RFP_47QFCA24R0024_A0001_SWIB.pdf

Template Version 07/27/2023

REQUEST FOR PROPOSAL (RFP)

47QFCA24R0024 A0001

Submarine Workforce and Industrial Base

(SWIB)

in support of:

Office of the Under Secretary of Defense for

Acquisition and Sustainment (OUSD A&S)

Innovation Capability and Modernization

(ICAM) Office

Issued to:

Open Market

Conducted under Federal Acquisition Regulation (FAR) Part 15

Issued by:

General Services Administration (GSA)

Assisted Acquisition Services (AAS) (APEX 5)

Date of Release: February 28, 2024

Controlled by: justin.zerbato@gsa.gov

SECTION B – SUPPLIES OR SERVICES AND PRICES/COSTS

Request for Proposal 47QFCA24R0024 PAGE B-1

B.1 GENERAL

The work shall be performed in accordance with all sections of this solicitation and the contractor’s Performance Work Statement (PWS).

B.2 CONTRACT TYPES

The contractor shall perform the effort required by this solicitation on a Cost-Plus-Fixed-Fee

(CPFF) basis for:

a. Mandatory Labor Contract Line Item Number (CLINs) 0001, 1001, 2001, 3001, and

4001.

The contractor shall perform the effort required by this Contract on a Cost-Reimbursement (CR)

Not-to-Exceed (NTE) basis for:

a. Long-Distance Travel CLINs 0002, 1002, 2002, 3002, and 4002.

b. Materials and Equipment CLINs 0003a, 1003a, 2003a, 3003a, and 4003a.

c. Additional Proposal Materials and Equipment CLINs 0003b, 1003b, 2003b, 3003b, and

4003b.

d. Other Direct Costs (ODCs) CLINs 0004, 1004, 2004, 3004, and 4004.

B.3 SERVICES AND PRICES/COSTS

Long-distance travel is defined as travel over 50 miles from contractor primary duty station.

Local travel will not be reimbursed.

The following abbreviations are used in this price schedule:

CLIN Contract Line Item Number

CPFF Cost-Plus-Fixed-Fee

CR Cost-Reimbursement

LOE Level of Effort

NSP Not Separately Priced

NTE Not-to-Exceed

ODC Other Direct Cost

QTY Quantity

R&D Research and Development

Request for Proposal 47QFCA24R0024 PAGE B-2

B.3.1 BASE PERIOD:

MANDATORY CPFF TERM LABOR CLIN

CLIN Description Level of Effort/ # of Hours Cost Fixed Fee Total CPFF

Labor (Tasks 1-

[Offeror fill-in]) [Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in]

*Note: The offeror shall add the PWS Tasks and populate the Level of Effort/# of Hours for this

CLIN in a manner consistent with its technical approach.

CR TRAVEL, MATERIALS AND EQUIPMENT, AND ODC CLINs CLIN Description Total NTE Price

Long-Distance Travel

Including Indirect Handling

Rate ______%

NTE $18,000,000

0003a

Materials and Equipment

Including Indirect Handling

Rate ______%

NTE $100,000,000

0003b

Additional Proposed

Materials and Equipment

Including Indirect Handling

Rate ______%

Cost $[Offeror fill-in]

ODCs Including Indirect

Handling Rate ______%

NTE $2,250,000

TOTAL CEILING BASE PERIOD CLINs: $________________

Request for Proposal 47QFCA24R0024 PAGE B-3

B.3.2 FIRST OPTION PERIOD:

MANDATORY CPFF TERM LABOR CLIN

CLIN Description Level of Effort/ # of Hours Cost Fixed Fee Total CPFF

Labor (Tasks 1-

[Offeror fill-in]) [Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in]

*Note: The offeror shall add the PWS Tasks and populate the Level of Effort/# of Hours for this

CLIN in a manner consistent with its technical approach.

CR TRAVEL, MATERIALS AND EQUIPMENT, AND ODC CLINs CLIN Description Total NTE Price

Long-Distance Travel

Including Indirect Handling

Rate ______%

NTE $18,000,000

1003a

Materials and Equipment

Including Indirect Handling

Rate ______%

NTE $100,000,000

1003b

Additional Proposed

Materials and Equipment

Including Indirect Handling

Rate ______%

Cost $[Offeror fill-in]

ODCs Including Indirect

TOTAL CEILING FIRST OPTION PERIOD CLINs: $________________

Request for Proposal 47QFCA24R0024 PAGE B-4

B.3.3 SECOND OPTION PERIOD:

MANDATORY CPFF TERM LABOR CLIN

CLIN Description Level of Effort/ # of Hours Cost Fixed Fee Total CPFF

Labor (Tasks 1-

[Offeror fill-in]) [Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in]

*Note: The offeror shall add the PWS Tasks and populate the Level of Effort/# of Hours for this

CLIN in a manner consistent with its technical approach.

CR TRAVEL, MATERIALS AND EQUIPMENT, AND ODC CLINs CLIN Description Total NTE Price

Long-Distance Travel

Including Indirect Handling

Rate ______%

NTE $19,000,000

2003a

Materials and Equipment

Including Indirect Handling

Rate ______%

NTE $100,000,000

2003b

Additional Proposed

Materials and Equipment

Including Indirect Handling

Rate ______%

Cost $[Offeror fill-in]

2004 ODCs Including Indirect

TOTAL CEILING SECOND OPTION PERIOD CLINs: $________________

Request for Proposal 47QFCA24R0024 PAGE B-5

B.3.4 THIRD OPTION PERIOD:

MANDATORY CPFF TERM LABOR CLIN

CLIN Description Level of Effort/ # of Hours Cost Fixed Fee Total CPFF

Labor (Tasks X-

[Offeror fill-in]) [Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in]

*Note: The offeror shall add the PWS Tasks and populate the Level of Effort/# of Hours for this

CLIN in a manner consistent with its technical approach.

CR TRAVEL, MATERIALS AND EQUIPMENT, AND ODC CLINs CLIN Description Total NTE Price

Long-Distance Travel

Including Indirect Handling

Rate ______%

NTE $20,000,000

3003a

Materials and Equipment

Including Indirect Handling

Rate ______%

NTE $100,000,000

3003b

Additional Proposed

Materials and Equipment

Including Indirect Handling

Rate ______%

Cost $[Offeror fill-in]

ODCs Including Indirect

TOTAL CEILING THIRD OPTION PERIOD CLINs: $________________

Request for Proposal 47QFCA24R0024 PAGE B-6

B.3.5 FOURTH OPTION PERIOD:

MANDATORY CPFF TERM LABOR CLIN

CLIN Description Level of Effort/ # of Hours Cost Fixed Fee Total CPFF

Labor (Tasks X-

[Offeror fill-in]) [Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in] $[Offeror fill-in]

*Note: The offeror shall add the PWS Tasks and populate the Level of Effort/# of Hours for this

CLIN in a manner consistent with its technical approach.

CR TRAVEL, MATERIALS AND EQUIPMENT, AND ODC CLINs CLIN Description Total NTE Price

Long-Distance Travel

Including Indirect Handling

Rate ______%

NTE $20,000,000

4003a

Materials and Equipment

Including Indirect Handling

Rate ______%

NTE $100,000,000

4003b

Additional Proposed

Materials and Equipment

Including Indirect Handling

Rate ______%

Cost $[Offeror fill-in]

ODCs Including Indirect

TOTAL CEILING FOURTH OPTION PERIOD CLINs: $________________

GRAND TOTAL CEILING ALL CLINs: $________________

Request for Proposal 47QFCA24R0024 PAGE B-7

B.4 SECTION B TABLES

B.4.1 LABOR OUTSIDE THE CONTINENTAL UNITED STATES (OCONUS)

OCONUS is defined as other than the 48 adjoining states plus the District of Columbia (D.C.).

The United States (U.S.) Department of State’s (DoS) Bureau of Administration, Office of

Allowances, publishes report indexes of living costs abroad, per-diem rate maximums, quarter’s allowances, hardship differentials, and danger pay allowances. The Department of State

Standardized Regulations (DSSR) is the controlling regulation for allowances and benefits available to all U.S. Government civilians assigned to foreign areas.

Contractor personnel assigned to foreign areas may receive the allowances and benefits detailed in Section H but shall not receive allowance and benefits in excess of those identified in the

DSSR.

Where costs are not specifically addressed in the DSSR, the Government will reimburse the contractor for all reasonable, allowable, and allocable costs in accordance with Federal

Acquisition Regulation (FAR) Part 31, Contract Cost Principles and Procedures, and other applicable agency-specific regulatory supplements. The AAS Contracting Officer (CO) with input from the AAS Contracting Officer’s Representative (COR) will determine if costs are reasonable, allowable, allocable, and in accordance with the terms of the contract.

B.4.2 INDIRECT/MATERIAL HANDLING RATE

Costs incurred for Long-Distance Travel, Materials and Equipment, and ODCs may be burdened with the contractor’s indirect/material handling rate in accordance with the contractor’s disclosed practices.

a. If no indirect/material handling rate is allowable in accordance with the contractor’s disclosed practices, no indirect/material handling rate shall be applied to or reimbursed on these costs.

b. If no rate is specified in the schedule of prices above, no indirect rate shall be applied to or reimbursed on these costs.

The indirect handling rate over the term of the contract shall not exceed the rate specified in the schedule of prices above.

Any contractor costs submitted under the Long-Distance Travel, Materials and Equipment, and

ODCs CLIN’s—direct or indirect—beyond the indirect/material handling rates reflected in the schedule of prices above, will be unallowable. Subsequently, invoices for contractor costs— direct or indirect—on the Long-Distance Travel, Materials and Equipment, and ODCs CLINs, beyond the indirect/material handling rates reflected in the schedule of prices above, will be rejected as unallowable.

B.5 CLIN PRICES AND ELEMENTS OF COST

For the purposes of this contract, the CLIN level prices specified above are considered ceiling prices and represent the maximum liability of the Government to pay (cost and fee) for completion of the work specified in the associated tasks and PWS. The Government shall have no obligation to pay for contractor performance in excess of the CLIN ceiling prices set forth above unless the CLIN ceiling price is modified by the CO pursuant to other provisions of this

Request for Proposal 47QFCA24R0024 PAGE B-8 contract. It is the responsibility of the contractor to manage any fluctuations in direct labor rates and corporate indirect rates that occur during performance in a way that prevents allowable costs incurred from exceeding the CLIN ceiling prices. The Government will not reimburse the contractor for allowable costs incurred and fee in excess of the CLIN ceiling prices.

B.6 INCREMENTAL FUNDING

B.6.1 INCREMENTAL FUNDING LIMITATION OF GOVERNMENT’S

OBLIGATION

Incremental funding in the amount of $ (TBD completed at Contract Award) for CLINs __*__ through __*__ is currently allotted and available for payment by the Government. Additional incremental funding for these CLINs may be allotted and available for payment by the

Government as the funds become available. The estimated period of performance covered by the allotments for the mandatory CLINs is from award through (TBD at Award), unless otherwise noted in Section B. The contract may be modified to add funds incrementally up to the maximum of $ (TBD at Contract Award) over the performance period of this contract. These allotments constitute the estimated cost for the purpose of FAR Clause 52.232-22, Limitation of Funds, which applies to this contract on a CLIN-by-CLIN basis.

When the work required under any CLIN is completed, and that work is within the total estimated cost shown above, the contractor shall be entitled to payment of fixed fee proportional to cost incurred for that CLIN. The contractor may present, with its monthly vouchers for costs, a fee voucher in an amount bearing the same percentage of fixed fee as the certification of incurred costs bears to the total estimated cost for each CLIN. However, in accordance with FAR 52.216-

8, after payment of 85 percent of the fixed fee for the total contract, the AAS CO may withhold further payment of fixed fee until a reserve shall have been set aside in an amount which the

AAS CO considers necessary to protect the interest of the Government. This reserve shall not exceed 15 percent of the total fixed fee or $100,000, whichever is less.

B.6.2 INCREMENTAL FUNDING TABLE FOR CPFF

The Incremental Funding Table Excel spreadsheet is available in Section J, Attachment C.

B.7 TRANSITION TO ALTERNATE CONTRACT TYPE

Over the course of performance, circumstances may make different contract types more appropriate for certain CLINs or Tasks than used at contract award. When it is appropriate to do so, the Government intends to transition cost-reimbursement contract-type requirements to a more favorable contract type that transfers the risk to the contractor in accordance with FAR

16.103(c).

SECTION C – STATEMENT OF OBJECTIVES

Request for Proposal 47QFCA24R0024 PAGE C-1

C.1 BACKGROUND

The Department of Defense (DoD) is on a generational journey to recapitalize its sea-based deterrent and warfighting capabilities in times of both peace and conflict. The nation’s strategic competitors are out-pacing U.S. capabilities or have closed the technology and information gap, making the maritime components of the U.S. Defense Industrial Base (DIB) and the ability of those components to innovate, implement, and execute faster and better than our adversaries a fundamental differentiator in the competitive landscape. To help keep the U.S. in a dominant competitive position, the DoD and Department of the Navy (DON) have established the following strategic production and operational imperatives:

a. Deliver United States Ship (USS) District of Columbia Semi-Submersible Ship Ballistic

Nuclear (SSBN 826) by 2027.

b. Perform the first USS District of Columbia (SSBN 826) deterrence patrol by 2031.

c. Close the production gap of Virginia Class (VCL) submarines and reach the required pace of production for two hulls per year.

d. Support the strategic partnership amongst Australia, the United Kingdom (UK), and the

U.S. (known as AUKUS) to bolster their allied deterrence and defense capabilities in the

Indo-Pacific by specifically meeting the AUKUS production arrangement and its Lines of

Effort (LOEs).

A formidable challenge for the Navy is the requirement to rapidly reach and sustain a programmed simultaneous production rate of One Columbia Class (CLB) plus Two VCL (1+2 submarines per year). At the same time, the Navy must also sustain existing submarine platforms and fulfill its ambitious surface fleet modernization and sustainment schedules. To accomplish these things, the nation needs a domestic manufacturing base that enables it to regain and sustain its maritime edge, including the ability to surge in a dynamic threat environment.

Several key risks and hurdles threaten these strategic objectives. One of the most significant is the current and projected shortage of highly skilled workers needed to produce and repair the

Navy’s submarines and ships—tens of thousands of workers across multiple industrial skillsets are needed. Industry lacks the capacity to solely solve the workforce shortfalls caused by the combination of baby boomer retirements, far fewer workforce entrants, low unemployment, and intense competition for workers. To achieve the required levels of productivity, we must improve workforce availability and skills, and industry must quickly develop and adopt new, impactful technologies (e.g., additive manufacturing, digital design and engineering tools, new casting and forging methods, more rapid deployment of Industry 4.0 technologies, etc.) to modernize its maritime production supply chains. These risks and hurdles collectively represent a major national security challenge, requiring a “whole of Government, whole of industry” approach to meet it. Working in close partnership with the DON, the Industrial Base Analysis and

Sustainment (IBAS) program has issued this solicitation as a primary, multi-year effort to address this strategic DoD challenge.

This solicitation’s programmatic genesis traces to July 2021 when, in response to these challenges, and with a specific focus on the Navy’s ballistic missile submarine fleet modernization plan, the Deputy Secretary of Defense tasked the Office of the Secretary of

Defense (OSD) Cost Assessment Program Evaluation (CAPE) organization to collaborate with the Navy and the Industrial Base Policy office to assess current capacity of the Submarine

Request for Proposal 47QFCA24R0024 PAGE C-2

Industrial Base (SIB) and identify specific investments necessary for successful execution of

Navy plans for nuclear submarine fleet acquisition. That study focused on six LOEs to improve

SIB capability and capacity and to mitigate associated risks:

a. LOE 1: Workforce Development: Build and recruit adequate hiring pools for vendors and shipbuilders; train current and future trades; improve wrap-around support to increase student and worker retention.

b. LOE 2: Supplier Development: Add capability and/or capacity to existing suppliers, develop new suppliers to reduce single/sole-source risks for resiliency and robustness, and improve first article quality.

c. LOE 3: Shipyard Infrastructure: Accelerate investments in shipbuilder facilities, footprint, and machines/fixtures.

d. LOE 4: Strategic Outsourcing: Shift non-core workload away from two major shipbuilders to free up footprint, resources, and focus for shipbuilder-only work.

e. LOE 5: Improve Government Shipbuilding Construction Workforce and Processes:

Assist the Government in identifying and providing additional resources such as training and development, as well as advanced information technology, tools, and process improvement.

f. LOE 6: Technology Opportunities: Implement additive manufacturing, non-destructive test imaging technology, and other technology advancements to improve productivity and remove known production risk areas and bottlenecks.

In response, Congress appropriated the Fiscal Year 2023 (FY23) IBAS and DON funding levels sought in the FY23 President’s Budget (PB) request, after which OSD and DON’s Naval Sea

Systems Command (NAVSEA) began leveraging ongoing and emerging industrial workforce and SIB supply chain investment programs to address LOEs 1 through 6. Since then, the DoD has requested similar funding levels in the recently submitted FY24 PB, further sustaining the

DoD commitment across its Future Years Defense Program (FYDP). This solicitation represents a strategic consolidation of much of these ongoing Innovation Capability and Modernization

(ICAM) office and NAVSEA investment activities focused on LOEs 1 through 4 and 6, enabling a more integrated DoD approach and strategic partnership between OSD and DON to address these strategic imperatives. This solicitation does not include LOE 5, as that effort falls under the

Government’s roles and responsibilities. However, the Government anticipates that any contract awarded will help enable LOE 5 activities.

C.1.1 PURPOSE

To address the challenges described in the previous subsections, the Government is seeking to establish a contract with an Enterprise Integration Partner (EIP) that, on behalf of, and in close partnership with, the ICAM office and the Navy, shall identify, develop, and deliver systemic, holistic solutions to regional and broader submarine industrial workforce and industrial base challenges. These solutions should cover the gamut of problem identification, solution design, and solution implementation at local, regional, and national levels. The EIP, in close partnership with the U.S. Government, shall initiate, manage, and integrate these solutions and activities within and across U.S. regions, orchestrating and guiding all participating partners and stakeholders, including Government and non-Government entities necessary for successful implementation and execution of proposed solutions.

Request for Proposal 47QFCA24R0024 PAGE C-3

The Government expects the EIP to flexibly leverage the broadest possible set of thought leaders and organizations across Government, academia, and the full U.S. industrial base as required.

This includes Government agencies at Federal and state levels, for-profit and not-for-profit entities of all sizes across multiple sectors and functions, academic and research institutions, schools, associations, and others comprising or supporting all sectors of the submarine industrial base.

C.1.2 AGENCY MISSION

The ICAM office within the Office of the Under Secretary of Defense for Acquisition and

Sustainment (OUSD A&S) provides the DoD with resources and capabilities to help achieve the strategic goal of a robust, secure, and resilient U.S. industrial base. The ICAM office directly supports the Deputy Assistant Secretary of Defense for Industrial Base Resilience (DASD(IBR)) and the Assistant Secretary of Defense for Industrial Base Policy (ASD(IBP)), who are aligned toward the strategic aim of industrial base health and resilience. The ICAM office oversees and manages the IBAS program through which this project is funded and implemented.

The IBAS program derives its authorities and mission from 10 U.S.C. § 4817, Industrial Base

Fund, which outlines four statutory objectives:

a. Support the monitoring and assessment of the industrial base.

b. Address critical issues in the industrial base relating to urgent operational needs.

c. Support efforts to expand the industrial base.

d. Address supply chain vulnerabilities.

As a defense-wide investment line managed in OUSD (A&S), the IBAS program addresses broad, cross-cutting issues that are often beyond the oversight or capability of a single military department or agency to address alone. Therefore, many IBAS investments, including those made through this solicitation, require close teaming with one or more military departments. In the case of this solicitation, the ICAM office is working closely with the DON.

C.2 SCOPE

The scope of this Contract is to provide the labor, materials, and equipment needed to develop and expand the size and capability of the Maritime Submarine Workforce and Industrial Base. In addition to expanding the size and capability of the workforce, a strong need exists to speed the development and adoption of improved manufacturing technologies and processes in key portions of our maritime supply chains. For example, the Navy now recognizes that additive and hybrid (additive plus subtractive) manufacturing and advanced joining technologies offer the potential to improve the cost, schedule, and performance of shipbuilding and ship maintenance/repair operations in home ports and contested environments. These technologies can only deliver on this potential if they evolve quickly to meet Navy needs and if shipbuilders and maintainers have ready access to certified materials and qualified production processes;

flexible, agile, rapidly deployable manufacturing and automation equipment; and advanced digital sensors (especially for in-situ monitoring during the manufacturing process) feeding decision support systems and processes that enable real-time decisions. A workforce with the know-how to properly apply these technologies will be critical to success. As with the workforce development challenge, this solicitation seeks offerors who deeply understand the challenges of advanced manufacturing technology development/adoption and broad, industrial supply chain

Request for Proposal 47QFCA24R0024 PAGE C-4 risk management, including the analytical and risk management frameworks needed to address them.

The direct acquisition of weapons or weapons systems on behalf of the DoD is not within scope of this requirement. Use of weapons systems, other than as it relates to the analytical and technical services described in Section C, is not within scope of this requirement.

C.3 CURRENT ENVIRONMENT

Today’s naval shipbuilding industry is a complex, multi-tiered network of commodity, component, system, and services suppliers spread across every state in the U.S. It contains companies of all sizes, each playing a significant role in local economies. Due to the unique characteristics of Navy shipbuilding programs, constantly advancing technology, and various economic factors, the number and type of suppliers supporting shipbuilding is highly dynamic.

Globalization (especially loss of domestic commercial manufacturing base), cultural shifts emphasizing higher education institutions over trade schools, and an increasingly services and information technology-based economy have left the supply chain with minimal ability to surge and sustain to meet a dynamic demand. The U.S. does not have the manufacturing capacity it once had, and the shipbuilding industrial base cannot recover from the decades of “scaling back” without dramatic, focused action.

On the industrial workforce front, quantifying the gaps in trades and expertise across thousands of suppliers spread throughout dozens of market spaces and industrial tiers is challenging and requires informed modeling to account for multiple factors, including:

a. Known and projected workforce and hiring demand (across a complex array of skill sets) by the shipbuilders as well as across their extended networks of suppliers,

b. Industrial base activity in adjacent markets (both defense and nondefense) competing for similar skills,

c. The supply of qualified workers, including local, regional, and national demographics and educational and training pipeline capacities,

d. And historical and projected workforce attrition rates.

Based on preliminary modeling, the submarine industrial base alone can anticipate an increased hiring demand of approximately 80,000 to 100,000 trade workers over the next 10 years to meet production needs. To keep pace with the existential threat of shrinking manufacturing base expertise and experience, the nation must view the generational increase in requirements for submarine shipbuilding and maintenance as an opportunity—if not a mandate—to reimagine traditional approaches to skilled labor resource shortages, bridge disconnects between school-based education and domestic defense manufacturing skill sets and reinvigorate community connection with the importance of the DoD and Navy mission.

C.4 OBJECTIVE

The objective of this requirement is to establish a contract with an EIP that, on behalf of, and in close partnership with, the ICAM office and the Navy, shall identify, develop, and deliver systemic, holistic solutions to regional and broader submarine industrial workforce and industrial base challenges. The EIP, in close partnership with the U.S. Government, will initiate, manage, and integrate these solutions and activities within and across U.S. regions, orchestrating and guiding all participating partners and stakeholders, including both respective Government and

Request for Proposal 47QFCA24R0024 PAGE C-5 non-Government entities, necessary for successful implementation and execution of proposed solutions. The EIP functional scope of work shall remain consistent resulting in unified actions to accomplish the following “Big 3” contract objectives:

a. Right-size and strengthen the U.S. defense submarine industrial workforce and industrial base by building or strengthening regional DIB workforce development ecosystems and closing industrial workforce skills gaps. This objective maps to LOEs 1 and 4 described in above in Section C.1.

b. Increase the manufacturing capacity and technology adoption of U.S. defense submarine industrial base suppliers. This objective maps to LOEs 1 and 6 described above in

Sections C.1.

c. Diversify, strengthen, and modernize the supply chains providing critical U.S. defense shipbuilding components and systems through supply chain risk management and supplier development. This objective maps to LOEs 1, 2 and 3 described in above

Sections C.1.

As part of the above functional scope of work, the EIP, in close partnership with the

Government, shall facilitate the development of associated strategic roadmaps and investment plans and orchestrate associated program execution actions.

The geographic scope/footprint of this Request for Proposal (RFP) and its activities is global, reflecting the same reach as the Navy’s submarine industrial base supply chains themselves but with regionally developed, tailored, and focused strategies and execution plans. Known submarine regional focus areas include New England, Virginia (VA), Pennsylvania (PA), the

Great Lakes, Southern California (CA), the Gulf Coast states, Texas, and United States Indo-

Pacific Command (Indo-PACOM). However, it is permissible and expected for the integrator to define other regions and regional configurations through analysis performed under any resultant contract made under this RFP. Programmatically, work under this effort will focus first on the needs of the Columbia-class program, which formed the basis for the 2021 CAPE study and subsequent Navy funding requests. This guidance does not preclude the inclusion of research and development work in support of other subsurface and surface maritime defense programs at the discretion of the Government, in close coordination with the EIP. The Government acknowledges that the EIP may be called upon to assist the Navy with AUKUS commitments;

therefore, this RFP is inclusive of domestic and international Allied support as required and at the discretion of the Government, in close coordination with the EIP.

C.4.1 LINES OF EFFORT (LOE)

The primary focus of the EIP is to help the Navy rapidly reach and sustain a programmed production rate of 1+2 submarines per year with a predominant emphasis on closing associated industrial workforce gaps. While this primary focus area aligns to the five LOEs below, the EIP will need to prioritize any aspects of the LOEs that will aid the Navy in achieving their goal of producing 1+2 submarines per year. The counterpart focus is to strengthen and expand critical maritime segments of the DIB to meet the Navy’s overall submarine and surface ship production and sustainment requirements.

Request for Proposal 47QFCA24R0024 PAGE C-6

C.4.1.1 LOE 1: WORKFORCE DEVELOPMENT

To close known and projected skills gaps and shortfalls across critical submarine production and sustainment missions, the Government intends to continue actively investing to help build and sustain healthy and thriving submarine industrial base workforce development ecosystems and communities. To accomplish this, the Government seeks an EIP to create and implement a partnership strategy with the ICAM office, the Navy’s SIB task force, industry, academia, regional trade associations, and state/local Governments that identifies and implements comprehensive programs, approaches, frameworks, and content to sufficiently attract/recruit, train, and retain skilled laborers. The strategy shall leverage data analytics to both improve problem definition as well as develop and implement locally and regionally focused solutions, also integrating any national-level actions and initiatives deemed necessary.

Near-term efforts shall address state-level workforce pipelines in PA, Massachusetts (MA), VA, New York (NY), and CA (which are known Navy supply chain concentration areas) that focus on reconstituting industry and academic partnerships around known demand signals and customized skillsets. As part of this, the Government is interested in continued scale-up of the

IBAS-funded Accelerated Training in Defense Manufacturing (ATDM) effort, a training program and institute in Danville, VA and continued maturation of Regional Training Systems

(RTS), which are geographic networks of concentrated and distributed recruiting, training, and hiring pipelines with an improved scale and speed, tailored to each region’s unique needs and constraints. Efforts should include continued build-out of RTS ecosystems in New England and

VA (the latter of which ATDM is a component activity), and emergent efforts in the Great Lakes region. The EIP, in concert with the Government, is expected to identify other regions for RTS development through analysis performed under this RFP.

This LOE spans several supporting activities and sub-objectives, each led by the EIP, but in close partnership and coordination with the Government. The following list of supporting activities and sub-objectives is not all inclusive. The EIP may propose other focus areas relevant to this RFP. Additionally, the EIP and Government will collectively determine other supporting activities and sub-objectives throughout the life of any resultant contract and work in close partnership to collaborate on near term funding efforts during the Quarterly Planning Reviews

(Section C.4.1.6).

a. Establish teams to coordinate and build regional workforce systems in key areas to recruit, train, hire, and retain workers to improve and close vital labor gaps.

b. Use data analytics to better define industrial workforce development dynamics and challenges (including demand and supply data), and to help shape and execute investment and policy solutions in DIB-critical regions. This includes but is not limited to the following data collection and analysis:

1. Develop the contacts essential to identify authoritative sources of local, regional, and national data and the detailed understanding needed to integrate, analyze, and interpret these data.

2. Show the type, magnitude, and location of current and emerging skills gaps.

3. Analyze historical data to identify the most significant factors influencing skilled labor supplies and industry demands and develop models to predict future trends.

4. Synthesize conclusions drawn from these analyses to inform, shape and execute investment projects representing effective solution sets.

Request for Proposal 47QFCA24R0024 PAGE C-7

c. Establish and maintain touch points with DoD programs of record to understand skilled workforce needs and challenges experienced across the lifecycle of critical defense systems and to identify and shape future projects to develop and test potential solutions.

d. Conduct and foster industry, academia, and Federal and state government collaboration to inform workforce development.

1. Develop and maintain points of contact, in coordination with the ICAM office and the

Navy, within other agencies for insights into their authorities and programs related to workforce development, including areas beyond the scope of IBAS investments.

2. Identify and share partnership opportunities for Government at all levels (Federal, state, tribal, local, and community), industry, and education stakeholders.

3. Identify and recommend programs and funding sources beyond IBAS to strengthen workforce development and to help support students and workers during training programs and improve worker retention (for example, to help with housing, transportation, and childcare needs during training programs).

e. Hold pilot regionalization workshops to identify and activate key players and functional champions in each target area.

f. Develop and complete workforce development outreach and training efforts that include, but aren’t limited to, the following educational settings: K-12, two-year, four-year, and existing Career Technical Education (CTE) centers.

g. Create and expand networking across projects by convening project teams to discuss each project’s objectives, methods, and lessons learned so the teams can build off of each other, identify opportunities to collaborate, and develop new ideas to enrich the workforce development ecosystem.

h. Establish and expand outreach and messaging campaigns (local/regional and national), leveraging existing activities if available and applicable, to promote industrial careers supporting SIB needs.

1. Identify and reach out to new target audiences and new opportunity populations— particularly new regions and demographics—to expand messaging to untapped and unconventional labor markets, broadening the aperture of SIB marketing, and therefore reaching those amenable to the mission, but heretofore unaware of the opportunities to participate.

i. Expand networking across investment projects by convening project teams to discuss each project’s objectives, methods, and lessons learned so the teams can build off of each other, identify opportunities to collaborate, and develop new ideas to enrich the workforce development ecosystem.

j. Advance successful investment projects to new areas by adopting and adapting proven pilot approaches to new regions or skills areas.

1. Ensure project teams document their lessons learned along with the details of their approach in sharable playbooks to facilitate adaptation and subsequent adoption.

C.4.1.2 LOE 2: SUPPLIER DEVELOPMENT

The Government seeks solutions to expand its submarine industrial supplier base. Many opportunities exist to fulfill this LOE, including but not limited to, adding capabilities and capacity, or creating new providers for critical categories such as mechanical, electrical, valves and fittings, castings and forgings, Government Furnished Equipment (GFE), workforce

Request for Proposal 47QFCA24R0024 PAGE C-8 development, technology, or raw materials/sub fabrication. The pursuit to grow the supplier base to meet current and future demands requires insight into critical defense supply chain threats, mitigations, and solution pathways by collecting, organizing, and evaluating information relevant to the development or use of analytic workflows.

In service of this LOE, the Government seeks offerors who will create and apply appropriate analytic methodologies (on data across Government and commercially available databases), including but not limited to: the use of qualitative and quantitative risk analysis methods, engineering and statistical methods (that employ deterministic and probabilistic approaches), and high-end machine learning approaches to create processes or methods for scalability of one or more of the critical categories to reduce the risk of single/sole-source suppliers or having to seek offshore sources of supply.

This LOE spans several supporting activities and sub-objectives, each led by the EIP, but in close partnership and coordination with the Government. This following list of supporting activities and sub-objectives is not all inclusive. The EIP may propose other focus areas relevant to this RFP. Additionally, the EIP and Government shall collectively determine other supporting activities and sub-objectives throughout the life of this contract and work in partnership with the

Government to collaborate on near term funding efforts during the Quarterly Planning Reviews

(Section C.4.1.7).

a. Analyze the sub-tier supply chain ecosystem and identify areas of risk.

b. Develop strategies and implement solutions to improve productivity and capacity capability.

c. Determine how to incentivize current sub-tier suppliers and private shipyards to not only stay in business but to expand production and maintenance capabilities.

d. Implement strategies to increase commercial shipyard throughput in key regions.

e. Identify new domestic sources for critical shipbuilding subsystems and/or components.

f. Discover root causes of maintenance delays and enact corrective actions with suppliers to reduce maintenance timelines.

C.4.1.3 LOE 3: SHIPYARD INFRASTRUCTURE

Submarine production is critical to the Navy and Nation; schedules call for greater production

(by tonnage) than at any point since World War II. To meet this demand, the Navy is working with the shipbuilders to support capital investments required to provide the fixtures, footprint, and industrial equipment to meet this surging demand. The Government has invested and continues to invest in facilities at shipbuilder locations to expand and modernize shipyard infrastructure to support submarine production requirements. The Government is interested in strategies to streamline facility builds or accelerate its investments in existing shipbuilding facilities, footprint, and machines/fixtures to achieve the 1+2 submarine per year production rate while also sustaining the existing fleet. This LOE does not include actual construction or repair of actual facilities.

This LOE spans several supporting activities and sub-objectives, each led by the EIP, but in close partnership and coordination with the Government. This following list of supporting activities and sub-objectives is not all inclusive. The EIP may propose other focus areas.

Additionally, the offeror shall determine other supporting activities and sub-objectives

Request for Proposal 47QFCA24R0024 PAGE C-9 throughout the life of any resultant contract and work in partnership with the Government to collaborate on near term funding efforts during the Quarterly Planning Reviews (Section 1.5.2).

a. Assist the Navy with developing a national strategic functional dry dock plan across public and private shipyards to increase the number of functional dry docks to meet both current and future shipbuilding needs and maintenance requirements.

b. Determine both a near term critical equipment modernization roadmap and a long-term equipment modernization lifecycle to ensure current problems cease to occur again and implement corrective actions at each current shipbuilder facility.

c. Generate and implement strategies to accelerate current shipbuilding facility expansion.

d. Work with industry to implement shipbuilding facility layout changes to optimize production and decrease shipbuilding and maintenance timelines while limiting facility downtime.

e. Assist shipbuilders in determining methodologies for reducing inventory space requirements.

C.4.1.4 LOE 4: STRATEGIC OUTSOURCING

Even with a concentrated effort to invest in shipbuilder infrastructure, existing prime submarine builders do not have sufficient capacity to accommodate the rate of 1+2 submarines per year without strategically outsourcing various core workload ranging from smaller-scale shop work to sheet metal fabrication, to the assembly of entire decks and outfitting of modules. Specifically, the shipbuilders’ updated plan requires the outsourcing of 5 million labor-hours every year in support of 1+2 submarines per year. There are also efforts to strategically source non-core work and “make to buy” items to alleviate capacity and footprint constraints at the shipyards thus allowing the Contractor to focus on shipbuilder-only work.

The Government seeks ideas for strategic investment processes, approaches, and tools to support analyses of alternatives assessments and conduct better-informed maritime industrial base planning and decision making. The Government is interested in identifying any emerging investment related products, capabilities, technologies, or workforce development efforts that have potential to free up much needed footprint, resources, and focus for work that must be done at the submarine shipbuilders’ facilities.

This LOE spans several supporting activities and sub objectives, each led by the EIP, but in close partnership and coordination with the Government. This following list of supporting activities and sub-objectives is not all inclusive. The EIP may propose other focus areas relevant to this

RFP. Additionally, the EIP and Government shall collectively determine other supporting activities and sub-objectives throughout the life of this contract and work in partnership with the

Government to collaborate on near term funding efforts during the Quarterly Planning Reviews

(Section C.4.1.7).

a. Work with current shipbuilders to identify strategic outsourcing opportunities and help implement regional efforts to meet shipbuilders’ needs to increase overall production rates.

b. Ensure a viable supply base is ready to meet identified outsourcing opportunities.

1. Facilitate industry engagements to communicate future demands and gain visibility into current and projected supplier performance.

Request for Proposal 47QFCA24R0024 PAGE C-10

2. Determine industrial base readiness, including sub-tier suppliers, and identify opportunities to ensure performance.

3. Complete risk assessments, supplier quality assessments, surveys, scorecards, and onsite visits.

4. Discover opportunities to improve efficiency, collaborate to manage risk, and improve overall team performance.

5. Evaluate facility capacity and capital improvement plans.

6. Assess supplier and sub-tier suppliers’ capability and capacity.

7. Implement regional efforts based upon assessment and industry engagement results.

c. Assist suppliers in moving toward a level loaded schedule, with a delivery cadence consistent with the customer demand rate.

C.4.1.5 LOE 5: IMPROVE GOVERNMENT SHIPBUILDING CONSTRUCTION

WORKFORCE AND PROCESSES

This solicitation does not include LOE 5, as that effort falls under the Government’s roles and responsibilities.

C.4.1.6 LOE 6: TECHNOLOGY OPPORTUNITIES

Advanced manufacturing technology that supports production and workforce efficiency/effectiveness (e.g., automated welding, robotics, Additive Manufacturing (AM), and other industry 4.0 advancements) is not effectively deployed across the SIB. The Navy is striving to make strategic and appropriately aggressive decisions to incentivize industry adoption, improve productivity, and appropriately balance risks and opportunities.

Advanced manufacturing such as additive and hybrid manufacturing serves as a “force multiplier” to give the submarine enterprise a dedicated, agile, and responsive capability to improve material availability and cost and schedule performance, and to limit reliance on sole sources of supply. Current efforts focus on building and executing a consortium of industry and academic experts to select high-impact materials and processes and to activate a maritime industrial base that can support the required volume, automated inspection of advanced materials, and adoption of robotic welding. In early FY23, the Navy/Industry team stood up an

AM Center of Excellence (CoE) in Danville, VA focused on scalability and technical rigor with velocity. The CoE is focused on activating the industrial base for more mature AM alloys, while a Navy, Industry, and Academia consortium is working to aggressively mature several additional high impact alloys. Government investments will further these areas and bring the AM CoE additional capability in machines and manning.

While rapid maturation and infusion of advanced and additive manufacturing is a key target of

SIB investment dollars and resources, there are other advanced technologies on which to focus near term efforts, including but not limited to, Non-destructive testing (NDT), Artificial

Intelligence (AI)/Machine Learning (ML), and digital design and engineering tools. The

Government is interested in targeting development, scaling, rapid maturation, and infusion of

AM and AI/ML into various maritime industrial base production efforts and workforce efficiency and effectiveness programs.

The Government also seeks to advance current advanced manufacturing processes and identify other processes, materials, or opportunities to give the submarine enterprise a dedicated, agile, Request for Proposal 47QFCA24R0024 PAGE C-11 and responsive capability to improve material availability and cost and schedule performance, and to limit reliance on sole sources of supply. In parallel, there is a critical need to establish the requisite quality and certification standards to ensure performance and safety specifications are achieved.

This LOE spans several supporting activities and sub-objectives, each led by the EIP, but in close partnership and coordination with the Government. This following list of supporting activities and sub-objectives is not all inclusive. The EIP may propose other focus areas relevant to this RFP. Additionally, the EIP and Government shall collectively determine other supporting activities and sub-objectives throughout the life of this contract and work in partnership with the

Government to collaborate on near term funding efforts during the Quarterly Planning Reviews

(Section C.4.1.7).

a. Work with the Navy to advance the sea service’s understanding of and comfort level with advanced manufacturing technology and processes.

b. Partner with the Navy and Industry to determine what field sub-certified parts at scale with additive and advanced manufacturing processes.

c. Determine what workforce gaps should be filled by advanced manufacturing systems.

d. Create collaboration and technology transfer opportunities to digitize the supply chain and public and private shipyards.

C.4.1.7 QUARTERLY PLANNING REVIEWS

The EIP as instructed shall hold quarterly planning reviews throughout the period of performance where the organization and Government collaborate on near term funding efforts.

The EIP needs to be flexible and agile to quickly pivot to handle new or emerging DoD issues and initiatives as directed by the Government. The ICAM and Navy offices expect the EIP to execute tasks within this RFP with a level of autonomy, however consistent communication is paramount to ensure the Government’s needs and expectations are being achieved.

SECTION D – PACKAGING AND MARKING

Request for Proposal 47QFCA24R0024 PAGE D-1

This page intentionally left blank.

SECTION E – INSPECTION AND ACCEPTANCE

Request for Proposal 47QFCA24R0024 PAGE E-1

E.1 PLACE OF INSPECTION AND ACCEPTANCE

Inspection and acceptance of all work performance, reports, and other deliverables under this contract will be performed by the AAS COR and ICAM TPOC.

E.2 SCOPE OF INSPECTION

All deliverables will be inspected for content, completeness, accuracy, and conformance to contract requirements by the AAS COR and ICAM TPOC. Inspection may include validation of information or software through the use of automated tools, testing, or inspections of the deliverables, as specified in the contract. The scope and nature of this inspection will be sufficiently comprehensive to ensure the completeness, quality, and adequacy of all deliverables.

The Government requires a period NTE 15 workdays after receipt of deliverable items for inspection and acceptance or rejection.

E.3 BASIS OF ACCEPTANCE

The basis for acceptance shall be compliance with the requirements set forth in the contract and relevant terms and conditions of the contract. Deliverable items rejected shall be corrected in accordance with the applicable clauses.

Acceptance will occur when all discrepancies, errors, or other deficiencies identified in writing by the Government have been resolved, through documentation updates, program correction, or other mutually agreeable methods.

Reports, documents, and narrative-type deliverables will be accepted when all discrepancies, errors, or other deficiencies identified in writing by the Government have been corrected. If the deliverable is adequate, the Government may accept it or provide comments for incorporation.

All of the Government’s comments on deliverables shall either be incorporated in the succeeding version of the deliverable, or the contractor shall explain to the Government’s satisfaction why such comments should not be incorporated.

If…