BAA0001-22 - Emergent IV BAA - Amendment 0034.pdf

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT 1

1. CONTRACT ID CODE

I

PA

E OF PAGES

I 14

4. REQUISITION/PURCHASE REQUISITION NUMBER

5. PROJECT NUMBER (If applicable) 2. AMENDMENT/MODIFICATION

6. ISSUED BY CODE

3. EFFECTIVE DA TE

03/19/2025 SP4701 7. ADMINISTERED BY (If other than Item 6) CODE I

DLA Contracting Services Office - Philadelphia

700 Robbins Ave. Same as Block 6

Philadelphia, PA 19111

Attn: R&D CONTRACTING TEAM

8. NAME AND ADDRESS OF CONTRACTOR (Number, street, county, State and ZIP Code) (X) 9A. AMENDMENT OF SOLICITATION NUMBER

BM0001-22

9B. DATED (SEE ITEM 11)

06/13/2022

10A. MODIFICATION OF CONTRACT/ORDER NUMBE

10B. DATED (SEE ITEM 13)

CODE I FACILITY CODE

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

D The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offers D is extended. � is not extended.

Offers must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended, by one of the following methods:

(a) By completing items 8 and 15, and returning _____ copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted;

or (c) By separate letter or electronic communication which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by letter or electronic communication, provided each letter or electronic communication makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

12. ACCOUNTING AND APPROPRIATION DATA (If required)

13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF CONTRACTS/ORDERS.

IT MODIFIES THE CONTRACT/ORDER NUMBER AS DESCRIBED IN ITEM 14.

CHECK ONE A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE CONTRACT ORDER

NUMBER IN ITEM 10A.

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, appropriation data, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(b ).

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority)

E. IMPORTANT: Contractor X is not D is required to sign this document and return ____ _ copies to the issuing office.

14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)

The following changes are incorporated into the Emergent IV BM0001-22 as annotated on pages 2 through 14 of the

Amendment.

All other terms and conditions in the BM remain unchanged.

Except as provided herein, all terms and conditions of the document referenced in Item 9A or 1 0A, as heretofore changed, remains unchanged and in full force and effect.

15A. NAME AND TITLE OF SIGNER (Type or print) 16A. NAME AND TITLE OF CONTRACTING OFFICER (Type or print)

15B. CONTRACTOR/OFFEROR 15C. DATE SIGNED 16B. UNITED STATES OF AMERICA 16C. DATE SIGNED

(Signature of person authorized to sign) (Signature of Contracting Officer)

R

Previous edition unusable STANDARD FORM 30 (REV. 11/2016) Prescribed by GSA FAR (48 CFR) 53.243 paa3817 Cross-Out

CUI

BAA0001-22 – Emergent IV BAA, Amendment 34

Controlled Unclassified Information (CUI) 2

Amendment 34 incorporates the following changes into Broad Agency Announcement – BAA0001-22, dated June 13, 2022, as follows:

All changes to the BAA are highlighted in “blue” in the Amendment.

ATTACHMENT B: AREAS OF INTEREST

Task Area A: A new Technical R&D was added to the Task Area.

A. Medical Logistics

Research shall focus on solutions to identify and resolve medical logistics that support challenges at low cost. The research may leverage existing commercial capabilities that will integrate commercial supply chain best practices and help forge strategic partnerships with critical customers, manufacturers, suppliers, and other Federal government stakeholders and industry groups. The research must enhance medical logistics capabilities in both peacetime and operational environments. Research is limited to non-pharmaceutical classes and shall be directed to the following subtopics: (i) Data analytics and operational intelligence capabilities (ii) Fair and reasonable pricing of products in the supply chain (iii) Clinical standardization of medical products.

Efforts may also include transition of R&D Projects as outlined in Section, B.10 Research and Development Project Transition Information.

Technical R&D POC: Dr. Imes Chiu, Imes.Chiu@dla.mil.

Task Area C: Previous references to the requirements identified in Task Area C are hereby deleted, and the revised requirements are hereby incorporated in Task Area C. Also, a new Technical R&D was added to the Task Area.

C. Advanced Manufacturing

DLA seeks innovative ideas in several areas related to the use of advanced manufacturing – including additive manufacturing (AM) – in the DLA supply chain.

Suitable projects under this Area of Interest may include:

AM projects that address (a) the costs, transfer, and the use of intellectual property for AM technical data management in acquisition, sustainment, and maintenance; (b) digital verification and validation (including measures of effectiveness and key performance parameters) of AM technical data and first article testing that compare polymers and mailto:Imes.Chiu@dla.mil

Controlled Unclassified Information (CUI) 3 metals, and critical and noncritical items; or (c) use of digital thread to maintain a consistent AM product from design through qualification and acceptance.

Advanced manufacturing R&D projects that address new paradigms, methods, processes, or equipment for new or existing manufacturing products, materials, or supply chain components and that provide an advantage over existing techniques or tools. In this context, advantages include reduced time to market, enabling new performance attributes, improving small-batch production, cost savings, energy savings, or reduced environmental impact from the manufacturing of products.

AM projects that support DOD collaborative efforts to generate a Framework for an expedited AM source approval process for commercial vendors to reduce the overall cost, lead time and failure rates of the product acceptance process.

The following categories are provided for example regarding the above described AOIs 1, 2, and 3; though, White Paper submissions are not limited to this list.

C2 – Remote Inspection - Augmented Reality.

C2 – Recycling / Sustainability/ Life Cycle for AM.

C1 – Local Mobile AM Part Labs.

C3 – Universal Parts AM for Legacy systems.

C2 – 3D Scan 3D Print for Legacy and new parts.

C4 – Artificial Intelligence Defect Detection Systems C5 – Cyber Security for Additive Manufacturing Machines.

Efforts may also include transition of R&D Projects as outlined in Section, B.10 Research and Development Project Transition Information.

Technical R&D POC: Lori Smith Mitchell, Lori.Smith-Mitchell@dla.mil.

Task Area D: A new Technical R&D POC was added to the Task Area.

D. Emerging Technologies to Enhance Part, Component and Logistical Product Data Granularity, Availability and Interoperability

Research must focus on developing solutions that support DoD’s Digital Engineering Strategy and Digital Modernization efforts for DLA by:

1. Using digital data in place of documents as the authoritative source of technical data;

2. Extending the model-based approach by incorporating digital engineering mailto:Lori.Smith-Mitchell@dla.mil

Controlled Unclassified Information (CUI) 4 technologies and practices that connect business and technical data such as artificial intelligence, augmented realities, digital twin, and machine learning;

3. Providing a standards-based open system IT infrastructure that enables the digital thread, distributed manufacturing, advanced methods for cybersecurity, and protection of intellectual property; and

4. Preparing the workforce for change management and strategic communications necessary to transform DLA use of digital data.

1. Using digital data in place of documents as the authoritative source of data;

2. Extending the model-based approach by incorporating digital engineering technologies and practices that connect business and technical data;

3. Building Digital Twin of Organization (DTO) that simulates DLA’s business processes such as Acquire to Retire (A2R) and sub-processes such as supply chain (DTSC – Digital Twin of Supply Chain) that incorporates:

a. Human behavior in the business processes;

b. Technologies such as Machine Learning (ML), Artificial Intelligence (AI), Robotic Process Automation (RPA), etc.;

c. Real-time feedback loops to not only improve routine business processes but also predict abnormal situations such as supply chain disruptions;

4. Providing a standards-based open system IT infrastructure that enables the digital thread, distributed manufacturing, advanced methods for cybersecurity, and protection of intellectual property; and

5. Preparing the workforce for change management and strategic \ communications necessary to transform DLA use of digital data.

Technical R&D POC: Dr. Senthil Arul, Senthil.Arul@dla.mil.

mailto:Senthil.Arul@dla.mil

Controlled Unclassified Information (CUI) 5

Task Area E: Task Area E removed Dr. Chiu as a Technical R&D POC.

E. Smart Connected Logistics

The Internet of Things (IoT) is often viewed as a network of linked devices. Each device is a smart, connected product characterized by its “awareness” of its state and its ability to communicate with other important “things” in its environment. Connectivity amplifies awareness and enables the device to be connected to many other devices and sources of data. DLA seeks projects that address connecting devices and users or systems to the data necessary to provide "cradle to grave" logistical sustainment; for example, the technology to acquire and organize the vast amount of data that will be supplied by these devices. The data must be transformed so it is coherent, relevant, and actionable by humans and machine-to-machine or system-to-system interfaces. To accomplish this, DLA expects a standard or open-source protocol solution that addresses a specific challenge that DLA currently faces. The data acquired from IoT devices will be independent from the constraints of the device suppliers or any singular data aggregator.

Technical R&D POCs: Dr. Barry Humphrey (Primary POC), Barry.Humphrey@dla.mil, and Dr. Senthil Arul, Senthil.Arul@dla.mil.

F. Anti-counterfeiting Technical Solution

Numerous reports and investigations have documented that there are counterfeit parts in DOD’s Supply Chain. In response to the threat, DLA is seeking research that focuses on providing a single low-cost anti- counterfeiting technical solution that can authenticate items in multiple Federal Supply Classes (FSCs) supporting various DLA supply chains. At a minimum, the single low-cost anti-counterfeiting technical solution must be effective in preventing counterfeits by authenticating items in all of the following FSCs:

1. FSC 5961 Semiconductor Devices.

2. FSC 5962 Microcircuits.

3. FSC 5935 Electrical Connectors.

4. FSC 4730 Fittings Hose, Pipe and Tube.

5. FSC 3110 Bearings, Anti-friction, Unmounted.

6. FSC 3120 Bearings, Plain, Unmounted.

7. FSC 2530 Vehicle Brake, Steer Axle, Wheel and Track Components.

8. FSC 2940 Engine Air and Oil Filters, Non-Aircraft.

9. FSC 2910 Engine Fuel System Components Non-Aircraft.

mailto:Barry.Humphrey@dla.mil mailto:Senthil.Arul@dla.mil

Controlled Unclassified Information (CUI) 6

10. FSC 1680 Miscellaneous Aircraft Accessories and Components.

11. FSC 5330 Gaskets.

12. FSC 5331 O-Rings.

The research must also detail how the technical solution will be integrated into the supply chains of DLA suppliers (i.e., manufacturers, authorized distributions and independent distributors), the impact on the supply chains of implementing the technical solution, and the probability that DLA suppliers will adopt the technical solution.

Technical R&D POCs: Dr. Barry Humphrey, Barry.Humphrey@dla.mil.

Task Area G: Task Area G incorporates a new AOI – Operational Energy Integration and added a new Technical R&D POC.

G. Energy Research Program

Research shall focus on developing improvements to the DoD Class III Bulk Fuel Petroleum, Oil and Lubricants (POL) supply system. The research may include areas addressing, but not limited to, the following:

• Improvements to military acquisition specifications for POL, aerospace fuels/propellants and related products (e.g. additives);

• Development of new analytical methods, or improvements to existing methods, designed to determine product quality or identify anomalies;

• Enhancing military adoption and use of fuel products derived from alternatives to petroleum;

• Development of renewable energy technologies (e.g. wind, solar, hydro, geothermal) for military and government use;

• Improvements to DoD fuel storage, handling and distribution systems;

• Correction of known operational equipment issues connected to specification fuel use.

Controlled Unclassified Information (CUI) 7

Technical POCs: Mr. Lindsey Hicks, Lindsey.Hicks@dla.mil.

Operational Energy Integration

DLA Energy’s ability to provide Petroleum Logistics in a contested environment presents unique challenges, will demand innovative solutions, assessment, and adaptation to provide rapid and continuous support to the warfighter especially in support of Expeditionary Advanced Based Operations (EABO).

Research should focus on potential ideas for enhancing the security and resilience of petroleum logistics in contested environments, recognizing that implementing these solutions will require collaboration between government agencies, private industry, and research institutions.

The research may include areas addressing, but not limited to, the following:

Resilient Infrastructure & Delivery:

• Mobile Refining & Modular Infrastructure: Invest in deployable, modular refining units and mobile fuel storage solutions to create a decentralized and agile network less susceptible to disruption.

• Autonomous Delivery Systems: Develop and deploy unmanned ground vehicles (UGVs) and drones for secure and efficient fuel transportation in high-risk zones, reducing reliance on vulnerable convoys.

Fuel Source Flexibility & Efficiency:

• Alternative Fuel Production: Research and develop technologies for producing synthetic fuels or alternative energy sources (e.g., hydrogen) from readily available feedstocks in theater, reducing dependence on traditional fossil fuel supply chains.

• Fuel Efficiency Optimization: Develop and implement technologies for real-time monitoring and optimization of fuel consumption in vehicles and equipment, extending operational range and minimizing logistical burdens.

• Energy Storage & Microgrids: Invest in advanced energy storage solutions and develop deployable microgrids to enhance operational resilience and reduce reliance on vulnerable power grids.

mailto:Lindsey.Hicks@dla.mil

Controlled Unclassified Information (CUI) 8

Advanced Materials & Manufacturing:

• Self-Sealing Fuel Tanks: Develop self-sealing materials for fuel tanks and containers to mitigate the impact of ballistic damage and minimize fuel loss in hostile environments.

• Additive Manufacturing for Spare Parts: Utilize 3D printing technologies to enable on-demand production of critical spare parts for fuel infrastructure and equipment, reducing reliance on vulnerable supply lines.

• Lightweight & Durable Materials: Research and develop lightweight, high-strength materials for constructing fuel containers, pipelines, and infrastructure, enhancing transportability and resilience.

Data Analytics & Predictive Modeling:

• Supply Chain Simulation & Wargaming: Develop sophisticated simulation environments to model and analyze various scenarios, optimize supply chain resilience, and enhance preparedness for potential disruptions.

• Dynamic Routing & Optimization: Develop algorithms and software for dynamic route planning and optimization, considering real-time threat assessments and fuel efficiency factors to ensure secure and efficient delivery.

• Predictive Maintenance for Infrastructure: Utilize data analytics and machine learning to develop predictive maintenance models for pipelines and other critical infrastructure, anticipated failures and minimizing downtime.

Efforts may also include transition of R&D Projects as outlined in Section, B.10 Research and Development Project Transition Information.

Technical R&D POC: Guno Kletter, Guno.Kletter@dla.mil.

H. Artificial Intelligence/Machine Learning Applications

Responses shall focus on artificial intelligence (AI) or machine learning (ML) applications to aid in planning, acquisition, and technical/quality processes across the DLA Enterprise. The research may leverage commercial best-in-class concepts and practices that will integrate existing data and metrics with various AI or ML tools to provide narrowly focused solutions to specific challenges.

Due to security concerns with use of sensitive DLA data, projects that include processing of mailto:Guno.Kletter@dla.mil

Controlled Unclassified Information (CUI) 9

DLA data will be required to do so either (a) in the DLA R&D Azure cloud environment, or (b) on standalone computers with no internet access provided as Government Furnished Equipment (GFE) using data provided by DLA on CD-ROM media. No other access to DLA data will be allowed without a waiver from the DLA Chief Data Officer.

Research shall be directed to one or more of the following subtopics:

1. Business decision analytics.

2. Demand forecasting & inventory optimization.

3. Production lead time planning.

4. Supplier selection & supplier relationship management.

5. Contract drafting, execution, & management.

6. Diminishing manufacturing sources & material shortages.

7. Risk identification & management.

8. Counterfeit detection & avoidance.

9. eCommerce.

10. Cybersecurity.

11. Generative Artificial Intelligence:

a. Content Generation: The capability to generate text, image, content, code, video, or audio based on some given parameters or examples.

b. Data Manipulation: The capability to enhance or modify existing content or data (grammar, proofreading, tone change, style of image), data augmentation, anomaly detection, or model training.

c. Content Assistance: The capability of leveraging conversational agents, interactive design, or retrieval of documentation.

Technical R&D POCs: Dr. Barry Humphreys, Barry.Humphrey@dla.mil, and Ms. Laura Schreiber, Laura.Funk@dla.mil.

K. Lithium Battery Deactivation

End of life rechargeable and non-rechargeable lithium batteries are currently handled and transported as hazardous waste. These batteries must be shipped according to international shipping regulations and packaging requirements, thereby incurring significant transportation and processing costs for their disposal. DLA seeks projects to implement a preferred lithium battery deactivation technology at key Continental U.S. (CONUS) and Outside the Continental U.S. (OCONUS) locations. The goal is to install and commission local pilot processes to mailto:Laura.Funk@dla.mil

Controlled Unclassified Information (CUI) 10 deactivate lithium batteries received from U.S. military installations for the purpose of recycling non-hazardous materials locally and shipping valuable battery materials back to the U.S. for further direct recycling. Projects will utilize already developed deactivation and partial disassembly technology designed for lithium-ion and primary lithium military batteries and include cost-share of all equipment costs – mobile, expeditionary systems are preferred. Projects will include collaboration with deactivation technology provider, identification of operational locations, training, transportation, set up and operation of equipment for the collection and processing of batteries for a period up to one year.

Efforts may also include transition of R&D Projects as outlined in Section, B.10 Research

Technical R&D POC: Mr. Mather Hutchens, Matt.Hutchens@dla.mil.

L. Blockchain Logistics

Blockchain has become more than just a digital distributed ledger that is used for cryptocurrency.

Blockchain has become a system of recording information in ways that make it difficult or impossible to change, hack, or cheat the system. Within the supply chain blockchain can now be used to provide all parties within the supply chain with access to the same information which reduces communication or transfer data errors. Research in this area shall focus on ways to enable DLA to increase efficiency through process automation, transparency, traceability, and transaction verification more efficient. Research shall also focus on using this technology in order to make the supply chains more secure as the origin and authenticity of the data and products shared and providing a more secure means of collaboration between DLA and its customers and partners.”

Efforts may also include transition of R&D Projects as outlined in Section, B.10 Research

Technical R&D POC: Dr. Barry Humphrey, Barry.Humphrey@dla.mil.

M. Edge Computing

Edge computing is unique in that data is processed by the device itself or by a local computer or server, rather than being transmitted to a data center. Edge computing is important because it creates and improves ways for industrial and enterprise-level businesses to maximize operational efficiency, improve performance and safety, automate all core business processes, and ensures availability at all times. Research in this area shall focus on the ability to digitally connect and automate DLA processes at the edge and allow for organizations within DLA to extend the reach and visibility of their supply chains. Research will also focus on using edge computing to reduce the amount of sensitive data that must be transmitted over mailto:Matt.Hutchens@dla.mil

Controlled Unclassified Information (CUI) 11 networks and how to reduce supply chain vulnerabilities by reducing congestion within the DLA network.

Efforts may also include transition of R&D Projects as outlined in Section, B.10 Research

Technical R&D POC: Dr. Barry Humphrey, Barry.Humphrey@dla.mil.

Task Area O – Disposition Services Warehouse Management: Dr. Chiu was removed as the Technical R&D POC.

Also, the following new AOIs are hereby incorporated into Task Area O: Shelf Life and Pre-hydration of Calcium Sulfoaluminate (CSA) Cement, and Advancing Indicative and Conductive Seals for Tamper Detection. The Technical R&D POC for the two new AOI’s is Dr. Imes Chiu.

O. Human-Machine Teaming for the following DLA operational organizations – Disposition Services Warehouse Management, Troop Support Construction and Barrier, Troop Support Construction and Equipment (Class IV) Satellite Based Global Tracking

Disposition Services Warehouse Management:

Response must focus on various ways to help ensure worker’s safety, efficiencies, and effectiveness in disposition warehouses by automating repetitive and mundane tasks and provide data on improved performance. The labor-saving devices must demonstrate a significant increase in improving disposal efficiencies, automated material transport within the warehouse, tracking and tracing of returned materials, the rate of palletizing and depalletizing of large containers and offloading of trucks. Technology must help prevent overexertion among human workers involved in lifting, moving, bending, stooping and synchronize well with human centered activities and business processes. Solutions must work autonomously in cleaning and vacuuming floors while neatly avoiding walls and obstacles. Technology must enable production efficiency simulations that reduce disorganization and unnecessary complexity in disposition warehouse planning and operations.

Technical R&D POC: Danielle Williams, Danielle.Williams@dla.mil.

mailto:Danielle.Williams@dla.mil

Controlled Unclassified Information (CUI) 12

Troop Support Construction and Barriers –

Response must focus on various ways to consolidate short and medium-term global procurement challenges and requirements for Construction and Barrier Class IV (CLIV) supply chain materials for every CLIV Supplier found in-country to reduce cost, increase productivity, and provide predictable budgeting and CLIV inventory management. The labor-saving studies and authoritative databases provide proactive monitoring of the Trade Agreements Act (TAA) compliant CLIV suppliers in Geographic Combatant Commands’ area of responsibility to ensure continuity of sustainment in military construction. Solutions include country TAA designation and status including purchase thresholds, country-level customs information and domestic CLIV production capacity and imports, potential foreign ownership control and influence (FOCI) for every CLIV supplier in-country and closest alternative TAA-compliant vendors and materials.

Solutions must be contained in a menu-driven database where data is categorized by country, by CLIV material type, CLIV product type, National Stock Number (NSN) numbers and comprehensive vendor profile per country with contact details, compliance validation information and details for flagged FOCI and other risks.

Technical R&D POC: Dr. Imes Chiu, Imes.Chiu@dla.mil.

Troop Support as Executive Agent for Construction and Equipment (Class IV) seeks information on satellite based global tracking capabilities.

Response must focus on an extensive review of literature on the next generation of satellite based IoT network with the latest terrestrial global roaming capabilities available in the market today.

The response must include various design and manufacturing facilities of pallet level tracking devices available in the market today with cost-effective scalable solution(s) that is mobile and reusable with the capability to geolocate independently. White paper responses are requested to include actual use cases of construction materials and weapon system movements at DoD outside the continental United States of America to support the solution described. Any technical proposal submissions will be required to submit actual use cases.

Controlled Unclassified Information (CUI) 13

Shelf Life and Pre-hydration of Calcium Sulfoaluminate (CSA) Cement

The shelf life of calcium sulfoaluminate (CSA) cement depends on its CSA content, brand, and storage conditions. In general, CSA cement remains usable for at least six months, but due to pre-hydration issues, its long-term performance can be compromised. In practice, the shelf life of rapid-setting cementitious binders and mortars is typically limited to six months to one year, even when stored properly. Pre-hydration often manifests as hard lumps in the cement, reducing its hydraulic reactivity. DLA is looking at chemical improvements that enhance cement’s resistance to moisture uptake and other innovative cost-effective ways to produce cement with a shelf life of seven years.

Advancing Indicative and Conductive Seals for Tamper Detection

Electronic seal locking provides near real time tracking of sensitive and high value cargo with the added benefit of tamper detection to ensure supply chain integrity. Different types of materials utilized in indicative and conductive seals provide near real time tamper detection. Analytics of the tamper detection signal may derive a confidence factor to determine the probability of false detection. DLA is looking at utilizing various seal materials and analytics to calculate confidence factors and probabilities of false detection.

Actual electronic seal locking device data from transcontinental surface (truck and rail) and ocean (vessels) of containerized and vehicle shipments must be produced by performers to conduct the study.

P. Critical Emerging Technologies Transition and Adoption

In support of DLA strategic priorities and modernization initiatives, the Research and Development Program has interest in research to address Critical Emerging Technologies Transition and Adoption as follows:

1. Identify, test, pilot, and prototype emerging technologies and build collaborative partnerships to enhance efficacy, efficiency, and effectiveness.

Controlled Unclassified Information (CUI) 14

2. Forge Strategic Partnerships – Establish and nurture partnerships with industry, academia, and other organizations to leverage knowledge, resources, and expertise in the pursuit of innovation.

3. Promote a Culture of Early-Adoption of Emerging Technologies – Foster a culture within the organization that embraces change, encourages experimentation, and supports continuous learning and improvement.

4. Provide effective and efficient transition of programs from prototype to production.

This includes setting goals, timelines, milestones, roles, responsibilities, and deliverables for the transition of the program from the R&D environment into the line operations of DLA. Include but not be limited to:

• Conduct Enterprise user-centered needs analysis to define opportunities focused on emerging technologies.

• Lead or advise executive leadership on the launch of new technology initiative for adoption in production.

• Identify and align emerging technologies to Enterprise efforts for synergy.

Technical R&D POC: Maniphone ‘Mani’ Sourivong, Maniphone.Sourivong@dla.mil.

2. All other terms and conditions in the BAA remain unchanged.

mailto:Maniphone.Sourivong@dla.mil