EFO - J62X SAP Platform - WMS WES EDC Design Gaps _Redacted.pdf

DLA Contracting Services Office – Philadelphia (DCSO-P) SUBJECT: EFO – (SAP Platform) Business Process Reengineering (BPR) sessions for Procurement for Public Sector (PPS)

Controlled Unclassified Information (CUI) Source Selection Sensitive Information - See FAR 2.101 & 3.104

This acquisition will be a sole source award under the SAP Platform Core Task Orders (SP4709-26-F-0019 / SP4709-26-F-0020), which were competitively awarded under the JETS 2.0 contract vehicle. This task order will provide highly specialized SAP functional, technical, and development services to design, build, test, and deploy seven

(7) critical design gap capabilities for WMS implementation.

With the award of this task order, the J62X program will retain essential technical expertise of the existing DLA production baseline. his is required to execute the necessary software enhancements in Extended Warehouse Management (EWM) and Transportation Management (TM) and integrate them into the active transport pipeline without causing operational disruption to the live production environment.

3. A DESCRIPTION OF THE SUPPLIES OR SERVICES REQUIRED TO MEET

THE AGENCY’S NEEDS, INCLUDING THE ESTIMATED VALUE:

T The Defense Logistics Agency (DLA) has a critical need for uninterrupted operational, developmental, and sustainment support for its Warehouse Management System (WMS) and Federal Logistics Information System (FLIS) software implementation. This underpins the agency's core logistics data, automated material warehousing, and supply chain management functions. This system is essential for maintaining mission readiness and ensuring the timely delivery of supplies across the Department of Defense.

DLA has a critical need for specialized technical support to modify, deploy modifications, and sustain the existing SAP-deployed Warehouse Management System.

Specifically, this task order will facilitate the functional/technical design, development, configuration, testing, and deployment of seven (7) critical design gap (DG) initiatives to support WMS implementation:

DG12 – Pass GR weight to DiQ DG15 – Use consolidation group in CFS instead of route/stop DG22 – COSIS exception during count DG23 – Multi-compartment tote PI counting DG26 – AGV returns before GR DG29 – Overweight tote after PI count increase PRJ Code – Add PRJ code to consolidation/scwm/DSGR

Procurement for Public Sector (PPS)

Controlled Unclassified Information (CUI) Source Selection Sensitive Information - See FAR 2.101 & 3.104

Required Supplies/Services:

Activity Description

Project Management & Contract Kick-Off

Providing centralized administrative control, IMS management, meeting support, and biweekly status reporting across the entire Period of Performance.

Planning & Prepare (Task 4)

Developing new or enhancing existing Business Process Procedures (BPPs) and Process Flows for the 7 identified design gap functionalities.

Analyze & Explore (Task 5)

Facilitating requirements sessions, completing Functional Design Documents (FDDs), and executing Gap Fit Workshops with stakeholders.

System Design (Task 6) Creating and documenting functional and technical design documents (TDDs) and conducting the Preliminary Design Review (PDR).

Build, Configure, & Realize (Task 7)

Executing software development/configuration for the design gaps, conducting peer code reviews, database architect reviews, and unit testing.

Testing & Defect Remediation (Task 8)

Drafting test cases, executing tests, filing evidentiary matter (EM), and resolving critical/high system defects in the testing environment.

Production Preparation (Task 9)

Conducting pre-deployment SME assessments, executing data migrations, and performing walkthroughs with the cutover team.

Deployment & Support (Task 10)

Supporting live deployment activities (cutover, blackout, go-live) and performing post-blackout validation testing prior to Go-Live.

Procurement for Public Sector (PPS)

Controlled Unclassified Information (CUI)

The total estimated value for this proposed firm-fixed-price (FFP) requirement is $528,669.28 for a single 4-month period of performance.

Period of Performance Calendar Dates Estimated Cost Base Period June 29, 2026 – October 31, 2026

4. IDENTIFICATION OF THE EXCEPTION TO FAIR OPPORTUNITY AND

SUPPORTING RATIONALE, INCLUDING A DEMONSTRATION OF THE

PROPOSED CONTRACTOR’S UNIQUE QUALIFICATIONS OR THAT THE

NATURE OF THE ACQUISITION REQUIRES USE OF THE EXCEPTION

CITED:

Pursuant to FAR 16.505(b)(2)(i)(C), an exception to the fair opportunity process is justified in the interest of economy and efficiency because this effort is a logical follow-on to orders already issued under the JETS 2.0 contract vehicle (SP4709-24-D-0079 / SP4709-26-F-0019 to Accenture Federal Services, and SP4709-24-D-0039 / SP4709-26- F-0020 to C5MI Insight LLC), where all awardees were given a fair opportunity to be considered for the original orders. The relationship between the existing Core Task Orders and this follow-on is logical in terms of scope and continuity of effort, as the active production baseline currently managed and sustained by the core platform contractors serves as the direct structural prerequisite for designing, configuring, testing, and deploying these seven (7) design gap enhancements.

Awarding the WMS WES EDC Design Gaps services to the established core SAP Platform contractors is necessary to maintain technical continuity and achieve the required level of quality without incurring duplicative costs or risking active production operations.

The SAP Platform provides unique, specialized logistics, supply chain, and warehouse management capabilities to the entire DoD community via DLA's customized Enterprise Business System (EBS). The core platform contractors possess preexisting institutional, hands-on knowledge of the highly complex, as-implemented DLA WMS system architecture. This includes an intimate understanding of DLA's:

Standard three-

SAP Extended Warehouse Management (EWM) and Transportation

Procurement for Public Sector (PPS)

Controlled Unclassified Information (CUI)

Established Transport Management System (TMS), System Landscape Directory

(SLD), and Landscape Management Database (LMDB) configurations.

This deep, experiential knowledge is essential, as it allows the established contractors to immediately execute the highly sensitive functional modifications, write ABAP code enhancements, apply role-based access controls, and validate integration points without impacting active warfighter logistics.

Awarding this requirement to an outside contractor lacking this system-specific context would require a lengthy and costly discovery phase. This would introduce unacceptable risks of transport desynchronization, code conflicts within Extended Warehouse Management (EWM), or database instability, potentially causing catastrophic disruptions to DLA's active production environment and automated material warehousing (WES) systems.

The SAP Platform Support Core Task Orders were initially competed under the JETS contract vehicle. Through executing those original orders—which involve operating, maintaining, and hardening DLA's customized SAP landscape—the core contractors have developed the specialized technical expertise required to successfully configure the design gaps. In the interest of economy and efficiency, issuing this task order within the pre-established pool of core vendors is necessary to leverage this system-specific context.

Transitioning this requirement to an outside contractor would require a substantial and unacceptable outlay of Government resources. A new vendor would have to undergo a duplicative, costly, and time-consuming discovery phase to harvest the baseline knowledge already possessed by the core team, compressing execution windows, and delaying critical WMS implementation schedules.

5. DETERMINATION BY THE CONTRACTING OFFICER THAT THE

ANTICIPATED COST TO THE GOVERNMENT WILL BE FAIR AND

REASONABLE:

The determination that the anticipated cost for this Task Order will be fair and reasonable will be made in accordance with FAR 16.505(b)(2)(ii)(B)(5). The primary basis for this determination is the use of the pre-negotiated labor rates established in the competitively awarded SAP Platform contract (SP4709-24-D-0079) with Accenture Federal Services and (SP4709-24-D-0039) with C5MI Insight LLC, which have already been determined to be fair and reasonable.

Procurement for Public Sector (PPS)

Controlled Unclassified Information (CUI) Source Selection Sensitive Information - See FAR 2.101 & 3.104

The Contracting Officer will perform a price analysis using the following techniques:

1. The Government will develop an Independent Government Cost Estimate (IGCE) based on the specific tasks outlined in the Performance Work Statement (PWS) and the pre-negotiated labor rates from the base contract.

2. The contractor's proposal will be evaluated to ensure that the proposed labor categories and rates are in accordance with the established rates in the base contract.

3. The contractor's proposed level of effort (labor hours) will be compared to the IGCE and reviewed for reasonableness by the technical evaluation team to ensure it is appropriate for the work required.

This combination of using pre-negotiated, competitive labor rates and conducting a thorough analysis of the proposed level of effort will ensure the final price is fair and reasonable to the Government.

6. ANY OTHER FACTS SUPPORTING THE JUSTIFICATION:

The DLA J62X SAP platform is currently executing highly complex technical operations to support warfighter logistics. This requires maintaining a continuous transport and release management pipeline across a massive SAP enterprise environment.

The seven (7) design gap enhancements are a highly compressed, milestone-driven 4-month effort. The initial planning, gap analysis, functional and technical designs (Tasks 4, 5, and 6) must be fully completed and accepted in accordance with the IMS, leading to immediate build/configuration (Task 7), testing (Task 8), production preparation (Task 9), and deployment support (Task 10) by the October 31, 2026 contract completion date.

The established JETS 2.0 SAP Platform contractors are uniquely suited to deliver the required efficiency and economy to the Government. This is due to their preexisting operational control and deep configuration experience with the active DLA production baseline.

Attempting to bring in an outside contractor to execute this role would result in an unacceptable duplication of cost and schedule delays:

Consumption of the Operational Windows: A new vendor would require an estimated three to six months of technical discovery, background investigation processing, and system walkthroughs just to safely understand DLA’s custom transport configurations, EWM/TM modules, and interface connections. This discovery period would entirely consume the 4-month Period of Performance, causing an immediate schedule slip and delaying Go-Live.

Procurement for Public Sector (PPS)

Controlled Unclassified Information (CUI) Source Selection Sensitive Information - See FAR 2.101 & 3.104

Production Downtime Risks: Modifying Extended Warehouse Management (EWM) and Transportation Management (TM) core configurations without deep institutional system knowledge introduces an unacceptably high risk of database corruption or material flow failures. Any error in these tasks would directly impact the active, live production environment, halting automated material warehousing and supply chain workflows supporting active-duty military forces.

Duplication of Costs: Bringing in a new contractor would require the Government to pay for a redundant onboarding and training phase while simultaneously delaying critical enterprise SAP software release cycles.

Therefore, executing this requirement as a logical follow-on to the established core platform contractors is the only viable method to guarantee performance on Day One, maximize government economy, and eliminate risk to the active military logistics baseline.

7. A STATEMENT OF THE ACTIONS, IF ANY, THE AGENCY MAY TAKE TO

REMOVE OR OVERCOME ANY BARRIERS THAT LED TO THE EXCEPTION

TO FAIR OPPORTUNITY BEFORE ANY SUBSEQUENT ACQUISITION FOR

THE SUPPLIES OR SERVICES IS MADE:

The core JETS 2.0 SAP Platform contractors have cultivated hard-won, experiential insight into DLA's live WMS production baseline, custom transport pathways, and system integrations. Because this baseline of knowledge is rooted in having actively operated and sustained the current DLA WMS environment, introducing an outside contractor for this short-term, 4-month effort would require a massive, redundant outlay of Government resources. A new vendor would have to expend significant time to replicate this experiential learning, causing unacceptable schedule delays and economic loss to the program.

The lifecycle of this technical barrier is tied directly to the successful design, build, and deployment of these seven (7) design gap enhancements. However, to actively remove these technical knowledge barriers and pave the way for open competition in future cycles, DLA is taking several concrete actions:

1. Mandated Knowledge Transfer and Documentation (Section 2.6 / Task 9): Under Section 2.6 of the PWS, the contractor is contractually mandated to provide comprehensive knowledge transfer and detailed documentation to designated DLA J6 Information Operations personnel. Additionally, Task 9 requires the