ATIII Industry Day Briefing 8Apr21 (FINAL-as briefed).pptx

Welcome

Aerial Targets III Industry Day 8 April 2021

This Briefing is:

UNCLASSIFIED

Headquarters Air Combat Command

Welcome & Introductions

Aerial Targets III – Industry Day AMIC Director Project Sponsor Project Sr. Advisor Program Manager (PM) Lead Contracting Officer Contracting Officer (CO) Contract Manager (CM) Project Lead (PL) Mr. Timothy Applegate Col Jeffrey Peske Mr. Jeff Hermann Mr. Keith Miller Mr. Elijah Horner Mr. John Bonafede Ms. Carla Ashby Mr. Hector Rodriguez

Aerial Targets III – Industry Day Opening Comments

Mr. Jeff Hermann Deputy Director, Program Management

Topics of Discussions Industry Day Agenda Rules of Engagement Administration Communications with the Government AMIC Overview Program Overview Acquisition Strategy/Solicitation Overview Open Forum Discussion Panel One-on-One Sessions (12/13 Apr 2021)

Industry Day Agenda 1300 – 1500 Briefing 1400 – 1415 Break Attendees may submit written questions for discussion panel Use the Zoom chat function or e-mail your questions to carla.ashby.1@us.af.mil 1500 – 1630 Discussion Panel 1630-1700 Wrap Up 12-13 Apr 2021 Industry Attendees and Government One-on-One Sessions

Administration Zoom Etiquette Mute your Mic!

Video can remain off if desired

Questions and Answers Questions can be asked using the Zoom chat function or e-mailed directly to carla.ashby.1@us.af.mil during the session

Reference Documents Latest Draft PWS Latest Draft Sections L&M of the RFP

Communications with the Government Industry Day Questions:

Submit all questions during Industry Day using the Zoom chat function or by e-mail to carla.ashby.1@us.af.mil during the session One-on-One Questions:

Submit One-on-One questions prior to your session by e-mail to elijah.horner.3@us.af.mil and john.bonefede@us.af.mil and carla.ashby.1@us.af.mil Post-Industry Day Questions The Government will continue to accept and respond to questions up until the cut-off date established in the official RFP Proprietary Information:

Clearly identify to the Government any information you deem proprietary

The Government will consolidate all written questions received and post the “official” answers to beta.SAM.gov without identifying originating sources Responses to proprietary questions will be provided directly to the originating company

All communications from potential Offerors shall be sent

Instructions for official communication once the RFP is posted will be included in Section L Communications with the Government (cont)

AMIC Overview Background Direct Reporting Unit under ACC’s Deputy Commander Provide cradle-to-grave integrated program and contract management for complex service acquisitions (>$100M), as well as specialized contracting in support of ACC Directorates Primary Mission Partners: ACC Directorates, ACC Tenants, ACC Wings, Host Nations, COCOMs, and MAJCOMs Manages/administers complex programs supporting various mission sets Contract portfolio exceeds $15B

AMIC Global Footprint

AMIC Overview Integrated Culture Only Program Management Office / Acquisition Center of Excellence for Services Acquisition in the Air Force Dedicated Program Managers, Contracting Officers, and Quality Assurance personnel Embedded Functional support (i.e., Comm/Electronics, Logistics, Civil Engineering, Finance, Legal, etc.)

Report to single Director Utilize project management principles for complex service acquisitions; Project Lead assigned to facilitate team and employ project management discipline Develop contracted programs and manage them with a mission-focused mindset (measure of our/your success)

AMIC Organization

Notional Project Milestones

Program Overview

Mr. Keith Miller AT Program Manager

ACC AMIC/PMAO

Program Overview Mission Sites/Locations Contract Scope of Work Performance Work Statement (PWS) Performance Incentive/Award Fee Approach Risks

53 WEG Mission Provide threat representative aerial targets: Employ full-scale aerial targets (FSATs) and sub-scale aerial targets (SSATs) to support DoD, Weapons System Evaluation Program (WSEP), and Foreign Military Sales (FMS) air-to-air weapons testing programs

Conduct annual assessment: Provide Air Force leaders overall assessment of combat weapon system effectiveness and suitability by conducting weapons evaluations for all combinations of aircraft employing precision guided air-to-air weapons in realistic scenarios while enhancing aircrew training

Sites/Locations 53d Weapons Evaluation Group (WEG):

Tyndall AFB, FL – 82d Aerial Target Squadron (ATRS) FSATs (QF-16) manned and remotely piloted aircraft, SSAT (BQM-167) remotely piloted targets, and Range Instrumentation Systems

Holloman AFB, NM – 82d ATRS, Det 1 FSATs (QF-16) manned and remotely piloted aircraft

Deployments – SSAT operations may deploy to UTTR up to 2 times/yr

Other Off-Station Activities – Periodic FSAT cross-country events

Sites/Locations

UTTR

Holloman AFB Tyndall AFB

Contract Scope of Work Program Management: Exercise management and control for performance requirements contained in PWS Comply with work, services, operations, safety, security, environmental, and technical order requirements Provide all management, personnel, materials, supervision, and other items necessary to perform services Operations & Maintenance (O&M): Perform O&M according to technical order requirements with AFI 21-101/AFI 10-220 concept Maintenance of FSAT/SSAT plus scoring system and AGTS O&M of RIS to include drone control, range control, associated instrumentation and communications systems Mission Support: Produce aerial target sorties for manned and unmanned remotely piloted missions according to PWS reqmts Tyndall FSAT sorties - 865 per yr; Holloman FSAT sorties - 400 per yr SSAT sorties - 140 per yr

PWS Overview

Program Management Contractor PM: Responsible for performance of all work and the single interface between Government and Contractor personnel Management/Operational Control: Contractor retains full responsibility for performance of requirements set forth in the PWS Human Resources: Provide fully trained/qualified workforce to sustain aerial targets/RIS and flying schedule from Day 1 Integrate Contracted Operations: Ensure HAFB operations and processes are standardized within the overall maintenance function Contract Administration: Provide all data and information including CDRL deliverables, operating instructions, and records as required Financial Management and Reporting: Develop and submit financial management report according to CDRL Technical Orders and Publications: Adhere to all publications and instructions as coded mandatory without deviation

(continued) Program Management (Cont.)

Performance Management: Contractor shall develop, implement, maintain, a comprehensive Quality Management System (QMS) Comply with AS9110 and PWS Participate in AFSO 21 initiatives and inspections/audits/exercises Interface with Govt CORs and publish monthly QC Summary Operational Risk Management (ORM): Institutionalize within all Contractor workplaces Safety: Comply with applicable Occupational Safety and Health Administration, Air Force Occupational Safety and Health Standards Environmental: Comply with applicable Federal, State and local environmental regulations and pollution prevention Tool and Equipment Management: Develop and implement effective tool management and control program; use Tool Accountability System Foreign Object Damage (FOD) Program: Develop and implement a FOD program according to AFI 21-101 and host base guidance

(continued) Program Management (Cont.)

Maintenance Control: Establish and perform a maintenance control function manned during hours of any maintenance/flying operations Maintenance Information Systems (MIS): Contractor ensures all documentation required to support O&M is accurate/current/available Program Management Information System (PMIS): Provide Govt access to computerized PMIS containing CDRLs, OIs, checklists, etc.

Special Certification Roster (SCR): Develop and maintain an SCR to identify Contractor personnel certified to complete critical tasks Munitions Management: Manage, store, transport, install/remove, and handle explosives required for FSAT/SSAT operations Hydrazine Management: Maintain a hydrazine program to include system maintenance, inspection, servicing, repair, and spill response Classified Mission Support: Perform support of classified missions as required at the direction of the Government

Operations and Maintenance:

FSATs/SSATs: Manage, configure, service, launch, recover, inspect, maintain, troubleshoot, repair to ensure mission success QF-16s at TAFB/HAFB maintained to Organization (O) -Level and some Intermediate (I) -Level maintenance BQM-167s at TAFB to the O- and I-Level Range Instrumentation System (RIS): Manage, operate, maintain, troubleshoot, repair, and configure equipment, systems, circuits, & antennas to support all missions Gulf Range Drone Control System (GRDCS) maintained to O-, I-, & Depot (D)-Level maintenance Battle Command and Control Center (BC3) maintained to O-, I-, & Depot (D)-Level maintenance UHF Destruct Circuits/ACDS maintained to O-, I-, & Depot (D)-Level maintenance

(continued) Range Instrumentation System (Cont.):

Data Link System/Replacement (DLS/DLS-r) maintained to O-, I-, & Depot (D)-Level maintenance GRDCS Data Link/BC3 JTIDS Data Link Circuits - operate and maintain; configure encryption equipment Additional O-Level maintenance for AN/TPS-75 range radar, AP/TM, Wind Data System, RCF/BC3 facility UPS, Gulf Range Telecom System(s), 53 WEG Tellabs 5230L Switch, /Orion Communications System, Link-16, and AATTCS/TCS Manage/Configure Hardware (HW) & Software (SW): Maintain HW/SW in approved configuration; implement changes as required; manage/execute cybersecurity IAW Risk Management Framework Provide life-cycle management for RIS HW/SW: originate or modify SW written in ANSI, FORTRAN, C, JAVA, etc according to PWS Install, test, and troubleshoot SW in RIS equipment

(continued) Mission Support: Maintain sufficient number of aerial targets to meet Govt scheduled manned and unmanned (NULLO) sorties

FSAT (QF-16)

Inventory baseline of 50 (≤ 35 at Holloman due to parking limits) Tyndall manned sorties: 865/year; 90/month; 30/week Tyndall NULLO sorties: 80/year; 4/week Holloman manned sorties: 400/year; 40/month; 12/week Holloman NULLO sorties: 20/year; 2/week

SSAT (BQM-167)

Inventory baseline of 50 Sorties: 140/year; 16 over rolling two-week period

(continued) Support Functions: Contractor manages and supports all the following areas according to PWS:

Cybersecurity, Computer Systems Administration, Communications, Security including Personnel, Facilities, COMSEC/COMPUSEC/OPSEC, Technical Order Distribution Office/Account Manage logistics to include Supply Chain, Material, Demand Processing, MICAP Processing, Equipment/Property Management, Bench Stock, SPRAM assets, TCI/TCTO kits, local man, supply point, repair cycle assets, TNB, CANN, above ground fuels management, deficiency reports, freight/engine shipment Aerospace Ground Equipment: maintain all AGE at TAFB & HAFB; perform all periodic inspections, O & I-Level maintenance, and corrosion control

(continued) Support Functions: Contractor manages and supports all the following areas according to PWS:

Vehicles: Contractor shall transfer Government disposition authority vehicles Maintain vehicle fleet to include replacement at Contractor’s expense

Services Summary Services Summary (SS): Identifies critical factors for the successful performance of requirements Purpose: Lists performance objectives for required service Components: States performance objective, standard, and threshold for each critical success factor (accept/reject point)

Operations & Maintenancenagement

Service Summary Items

(SS continued)

PERFORMANCE OBJECTIVE

PERFORMANCE STANDARD

PERFORMANCE THRESHOLD

Operations & Maintenance:

See Note 1 Provide all prime mission and support equipment maintenance to meet or exceed performance standards.

Communication - Electronic (C-E) Operations & Maintenance:

See Note 2 Operate and maintain Tellabs Switch

Maintain Data and Communications circuit connectivity

See Note 3 Operate and maintain GRDCS

Operate and maintain RCS and General Dynamics AccessNet™ or Orion Communications Network

Operate and maintain TPS-75

Prepare, launch and successfully fly all properly scheduled FSAT missions to meet a minimum 95% mission success rate.

Prepare, launch and successfully fly all properly scheduled SSAT missions to meet a minimum 95% mission success rate.

The Tellabs Switch A(o) shall not be less than 95%.

Circuit connectivity A(o) shall not be less than 95% .

GRDCS M(a) shall not be less than 95% for:

(a) target control and tracking

(b) participant tracking

(c) flight termination

RCS/BC3 and AccessNet™/Orion Communications Network M(a) shall not be less than 95%.

RADAR M(a) shall not be less than 80%

Performance is acceptable when all the performance standards are met.

Note 1: Mission Success Rate shall be calculated as: [# of successful sorties/ (# of attempted sorties (minus) # of non-chargeable)]x100 ex: (35 / (55 – 18)) x 100 = 94.6%

Note 2:

The following C-E systems’ performance will be measured as Operational Availability or A(o). A(o) shall be calculated as:

Note 3:

The following C-E systems’ performance will be measured as Mission Availability or M(a). M(a) shall be calculated as:

Incentive Fee/Award Fee Approach Proposed Performance Incentive/Award Fee Plan:

Service Summary (SS) Metrics (25%) – uses a Quality Performance Index (QPI); allows points earned for exceeding critical SS standards Quality of Services (25%) – uses a QPI to earn points for exceeding Quality standard; positive and negative incentives (FAR 16.402-2(b)) as points may be added or deducted based on Corrective Action Reports (CARs) received Government Program Manager Subjective Evaluation (25%) – MFT will assign adjectival rating for performance as required by Table 16-1 of FAR 16.401(e)(3) Special Interest Items (25%) – if assigned, based on current contract requirements and evaluated as a pass/fail for the period; if not assigned, uncommitted percentage goes to the PM evaluation Positive Significant Incidents/Negative Significant Incidents PSI may increase earned fee up to available pool NSI may decrease earned fee to include zero fee Total incentive/award: PI + PM + SII + PSI/-NSI, paid semi-annually

Risk Assessment 5 High Risks Identified Workforce Hiring, Training, Retaining – High RIS Manager/Supervisor Experience – High Technical Order Compliance – High Ground Operating Procedures – High Contractor QMS - High

High - Programmatic Risk Assessment If the Contractor's staffing approach to hire, train and retain a highly-qualified workforce is inadequate, then the Contractor's ability to meet contract requirements may be significantly degraded and mission failure may occur.

Control Government will include this within the evaluation criteria, to include the identification of key positions and associated qualifications. Government will require minimum workforce qualifications in the PWS and a Training Program. Contractor will notify the Government of termination/resignation of key personnel within 7 business days and fill positions within 30 days. Government may consider retention as part of the Performance Incentive/Award Fee metric.

Risk Event Risk Response Strategy

IPCS

APCS

1 2 3 4 5

Consequence

AFTER RESPONSE STRATEGY

AP = Performance AC = Cost AS = Schedule

INITIAL ASSESSMENT

IP = Performance IC = Cost IS = Schedule

Risk Event Risk Response Strategy Likelihood

1 2 3 4 5

Consequence

Risk Assessment If the Contractor lacks experience in critical Range Instrumentation Systems (RIS) Manager and Supervisor positions, then 53 WEG test and evaluation mission may be significantly degraded.

Control Government will make retention of incumbent critical RIS positions part of evaluation criteria and may consider as part of the Performance Incentive/Award Fee results. Government will closely monitor transition and complete an initial performance assessment NLT 45 days after performance start.

Risk Event Risk Response Strategy

IPCS

APCS

1 2 3 4 5

Consequence

AC = Cost AS = Schedule

INITIAL ASSESSMENT

IP = Performance

1 2 3 4 5

High - Technical Risk Assessment If the Contractor fails to comply with Technical Order requirements in aircraft maintenance and other PWS areas, then safety of flight and mission accomplishment will be put at unacceptable risk.

Control Government CORs will monitor PWS functions to include a focus on technical order availability and usage. Technical Data Violations (TDVs) will be considered a major non-conformance and will negetively impact Performance Incentive Award Fee results.

Risk Event Risk Response Strategy

IPCS

APCS

1 2 3 4 5

Consequence

AC = Cost AS = Schedule

INITIAL ASSESSMENT

IP = Performance

1 2 3 4 5

High – Technical Risk Assessment If the Contractor does not have approved Ground Operating Procedures (GOPs) at the start of performance IAW AFI 10-220, then contract performance cannot successfully begin.

Risk Event Risk Response Strategy

IPCS

APCS

1 2 3 4 5

Consequence

Control Government will require approach to developing GOPs and gaining Government acceptance as part of Transition Plan evaluation criteria, to include milestones. Government will emphasize the importance of GOPs at Industry Day and all engagements with Industry.

AC = Cost AS = Schedule

INITIAL ASSESSMENT

IP = Performance

1 2 3 4 5

Control Contractor shall be certified and compliant with AS9110.

Contractor's QMS will be identified as an evaluation factor.

The Government will require a comprehensive QMS that is all-encompassing of contract elements for Government acceptance.

Government will continuously evaluate the effectiveness of the Contractor's QMS as per contract requirements and AS9110 standards.

1 2 3 4 5

Consequence

Risk Assessment If the Contractor does not implement an adequate QMS, execution of PWS requirements and management of Government-furnished property, assets, and programs will be non-compliant. Safety of flight and mission accomplishment may be put at unacceptable risk and may require extensive Government involvement/oversight.

AC = Cost AS = Schedule

INITIAL ASSESSMENT

IP = Performance

1 2 3 4 5

Acquisition Strategy / Solicitation Overview Elijah Horner Lead Contracting Officer

ACC AMIC/PKCA

Contracting Overview Key Contractual Aspects Contract Type CLIN Structure Source Selection Methodology Evaluation Factors and Subfactors Source Selection Process Roadmap and Process Draft RFP Posting Site Visit Project Milestones Points of Contact One-On-One Information

Disclaimer

All information presented today is pre-decisional and subject to change pending final approval for the acquisition strategy and Source Selection Plan

Source Selection Process Roadmap

Key Contractual Aspects Solicitation Number: FA4890-21-R-0012

NAICS Code: 488190 - Other Support Activities for Air Transportation (SBA Size Standard is $35 million)

Government Furnished Equipment (GFE)

Anticipate non-commercial acquisition (FAR Part 15) Small Business Set-Aside Determination not yet established

Key Contractual Aspects (continued)

Contract Type

Single Award, Firm-Fixed-Price Award Fee Contract w/ Cost-Reimbursable Line Items

Period of Performance Contract: 1 base year plus 6 option years

6-month Extension: 1 Oct 29 – 31 Mar 30 (if exercised)

SOURCE SELECTION SENSITIVE

CLIN Structure Contract CLIN Structure

Note: CLINs are FFP unless noted otherwise

SOURCE SELECTION SENSITIVE

Source Selection Methodology Best Value: Full subjective trade-off IAW DoD Source Selection Procedures All proposals will be evaluated using four factors:

1. Small Business Participation (Acceptable/Unacceptable)

2. Management Capability:

Program Management Quality Management System Logistics Management Transition Plan

3. Past Performance

4. Price

Source Selection Procedures, cont.

Step 1 – Gateway Criteria Prerequisite AS9110 certification will be required from the Prime Offeror in order to move on to the next evaluation step If a certificate is not provided, proposal will NOT be further evaluated, and the offeror will be eliminated from competition

Organizational Conflict of Interest (OCI) Mitigation Plan may be a gateway criteria.

Source Selection Procedures, cont.

Step 2 – Factor 1, Small Business Proposals will be evaluated on the extent of commitment to small business in the performance of the contract. The Government will evaluate the Small Business Participation Commitment Document (SBPCD) for the following to determine if it meets the requirement.

Small Business Evaluation Extent of participation of Small Business concerns evaluated:

Small Business Participation Commitment Document Required for Large and Small Businesses Compliance with FAR 52.219-8 and FAR 52.219-9 Small Business Subcontracting Plan Required only from Large Businesses

Price/Cost team conducts

Small Business Ratings

Trade-off past performance ratings

Source Selection Procedures, cont.

Step 3 – Tradeoff Criteria Relative importance of tradeoff factors/subfactors:

Factor 2 – Management Capability is the most important non-price factor Factor 3 – Past Performance is the second most important non-price factor Factors 2 and 3, when combined, are significantly more important than Price (Factor 4) As proposals become more equal amongst non-price tradeoff factors, the evaluated price becomes more important

Criteria... this should be tailored to match your program's criteria as it is stated in Section M of your RFP.

Factor 2 - Program Management Management approach and Organizational Structure Appropriate leadership hierarchy Manning levels and skillsets Execute PWS and meet provided workload data Communication approach Reporting Progress checkpoints Interfaces between Contractor and Government Integrated HR approach Hiring, training, retaining Qualified technical and management personnel Management Capability Program Management

Factor 2 – Quality Management System Implementing a Quality Management System (QMS) Integrated with corporate management, maintenance, and routine business processes Monitors and documents contract performance for all PWS requirements

Quality Management System

Factor 2 – Logistics Management Government Furnished Property (GFP) Cradle-to-grave lifecycle planning, execution, and management Methodology for replacement timelines to control cost to Government Property Control Plan For all GFP Financial Improvement and Audit Readiness (FIAR) FAR Part 45 and DFARS Part 245 Air Force Supply Chain Proper use and positive influence

Logistics Management

Factor 2 – Transition Plan Realistic Milestones to Execute Transition Tasks Timely completion of tasks, CDRLs, etc.

Includes interfacing with incumbent Approach to Hire Incumbent Personnel and Fill Vacancies Trained/qualified personnel at contract start Process to Acquire and Integrate Open Actions Take over in-progress work orders, requisitions, etc.

Ensure continuity and timely completion of open items Process to acquire or transfer vehicle fleet Support all contract requirements at contract start

Transition Plan

Trade-off Technical Findings

Trade-off Technical Ratings (Methodology – Technical)

Technical ratings

Trade-off Risk Ratings (Risk Ratings/Descriptions)

Risk ratings

Past Performance Evaluation Conduct Performance Confidence Assessment Performance Confidence determined by:

Whether performance is RECENT (within 5 years of RFP release) and RELEVANT Four (4) levels of relevancy defined in Table 4 (see slide #61) Quality of performance

Past Performance Relevancy (Trade-off ) DoD Source Selection Procedures – Table 4. Past Performance Relevancy Ratings

Past Performance Ratings (Trade-off) DoD Source Selection Procedures – Table 5. Performance Confidence Assessments

Contracting Evaluation Contracting Evaluation Security/Facility Clearances Responsibility (FAR 9.1) Representations and Certifications Organizational Conflicts of Interest

Contracting Evaluation Organizational Conflict of Interest (OCI) OCI Types Biased ground rules Unequal access to information Impaired objectivity (most common) Company's Responsibilities Offeror's must ID any current performance of auditing DoD work Describe this work & how any OCI may impact this requirement Provide how any OCI can be neutralized, avoided, or mitigated Open OCI instance(s) ID'd by Government or Company Must be neutralized or mitigated to the Government’s satisfaction prior to 1 Dec 21 If not accepted, Offeror's proposal rendered not eligible for evaluation

Conduct Price Analysis -- normally established by Adequate Price Competition: FAR-preferred technique Adequate Price Competition is a price based on Two or more responsible Offerors, competing independently;

Submit priced offers that satisfy gov’t expressed requirement;

Award made to Offeror whose proposals represents best value; and No finding that price of successful Offeror is unreasonable Determine if prices are balanced Exists when price of one or more CLINs is significantly overstated (despite acceptable total evaluated price) Mathematically unbalanced – offer is based on nominal prices for some work and enhanced prices for other work Assess financial executability (budget) Price Evaluation Process

Evaluation Process AWOD / Competitive Range Based on Initial Evaluation Activities, CO must decide to either:

Recommend SSA Award Without Discussions (AWOD), or Establish Competitive Range (CR) and enter into Discussions

AWOD is the desired approach (submit best proposal with original submission)

Offerors notified if entering Discussions and if eliminated from the Competitive Range If eliminated, can request pre- or post-award debriefing

Evaluation Process Discussions & Final Proposal Revisions Conducting Discussions Release ratings Release Evaluation Notices (EN) Receive and evaluate response to ENs from Offeror(s) May need to follow-up with multiple rounds of ENs Government will make a determination when to close discussions based on evaluation of responses All Offerors now rated acceptable or higher, or Eliminate Offeror(s) from competitive range After closing of discussions, CO will issue a request for Final Proposal Revisions (FPR) to make the award recommendation

Draft Request for Proposal (RFP) Draft RFP tentatively scheduled to be posted to beta.SAM.gov in June 2021 timeframe Industry review and input is encouraged Government will post responses to questions to beta.SAM.gov without publicizing the originating source(s)

Pre-Proposal Conference/Site Visit Formal site visit within one week of release of final RFP Tentatively scheduled for October 2021 timeframe Location:

Tyndall AFB, Florida Information needed prior to site visit Name of attendees (no more than 3 per Offeror/Joint Venture/ Partnership) Full Company Name (not the acronym) Job Title Government-issued Photo Identification Cell number: business and/or personal (24/7 access) Email: business and/or personal (24/7 access)

Points of Contact

ACC AMIC/PKC

Elijah Horner, Lead Contracting Officer, elijah.horner.3@us.af.mil John Bonafede, Contracting Officer, john.bonafede@us.af.mil Carla Ashby, Contract Manager, carla.ashby.1@us.af.mil

All questions or comments regarding this recompete must be submitted in writing to all contacts listed above

Internet Links:

beta.SAM.gov (Reference No. FA4890-21-R-0012) www.acquisition.gov (Federal Acquisition Regulation)

Offerors are advised to send emails to all three government POCs, please do not send emails to just one government POC whether it is an original email or responding to an email.

One-on-One Information Location 12/13 Apr 21 – Virtual One-on-One meetings with individual potential Offerors

Questions/recommendations from industry are encouraged Verbal dialog between government and industry, both during today’s open forum & one-on-one appointments, is unofficial Official responses to questions requires industry’s submission of questions to the government in writing via e-mail

The government will post official responses to all Industry Day questions on beta.SAM.gov; however, the originating source(s) will not be published Proprietary information will not be published

Contractor Required Information The following companies:

A2M Consulting Adams Communication & Engineering Tech Affordable Engineering Services Albers Group

ARCTOS

Battlespace Booz Allen Hamilton D2 Government Solutions Day & Zimmerman M2 Services Delaware Resource Group Engineering Research & Consulting H&L Environmental Services Hillsboro Aviation Holling Enterprises Indyne, Inc.

Intuitive Research and Technology Jacobs King Aerospace Precision Turbines Project XYZ Raytheon Intelligence and Space SysCom, Inc.

Systems Applications & Technologies TechFlow TRAX International VSE Corporation Vertex Aerospace Zenetex

Are requested to forward:

a. Full company name

b. DBA name if different from full company name

c. CAGE Code DUNS Number Website address Self-report if your company is foreign-owned

To:

elijah.horner.3@us.af.mil and john.bonafede@us.af.mil and carla.ashby.1@us.af.mil

By close of business Friday, 9 Apr 21

Break

FORWARD ALL WRITTEN QUESTIONS TO

carla.ashby.1@us.af.mil

Open Forum Discussion Panel

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