is a 100% Total Small Business Set-Aside, with no specific socioeconomic preference applied. This strategy ensures maximum practicable participation by the small business industrial base and directly mitigates the negative impacts typically associated with contract consolidations.

5. Alternative Contracting Approaches The Agency evaluated multiple contracting approaches for the next generation of Advisory and Assistance Services. The proposed MAPSS strategy consolidates the SAPCO requirements into the MAPSS Security contract to create a unified security workforce. This strategy optimizes the MAPSS SecOps contract by realigning the Counter-Insider Threat from the legacy TEAMS Next Intelligence contract into the Security portfolio. This comprehensive realignment maximizes efficiency and perfectly mirrors the DSS program office structure. While any alternative

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approach degrades this efficiency and mission alignment, the following alternatives were considered:

A. Keep the same two TEAMS Next requirements – SecOps and Intelligence – and the two SAPCO requirements as four distinct contracts; does not consolidate similar SAP work into the MAPSS portfolio.

• Move the Counter-Insider Threat requirement scope from the TEAMS Next Intelligence to MAPSS Security

B. Move the SAPCO contract requirements to MAPSS, but as two separate SAPCO contracts; does not consolidate SAP work into the pre-existing MAPSS Security contract.

C. Move the two SAPCO contract requirements to MAPSS but consolidate one SAPCO requirement into MAPSS Security and the other SAPCO requirements be a stand-alone contract.

Alternative A continues the same redundant contracting approach that currently exists. This continues with a fragmented, inefficient approach incapable of supporting a model where this work is supported by one office.

Alternative B moves the work out of the SAPCO office, but it keeps identical scope separate, also leading to redundant contract scope across three contracts. Redundant scope is shown to increase cost inefficiencies, administrative burden, and potential for fraud. The risk of multiple prime contractors conducting the same tasks increases management overhead and complicated performance accountability, often leading to lower quality outcomes.

Alternative C moves the work out of the SAPCO office but only consolidates one into the pre-existing MAPSS Security requirement, while keeping the second SAPCO requirement as a separate, standalone contract. This approach does not negate redundant scope since the scope is being performed on two separate contracts which only minutely decreases the same risks expressed in Alternative B.

None of the alternatives are optimal given the MDA Director’s realignment of the majority of Agency Security efforts under one Division. This would create stovepipes of support for that Division and impede moving to a model where this would support both the black and white world – one person supporting both efforts. Consolidating the requirements is the only alternative that maximizes economies of scale, incentivizes performance, maintains contract costs, and reduces administrative burden on the Government and contractors.

6. Coordination with the MDA Small Business Office The MDA Office of Small Business Programs has been vital to the establishment of the MAPSS acquisition strategy. The MAPSS Small Business Advisor was consulted throughout the consolidation analysis and formally concurs with this determination.

7. Negative Impacts on Small Business Concerns The only foreseeable negative impact to small business concerns is a potential reduction of the overall number of potential priming and subcontracting opportunities. The government is mitigating this impact by executing the subject MAPSS contracts as 100% Small Business Set-

Asides with no socioeconomic preference. This strategy ensures small business leads the consolidated mission as prime contractors rather than remaining in fragmented roles. These larger unified vehicles provide small business primes with the necessary scale to establish more stable and robust subcontracting partnerships with other small business concerns maximizing practicable participation.

8. Steps Taken to Include Small Business Concerns The overarching MAPSS Market Research, including the evaluation of capability statements across multiple RFIs, assessed businesses of all sizes to determine the optimal acquisition strategy. This analysis concluded that there is a reasonable expectation of obtaining competitive offers from at least two responsible small business concerns for both the MAPSS Intelligence and MAPSS Security requirements. Based on these findings, the acquisition strategy for both consolidated task orders is a 100% Small Business Set-Aside, with no socioeconomic preference applied. This approach mitigates any potential negative impacts of consolidation by ensuring the entirety of the requirement is performed by small business prime contractors.

9. Benefits Prior to this determination, the Government fulfilled the procedural prerequisites required by RFO 7.107-1(a): conducting market research; evaluating alternatives with lesser degrees of consolidation; coordinating with the Office of Small Business Programs; identifying potential negative impacts; and ensuring maximum practicable participation by small business by executing the requirement as a 100% Small Business Set-Aside with no socioeconomic preference. This consolidation is fundamentally driven by critical, non-monetary operational benefits – specifically, setting support aligned with MDA’s establishment of a federated security organizational structure that spans all domains: Personnel, Industrial, Physical, Operational, Information, and Special Security; eliminating vulnerabilities while maximizing collaboration and gain efficiencies between collateral and SAP environments; and enabling rapid cross-utilization of cleared personnel to support the security required to ensure the uncompromised development, testing, and fielding of the integrated Global MDS – making the consolidation unequivocally critical to the Agency’s mission success and providing for maximum practicable participation by small business.

The MDA mission is at a pivotal mission junction, this consolidation is not just a matter of administrative efficiency, but a direct enabler of mission assurance, ensuring faster delivery of critical services. Managing multiple prime contractors with a similar scope is not just inefficient;

it poses a risk to MDA security. Maintaining separate SAPCO and Security contracts creates artificial boundaries that degrade this mission assurance. Consolidating into MAPSS Security directly aligns with the recent DE and DS program office re-alignments, eliminating security teams and fragmented oversight. It maximizes performance speed by allowing the Government to rapidly cross-utilize a single pool of highly cleared professional individuals across both collateral and SAPCO environments, bypassing administrative delays of coordinating multiple prime contractors. Given the Agency’s stringent requirements and its high level of classification, MDA cannot afford the risk of missteps, out-of-sync prime contractors, mismanaged personnel working similar requirements, or disjointed contractor execution.

Reducing three distinct legacy collateral requirements – TEAMS Next SecOps and two SAPCO contracts – into a single MAPSS Security contract yields a direct reduction in baseline administrative burden on the S3 program office, effectively eliminating redundant source selections, Contracting Officer Representatives, invoice processing, and overall contract management touchpoints. Furthermore, regardless of whether fully quantifiable in dollar amounts, this consolidated acquisition strategy yields the following specific mission benefits but are not limited to:

• Better use of personnel through cross-training/utilization. Aligning the contract structure with the DE and DS realignments allows rapid cross-utilization eliminates administrative silo, allowing the government to instantly shift highly cleared SMEs across collateral and SAPCO environments to save time and improve task execution quality.

• Increased labor pools to minimize impacts associated with employee turnover.

Consolidating into unified vehicles stabilizes the workforce, drastically reducing the extensive cycle times, security risks, and administrative burdens associated with continually recruiting, vetting, and processing SAPCO read-ins for new personnel.

• Improved retention and contractor employee satisfaction with contractor's ability to move personnel to fit individual capabilities or for career progression that may have been limited under a smaller contract. This scale provides the Government with increased leverage to negotiate stronger performance guarantees, streamlined reporting, and more stringent accountability metrics than fragmented contracts allow.

• Contractors performing consolidated requirements will also be better positioned to quickly and efficiently coordinate and integrate activities across the increasingly complex MDS eliminating Government’s burden of synchronizing out-of-sync vendors.

10. MAPSS Consolidated Requirements are Critical to MDA’s Mission Success While the proposed consolidation yields reduced operating and administrative costs, the anticipated benefits do not meet the “substantially exceed” standard under RFO 7.107-2(a) or the substantial cost savings threshold.

First, the Counter-insider threat requirements serve to protect the Agency’s most critical asset-our workforce-from those with access who could cause harm.

Second, the Security requirements from the legacy TEAMS Next Security Operations and Counterintelligence contract consist of supporting the development, implementation, and assessment of security, emergency management, and program protection for the Global MDS.

These requirements encompass assisting with review and disclosure of U.S. Classified Military Information and Controlled Unclassified information to foreign governments and international organizations; International visits and assignments to the MDA; Technology transfer; Munitions export/import licensing for all MDA personnel, offices, components, and support contractors or organizations that receive funding from MDA; and, declassification of documents related to all MDA Research, Development, and Acquisition Programs, including Test and Evaluation activities, and fielding of the Global MDS. This support is vital to MDA operations.

Lastly, the SAP requirements support the SAPCO Division with Program Security, Plans and Policy, Security Integration, and Compliance and Testing. These requirements are central to our