CECOM Combined Strategic Slides APBI 2026 edited_v3.pdf

UNCLASSIFIED

ABERDEEN PROVING GROUND

ADVANCED PLANNING

BRIEFING TO INDUSTRY

MG James D. Turinetti IV, U.S. Army Communications-Electronics Command, CG 22 APRIL 2026

ARMY SOFTWARE &

INNOVATION CENTER (ASIC)

STRATEGIC VISION

Mr. Garrett Shoemaker, Director, ASIC 22 APRIL 2026

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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

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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

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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

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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

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Q:

A:

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?

ABERDEEN PROVING GROUND

ADVANCED PLANNING

BRIEFING TO INDUSTRY

Integrated Logistics Support Center Mr. Abel Salgado, Deputy Executive Director 22 APRIL 2026

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ILSC STRATEGIC INITIATIVES / FUTURE CONCEPTS

Increased reliance on COTS / hybrid technologies Software-defined systems Networked, distributed architectures Gap: Sustainment is not fully integrated early in acquisition

Operational Impacts Reduced readiness in LSCO Limited repair capability at echelon Incomplete logistics data (NSN, MARC, tech manuals) Increased contractor reliance in contested environments

Integration with all 6 PAE

55%45%

ILSC SUPPORT

Direct Support General Support 64.63% 11.48% 3.7%8.89% 1.67%9.63%

Sustainment Enablers

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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. Nichols

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

11UNCLASSIFIED

ILSC STRATEGIC INITIATIVES / FUTURE CONCEPTS

Enables users to plan, identify, assess, mitigate and monitor supply chain risks CECOM to develop eSCRM as an enterprise-wide tool for SCRM management

Electronic Supply Chain Risk Management (eSCRM)

Publishing, Authoring, and Review Assistant (PARA)

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

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, flattens learning curve Live DTD Validation, SABR checks, live preview rendering

Controlled by:

Controlled by:

CUI Category:

Limited Dissemination:

POC:

TYAD

PARTNERING WITH

TOBYHANNA ARMY DEPOT

Directorate of Production Management APRIL 2026

ELTY-MM

OPSEC

CHRISTOPHER LUPOLE, P3 LEAD

CUI

FEDCON

WHAT IS A PUBLIC-PRIVATE

PARTNERSHIP WITH TYAD?

CUI

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?

CUI

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

U.S. Code Common Name Significance for Partnering

10 U.S.C. § 2474 Centers of Industrial and Technical Excellence (CITE) This is the foundational partnering statute. It requires the designation of depots like TYAD as "Centers of Excellence" and explicitly authorizes them to enter into "public-private cooperative arrangements" to perform work and utilize facilities. It is the primary authority for Direct Sales and Workshare agreements.

10 U.S.C. § 2563 Sale of Articles & Services A broad and flexible authority that allows depots to sell services—such as engineering, testing, manufacturing, and repair—directly to a private company, particularly when the work supports a DoW contract.

10 U.S.C. § 2464 Core Logistics Capabilities The foundational reason for partnering. It mandates that the DoD must maintain a government-owned "core" logistics capability to meet strategic needs. Partnering is a primary method for ensuring these core skills and facilities remain viable and technologically current.

10 U.S.C. § 2466 The "50/50 Rule" A major driver for partnering. This law limits the percentage of depot maintenance funds that can be spent on private-sector-only contracts. This creates a powerful incentive for private firms to partner with a depot to perform work within the government's 50% share, making their proposals more attractive

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 and a Project Order directly to the organic depot.

GOV BUYING ACTIVITY

Private Partner OIB Depot

OTHER AGREEMENT TYPES

CUI

Agreement Type How It Works Key Characteristics

Facilities Use Agreement

(FUA)

A private entity pays to use unique depot facilities, equipment, or services for a specific purpose that benefits the government.

This is a "pay-for-use" rental agreement. The work does not have to be on a DoD system but must provide some benefit to the DoD.

Enhanced Use Lease

(EUL)

A long-term lease (up to 100 years) where a private developer leases underutilized real property (land or buildings) on a military installation for commercial purposes.

Focuses on real estate development, not depot workload. The Army receives cash or in-kind consideration for the lease.

CRADA

(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

ST

AR

T!

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/ https://www.tobyhanna.army.mil/ https://www.tobyhanna.army.mil/ http://www.facebook.com/teamtobyhanna http://www.facebook.com/teamtobyhanna http://www.linkedin.com/teamtobyhanna http://www.linkedin.com/teamtobyhanna http://www.instagram.com/teamtobyhanna/ http://www.instagram.com/teamtobyhanna/ http://www.youtube.com/user/teamtobyhanna/ http://www.youtube.com/user/teamtobyhanna/

THANK YOU.

BACKUP

2626UNCLASSIFIED

CORE COMPETENCIES AND

CAPABILITIES

AI & Machine Learning

Army Enterprise Resource Planning

Modernization Cybersecurity Modern Software

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

Operationalizing COTS Solutions

Rapid Electromagnetic

Warfare Reprogramming

Real-time Data Visualization & Analytics

Support to 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

Q:

A:

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 reference go/no-go decision and Business case analysis.

What are they?

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

A:

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?

A:

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 the advance payment requirement negotiable?

A:

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?

ABERDEEN PROVING GROUND

ADVANCED PLANNING BRIEFING TO

INDUSTRY

Office of Small Business Programs – Aberdeen Proving Grounds (OSBP-APG)

OSBP-APG

KENNETH BATZ

22 APRIL 2026

“The forecast data is for planning purposes, does not represent a pre-solicitation synopsis, does not constitute an invitation for bid or request for proposal, and is not a commitment by the government to purchase the desired products and services."

Mr. Kenneth Batz Assistant Director

ACC-APG OSBP

ABERDEEN PROVING GROUND OFFICE OF SMALL BUSINESS PROGRAMS

ABERDEEN PROVING GROUND

OFFICE OF SMALL BUSINESS PROGRAMS

Office of Small Business Programs (OSBP) A Team of Trusted Small Business Professionals

CECOM APG Garrison CPE CBRND PEO Soldier ATECAPG NETCOM

Primary Mission Partners

CMA

Mr. Kenneth Batz Assistant Director

ACC-APG OSBP

ARMY MATERIEL COMMAND LINK TO OSBP

ARMY MATERIEL COMMAND LINK TO OSBP

MG James D. Turinetti IV

CG, CECOM

Mr. Nicholaus Saacks

DCG, CECOM

Ms. Danielle Moyer ACC-APG Director, SCO

Mr. Thaddeus Martin

HQ AMC OSBP

Command Director

Ms. Liz Miranda

EDCG, AMC

MG Douglas S. Lowery

CG, ACC

Mr. Dan Gallagher DCG, ACCAdministrative control

SB Coordination

Support

Ms. Pamela D. Callicutt DA OSBP Deputy Director

LTG Christopher O. Mohan

CG, AMC

Acquisition Management (Industrial Base Readiness)

Requirements Generation

• Integrated Product Team (IPT)

• Market Research (ongoing)

• Acquisition Plan/Strategy Reviews

• DD2579 Review/Approval Solicitation Reviews

• Subcontracting

• SB Participation

• Source Selection Evaluation Board Contract Reviews

• Subcontracting Compliance (as required)

• SB Participation CDRL Protest Response SBIR/STTR Rapid Innovation Fund Customer Training Policy & Procedures

Office of Small Business Programs (Strategic Readiness) o Build efficiencies and optimization o Partnership with ACC-APG o Know mission partners core functions o Consult & cooperate with SBA – one voice o Small Business Performance Reporting o SB Targets and Achievements o Nurturing the Industrial Base o Category Management

Workforce Development (Soldiers and People)

Outreach Focused (Sustainment/Industrial Base Readiness)

Mentor Protégé Program (MPP) (Sustained/Supply Availability)

CORE FUNCTIONS

CORE FUNCTIONS

ADVISORY

15 U.S.C §644(k)

MAKET

RESEARCH 15

U.S.C.

§644(k)(12)

TRAINING

15 U.S.C

§644(k)(13)

COMPLIANCE 15

U.S.C.

§644(k)(4)

POLICY

15 U.S.C.

§644(k)(16)

REPORTING 15

U.S.C.

§644(k)(16)

ADVOCACY &

LIAISON 15

U.S.C §644(k)(4)

AGENCY &OFFICE

OPERATIONS

SMALL BUSINESS PRIMARY MISSION AREAS

SMALL BUSINESS PRIMARY MISSION AREAS

Kelli N. Credle Small Business Professional

Contract Division: B, Division D and DC3oE Mission Partner:

CPE-C2IN, PEO Solider

PAE C2/CC2 & PAE MANEUVER GROUND

Lorin F. Dashiell Small Business Professional

Contract Division: Tenant, RTP Mission Partner:

Installation & Technology Division, DEVCOM

Cindy A. Sierra Small Business Professional

Contract Division: Division B (RS3 Branch), & Natick Mission Partner:

RS3/MAPS, CPE CBRND, DEVCOM

PAE LAYERED PROTECTION & CBRND

David K. Kern Small Business Professional

Contract Division: Division A & Tobyhanna Mission Partner:

TYAD, ILSC/ASIC DEVCOM: C5ISR

Anthony Q. Roberts Small Business Professional

Contract Division: C, Belvoir & Adelphi Mission Partner:

CPE ISW, PEO CS&CSS, DEVCOM: ARL

PAE C2/CC2 & PAE MANEUVER GROUND

Daniel J. Octaviano Small Business Professional

Contract Division: Huachuca, Edgewood & Orlando (ACC- APG Division)

Mission Partner:

NETCOM/ISEC, CPE CBRND, DEVCOM

PAE LAYERED PROTECTION & CBRND

Organization Chart

Organization Chart Mr. Kenneth P. Batz

Assistant Director, ACC-APG OSBP

Scott E. Kelley Program Analyst / Data Analytics Team

APG/C5ISR/TENANT ACTIVITIES

Mission Support Team

WHO IS YOUR SMALL BUSINESS PROFESSIONAL (SBP)?

WHO IS YOUR SMALL BUSINESS PROFESSIONAL (SBP)?

ACC-APG Divisions DODAAC Small Business Professional Customers

Adelphi W911QX Anthony Roberts DEVCOM: ARL, FCC:TDAC, Garrison Adelphi Lab Ctr

Belvoir W909MY Anthony Roberts CPE ISW, PEO-CS&CSS

DC30E W9128Z Kelli Credle DC30E

Division A W56KGU David Kern CECOM: HQ, MITRE, DEVCOM: C5ISR

Division B W15P7T Kelli Credle Cindy Sierra

CPE C2IN

RS3 (non-AFC/DEVCOM actions)

Division C W56KGY Anthony Roberts CPE ISW, CECOM: ISW

Division D W91CRB Kelli Credle ATEC, FMS, HQDA, PEO-Soldier

Edgewood W911SR Daniel Octaviano DEVCOM: CBC, CMA, CPE CBRND

Huachuca W91RUS Daniel Octaviano CECOM: ISEC & NETCOM; EPG, IMCOM, USAICoE

Installation & Technology Division W56ZTN, W58P05, W91ZLK Lorin Dashiell DEVCOM: CBC, DEVCOM: C5ISR, APG Garrison & Tenant Support, Defense Commissary Agency

Natick W911QY Cindy Sierra DEVCOM: SC, HQ: CPE CBRND, USASOC, SOCOM, Garrison Natick, PM E2S2, PM SSV, JPM MEDICAL, JPM P, JPM SENSORS, UAS, USACRC, ASC 404th AFSB

Orlando W912CG Daniel Octaviano DEVCOM: SC-STTC, DARPA

RTP W911NF Lorin Dashiell DEVCOM: HQ (AI2C, ARO), DEVCOM-ARL, T2COM: HQ (AAL, Software Factory), ARI, ASA(ALT)

Tobyhanna W51AA1, W56JSR David Kern CECOM: Tobyhanna Army Depot, CECOM: ILSC, ASIC, CTSF

MISSION PARTNERS

▪ U.S. Army Medical Logistics Command (AMLC)

▪ U.S. Army Test and Evaluation Command (ATEC)

▪ Central Technical Support Facility (CTSF)

▪ Chemical Materials Activity (CMA)

▪ U.S. Army Communications-Electronics Command (CECOM)

▪ Aberdeen Proving Ground Garrison (USAGAPG)

▪ Information Systems Engineering Command (ISEC)

▪ Integrated Logistics Support Center (ILSC)

▪ Network Enterprise Technology Command (NETCOM)

▪ CECOM Army Software & Innovation Center (ASIC)

▪ Tobyhanna Army Depot (TYAD)

▪ Joint Program Executive Office for Chemical, Biological, Radiological and Nuclear Defense (CPE CBRND)

▪ U.S. Army Capability Program Executive Command and Control Information Network (CPE C2IN)

▪ Capability Program Executive Intelligence & Spectrum Warfare (CPE ISW)

▪ Program Executive Office (PEO) Soldier

▪ Program Executive Office – Combat Support and Combat Service Support (PEO CS&CSS)

▪ Installation Management Command/Ft. Huachuca Garrison

▪ U.S. Army Electronic Proving Ground (EPG)

▪ United States Army Intelligence Center of Excellence (USAICoE)

Federal Acquisition Regulation (FAR) 19.201(a): “…provide maximum practicableopportunities…”

ACC-APG FY25 Targets & Achievements:

- Small Business Eligible Dollars $10 B

- Small Business Obligations $3.5 B

FY25 TARGETS ACHIEVEMENTS

FY25 TARGETS & ACHIEVEMENTS

Other Small Business Programs

• Small Business Innovation Research (SBIR)/Small Business Technology Transfer (STTR)

• Mentor-Protégé Program (MPP)

• Rapid Innovation Fund (RIF)

• Alaskan Native Corporation (ANC)

• Indian Incentive Program (IIP)

• Native Hawaiian Organization (NHO)

Small Business Category SB Eligible Dollars $B FY 25

Target % % Achieved Achieved # Actions $9.958 1-Oct-25 16,210

Small Business (SB) $3.486 26.00% 35.00% 135% 8,086 Small Disadvantaged Business (SDB) $1.108 10.49% 10.82% 103% 3,247

Service-Disabled Veteran Owned Small Business (SDVOSB) $0.358 1.93% 3.59% 186% 1,099 Woman-Owned Small Business (WOSB) $0.437 3.77% 4.38% 116% 1,468

Historically Underutilized Business Zone (HUBZone) $0.251 1.50% 2.52% 168% 682

ACQUISITION FORECAST WEBSITES

ACQUISITION FORECAST WEBSITES

Army Office of Small Business Programs: https://www.army.mil/osbp#org-resources

Army Contracting Command Small Business Office: https://acc.army.mil/smallbusiness/index.html

Mission & Installation Contracting Command: https://www.army.mil/micc#org-small-business

CHESS Business Opportunities: https://www.eis.army.mil/opportunities

GSA Forecast of Contracting Opportunities: https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.army.mil/osbp https://www.army.mil/osbp https://www.army.mil/osbp https://acc.army.mil/smallbusiness/index.html https://www.army.mil/micc https://www.army.mil/micc https://www.army.mil/micc https://www.army.mil/micc https://www.army.mil/micc https://www.eis.army.mil/opportunities https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business https://www.gsa.gov/small-business/forecast-of-contracting-opportunities?topnav=small-business

Small Business Outreach email: usarmy.apg.cecom.mbx.small-business-outreach@army.mil

Army Office of Small Business Programs (DA OSBP)

U.S. Army Material Command (AMC)

AMC Office of Small Business Programs (OSBP)

U.S. Army Contracting Command (ACC)

U.S. Army Contracting Command – Aberdeen Proving Ground (ACC-APG)

ACC-APG OSBP CONTACT INFORMATION

ACC-APG OSBP CONTACT INFORMATION

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