Salesforce Consolidation memo _redacted v.pdf

CONTROLLED UNCLASSIFIED INFORMATION

CUI

DEPARTMENT OF THE AIR FORCE (DAF)

AIR FORCE DISTRICT OF WASHINGTON (AFDW)

CONTRACTING DIRECTORATE (PK)

DETERMINATIONS AND FINDINGS (D&F)

CONSOLIDATION OF CONTRACT REQUIREMENTS

FOR

SALESFORCE CONSOLIDATION

FINDINGS

PURPOSE.

The plays a pivotal role in enabling and sustaining digital operations across 70 organizations within the Department of the Air Force (DAF). SAF/CN oversees Salesforce, the core platform powering the DAF’s Enterprise IT as a Service (EITaaS) capability, which supports over 700,000 end users worldwide. Through this platform, SAF/CN delivers essential enterprise capabilities including enterprise Customer Relationship Management (CRM) to standardize and streamline stakeholder and service interactions across DAF enterprise systems and MAJCOM, FLDCOM, and DRU infrastructures. This CRM platform is used to centralize engagement and operational efficiency. Salesforce is not merely a tool—

DAF.

The purpose of this Determination is to document that the proposed consolidation is necessary and justified in accordance with 15 U.S.C. 657q as implemented in FAR 7.107-2(b) which states that the “benefits of the acquisition would substantially exceed the benefits that would be derived from each of the alternative contacting approaches….” There is no bundling in this requirement. The purpose of this requirement is to consolidate 83 large business Salesforce contracts into one task order using Carahsoft’s GSA MAS Schedule Contract. All 83 contracts are listed in Table 1.

MARKET RESEARCH.

The DAF conducted market research and determined that consolidating all 83 contracts into one call task order via the GSA MAS Schedule is beneficial to the Government. As consolidation occurs, this will enable the DAF to communicate a clear and accurate set of requirements and services to which small businesses can develop innovative Software as a Service (SaaS) asset management services proposals.

This is expected to occur within 12-18 months. There are small businesses on GSA Advantage who show they can provide Salesforce products; however, each small business has to go to Carahsoft for the Salesforce products which creates an excessive pass-through cost to the Government. Carahsoft is the exclusive Salesforce product distributor. Both Salesforce and Carahsoft are large businesses.

IDENTIFICATION OF ALTERNATIVE CONTRACTING APPROACHES INVOLVING

LESSER DEGREE OF CONSOLIDATION.

The Government evaluated alternative contracting approaches when developing this acquisition strategy.

Because all 83 contracts are with the same provider, a consolidated approach delivers the greatest benefit to the DAF. Continuing to procure Salesforce products and services through separate contracts or by placing individual call orders via NASA SEWP is not advantageous and would not mitigate the risk of overspending taxpayer funds. Consolidation therefore maximizes efficiencies, streamlines administration, and increases value, while the alternative approaches would yield fewer benefits and introduce greater cost inefficiencies.

CONTROLLED UNCLASSIFIED INFORMATION

DETERMINATION COORDINATED WITH SMALL BUSINESS.

This D&F and acquisition strategy were coordinated with AFDW/SB and SAF/SB as required by 13 CFR 125.2, FAR Part 7, and 15 U.S.C. 644(e) and (k).

IMPACT OF ACQUSITION STRATEGY ON SMALL BUSINESS CONCERNS.

The proposed acquisition strategically consolidates 83 existing Salesforce contracts—each awarded to a Large Business Concern—into a single GSA MSA BPA task order. As no Small Business Concerns are currently performing primary services on these contracts, this action will not displace or negatively impact any small business participation.

STEPS TAKEN TO INCLUDE SMALL BUSINESS CONCERNS IN THE ACQUISITION

STRATEGY.

The RFQ will require the offeror to submit a Small Business Participation Commitment Document (SBPCD) , where the offeror shall address measures such as teaming with small businesses under GSA, www.gsa.gov/cta, mentor-protégé relationships, and/or subcontracting with small business to meet the Small Business Participation Commitment.

In accordance with FAR 7.107, a review of the proposed consolidation found no adverse impact on small business concerns. Market research shows that none of the 83 contracts are held by small businesses;

therefore, no small business concerns will be displaced. Furthermore, Carahsoft is the exclusive authorized government reseller of Salesforce licenses, and Salesforce’s distribution model limits small

There are small businesses on GSA; however, it is determined by Carahsoft how they will execute their subcontracting participation. Such arrangements would increase objectives.

BASIS OF CONSOLIDATION.

Cost Savings/Price Reduction:

Executive Order 14240, titled "Eliminating Waste and Saving Taxpayer Dollars by Consolidating Procurement," significantly reshapes how the DAF approaches IT strategy and procurement planning. By directing federal agencies to centralize the acquisition of common goods and services—including software and IT—this Order compels the Air Force to align its procurement practices with governmentwide contracts. This shift streamlines acquisition cycles, reduces duplication, and promotes the use of “Best-in-Class” contract vehicles, particularly for enterprise platforms like ServiceNow. As a result, SAF/CN must adopt a category management framework, ensuring that IT investments are both cost-effective and mission aligned. With SAF/CN assuming responsibility for IT procurement logistics, Air Force IT leaders can focus more strategically on cybersecurity, modernization, and operational readiness. Additionally, the order introduces heightened oversight and accountability, requiring updates to internal governance and acquisition workflows. Ultimately, Executive Order 14240 transforms procurement into a strategic enabler of digital transformation and mission execution across the Air Force.

Currently, the management of DAF Salesforce subscriptions is fragmented and lacks a centralized mechanism for tracking user activity and overall usage. This absence of visibility not only impedes operational oversight and accountability, but also limits the DAF’s ability to make informed decisions about resource allocation and platform optimization. By implementing robust usage tracking, the DAF can unlock critical insights that pave the way toward a consumption-based model or other flexible procurement options with Carahsoft Technology Corporation—ultimately aligning costs more closely with actual demand and improving fiscal efficiency. Preliminary analyses suggest that these