DRAFT_PWS_PPS-11-12-2024.docx

Procurement for Public Section Integration Performance Work Statement (PWS)

1.0 BACKGROUND

The Defense Logistics Agency (DLA) is a United States (U.S) Department of Defense (DoD) agency that provides worldwide logistics support for the missions of the Military Departments and the Unified Combatant Commands under conditions of peace and war.

DLA’s Enterprise Resource Planning (ERP) program is an integrated platform primarily based on SAP software with supplemental Non-SAP applications to form a cohesive business environment with multiple integrations and customizations that enable DLA to establish end-to-end processes to fulfill logistics and financial reporting requirements, streamline and use data sources effectively, reduce inefficient or non-value added operations, and audit its resources so that it can monitor and make decisions about how the resources are allocated and utilized for the benefit of the warfighter and the US taxpayer.

In support of a lifecycle technical refresh of DLA ERP to better align DLA processes with industry standards and simplify computing and sustainment requirements, DLA is in the process of upgrading the existing ERP environment to the S/4 High Performance Analytics Appliance (HANA) Cloud, with an estimated completion of February 2026. As we upgrade to the new version, we will de-customize the solution to take advantage of the S/4 HANA standard capability to the maximum extent possible.

The DLA is responsible for contracting, purchasing, storing, and distributing most of the consumable, expendable, and repairable items for DoD and currently uses SAP Supplier Relationship Management (SRM) application. DLA issues on average 2000+ Request For Quote (RFQ) type solicitations daily, with a large percentage of automated solicitation generation. Additionally, DLA issues on average 130,000+ purchase orders and delivery orders monthly, with approximately 90% automated awards. Automated awards include delivery orders issued against long term contracts as well as fully automated purchase orders under SAT (Simplified Acquisition Threshold). SRM provides real time warrant checks and signature application (not DocuSign) for all awards, including automated ones. SRM's highly automated processing allows DLA to issue orders around the clock, 365 days a year.

DLA also utilizes the DLA Internet Bid Board System (DIBBS). Originally fielded in 2000, DIBBS is a web-based application that provides the capability to search for, view, and submit secure quotes on Requests for Quotations (RFQ) for DLA items of supply. It allows users to search and view Request for Proposals (RFP), Invitation for Bid (IFB), Awards, and other procurement information related to DLA. An interface was established between DIBBS and DLA’s Enterprise Business System (EBS) in 2004 and between DIBBS and Supplier Relationship Management (SRM) in 2010. DIBBS now serves as one part of a larger DLA eProcurement System architecture that has aged and is no longer meeting customer expectations.

It is DLA’s intent to implement SAP Procurement for Public Sector (PPS) Sourcing and PPS in SAP S/4 HANA Cloud Private Edition 2025 henceforth referred to as SAP PPS and Bulk Fuels Management (BFM) 4.0 for go-live in OCT 2027. DLA will decommission the existing SRM application after the completion of MSC rollouts as described in Appendix G.

The ERP Transformation from initiation and design through release of SAP PPS will be conducted following a hybrid agile approach as defined in DLA’s PEO Agile Playbook, Appendix D.

1.1 Historical Project Summary

Over the past several years DLA has completed a Technical Business Transformation Study, a Functional Business Transformation Study, successfully migrated from DISA to the AWS NS2 Cloud, and has completed several Business Process Re-engineering and assessment efforts through leveraging S/4 HANA Prototype environments. DLA plans to execute the Enterprise Core Component (ECC) to S/4 migration activities, scheduled for completion by February 1, 2026. DLA has worked closely with the SAP Product teams to deploy the SAP PPS Pilot to DLA’s sandbox. By the end of February 2025, DLA will have conducted 24 Procurement Process Reviews of end-to-end business processes to refine and document requirements.

DLA completed a comprehensive Analysis of Alternatives (AoA) analyzing requirements gathered during a 7-month Research and Development (R&D) assessment of DIBBS and captured critical dependencies on other DLA Enterprise initiatives to modernize core platforms and Acquisition capabilities. As potential alternatives were reviewed for DIBBS Modernization, it became apparent certain approaches had strengths in different aspects of the requirements. A hybrid approach is the intended implementation and while not fully architected, it is intended to leverage a combination of ServiceNow and SAP products to best integrate with other existing or evolving DLA environments. ServiceNow will largely be positioned to address supplier facing requirements while SAP will support transactional and backend processes. This hybrid approach allows DLA to leverage existing infrastructure while aligning with both core solutions and emerging capabilities. The hybrid approach prioritizes maximizing existing value leveraging existing products over developing new capabilities and using products that best align with the capability.

The following are high level DIBBS Capabilities and Sub-Capabilities that have been captured during the AOA:

· Searching/Filtering: Ability for all users to enter search criteria and return results matching those criteria on solicitations, awards, quotes, etc.

· Post Award Requests (PARs): Ability for vendor to create post-award requests and track their status and the ability for contract specialist to manage PARs when a contractor requests a change (e.g., Payment Issues, Delivery Date Change, Vendor Requested Cancellation).

· Pre- Award Requests*: Ability for vendor to create pre-award requests and track their status and the ability for contract specialist to manage pre-award requests when a contractor requests a change (e.g., clarifications on solicitation requirements, material substitutes).

· Two-Way Communication*: Ability for contract specialist and vendor to communicate and coordinate Pre- and Post-Award actions.

· Directed Notifications: Targeted notifications (e.g., opportunities screen, e-mail) pushed to specific suppliers based on historical information, market research, and supplier requests (i.e., send solicitation notifications, awards, opportunities screen).

· Workflow Automations: Automate and customize workflow tasks and processes (e.g., solicitation notifications, award posting, and modifications).

· User Support: Assistance and responsiveness provided to vendor end users for troubleshooting platform-specific help requests.

· Application Support: Issue resolution access/customer support for platform admin and back-end user groups.

· Training Support: Platform-provided documentation and artifacts (e.g., on-demand training videos, job aids) for all platform user groups that can be tailored to DLA needs/specifications. Developed in collaboration and with approval of DLA Human Resources.

· User Account Management: Create, maintain, and delete user accounts (e.g., lockouts) and manage role-based access (e.g., limit # of quotes and platform actions).

· Supplier End User Registration: Ability for suppliers to create an account and provide (validated) information about their company during platform registration.

· Performance Optimization: Performance efficiency and reliability including reduced latency with concurrent users.

· Low-Code Programming*: Front- and back-end programming of the DIBBS platform, including development, testing, and production environments.

· Vendor Data Management: Manage vendor data by allowing end-users to update profile information.

· Reporting: Generate ad hoc reports based on data such as solicitations, quotes, awards, and vendors.

· Data Visualization*: Develop ad hoc visualizations in charts or graphs based on data such as solicitations, quotes, awards, and vendors.

· Demand Forecast: Forecasting tool that enables vendors to view, search/filter and export DLA’s anticipated requirements based on internal monthly demand data for projected purchase orders (by Supply Chain).

· Compliance*: Adherence to all DOD, DLA, and IT policy requirements. Including ICAM Compliance in accordance with DLA requirements (presently by October 2026).

2.0 SCOPE

This Performance Work Statement (PWS) outlines the requirements for upgrading SAP S/4 HANA from version 2023 to 2025, SAP PPS and BFM 4.0 configuration, development and deployment through to the Production environment using DLA's configuration management and release procedures as documented. It also outlines the requirements for the SAP Portion (backend, database, transactional) of DIBBS Modernization to replace or update the existing system to better support vendor bidding and an expanded range of Acquisition capability needs. The replaced or updated system must integrate into the Supplier Portal in ServiceNow.

The Contract shall provide SAP support services as set forth in the PWS. The Contractor shall provide all management, personnel, supervision and services to execute the design through release for the Product Backlog Items identified in Product Backlog List (PBL), see APPENDIX A. The project execution will be performed in accordance with the Product Release Roadmap, identified in APPENDIX B for the DLA ERP landscape.

3.0 TASK REQUIREMENTS

3.1 Task 1 – Program Management and Administration Services (IUS #0004 – Program Management) The contractor will be responsible for providing project management support for this contract in support of all tasks within this Task Order. This project management support must be provided using a Hybrid Agile by participating in and providing input to the sprint planning, daily scrum, scrum of scrums, sprint reviews, project design reviews, sprint retrospectives, and associated project meetings for this Task Order.

To provide the project management support, the contractor must designate a Task Order Project Manager. The contractor shall coordinate work carried out under the Task Order with the Government on all contractual and business issues. The Task Order Project Manager is expected to be available for contact during normal work hours of the primary Government place of performance as defined in sections 5.0 “Performance Requirements” and 7.0 “Place of Performance”, unless otherwise agreed upon by the Government. The responsibilities of the Task Order Project Manager shall continue for the entire term of the task order. To perform this Task, the Task Order Project Manager will be responsible for the following:

A. Serve as a senior subject matter expert and coordinate work carried out under the task order with the Contracting Officer (KO) or Contracting Officer’s Representative (COR) as applicable.

B. Provide the planning, direction, coordination, and controls necessary for effective, efficient, and timely accomplishment of all requirements contained within this Task Order.

C. Verify and Validate the Level of Effort (LOE) and deliverables for each Task.

D. Design, Develop, and upon Government approval, manage implementation until completion, reassignment, or abandonment of all schedules and implementation plans for assigned requirements and/or projects.

E. Requirements and/or project schedules must be provided with definable key and/or deliverable milestones or deliverables including identification of technical approaches and description of anticipated results.

F. Include productivity and management methods such as Quality Assurance, Progress/Status reporting, and Program Reviews for this task order.

G. As necessary, develop, prepare, and perform meetings or briefings on all requirements/changes/impacts/coordination contained within this Task Order.

H. Provide centralized administrative, clerical, documentation, and related functions.

I. Track and Submit a Monthly Invoice of dollars billed per month by Contract Line-Item Number (CLIN) for the Travel CLIN.

J. Plan joint operations and transition meetings.

3.1.1 TASK 1 – Subtask 1: Contract Kick-Off

The Contractor shall prepare an Executive Overview Plan within 7 calendar days after the start of the Period of Performance for the task order to be presented at the Contractor Kick-Off Briefing, which will be scheduled within 15 calendar days after the start of performance. The Executive Overview Plan will demonstrate the contractor’s plans to manage scope, schedule, risks and concerns, project logistics and timeliness, resources for the task order, and feedback and questions; the expectation of the Government will be to manage these items through the Government defined platform (GDP) (i.e.; Service Now) and the contractor should be prepared to utilize the GDP to the fullest extent possible beginning at the kick-off briefing. The Contractor shall introduce to DLA J6 management who the key personnel are and plan for sustaining and, if required, replacing these key personnel. The contractor shall also meet with J6 stakeholders during this time to discuss expectations and details of contract execution. Non-Disclosure Agreements (NDA) shall be submitted for all Contractor personnel within 5 days of the task order start date or within 5 calendar days of onboarding a new person. NDA should be on file before any work can begin on the task order.

Deliverable: Contract Kick-Off Briefing Deliverable Due: Within 15 calendar days after the start of the Period of Performance for the Task Order

Deliverable: Non-Disclosure Agreements Deliverable Due: Within 5 calendar days of the Task Order start date or within 5 days of onboarding a new person.

Deliverable: Executive Overview Plan Deliverable Due: Within 7 calendar days after the start of the Period of Performance for the Task Order

3.1.2 Task 1 – Subtask 2: Monthly Status Reports (MSR)

To support the COR responsibility of monitoring the progress of work performed by contractor personnel assigned to the task order, the contractor shall provide to the Government a Monthly Status Report (MSR) on a reoccurring basis within 30 calendar days after the start of contractor performance and within 5 calendar days after the end of each month thereafter for the duration of the task order.

The Monthly Status Report shall include, but not limited to:

a. Task Order Number

b. Brief task description

c. A review of project plans including work accomplished during the reporting period and/or significant events.

d. Deliverable progress

e. Problem Areas and Proposed Solutions shall be coordinated with Government resources

f. Anticipated activity for the next reporting period

g. Any delays with comments and anticipated updated dates shall be coordinated with Government resources.

h. Description of any travel or unique services provided and presentation of trip reports if travel occurred.

Upon acceptance of the MSR, the document must be signed by the contractor Task Order Project Manager and COR to establish a formal and auditable record of the services rendered. Signed copies of each MSR must be distributed to the contractor, DLA Information Operations (J6) Program Manager(s), COR, and the Contracting Officer as applicable.

Deliverable: Monthly Status Reports Deliverable Due: The first report is due within 30 calendar days after the start of the Period of Performance for the task order; and no later than the 5th calendar day every month thereafter for the duration of the task order.

3.1.3 Task 1 – Subtask 3: Integrated Master Schedule (IMS) Input To ensure contractor timely accomplishment of the requirements within the task order, the contractor shall provide input to the Government within 15 calendar days after the start of contractor performance and weekly thereafter for the duration of the task order. The IMS tasks provided by the contractor shall include, but are not limited to, requirement evaluation for sprint determination, sprint cycles, implementation, and post implementation activities. The Contractor shall identify interdependencies between tasks, identify and track critical milestones and risks, maintain an issue log (in accordance with industry best practices according to contractor’s standard), participate and provide weekly updates including notification of potential schedule impact during the Government’s joint schedule review meetings. All requirements and projects with their applicable schedule and milestones must be monitored by Government surveillance until either completion, reassignment, or abandonment. Changes to any requirement project schedule and milestone (to include delivery and completion dates) on the IMS must be coordinated with various Government resources across the agency, briefed to Government Program Management Office, and approved in writing by the COR prior to implementation.

Deliverable: Integrated Master Schedule (IMS) Input within the Government defined platform (i.e., Service Now) Deliverable Due: Within 15 calendar days after the start of the period of performance of the task order and weekly thereafter.

3.1.4 Task 1 – Subtask 4: Monthly In-Process Review (IPR)

At least monthly and more frequently as needed upon Government request to support surveillance, the contractor shall provide to the Government detailed information, documentation, and briefings regarding specific tasks or assigned project status.

a. Monthly IPRs must provide for an interchange between the Government and contractor during the execution of the Task Order (e.g., reoccurring updates on specific project status, review of the sprint cycles, etc.) The first IPR must be within thirty (30) calendar days after the start of the period of performance for the task order and within five calendar days after the end of each month thereafter.

b. The report shall include at a minimum:

1. Detailed progress report of findings, activities, and accomplishments during the reporting period.

2. Summary of work accomplished during the reporting period and percent complete.

3. Identification of problems, risks, issues, or delays and coordinated recommendations for resolution, and corrective action taken to correct identified problems.

4. Planned activities, as well as the status of deliverables, including planned delivery date(s) and actual and/or anticipated delivery date(s).

5. Recommended strategy changes to include lessons learned. For open items, the report must include the expected completion date.

6. Recommended design optimizations for infrastructure, systems, and applications that align with the hosting landscape.

c. The contractor shall provide the IPR utilizing the Government defined platform (i.e, Service Now) to the maximum extent possible.

Deliverable: Monthly In-Progress Reviews (IPRs) Deliverable Due: Within 30 calendar days after the start of the period of performance for the task order and within 5 days after the end of each month thereafter.

3.1.5 TASK 1 – Subtask 5: Onboarding Plan & Contractor Staffing Plan Onboarding Plan The contractor shall submit an onboarding plan as follows:

The Onboarding Plan must identify how the contractor will work with the COR to have the personnel ready to begin at the start of the task order. The onboarding plan will ensure the contractor will have sufficient personnel who have skills, certifications, and security clearances identified. The contractor must submit an updated onboarding plan to the COR on a weekly basis until 100% of personnel are onboarded. Any challenges that are encountered in the onboarding process the contractor will communicate early and often to the COR.

Deliverable: Onboarding Plan Deliverable Due: Within 15 calendar days of Task Order Award Date, and weekly until 100% Onboarded.

Contractor Staffing Plan No later than 15 days after the start of the contractor performance and no less than quarterly thereafter for the duration of the Task Order, provide to the Government a Contractor Staffing Plan.

The first Contractor Staffing Plan must be a comprehensive report covering all contractor personnel with subsequent deliverables identifying changes to staffing as applicable.

The Contractor Staffing Plan must include, but not limited to:

a. The number of contractor personnel assigned to the entire Task Order

b. The labor categories of each contractor personnel assigned.

c. The specific Task and underlying requirements and projects assigned to each contractor personnel.

d. The site location the contractor is assigned.

Deliverable: Contractor Staffing Plan Deliverable Due: No later than 15 calendar days after the start of the Period of Performance for the task order; and no less than on a quarterly basis thereafter.

3.1.6 TASK 1 – Subtask 6: Monthly 8570 / 8140 Report

No later than 15 calendar days after the start of the contractor performance and no more than five calendar days after the start of each month thereafter for the duration of the Task Order, the contractor shall provide to the Government a monthly DoD 8570 / 8140 deliverable report that includes a list of applicable DoD 8570 / 8140 personnel. The DoD 8570 / 8140 provides guidance and procedures for the training, certification, and management of all Government or contractor employees who conduct Cybersecurity functions in assigned duty positions. DoD 8570 / 8140 contractor personnel identified on this task order must have their required DoD 8570 / 8140 security and industry competency certificates prior to starting work and maintain their certifications throughout the life of this Task Order. The first report (prior to the start of contractor performance) must be comprehensive and covering all DoD 8570 / 8140 personnel. If a certification becomes obsolete during the life of the contract, the Contractor will be responsible for ensuring applicable personnel obtain an acceptable replacement certification prior to the IT product’s end of life and report the information to the Government accordingly.

· Name

· IA Category (8570)

· IA Level (8570)

· Work Role (8140)

· Company

· Contract Name and Description

· COR

· Contract Number / Task Order Number

· Primary/Baseline IA Certification Held

· Date of Primary/Baseline IA Certification

· Date Primary/Baseline IA Certification Expires

· Primary CE Certification Held

· Date Primary CE Certification Received

· Primary IA Certification Status (Current or Past Due)

· Primary CE Certification Status (Current or Past Due)

Deliverable: Monthly 8570 / 8140 Report Deliverable Due: No later than 15 calendar days after the start of the Period of Performance for the task order; and no later than the 5th calendar day of every month thereafter for the duration of the task order.

3.1.7 TASK 1 – Subtask 7: Transition Plan

The contractor shall create and deliver a comprehensive Transition Plan that outlines the strategy, required sustainment activities, and timeline for the successful transition to ensure DLA support teams are postured for a seamless transition post-migration. The plan should include the below mentioned elements and be presented in a clear and organized format making it easy to understand and follow.

Actions Required:

1. Assessment of Project Resources: The contractor shall assess the migration resources, including personnel, tools, and processes to identify gaps and areas where additional training or resources may be required.

2. Develop Training Strategy: The contractor shall develop a comprehensive training strategy that addresses the specific needs of the sustainment team to define training objectives, content, methodologies, and delivery mechanisms.

3. Training Plan: Based on the training strategy, the contractor shall create a detailed training plan to include a schedule of training sessions, topics to be covered, and responsible trainers.

4. Joint Operations Period: The contractor shall coordinate a joint operations period, during which both the project team members and the long-term support resources will be working together to define the scope of joint operations (how joint operations will be conducted).

5. Resource Alignment: Coordinate with DLA Management to identify resources who will be assigned to provide long term sustainment support to ensure that roles, responsibilities, and reporting lines are clearly defined.

6. Knowledge Transfer: The contractor shall facilitate knowledge transfer sessions between the project team members and the long-term support team to ensure that DLA assigned resources gain a deep understanding of the new system's architecture, functionalities, and troubleshooting procedures. This will include deliverables of all documents that pertain to the agency’s systems in scope of this task order.

7. Risk Mitigation: Identify potential risks and issues related to the transition process to develop mitigation strategies and contingency plans to address any unforeseen issues.

8. Communication Plan: The contractor shall develop a communication plan that outlines how updates, progress reports, and issues will be communicated between the project team and the sustainment team.

Deliverable: Detailed Transition Plan

Deliverable Due: The contractor shall provide the completed Transition Plan document no later than 30 days prior to start SAP PPS Migration Go-Live, tentatively scheduled for <DATE> 2027.

3.2 TASK 2 – Environment Build and Transition

The contractor must complete the elements in the subtasks below to prepare for the deployment of SAP Ariba and BFM 4.0 solution to perform this task the contractor must:

3.2.1 Task 2 – Subtask 1: ERP Environment Build & Technical setup for S/4 HANA Migration Design, build, configure, test, and deploy, a SAP S/4 version 2025, SAP PPS and BFM 4.0 solution suite that supports and optimizes existing and planned DLA ERP Capabilities to a FEDRAMP IL4 approved secure cloud environment (currently located in SAP NS2 Secure Cloud). This solution suite is required to be cyber compliant in accordance with DLA/J6 policies and procedures. The solution suite will align to DLA Enterprise Engineering Configuration Management and EBS Supplemental Implementation Guidance (SIG) standards. The deployed capabilities shall be delivered with all required, DLA J6 Change Management, Enterprise Architecture, and Audit artifacts to meet those policies.

a. Coordinate and complete activities required to successfully convert S/4 HANA 2023 to S4/ HANA 2025.

b. Deploy SAP PPS and Bulk Fuel Management (BFM) 4.0 provided by SAP to S/4 HANA 2025 instances for all environments such as: Development, System Test, Stage, Production with High Availability (HA), Continuity of Operations (COOP), N+1.

c. Network and general connectivity setup, e.g. new environments must be fully integrated with the DLA-managed AWS Enterprise Security Stack (ESS).

d. Perform integration with Rapid Deployment System (RDS) and update with necessary SAP PPS and BFM 4.0 tables.

e. Ensure Technical prerequisites are met for system configuration and development in S/4 HANA such as remediation of code and configurations to stabilize the environments.

f. Meet the Certification and Accreditation (C&A) requirements for the applications within the scope of the cloud environment, Reference Documents listed in Section 12.3.

g. Implement necessary changes in the applications to ensure cybersecurity compliance; to include any other documented cyber security standards required for research, management, coordination, corrective actions, and mitigation of any STIGs (manual and automated) and ACAS Scans, and other cyber security compliance measures or findings. Coordination should at a minimum be conducted with the Enterprise Resource Planning (ERP) Program Management Office (PMO), DLA Information Systems Security Manager (ISSM) and DLA Assured Compliance Assessment Solution (ACAS) teams.

h. Provide updates to job roles impacted by deploying SAP PPS and BFM 4.0 solution including Fiori tiles enablement in coordination with the DLA Human Performance and functional counterpart teams.

i. Coordinate Segregation of Duty (SOD) analysis with DLA Application security team and functional counterparts and make necessary adjustments to the Security Roles in accordance with the DoD Identity Credential Access Management (ICAM) requirements.

j. Support Role testing with DLA Application Security, functional counterparts, and DLA Human Performance Teams.

k. Provide any data or documentation necessary to meet cyber security and audit compliance related requirements and taskers.

To include but not limited to:

· Responses to auditor Provided by Client (PBC)’s

· Notice of Findings and Recommendations (NFR)s

· Ensure audit logs for required systems are setup to be ingested into Splunk.

l. Support the steps necessary to implement Identity Management (IdM) within the S/4 HANA environment.

m. Produce and provide all relevant documentation, job aides, drawings, guides, and instructions for sub-task items a.- l.

Deliverable: None

Deliverable Due:

3.2.2 Task 2 – Subtask 2: Hypercare and transition to Post-Production Support

a. Hypercare Support: Contractor shall provide SAP PPS, BFM 4.0 post go-live 45-day hypercare support to stabilize the environment as indicated on the notional schedule site roll out, Appendix G. Hypercare is elevated support for 45 days per site provided by a dedicated team from the Contractor to DLA for a specified time-period in monitoring, maintaining, creating lessons learned, and triage of DLA’s post SAP PPS and BFM 4.0 go live environments. Each incremental rollout is 3 months apart (60 working days). Hypercare will be for 45 days after each PPS rollout and transition to long term sustainment team. Followed by team 15 days to prepare for the next rollout.

b. Postproduction Support: Contractor shall provide additional Production support, in conjunction with 45-day hypercare, with emphasis being placed on the latter 15 days, to begin to transition knowledge after SAP PPS and BFM Go-Live to the long-term production support team [sustainment team(s)]. The partnership between the Contractor and Production Support [sustainment team(s) will overlap the latter 15 days of Contractor provided hypercare and beginning to provide an additional 30 days of on-site support, not to exceed 45-days from the Production Support [sustainment team(s)] as required, and for a period of not greater than 6 months. The Contractor shall:

i. Contractor shall provide knowledge transfer consisting of training, and relevant documentation to DLA technical teams for all DLA ERP Applications built in the S/4 HANA Environments

ii. Provide technical documentation to include:

1. Core Architecture Design (Application, Development, Execution, Integration, Operations, Security, Capacity Planning, and Maintenance Plan) inclusive of unique configuration definitions, and settings

2. Build Sheets

3. STIG checklists (automated and manual) and associated Plan of Action and Milestone (POAM) documentation

4. And any additional detailed system information for all DLA ERP Applications built in the S/4 HANA Environments

5. Build, configuration, and custom scripts used to stand up the environment.

6. Any other documented cyber security standards required.

c. Contractor shall provide DLA technical teams knowledge transfer and documentation throughout the duration of this Task Order on any administrator type tools used to support the DLA ERP S/4 HANA builds.

d. All documentation submitted to the Government shall require approval from the DLA Technical/Functional team(s) or appropriate Government identified resource(s).

Deliverable: Technical Documentation as defined in 3.2.2.b.ii.

Deliverable Due: During Postproduction Support in support of transition activities.

Deliverable: Update Product Release Roadmap Phase 2 Deliverable Due: Upon completion of Task 2 Subtask 1-3

3.3 Task 3 – Execution Phase (IUS #0002 – Development)

The contractor must develop a design session schedule, conduct design sessions and obtain approvals utilizing the DLA decisioning process. The contractor must develop a release schedule. The contractor shall coordinate all Go-Live dates with the ERP PMO, business/system partners, DLA Human Performance and Production Support teams. The contractor shall prepare detailed cutover and rollback plans for all Go-Live activities, conduct production readiness briefings and Go/No-Go with ERP PMO and DLA Leadership. The contractor shall conduct, and coordinate all go live activities through the duration of the entire task order.

The contractor will be responsible to work with the ERP PMO and DLA User Community leads to define and implement a Hybrid Agile approach. The contractor will deliver solutions that comply with the DLA J6 strategic plan and industry best practices including keeping the core clean and delivering decoupled solutions that are business focused.

The contractor shall execute in accordance with the approved PPS roadmap. DLA has identified capabilities below.

Overall Execution Activities:

· Validate and analyze existing business capabilities and product backlogs.

· Solution validation, analysis, and remediation for requirements vs. standard capabilities

· Remediate to standard capabilities providing deployment approach for DLA approval.

· Design, configure, develop, and test the business capabilities in the ERP solution space as defined in the product backlog.

· Prior to sunset of SRM application, the contractor shall update related Business Warehouse (BW) extractors to point to new SAP PPS table structures.

· Fit-to-Standard analysis of existing reports (including relevant usage analysis)

· Coordinate and facilitate execution of User Acceptance Testing (UAT) with ERP PMO and business/system partners.

· Conduct, facilitate, and coordinate Mock and Go Live activities with the ERP PMO and business/system partners.

3.3.1 Task 3 – Subtask 1: Data Migration and Deployment Approach The contractor will be expected to complete data migration from existing SRM solution to new SAP PPS solution. The contractor shall complete the following:

· Develop data migration approach to migrate necessary data from SAP SRM to SAP PPS solution

· The data migration approach shall support the SAP PPS Deployment approach, APPENDIX G

· Plan and coordinate Mock executions and go live activities with the business/system partners

· Identify data correction activities with the business/system partners

Deliverable: Go-Live SAP PPS and BFM 4.0 Deliverable Due: On or Before October 1, 2027

3.4 Task 4 – Testing, Evaluation, and Documentation (IUS #0002 – Development) The contractor shall provide a test and evaluation program to assess attainment of significant performance specifications and determine whether the system is operationally effective, operationally suitable, and interoperable. Hybrid Agile techniques are designed to identify and resolve problems as soon as possible. The ERP SAP PPS, BFM 4.0 and DIBBS Modernization transformation effort shall employ frequent verification using automated testing techniques to the greatest extent possible to quickly identify potential defects and mitigate early and provide evidentiary matter proving failed testing activities have been mitigated to the satisfaction of the Government.

The test and evaluation functions shall be integrated into the scrum teams to ensure newly coded functionality can be tested as early as possible. The Hybrid agile scrum team test and evaluation functions are supported by leveraging a continuous integration environment, wherein the developers leverage automated tools to automatically integrate newly checked-in code, and automated unit testing to check system performance after code check-in. In addition to expediting some testing functions, continuous integration ensures testers are always testing the correct version of software.

The contractor with support from the business/system community shall develop comprehensive test execution plan(s) for Integration Performance, Regression and User Acceptance Testing (UAT). The comprehensive test execution plan shall include automated and manual test plan, test case, and test scripts. The contractor shall execute integration testing with all partner systems, environments, applications, and coordinate regression testing with applicable support teams. Performance testing is required to support processing of data volume in the test environment. The comprehensive test execution plan will ensure the product meets functional, technical, and user requirements and is ready for production release. The comprehensive test execution plan shall be delivered to the ERP PMO/system resources no fewer than ten (10) business days prior to test events, there will be a test event for every scheduled Go-Live. The Contractor shall use a Government-approved tool to track any potential defects that arise in UAT events and shall, together with the ERP PMO/system resources, create a process for rectifying defects in the UAT event, or prioritizing these into the PBL for review in a future release. DLA expects approximately 150 testers supporting UAT to be located on site at duty stations or in a telework posture. On-site representation is expected by the contractor to support the event.

The contractor is responsible for providing all system related documentation, to include system user guide, Functional Specifications, Technical Specifications, Configuration rational documentation, job aids, implementation notes, test plans, test script, data dictionary and production baseline releases (code) and any other documented cyber security standards to the Government resource(s) for acceptance. The contractor shall create, update, and provide the DoDAF Enterprise Architecture (EA) artifacts in coordination with the DLA EA team. The contractor shall work with the ERP PMO to determine a cadence for delivering required documentation, the contractor will store the documentation in the DLA Enterprise Solution. Contractor shall work with DLA ERP PMO to save other deliverable materials (i.e. Decisional slides, cutover plans) to DLA provided SharePoint and teams. Contractor shall use DLA’s Agile Playbook, DLA’s Release Management and Configuration Management processes and procedures to deploy new capabilities to Production. Any deviations should be reviewed with DLA ERP PMO prior to impacting the Production environments.

Deliverable: Comprehensive Test Execution Plans Deliverable Due: 10 calendar days before each scheduled test event.

3.5 Task 5 – DIBBS Modernization

As stated in the background information. DIBBS modernization is a hybrid solution utilizing ServiceNOW and SAP. The contractor shall complete the tasks below to accomplish a modernized DIBBS solution:

3.5.1 Task 5 - Subtask 1 – DIBBS Modernization Analysis

The Contractor shall perform an analysis focusing on the SAP products which will meet the requirements for the core and backend DIBBS architecture with consideration to existing or D-BX products and projects. At the time of this PWS distribution, the SAP landscape proposed for use in DIBBS Modernization is either not implemented within DLA or the final version to be used within DLA has not been delivered for use within Government organizations. The Contractor shall assist by completing an analysis and evaluating the functional capabilities and technical requirements of DIBBS modernization efforts with respect to the SAP product landscape to include but not limited to SAP S/4, SAP Ariba, and SAP PPS. These activities include, but are not limited to, the following tasks:

a) Research and analysis for SAP products and alignment with DIBBS requirements. Consideration should be made for other DLA applications, both existing and transformation efforts.

b) Assessment of existing and required new interfaces with all additional DLA applications

c) Information gathering process to review all SAP facing functional capabilities and technical requirements (See Appendix H)

d) Interface with DLA technical teams including product development, cyber security, systems engineering, and enterprise architecture.

e) Work directly with SAP to ensure recommended approach is supportable in target environments.

f) Work with DIBBS ServiceNow team (government and contractors) to ensure coordination. As the ServiceNow implementation will precede the SAP implementation, adjustments may be required.

g) Provide recommendations on coordination with other projects and upgrades / maintenance activities.

h) Document security operations architecture.

Deliverables:

Deliverable 1: SAP Implementation Recommended Approach Deliverable 1 Due: Within 30 days of beginning of Period of Performance Deliverable 2: DIBBS Modernization Enterprise Systems and Solution Architecture and Documentation, Deliverable 2 Due: Within 30 days of beginning of Period of Performance Deliverable 3: Systems Engineering Plan Deliverable 3: Within 30 days of beginning of Period of Performance Deliverable 4: Cybersecurity documentation Deliverable 4 Due: At the conclusion of task

3.5.2 Task 5 - Subtask 2 – Environment Build and Technical Setup Design, build, configure, test, and deploy, the proposed solution from Task 5 Subtask 1 above that supports and optimizes existing and planned DIBBS Modernization Capabilities to a FEDRAMP IL4 approved secure cloud environment (currently located in SAP NS2 Secure Cloud). This solution suite is required to be cyber compliant in accordance with DLA/J6 policies and procedures. The solution suite will align to DLA Enterprise Engineering Configuration Management and EBS Supplemental Implementation Guidance (SIG) standards. The deployed capabilities shall be delivered with all required, DLA J6 Change Management, Enterprise Architecture, and Audit artifacts to meet those policies.

a. Coordinate and complete activities required to successfully implement a DIBBS Modernization solution.

b. Network and general connectivity setup, e.g. new environments must be fully integrated with the DLA-managed AWS Enterprise Security Stack (ESS).

c. Perform integration with ServiceNow and other DLA capabilities supporting DIBBs.

d. Ensure Technical prerequisites are met for system configuration and development in S/4 HANA such as remediation of code and configurations to stabilize the environments.

e. Meet the Certification and Accreditation (C&A) requirements for the applications within the scope of the cloud environment, Reference Documents listed in Section 12.3.

f. Implement necessary changes in the applications to ensure cybersecurity compliance; to include any other documented cyber security standards required for research, management, coordination, corrective actions, and mitigation of any STIGs (manual and automated) and ACAS Scans, and other cyber security compliance measures or findings. Coordination should at a minimum be conducted with the Enterprise Resource Planning (ERP) Program Management Office (PMO), DLA Information Systems Security Manager (ISSM) and DLA Assured Compliance Assessment Solution (ACAS) teams.

g. Provide updates to job roles impacted by deploying a DIBBS Modernization solution in coordination with the DLA Human Performance and functional counterpart teams.

h. Coordinate Segregation of Duty (SOD) analysis with DLA Application security team and functional counterparts and make necessary adjustments to the Security Roles in accordance with the DoD Identity Credential Access Management (ICAM) requirements.

i. Support Role testing with DLA Application Security, functional counterparts, and DLA Human Performance Teams.

j. Provide any data or documentation necessary to meet cyber security and audit compliance related requirements and taskers.

To include but not limited to:

• Responses to auditor Provided by Client (PBC)’s

• Notice of Findings and Recommendations (NFR)s

• Ensure audit logs for required systems are setup to be ingested into Splunk.

k. Support the steps necessary to implement Identity Management (IdM) within the S/4 HANA environment.

l. Produce and provide all relevant documentation, job aides, drawings, guides, and instructions for sub-task items a.- k.

Deliverable 1: List updates to job roles impacted and how they are impacted Deliverable 1 Due:

Deliverable 2: DIBBS job aides, drawings, guides, and instructions to support environment build and technical setup Deliverable 2 Due:

3.5.3 Task 5 – Subtask 3 – Execution

The contractor must develop a design session schedule, conduct design sessions and obtain approvals utilizing the DLA decisioning process. The contractor must develop a release schedule. The contractor shall coordinate all Go-Live dates with the ERP PMO, business/system partners, DLA Human Performance and Production Support teams. The contractor shall prepare detailed cutover and rollback plans for all Go-Live activities, conduct production readiness briefings and Go/No-Go with ERP PMO and DLA Leadership. The contractor shall conduct, and coordinate all go live activities through the duration of the entire task order.

The contractor will be responsible to work with the ERP PMO and DLA User Community leads to define and implement a Hybrid Agile approach. The contractor will deliver solutions that comply with the DLA J6 strategic plan and industry best practices including keeping the core clean and delivering decoupled solutions that are business focused.

The contractor shall execute in accordance with the approved DIBBS roadmap. DLA has identified capabilities below.

Overall Execution Activities:

· Validate and analyze existing business capabilities and product backlogs.

· Solution validation, analysis, and remediation for requirements vs. standard capabilities

· Remediate to standard capabilities providing deployment approach for DLA approval.

· Design, configure, develop, and test the business capabilities in the SAP solution space as defined in the product backlog.

· Prior to sunset of Legacy DIBBS, the contractor shall update related Business Warehouse (BW) extractors to point to new SAP table structures.

· Fit-to-Standard analysis of existing reports (including relevant usage analysis)

· Coordinate and facilitate execution of User Acceptance Testing (UAT) with ERP PMO and business/system partners.

· Conduct, facilitate, and coordinate Mock and Go Live activities with the ERP PMO and business/system partners.

The contractor will be expected to complete data migration from existing DIBBS solution to new SAP solution. The contractor shall complete the following:

· Develop data migration approach to migrate necessary data from DIBBS to SAP solution

· The data migration approach shall support the DIBBS SAP Deployment approach, APPENDIX G

· Plan and coordinate Mock executions and go live activities with the business/system partners

· Identify data correction activities with the business/system partners

Deliverable: Go-Live DIBBS Modernization Deliverable Due: On or Before (insert new go live date)

3.5.4 Task 5 – Subtask 4 – Hypercare and Transition to Post-Production Support

Hypercare Support: Contractor shall provide DIBBS Modernization post go-live 45-day hypercare support to stabilize the environment as indicated on the notional schedule site roll out, Appendix G. Hypercare is elevated support for 45 days per site provided by a dedicated team from the Contractor to DLA for a specified time-period in monitoring, maintaining, creating lessons learned, and triage of DLA’s post SAP PPS and BFM 4.0 go live environments. Each incremental rollout is 3 months apart (60 working days). Hypercare will be for 45 days after each PPS rollout and transition to long term sustainment team. Followed by team 15 days to prepare for the next rollout.

Postproduction Support: Contractor shall provide additional Production support, in conjunction with 45-day hypercare, with emphasis being placed on the latter 15 days, to begin to transition knowledge after SAP PPS and BFM Go-Live to the long-term production support team [sustainment team(s)]. The partnership between the Contractor and Production Support [sustainment team(s) will overlap the latter 15 days of Contractor provided hypercare and beginning to provide an additional 30 days of on-site support, not to exceed 45-days from the Production Support [sustainment team(s)] as required, and for a period of > 6months. The Contractor shall:

i. Contractor shall provide knowledge transfer consisting of training, and relevant documentation to DLA technical teams for all DLA ERP Applications built in the S/4 HANA Environments

ii. Provide technical documentation to include:

1. Core Architecture Design (Application, Development, Execution, Integration, Operations, Security, Capacity Planning, and Maintenance Plan) inclusive of unique configuration definitions, and settings

2. Build Sheets

3. STIG checklists (automated and manual) and associated Plan of Action…