CECOM Combined Strategic Slides APBI 2026.pptx

Aberdeen proving ground advanced planning briefing to industry

MG James D. Turinetti IV, US Army Communication Command, CG

22 April 2026

UNCLASSIFIED

UNCLASSIFIED

UNCLASSIFIED

Army Software & Innovation Center (ASIC) Strategic Vision Mr. Garrett Shoemaker, Director, ASIC

UNCLASSIFIED

UNCLASSIFIED

Forged to Solve a Problem: Established in the 1980s to consolidate the Army's fragmented software efforts into a single, designated Center of Excellence for software life cycle support.

Expanded Mission, Global Reach: Grew from a tactical focus to supporting the entirety of the Army's C5ISR, logistics, and business systems, with a forward presence in CENTCOM, EUCOM, and INDOPACOM.

Ensured C5ISR Readiness: Served as the Army’s expert for full life cycle software engineering—from initial development and integration to fielding and long-term sustainment.

Provided Rapid Threat Response: Provided critical, threat-based software reprogramming for aviation and ground survivability systems via the Army Reprogramming Analysis Team (ARAT).

Forging the Army's Software Organic Industrial Base (S-OIB): Building the government-owned software core to mitigate vendor reliance and ensure an enduring organic capability to modernize the Army’s most critical systems.

Powered by an Expert Organic Workforce: The S-OIB is comprised of a skilled government workforce with deep expertise across Army domains, providing the versatile talent to develop and sustain software across all PAEs and other Army organizations.

Enabled by an Enterprise DEVSECOPS Platform: The S-OIB provides AMC and the Army a single, secure software foundry giving our workforce the foundational engine to accelerate innovation and efficiently deliver secure software.

Delivering Warfighter Readiness from the S-OIB: From this organic base, ASIC delivers cutting-edge capabilities like EW countermeasures, ERP, LC/NC and AI solutions, directly driving Army modernization and enhancing warfighter readiness.

Delivering Decisive EW Advantage: As the Army's core countermeasures organization, ASIC defends the spectrum by rapidly turning threat intelligence into critical software updates for our warfighting systems.

The Army's Software OIB, enabling software solutions for the Army enterprise

1983-2025 Domain Centric, Sustainment / Legacy Focused 2026 and Beyond Customer Centric, Modern, Solution Focused

Transforming ASIC: Evolving Beyond Stovepipes to Deliver Enterprise Software Solutions

UNCLASSIFIED

Army Software & Innovation Center Executive Director Mr. Garrett Shoemaker

Chief Data Analytics Officer, CDAO Ms. Sharon Morris

Deputy Executive Director Mr. Boomer Rizzo

Military Deputy LTC Odene Brathwaite

Chief of Staff Ms. Christine Neidig

Deputy Chief of Staff Vacant

Infrastructure Associate Director Mr. Matthew Bernhardt

Deputy Associate Director Ms. Freedha Luce-Tabafunda

Mission Management Associate Director Ms. Michelle Dirner

Deputy Associate Director Mr. Carmelo Sanchez III

Software & Support Services Deputy Associate Director Ms. Kelly Thiebaud

Associate Director Mr. Christopher Myers

Cybersecurity/Electromagnetic Warfare Associate Director Mr. Niraj Kadakia

Deputy Associate Director Mr. Loyd Russell Williams

Chief, Contract Management Office Mr. Stephen Slotnick

UNCLASSIFIED

Army software & innovation center Deliver agile, secure, and modern software services for the Army.

MISSION

AI & Machine Learning Operationalizing COTS Solutions

Army Enterprise Resource Planning Modernization Rapid Electromagnetic Warfare Reprogramming

Cybersecurity Real-time Data Visualization & Analytics

Modern Software Development Support to Operational Readiness

CORE COMPETENCIES

ASIC P3 process

Evaluate Potential Partnership

Protect the Partnership

Prepare for Partnership

Develop Subcontract Proposal

Contractual Agreement

ASIC & Vendor Begin Collaborations Go/No Go Decision Determined ASIC Signs NDA

Teaming Agreement Signed

Firewalls Created as Needed

ASIC & Vendor Collaborate on Pre-Award Proposal Development Business Case Analysis Internal Review ROM Provided to Vendor Prime Contractor Provide ASIC RFP Document

ASIC Proposal Submitted to Contractor via Government Contracting Officer (KO) Final Agreement Negotiated to Include Advance Payment Terms KO & Prime Contractor Sign P3 Direct Sales Agreement (subcontract) With Signed P3 Agreement and Receipt of Advance Payment, ASIC Perform Work ICW Terms & Conditions Execute Agreement usarmy.apg.cecom.mbx.asicp3@army.mil

UNCLASSIFIED

backup

UNCLASSIFIED

UNCLASSIFIED

UNCLASSIFIED

UNCLASSIFIED

Core competencies and capabilities

Development AI Assisted Help Desk AI Flow Platform Custom Agentic AI Custom ML Model Development Application Integration Business Process Reengineering ERP Data Strategies Enterprise Service Desk Continuous Monitoring Cyber pipeline integration RMF Development, Execution and Modernization Software Assurance (SAST/DAST) Software Bill of Materials Software Fast Track (SWFT) Zero Trust Framework Agile Software Development DevSecOps Quality Assurance and Source Code Management Software Containerization Software Test Automation Web, Mobile, Cloud and Platform Development

Electromagnetic

Operational Readiness Army Certified, CAC-Enabled DSO Platform Low Code Application and Platform Solutions PaaS, SaaS, and IaaS Capabilities EW Mission Product Development EW Mission Product Distribution and Threat Notification Next Generation Radio Frequency Test Capability Signal Sensing and Analysis Synthetic Radio Frequency Waveform Development Business and Operational Intelligence Data Governance and Management Data Sourcing and Integration End-to-End Data Pipelining Automated System/Application Deployment Continuous Integration/Continuous Delivery (CI/CD) Field Support Patch Management and Deployment Software Readiness

UNCLASSIFIED

ASIC P3 Common Questions ASIC's Go/No-Go decision and Business Case Analysis (BCA) are internal evaluation steps to ensure potential partnerships align with its mission and provide value to the Army.

Go/no-go decision is a quick check to see if the opportunity fits ASIC's mission, core skills, and available resources.

The BCA is a detailed analysis of the financial/non-financial impacts and risks to confirm the partnership benefits the Army.

These steps are part of ASIC's internal due diligence and are not intended to delay a partner's response time for Requests for Proposals (RFPs).

ASIC P3 processes references go/no-go decision and Business case analysis.

What are they?

Will that hinder timeless for partnership to respond to request for proposals?

Q:

A:

UNCLASSIFIED

UNCLASSIFIED

ASIC P3 Common Questions That is a misconception. While the process accommodates direct sales, ASIC is actively interested in and encourages both workshare and lease-based partnership models. Our goal is to establish flexible, long-term partnerships that best serve the warfighter.

We welcome partners to propose specific workshare approaches to be included in teaming agreements. We recommend coordinating with acquiring offices, especially during the RRI phase, to structure acquisitions for workshare. In this model, ASIC is compensated directly by the acquiring office.

While the simple lease of ASIC facilities is permitted, we prioritize partnerships that combine a facility lease with the utilization of our talented workforce. This collaborative approach better serves our DoW customers.

ASIC P3 process only addresses direct sales P3s.

Does that mean ASIC is not interested in workshare or lease type of P3s?

UNCLASSIFIED

UNCLASSIFIED

ASIC P3 Common Questions No, the advance payment requirement is not negotiable.

This policy is in accordance with Department of War (DoW) and Army regulations. ASIC assigns its existing organic federal government employees to direct sales P3 efforts, and advance payments must be received prior to any work being performed by ASIC personnel.

Advance payment can cover the total subcontract amount or be made in incremental payments.

If incremental payments are chosen, both parties must agree on the schedule and amounts for all payments. Each subsequent payment must be received before further work proceeds.

Additional advance payments are required before any new work begins. Failure to receive timely and sufficient advance payments will result in an excusable delay and may lead to a work stoppage.

This ensures that work can proceed without interruption and aligns with established governmental financial policies.

With the direct sales P3 model, ASIC will be a subcontractor to the industry partner, which would serve as the prime contractor.

Is it negotiable for the advance payment requirement?

UNCLASSIFIED

UNCLASSIFIED

ASIC P3 Common Questions As a federal government organization, ASIC operates under specific guidelines regarding teaming agreements. Here is a breakdown of our policies on exclusivity, proposal commitment, and information protection.

Exclusivity:

No. ASIC cannot commit to working exclusively with any single industry partner. For any given opportunity, we may team with multiple partners. In such cases, we maintain fairness by submitting the same labor rates for the same skill categories to all partners involved.

Proposal Commitment:

No. ASIC cannot guarantee submission for every opportunity a partner identifies. However, we will always do our best to collaborate effectively and support timely proposal submissions for the opportunities we do commit to.

Information Protection:

Through formal, legally-binding agreements. For every opportunity ASIC agrees to pursue with a partner, all involved ASIC personnel are required to sign a Non-Disclosure Agreement (NDA) and a Conflict of Interest statement. This ensures that your sensitive information is protected and that our involvement is impartial.

With a signed teaming agreement, would ASIC commit to work exclusively with the industry partner? Would ASIC commit to submitting proposal for every opportunity identified by the industry partner? How would ASIC protect proprietary/contract sensitive information?

UNCLASSIFIED

UNCLASSIFIED

Aberdeen proving ground advanced planning briefing to industry

Integrated Logistics Support Center Mr Abel Salgado, Deputy Executive Director

UNCLASS

UNCLASS

UNCLASS

ILSC Strategic initiatives / future concepts

Increased reliance on COTS / hybrid technologies Software-defined systems Networked, distributed architectures

Integration with all 6 PAE

64.63% 11.48% 3.7% 8.89% 1.67% 9.63% PAE Sustainment Enabler Opportunities

Support strategies that support readiness in LSCO (vs COIN) Enable repair capability at echelon (Right to Repair) Provide iterative solutions to logistics data (tech manuals, NSN/Supply Support at FUE) Decrease contractor reliance in contested environments (Field Support, Tele-maintenance, AIAM)

UNCLASS

ILSC SUPPORT

Direct Support General Support 0.55000000000000004 0.45

Who We Are Executive Director Ms. Nicole D. Osaghae

Supply Chain Management Associate Director Mr. Craig R. Russomano

Readiness & Field Support Associate Director Mr. James R. Riseley

Logistics and Technical Support Associate Director Mr. Matthew Zalfa

Medical Systems Directorate Associate Director Ms. Leigh Anne Alexander

Chief of Staff Ms. Jesse D. Quinn Acquisition Sustainment Integrator Ms. Jennifer Reed Military Deputy COL Cory D. Armstead Deputy Executive Director Mr. Abel Salgado

Weapon Systems Management Associate Director Mr. Medhat Abuhantash

Security Assistance Management Associate Director Mr. Walter Flood

Vendor Capabilities and Engagement Request Form Strategic Sourcing Division Ms. Jacquelyn Dunne

ILSC Strategic initiatives / future concepts

Artificial Intelligence Assisted Maintenance (AIAM) A CECOM logistics application for Soldiers that modernizes equipment sustainment, utilizes AI for expert troubleshooting and digitized technical data Soldier-centric design for all environments, onboard AI-driven guidance, reduces diagnostic times and enhances readiness Features AI-agnostic architecture, no hallucinations, and Vantage integration

Electronic Supply Chan Risk Management (eSCRM) Enables users to plan, identify, assess, mitigate and monitor supply chain risks CECOM to develop eSCRM as an enterprise-wide tool for SCRM management

Publishing, Authoring, and Review Assistant (PARA)

Visual Studio Code Extension for all LCMC technical writers that eliminates the need for above baseline software, utilizes AI for TM authoring, and supports all phases of the TM development process User script panel, onboard AI assistant, Live DTD Validation, SABR checks, live preview rendering

ILSC Strategic initiatives / future concepts Agile distribution network Converge public, private distribution Minimize logistics footprint for contested environment Seek robotics and innovative transportation solutions to maximize readiness Commercial demand signal Commit to commercial first Leverage commercial data and AI capabilities to forecast initial demand Predict maintenance and supply consumption early in acquisition

Shared stewardship for continuous tech refresh of modernized LRUs Employ advanced, innovative manufacturing Incorporate Warfighter feedback Deliver interoperable solutions easily integrated into Army ecosystem

Flexible and adaptive contracting Co-investments in organic industrial base Joint investment to modernize organic depots, arsenals, and plants Enhanced land/infrastructure lease opportunities Innovation in co-production

UNCLASS

Partnering with Tobyhanna Army Depot

Directorate of Production Management

April 2026

ELTY-MM

OPSEC

CHRISTOPHER LUPOLE, P3 LEAD

CUI

FEDCON

Controlled by:

Controlled by:

CUI Category:

Limited Dissemination:

POC:

TYAD

Agenda

What is a Public-Private Partnership with TYAD?

Department of War, Public-Private Partnering (PPP or P3) for Product Support Guidebook defines P3’s as…

“voluntary, non-contractual collaborations between DoD and non-federal entities (NFEs) through which both parties' leverage expertise, resources and incentives of the other to achieve mutually agreed goals.”

Core Concept:

Form a strategic alliance between a private defense industry partner and the organic Depot.

Partnering is a Cooperative Effort Not a Competitive Engagement

When is Partnering the Best Solution?

This partner then identifies TYAD as a viable “subcontractor”/partner to:

Fill gaps in technical capabilities or services Augment existing skillsets Increase production or repair capacity Jointly develop a stronger, more competitive proposal for a government solicitation Leverage existing facilities, test equipment, or other identified infrastructure Goal: Combine the best commercial innovation and organic government sustainment/maintenance expertise to deliver unmatched value to our Warfighters.

Typical Scenario: A private defense partner holds either a Department of War (DoW) contract, subcontract, or is pursuing an award.

Benefits for Our Private Partners

CUI

Avoid Major Capital Investment: Gain immediate access to TYAD’s state-of-the-art facilities, infrastructure, and multi-million-dollar test equipment without the high cost of ownership.

Access a Unique, Skilled Workforce: Leverage a stable, security-cleared federal workforce with diverse C5ISR, electronics, cyber security, and depot-level experience.

Enhance Credibility & Market Insight: Boost your competitive position by partnering with designate Center of Industrial Technical Excellence Depot and gain valuable insight into long-term DoW priorities.

Fulfill Government Requirements: Satisfy solicitation requirements that specify the use of the organic industrial base (OIB) and key statutory obligations (10 USC 2466, 50/50 Rule).

Gain the TYAD Advantage: People, Performance, Partnership

Benefits for Our Warfighter

CUI

Access Commercial Innovation: The Depot, through protected measures, gains access to the private partner’s latest technologies, IP, and innovative processes to modernize organic support

Strengthen the OIB: P3’s help maintain critical workforce skillsets and technical capabilities, ensuring readiness as mandated by law.

Improve Supply Chain Responsiveness: Collaboration leads to more efficient supply chains, reduced repair times, and effective delivery of critical assets to the Warfighter

Optimize Solutions: Synergizing expertise can lead to comprehensive and cost-effective sustainment solutions that neither party could achieve alone.

Strategic & Legal Landscape

CUI

Understanding these statutes is key to understanding why these partnerships are so valuable….

Core Partnering Models Direct Sale How It Works – Private Partner has a Government prime contract. The Private Partner then issues a subcontract to the organic depot (i.e., TYAD) for specific products and/or services.

GOV BUYING ACTIVITY ----

---- Prime Contractor ----

---- OIB Depot

Workshare Agreement How It Works – Government customer issues two separate contracts: one directly to the private partner & a Project Order directly to the organic depot.

GOV BUYING ACTIVITY

Private Partner

OIB Depot

Other Agreement Types

CUI

(Cooperative Research & Development Agreement) A formal agreement for the government and a private partner to collaborate on research and development. No funds are exchanged. Purely for R&D. Each party funds its own participation. No goods or services are being procured.

7-Step Path to a Successful Partnership

CUI

Manage the relationship!

START!

Points of Contact

CUI

Tobyhanna Army Depot:

Mr. Christopher Lupole, christopher.s.lupol.civ@army.mil, (570) 615-9107 Ms. Tara Phillips, tara.r.phillips5.civ@army.mil, (570) 615-8223

For more information visit our website:

https://www.tobyhanna.army.mil/

Social Media:

www.facebook.com/teamtobyhanna www.linkedin.com/teamtobyhanna www.Instagram.com/teamtobyhanna/ www.youtube.com/user/teamtobyhanna/

THANK YOU.

image4.emf image1.png image2.png image3.emf image9.png image10.png image11.png image12.png image20.jpeg image21.png image22.png image23.jpeg image24.png image25.jpeg image26.jpeg image27.jpeg image13.png image14.png image15.jpeg image16.jpeg image17.png image18.jpeg image19.jpeg image35.png image36.png image28.png image29.png image30.png image31.png image32.png image33.png image34.png

Microsoft_Excel_Worksheet.xlsx Sheet1

ILSC SUPPORT

Direct Support 55%

General Support 45% image43.png image37.png image38.png image39.png image40.png image41.png image42.png image52.jpeg image53.jpeg image54.jpeg image55.png image56.jpg image44.jpg image45.jpeg image46.jpeg image47.jpeg image48.png image49.jpeg image50.jpeg image51.jpeg image57.png image58.png image59.png image60.png image61.png image7.png image8.png image6.png image62.svg image63.svg

.MsftOfcResponsive_Fill_008000 { fill:#008000;

image64.svg image65.svg image66.png image67.svg image68.png