AT21RequestforProposal.doc

Section B - Supplies or Services and Prices

Lot

AT21 Development

COST

AT21 Development in accordance with Performance Work Statement

Increment 1, Year 1

Period of Performance 1 Aug 2007 - 31 Jul 2008

FOB: Destination

SIGNAL CODE: A

ESTIMATED COST

Months

AT21 Interim Contractor Support

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 1, Year 1

Period of Performance 1 Aug 2007 - 31Jul 2008

NET AMT

Lot

Other Direct Costs (ODC) - Ctr Proposed

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 1, Year 1

Period of Performance 1 Aug 2007 - 31 Jul 2008

ESTIMATED COST

Lot

Other Direct Costs (ODC) - Gov Directed

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 1, Year 1

Not to Exceed $10,000.00

Period of Performance 1 Aug 2007 - 31 Jul 2008

ESTIMATED COST

Lot

Travel - Contractor Proposed

Travel in accordance with Performance Work Statement 4.8.2

Increment 1, Year 1

Period of Performance 1 Aug 2007 - 31 Jul 2008

ESTIMATED COST

Lot

Travel - Government Directed

Travel in accordance with Performance Work Statement 4.8.1

Increment 1, Year 1

Not To Exceed - $118,000.00

Period of Performance 1 Aug 2007 - 31 Jul 2008

ESTIMATED COST

Reserved

NET AMT

Lot

Award Fee

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2007 - 31 Jul 2008

NET AMT

Reserved

NET AMT

Lot

COST

Development in accordance with Performance Work Statement

Increment 1, Year 2

Period of Performance 01 Aug 2008 - 31 Jul 2009

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 1, Year 2

Period of Performance 01 Aug 2008 - 31 Jul 2009

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 1, Year 2

Period of Performance 01 Aug 2008 - 31 Jul 2009

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 1, Year 2

Not to Exceed - $10,000.00

Period of Performance 01 Aug 2008 - 31 Jul 2009

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 1, Year 2

Period of Performance 01 Aug 2008 - 31 Jul 2009

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 1, Year 2

Not to Exceed - $121,000.00

Period of Performance 01 Aug 2008 - 31 Jul 2009

ESTIMATED COST

Lot

COST

Prototyping Activities IAW Performance Work Statement 1.5.4

Increment 1, Year 2

Performance Period 01 Aug 2008 - 31 Jul 2009

ESTIMATED COST

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2008 - 31 Jul 2009

NET AMT

NET AMT

Lot

COST

AT21 Development in accordance with Performance Work Statement

Increment 1, Year 3

Period of Performance 1 Aug 2009 - 31 Jul 2010

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 1, Year 3

Period of Performance 1 Aug 2009 - 31 Jul 2010

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 1, Year 3

Period of Performance 1 Aug 2009 - 31 Jul 2010

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 1, Year 3

Not to Exceed - $10,000.00

Period of Performance 1 Aug 2009 - 31 Jul 2010

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 1, Year 3

Period of Performance 1 Aug 2009 - 31 Jul 2010

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 1, Year 3

Not to Exceed - $123,000.00

Period of Performance 1 Aug 2009 - 31 Jul 2010

ESTIMATED COST

Lot

COST

Prototyping Activities IAW Performance Work Statement 1.5.4

Increment 1, Year 3

Performance Period 01 Aug 2009 - 31 Jul 2010

ESTIMATED COST

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2009 - 31 Jul 2010

NET AMT

NET AMT

Lot

COST

AT21 Development in accordance with Performance Work Statement

Increment 2, Year 1

Period of Performance 01 Aug 2010 - 31 Jul 2011

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 2, Year 1

Period of Performance 1 Aug 2010- 31 Jul 2011

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 2, Year 1

Period of Performance 01 Aug 2010 - 31 Jul 2011

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 2, Year 1

Not to Exceed - $10,000.00

Period of Performance 01 Aug 2010 - 31 Jul 2011

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 2, Year 1

Period of Performance 01 Aug 2010 - 31 Jul 2011

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 2, Year 1

Not to Exceed - $126,000.00

Period of Performance 01 Aug 2010 - 31 Jul 2011

ESTIMATED COST

Lot

COST

Prototyping Activities IAW Performance Work Statement 1.5.4

Increment 2, Year 1

Performance Period 01 Aug 2010 - 31 Jul 2011

ESTIMATED COST

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2010 - 31 Jul 2011

NET AMT

NET AMT

Lot

COST

AT21 Developmentin accordance with Performance Work Statement

Increment 2, Year 2

Period of Performance 01 Aug 2011 - 31 Jul 2012

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 2, Year 2

Period of Performance 01 Aug 2011 - 31 Jul 2012

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 2, Year 2

Period of Performance 01 Aug 2011 - 31 Jul 2012

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 2, Year 2

Not to Exceed - $10,000.00

Period of Performance 01 Aug 2011 - 31 Jul 2012

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 2, Year 2

Period of Performance 01 Aug 2011 - 31 Jul 2012

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 2, Year 2

Not to Exceed - $128,000.00

Period of Performance 01 Aug 2011 - 31 Jul 2012

ESTIMATED COST

Lot

COST

Prototyping Activities IAW Performance Work Statement 1.5.4

Increment 2, Year 2

Performance Period 01 Aug 2011 - 31 Jul 2012

ESTIMATED COST

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2011 - 31Jul 2012

NET AMT

NET AMT

Lot

COST

AT21 Developmentin accordance with Performance Work Statement

Increment 2, Year 3

Period of Performance 01 Aug 2012 - 31Jul 2013

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 2, Year 3

Period of Performance 01 Aug 2012 - 31 Jul 2013

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 2, Year 3

Period of Performance 01 Aug 2012 - 31 Jul 2013

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 2, Year 3

Not to Exceed - $10,000.00

Period of Performance 01 Aug 2012 - 31 Jul 2013

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 2, Year 3

Period of Performance 01 Aug 2012 - 31 Jul 2013

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 2, Year 3

Not to Exceed - $131,000.00

Period of Performance 01 Aug 2012 - 31 Jul 2013

ESTIMATED COST

Lot

COST

Prototyping Activities IAW Performance Work Statement 1.5.4

Increment 2, Year 3

Performance Period 01 Aug 2012 - 31 Jul 2013

ESTIMATED COST

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2012 - 31 Jul 2013

NET AMT

NET AMT

Lot

COST

AT21 Development in accordance with Performance Work Statement

Increment 3, Year 1

Period of Performance 1 Aug 2013 - 31 Jul 2014

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 3, Year 1

Period of Performance 1 Aug 2013 - 31 Jul 2014

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 3, Year 1

Period of Performance 1 Aug 2013 - 31 Jul 2014

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 3, Year 1

Not to Exceed - $10,000.00

Period of Performance 1 Aug 2013 - 31 Jul 2014

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 3, Year 1

Period of Performance 1 Aug 2013 - 31 Jul 2014

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 3, Year 1

Not to Exceed - $134,000.00

Period of Performance 1 Aug 2013 - 31 Jul 2014

ESTIMATED COST

NET AMT

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2013 - 31 Jul 2014

NET AMT

NET AMT

Lot

COST

AT21 Development in accordance with Performance Work Statement

Increment 3, Year 2

Period of Performance 01 Aug 2014 - 31 Jul 2015

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 3, Year 2

Period of Performance 01 Aug 2014 - 31 Jul 2015

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 3, Year 2

Period of Performance 01 Aug 2014 - 31 Jul 2015

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 3, Year 2

Not to Exceed - $10,000.00

Period of Performance 01 Aug 2014 - 31 Jul 2015

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 3, Year 2

Period of Performance 01 Aug 2014 - 31 Jul 2015

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 3, Year 2

Not to Exceed - $137,000.00

Period of Performance 01 Aug 2014 - 31 Jul 2015

ESTIMATED COST

NET AMT

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2014 - 31 Jul 2015

NET AMT

NET AMT

Lot

COST

AT21 Development in accordance with Performance Work Statement

Increment 3, Year 3

Period of Performance 1 Aug 2015 - 31 Jul 2016

ESTIMATED COST

Months

FFP

AT21 Interim Contractor Support in accordance with Performance Work Statement, paragraph 1.5.3

Increment 3, Year 3

Period of Performance 1 Aug 2015 - 31 Jul 2016

NET AMT

Lot

COST

Other Direct Costs in accordance with Performance Work Statement 3.3.1

Increment 3, Year 3

Period of Performance 1 Aug 2015 - 31Jul 2016

ESTIMATED COST

Lot

COST

Other Direct Costs in accordance with Performance Work Statement paragraph 3.3.2

Increment 3, Year 3

Not to Exceed - $10,000.00

Period of Performance 1 Aug 2015 - 31Jul 2016

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.2

Increment 3, Year 3

Period of Performance 1 Aug 2015 - 31 Jul 2016

ESTIMATED COST

Lot

COST

Travel in accordance with Performance Work Statement 4.8.1

Increment 3, Year 3

Not to Exceed - $140,000.00

Period of Performance 1 Aug 2015 - 31 Jul 2016

ESTIMATED COST

NET AMT

Lot

FFP

The contractor shall invoice for the amount of the award fee earned. The amount of award fee earned out of the award fee pool will be unilaterally determined by the Government Award Fee Determining Official (FDO) at the end of the award fee period in accordance with the Award Fee Plan. The award fee will be assessed at the end of each spiral and a modification issued by the Contracting Officer against the contract authorizing payment for the amount of award fee earned. Unearned award fee will be deobligated by the Contracting Officer.

Award Fee 1 Aug 2015 - 31 Jul 2016

NET AMT

NET AMT

Months

FFP

AT21 Post Increment 3 Support in accordance with Performance Work Statement

Period of Performance 1 Aug 2016 - 31 Jul 2017

NET AMT

Section C - Descriptions and Specifications

PERFORMANCE WORK STATEMENT

Performance Work Statement for

Agile Transportation for the 21st Century (AT21)

Business Process Transformation for the

United States Transportation Command (USTRANSCOM)

March 13, 2007

1.0 DESCRIPTION OF SERVICES

1.1 SCOPE

1.1.1 The scope of this effort will be to identify and implement business processes and systems that enable the DOD’s distribution planning, transportation planning, and transportation execution activities in support of the Joint Deployment Distribution Enterprise (JDDE) business enterprise. This effort will apply best business practices and leverage order management and transportation management technologies within a three-phased incremental acquisition.

The effort will focus less on capturing the “as-is” processes and more on providing a solution “blueprint” that best meets the program objectives (mission capability and performance), addressing and integrating the myriad enterprise-wide elements including: organization, culture, personnel competency, business processes, facilities and assets, and enabling information technology. The ultimate solution shall define and enable end-to-end integrated processes to achieve transformational impact, rather than applying technology to existing processes for incremental improvement.

1.1.2 This requirement will be managed in increments as shown below. Initiation of each increment is not necessarily dependent on the completion of the previous increment. However, the Government requires funding and Milestone B approval prior to initiating Increments 2 and 3.

The Capability Development Document (CDD) defines the performance-based functional and technical requirements for this effort. In the event of any inconsistency or ambiguity, the CDD takes precedence over the PWS.

1.2 BACKGROUND

USTRANSCOM, in partnership with the Defense Information Systems Agency (DISA), conducted an AT21 Advanced Concept Technology Demonstration (ACTD) from 2003 – 2005. During Oct - Nov 2004, USTRANSCOM and the United States Central Command (USCENTCOM) conducted a military utility assessment (MUA) of the ACTD’s transportation planning system, in order to assess the operational and cost benefits of its concepts and capabilities. The eight-day exercise consisted of parallel transportation-planning operations for USCENTCOM’s deployment and redeployment transportation requirements using the ACTD’s system and the incumbent processes and systems.

The AT21 ACTD defined primary functional areas for process control, collaboration, optimization, and visualization. Supporting controlled processes with appropriate information technologies is seen as vital in enabling USTRANSCOM to achieve effective integrated transportation management within the larger DOD supply chain. The AT21 ACTD demonstrated commercial off the shelf (COTS) supply chain execution (SCE) and supply chain management (SCM) technologies as a cost effective way to provide capabilities supporting the transformation of operations that would deliver more effectively to the war fighter.

Independent assessment of the MUA exercise revealed the following measured benefits of AT21 when compared to the incumbent system.

1. Significant improvements in planned on-time delivery by air and sea.

2. Significant improvements in load consolidation and more effective use of airlift and sealift in the conveyance of cargo and passengers.

These benefits can be explained by the following observations regarding the AT21 ACTD system.

1. The ACTD system demonstrated that it can generate transportation plans significantly quicker than the incumbent system, enabling system users to implement those plans sooner and respond to planning changes sooner and thereby respond to Joint Force Commander requirements for forces and sustainment more effectively and efficiently.

2. The automated processing within the ACTD allowed action officers to focus their efforts on exception management rather than routine processing thus allowing action officers to be more productive.

3. Increased staff efficiency requiring an expected 30% less effort will free action officer time for more detailed analysis of requirements and plans and for other tasks.

1.3 OBJECTIVES

The primary goal of the AT21 initiative is the attainment of a business process transformation resulting in a modern enterprise business system that enables USTRANSCOM to achieve the following objectives:

1. Reengineering of USTRANSCOM distribution planning, transportation planning, and transportation execution processes through implementation of appropriate “best business practices” resulting in more timely and efficient delivery of forces and sustainment.

2. Enhanced supply chain capabilities resulting in precise, more reliable deployment and distribution delivery, increased customer satisfaction via tailored distribution support, and reduced customer wait time.

3. Achievement of an environment that enables item visibility throughout the supply chain and leads to decreased materiel costs.

The goal is to focus the distribution and transportation planning segments of the supply chain by reengineering business processes to bring into the USTRANSCOM environment best business practices that integrate robust, commercial-off-the-shelf (COTS) or Government-off-the-shelf (GOTS) software. It is the USTRANSCOM’s intent to leverage robust existing COTS/GOTS product suites in lieu of designing, developing, and maintaining a unique system. USTRANSCOM’s desire to incorporate available technology is not only to reduce acquisition and operating costs, but more importantly to embrace both continuous business process improvement and technology insertion provided by robust enterprise-level software suites. USTRANSCOM desires technology currently in use by leaders within industry or Government that enables cutting edge business practices and that has a proven track record as technologically superior in scalability and configuration. These objectives represent USTRANSCOM’s approach to meeting the requirements of the DOD Logistics Strategic Plan and the JDDE. AT21 will contribute to improved military readiness by implementing a more interoperable, integrated data environment and resolving the Joint Logistics (Distribution) Joint Integrating Concept [JL(D) JIC] imperative shortfalls: conduct JDDE assessment and planning, control JDDE operations, and conduct JDDE performance analysis.

1.4 BUSINESS MODEL

The USTRANSCOM vision is an enterprise business system supporting its role as the DoD’s Distribution Process Owner as well as executive decision-making and rapid, cross-organization process automation and information sharing. It is critical to recognize that the USTRANSCOM business model is changing from the current environment of autonomous business units to a new Joint environment consisting of a collaborative, integrated deployment and distribution enterprise. This includes common business processes and data across transportation planning and execution activities. Additionally, the new business model will migrate the command toward a common enterprise business system and more reliance on detailed collaborative relationships with supported Combatant Commanders (COCOMs), the Defense Logistics Agency (DLA), the Services, the Transportation Component Commands (TCCs), and other national and industry partners.

1.4.1 USTRANSCOM BUSINESS STRATEGY

USTRANSCOM requires an enterprise business system that will inter-operate with existing and future COCOM, DLA, Service, and TCC systems to achieve these goals. The capability of an expanded supply chain, which reaches from the organic DPO capability, into the private sector, and out to our customers, will provide the DPO that visibility and access to global deployment and distribution information that it does not have today, improving the quality and velocity with which USTRANSCOM provides deployment distribution delivery services and information to its customers. Business process re-engineering and continuous improvement in USTRANSCOM business practices is a primary objective to ensure that USTRANSCOM can (1) Move the Joint Force; (2) Sustain the Joint Force; and (3) Operate the Joint Distribution and Deployment Enterprise.

To answer increasing demands on the DPO to support force projection and sustainment, AT21 is focused on identifying and applying best business processes and practices and supporting COTS/GOTS software tools to improve the planning and managing of DPO distribution and deployment assets in support of the COCOMs. As the DPO continues to transform into a lead logistics provider, the AT21 business enterprise umbrella will bring the information from the execution elements (organic and commercial carriers) together and make the information readily available to our customers. The DPO will combine process, technology and best practices to manage the DOD distribution enterprise.

The USTRANSCOM Focus Warfighter I (FW I) initiative took place during spring 2005 when TCJ3 reorganized – involving COCOM-oriented branches and the redesign of the requirements validation process. This effort proved successful from both the COCOM and USTRANSCOM perspectives and resulted in better Warfighter support. The follow-on FW II concept transformation realigns planning functions while realigning current processes to meet specific COCOM support requirements. FW II provides the baseline for Information Technology (IT) development to increase effectiveness in delivering combat power to the Warfighter while enhancing visibility and efficiency of the distribution process. The concept permits USTRANSCOM to tailor its Deployment & Distribution Operations Center (DDOC) operations to respond to world events with the appropriate level of effort required—by standing-up COCOM-specific divisions in a Joint Operations Center. FW II transitions USTRANSCOM from the strategic planning/monitoring function to a more heavily focused end-to-end transportation planning and concept of operations (CONOPS) development and event management development roles. FW III focuses on transportation planning and customer relationship management (CRM). The objective is to optimize controlled distribution processes by employing advanced, globally networked tools and techniques.

AT21 will directly support the JL (D) JIC imperatives and resolve Joint Deployment and Distribution Enterprise (JDDE) capability gaps. The Focus Warfighter initiative, as the process change driver for AT21, rests on three pillars: Process improvement; Organization; and Information Technology. AT21 is just a portion of the larger USTRANSCOM effort to improve end-to-end (E2E) distribution for the Department of Defense (DOD).

USTRANSCOM Strategic Guidance 2007: The Strategic Plan’s goals, outcomes, and objectives are developed to support the Commander, USTRANSCOM’s Command Guidance and the JL (D) JIC to provide the best distribution possible to the Warfighter distribution enterprise and sharing of distribution information with all USTRANSCOM’s national and industry partners.

The strategy to develop an environment based on collaboration to synchronize all distribution events across DOD is enabled by the JDDE. The JDDE provides the framework for a global distribution capability that supports adaptive planning and agile execution for the Joint Force Commander (JFC).

The backbone of the JDDE is the collaboration of the enterprise partners that enables delivery of joint capabilities either within the theater of operations or from the point of origin directly to the point of effect.

The Focus Warfighter II realignment charter is to develop a process that capitalizes on a joint fused effort to assess and plan multi-modal end-to-end solutions. This process will synchronize the distribution of forces and sustainment into the theater through collaborative planning, proactive transportation analysis, performance monitoring, increasing distribution effectiveness and customer confidence. COCOM-oriented branches in the Fusion Center will process all COCOM end-to-end requirements and provide a natural link into the respective theater Joint DDOC (JDDOC). In addition to providing improved support to COCOMs, USTRANSCOM must also effectively and efficiently manage the large volume of routine (sustainment) unit and freight movement within CONUS and to non-combat OCONUS areas including support to high–volume users such as AAFES, DeCA, and GSA.

AT21 embodies the USTRANSCOM Strategic Guidance Hierarchy:

1. Mature the Joint Deployment and Distribution Enterprise (JDDE)

a. Create JDDA

b. Simplify processes

c. Improve forecasting and planning

d. Improve JDDE performance and reduce system variation by 30%

e. Improved analysis

1. Requirements data capture and requirements management work flow to facilitate visibility over all movement requirements, multi-modal analysis and asset management decision-making, correlating complete, constrained (and unconstrained) movement requirements with planning rationale, permitting deployment planners to visualize and analyze movement requirements and employ scheduling decision information (with respect to modal assets, weather, particular routing information, and infrastructure data)

AT21 shares responsibility for improvements in the following areas:

a. Improved Customer Wait Time (CWT) for sustainment

b. Reduce Required Delivery Date (RDD) and/or Projected Closure Date (PCD)/Commit Date variation

c. Reduce Integrated Distribution Lane (IDL) process variation

d. Integrated RFID/Related AIT CONOPS

2. Leverage Collaboration and Partnerships

a. Transform workflow

b. Streamline distribution portfolio

2. Generate information into a configurable collaborative environment that displays improved C2 situational awareness/decision-ready movement tracking information

3. Develop Expeditionary Approaches

a. Shape expeditionary tools for better COCOM support

b. Adapt business models

c. Implement Joint Theater Logistics

3. Materiel solutions in the form of process improvements enabled by COTS automated tools hold significant promise as keys to substantial improvement in responding to the deployment and sustainment demands of the Warfighter and the increased operational tempo of expeditionary forces.

4. Enable Joint Distribution Concepts

a. Responsive mobility systems

b. Appropriate mix lift assets/all domains

4. Information broker for constrained distribution/deployment requirements through a seamless CRM-like customer/user web-enabled interface, generating the single view to the customer for workflow status and exception management and requirements tracking as close as possible to the consuming theater unit, identifying each dynamic distribution/ deployment requirement through the workflow and feedback/ reporting processes

The goal of this procurement is to deploy an approach that incorporates business process reengineering, change management, and COTS supply chain management and execution tools to meet the strategic goals listed above.

USTRANSCOM intends to enhance the performance of business system interoperability in response to the increasingly complex business environment and changing customer needs. To achieve this, USTRANSCOM may find it necessary to realign and perform process and system improvements.

1.4.2 TEAM INTEGRATION

Effective implementation for an enterprise business system will require cooperation and knowledge sharing among the Contractor, USTRANSCOM Integrated Product Teams (IPTs), and DPO functional and technical organizations. USTRANSCOM and the Contractor will jointly identify the desired USTRANSCOM operational participation required and time frames needed to support its implementation approach. Throughout the period of contract performance, USTRANSCOM will reserve the right to periodically review the level of USTRANSCOM resources identified and associated time frames in an effort to continually employ the appropriate and required resources.

The program manager will be guided by an Executive Steering Group chaired by the USTRANSCOM Chief of Staff that meets quarterly or as required, and involves customers and stakeholders from not only USTRANSCOM, but also its TCCs, COCOMs, DLA, other agencies as appropriate, and the Contractor. The USTRANSCOM Chief of Staff serves as the program’s Milestone Decision Authority and Program Executive Officer. Permanent members of the Executive Steering Group include the USTRANSCOM Director of Operations and Plans (the program’s functional sponsor); the Director of Strategy, Policy, Programs, and Logistics; and the Director of Command, Control, Communications & Computer Systems.

During solution development, change management tasks should support the executive sponsors, including the development and coordination of program expectations; reinforcing program objectives; creating and distributing program-level communications; marketing the program, and tracking, reporting, and acting on feedback from stakeholders.

1.5 TASKS

The Contractor shall perform the following tasks for each increment. Post Increment 3 activity shall be limited to the efforts identified in paragraph 1.5.3.

1.5.1 PROJECT MANAGEMENT

The Contractor shall manage the cost, schedule, and performance of the effort and identify key personnel assigned to the project. The Contractor shall implement standard, repeatable processes for managing and executing the program. The Contractor shall deliver to the Government an independent appraisal of process maturity assessed at Software Engineering Institute (SEI) Capability Maturity Model® Integration (CMMI), or similar process standard, for the entire AT21 development team at the beginning of each increment. The Contractor shall obtain Government approval prior to obtaining a process maturity assessment if the appraisal is measured against a standard other than CMMI, The Contractor’s project manager shall be available for face-to-face meetings with the PMO and staff, as required, to ensure common understanding of all ongoing activities. Additionally, the Contractor shall perform the following tasks and provide the following deliverables. The Contractor may propose alternative reports and formats as substitutes for any of the deliverables required in this section and describe the impact each substitution will have on cost, schedule and performance of this contract. The Government will evaluate the proposed alternatives to determine if they meet the intent of the requirement and may select some, all or none as appropriate substitutes.

1.5.1.1 Task Management. The Contractor shall prepare an Integrated Master Plan (IMP), an event-based plan consisting of a hierarchy of program events, with each event being supported by specific accomplishments, and each accomplishment associated with specific criteria to be satisfied for its completion. The IMP will also describe the technical approach, organization resources, and management controls required to meet cost, performance, and schedule requirements throughout contract execution. The Contractor shall provide a monthly status report describing program cost, schedule, and performance for the period along with updates to program risk, quality assurance, configuration management, and security management. The monthly status report shall be traceable to the Integrated Master Schedule (IMS), defined in section 1.5.1.4 and the CPR, defined in section 1.5.1.5., and includes a graphical depiction of the resources used for the current period and fiscal year to date with a delta below. The report shall list the deliverables for each task and any issues, problem areas, or items that require Government review. The AT21 Technical IPT will review the development Contractor’s IMP and, if necessary, the Government’s chief systems engineer may recommend changes to the IMP through the AT21 COR to ensure the technical development activities are adequately documented. The IMP shall contain the following in contractor format:

1) Events – logical points to assess the program’s progress;

2) Significant Accomplishments – Two* or more for each event, defining the desired results prior to or at completion of each event;

3) Criteria – Two* or more for each significant accomplishment defined as measurable information that provides definitive evidence that a specific accomplishment is being completed. Completion of all of these criteria constitutes completion of the accomplishment; and

4) Narratives (if required to further the understanding of the IMP) – Narratives may be categorized as two types: Process Narratives and Task Narratives.

a) Each narrative should be limited to 05 pages and include Statement of Objectives—what is the purpose of the process or task being addressed and how will it be tailored or implemented for this program.

b) The Offeror shall provide Task Narratives to describe the approach to execute those tasks for which there may be no specific IMP accomplishments (e.g., level-of-effort tasks such as configuration management or program control).

* There may be instances where one is acceptable

1.5.1.2 Contract Work Breakdown Structure. The Contractor shall develop a contract work breakdown structure (CWBS) (Data Item Description (DID) number DI-MGMT-81334A), to provide a framework for program and technical planning, scheduling, cost estimating, resource allocations, contract performance measurements, and status reporting. The CWBS shall define the total application to be developed or produced; display the total process as a product-oriented family tree composed of business process re-engineering, change execution, process control, hardware, software, services, data, and facilities; and relate the elements of work to each other and to the end product. The Contractor shall provide a corresponding CWBS Dictionary that provides a definition of all CWBS components to include cost elements. Guidance for the CWBS can be found in MIL-HDBK-881. The Contractor shall deliver the initial CWBS for Government review and approval. Over time, the Contractor shall adjust the CWBS as needed based on Government direction.

1.5.1.3 Technical Interchange Meetings. The Contractor shall conduct Technical Interchange Meetings (TIMs) at various locations to document the requirements and schedule. The Contractor shall provide an agenda for each TIM at least 2 work days prior to a scheduled TIM. Formal minutes shall be drafted by the Contractor and delivered to the AT21 Contracting Officer Representative (COR) within 5 work days after each TIM. The Contractor shall work with the AT21 program management team to arrange TIMs as required throughout the contract life.

1.5.1.4 Integrated Master Schedule. The Contractor shall deliver a resource-loaded Integrated Master Schedule (IMS) (DID number DI-MGMT-81650) in Microsoft Project 2003, or higher, based on the CWBS described in paragraph 1.5.1.2. The IMS shall identify the project critical path and schedule risk shall be analyzed based on the project critical path. Once delivered, the Government approval is required prior to changing the IMS. The Contractor shall deliver recommended changes to the IMS monthly.

1.5.1.5 Earned Value Management. The Contractor shall implement Earned Value Management in accordance with the American National Standards Institute/Electronic Industries Alliance Standard 748 (ANSI/EIA-748). The Contractor shall host a Government Integrated Baseline Review (IBR) to verify EVM compliance. Once the Contractor’s EVM system is verified, the Contractor shall deliver a Cost Performance Report (CPR) (DID number DI-MGMT-81466A) monthly. Metrics are to include schedule efficiency, budget efficiency, and overall project efficiency. The Contractor shall deliver a Contract Funds Status Report (CFSR) monthly in a Contractor proposed format, subject to Government approval. In addition to the EVM proposal, the Contractor may propose metrics that the Government can use in place of EVM, including examples of successful implementation on previous projects.

1.5.1.6 Risk Management. The Contractor shall implement a process to identify, analyze, manage and mitigate risk. The Contractor shall develop a Risk Management Plan documenting this process. The Contractor shall identify risk updates in a Risk Report, which shall be delivered monthly.

1.5.1.7 In-Process Reviews. The Contractor shall present In-Process Reviews (IPRs) monthly, or at the AT21 Program Manager’s request. The IPR presentations shall use the IMP and IMS to describe project performance, cost and schedule status; progress; concerns; and recommendations for project software, process implementation, change management, program risks, and other issues impacting AT21. The Contractor shall deliver a copy of the presentation slides not later than (NLT) 3 work days prior to the IPR and minutes NLT 5 work days after the IPR. At a minimum, the minutes shall reflect a record of meeting activity, decisions made, action items, date, location, and attendees.

1.5.1.8 Configuration Management. The Contractor shall develop a configuration management process, with associated automated tools for control of requirements, releases, source code and documents. The Contractor shall document these procedures in a configuration management plan for delivery to the Government. The Government will provide comments within 10 work days. Once any issues are resolved, the Contractor shall incorporate comments within 10 work days. A Configuration Control Board (CCB) structure, which includes the PM, Contractor, and DOP IPT co-chairs, will be used to prioritize requirements for each spiral.

1.5.1.9 Market Research. The contactor shall conduct ongoing market research to identify the latest industry best practices and software tools for distribution and transportation management. The Contractor shall document recommended baseline process and IT changes to the Program Manager through Engineering Change Proposals (ECPs) (DI-CMAN-80639C).

1.5.1.10 Other Data. The Contractor shall make available to the Government any data produced as a normal course of managing the AT21 program. The Contractor shall identify the data in a data accession list and provide this data as requested by the Government. All contractor work products delivered under this contract become the property of the U.S. government.

1.5.1.11 Collaboration. The Government encourages but does not require that the Contractor establish a collaborative web site. Components of a web site would be;

a. Posting of approved documents,

b. Document review and approval collaboration site

c. IPT sub-sites

d. Private program management site with dash board and, potentially, direct feeds from the Contractor management system

1.5.2 DESIGN, DEVELOPMENT, AND DEPLOYMENT

1.5.2.1 Business Process Improvement

1.5.2.1.1 Business Processes. The Contractor shall review documentation, conduct interviews, meetings, and working sessions to facilitate a common understanding of current business processes and business rules (for both data and business processes). The Contractor shall conduct business process reengineering and recommend best business practices for streamlining existing business processes and implementing “to be” business processes. Resulting business processes and rules are to be stored in a retrievable and reusable fashion. The Contractor shall propose the delivery schedule for the associated deliverables.

1.5.2.1.2 Blueprinting. The Contractor shall develop an end-to-end solution blueprint that details the recommended strategy and prioritization for implementing business process improvements, adopting best practices, and implementing supporting technology.

1.5.2.1.3 Change Management. The Contractor and the Government shall jointly develop a change management plan for incorporating business process improvements and automated tools into the DOD…