LOGCAP_VI_PWS_DRAFT_v6_20260209.pdf

Performance Work Statement (PWS)

Logistics Civil Augmentation Program (LOGCAP)

February 9, 2026

DRAFT (v6.0 Revision 1)

Table of Contents

Table of Contents SECTION I - LOGCAP Concept and Scope

1.0 Concept of Operations

1.0.1 Purpose

1.0.2 High-Level Objectives

1.0.3 Operational Overview

1.0.4 LOGCAP Employment

1.1 Roles and Integration

1.2 Scope of Services

1.2.1 In-Scope Services

1.2.2 Out-of-Scope Services

SECTION II – Program Management

02.0 Program Management, Planning, and Integration (Phases 0-5)

02.01 Program Management Office (PMO) and Strategic Planning (Primarily Phase 0)

02.01.01 Corporate Management and Oversight

02.01.02 Strategic Analysis and Planning for Contested Environments

02.01.03 Strategic Analysis and Decision Support

02.01.04 Modernization, Innovation and Army Transformation Initiatives

02.01.05 Contractor Self-Sustainment

02.02 Operational Management and Execution (Primarily Phases I-V)

02.02.01 Operational Support Office (OSO):

02.02.02 Operational Plan Integration (Embedded Planners)

02.02.03 LOGCAP Enterprise Management Integration

02.03 Specialized and Rapid Response Capabilities (Activated as needed, any Phase)

02.03.01 Initial Capabilities Execution & Quartering Party

02.03.02 Non-military Individual Replacement Deployment Operations (N-m IRDO)

02.03.03 Exercise, Wargame and Plan Validations Support

02.03.04 Specialized Mission Support and Contingency Response

SECTION III - Engineering

03.00 GENERAL ENGINEERING

03.01 General Requirements, Scope, and Governing Standards

03.02 Engineering Quality Management and UFC Compliance

03.03 Design-Build Governance: The Mandatory Phased Approval Process

03.04 Project Execution Lifecycle

03.05 Operational Energy and Sustainable Engineering

03.06 Construction Services

03.07 Advanced Engineering Technologies and Modernization

03.08 Specialized Engineering Services

03.09 Base Camp Planning and Design Catalog

SECTION IV – Logistics Services

04.00 Logistics Services

04.01 Food Service Operations

04.02 Public Works

04.02.01. Shelter and Billeting

04.02.02. Facilities Engineering Services Management

04.02.03 Repair and Maintenance

04.02.03.01 Work Order & Service Desk

04.02.03.02 Plant/Facility Maintenance

04.02.03.02.01 Preventive Maintenance Work Orders:

04.02.03.02.02 Operational Work Orders (OWO) / Standing Operational Orders (SOO)

04.02.03.02.03 A Demand Maintenance Order (DMO) / Service Order

04.02.03.02.04 Project Work Orders (PWO)

04.02.03.03 Planned Minor Construction in Support of Public Works (PWO)

04.02.03.04 Facilities Equipment Training

04.02.03.05 Grounds Maintenance

04.02.03.06 Snow, Ice and Sand Removal

04.02.04. Utility Operations

04.02.04.01 Power/Electricity

04.02.04.02. Emergency Backup Power Generation

04.02.04.03 Environmental Control (Heating/Cooling Services)

04.02.04.04 Mobile Lighting

04.02.04.05 Portable/Mobile Toilet/Latrine

04.02.04.06 Miscellaneous Utility Costs

04.02.04.07 Water and Ice Service

04.02.04.07.01 Source and Produce Bulk Water

04.02.04.07.02 Ice Services

04.02.05. Waste Management Services

04.02.05.01. Non-Hazardous Solid Waste Management

04.02.05.02. Hazardous Waste Management

04.02.05.03. Medical Waste Management

04.02.06. Wastewater Services

04.02.07. Environmental Compliance Services

04.02.08. Pest Management Services

04.02.09. Custodial Services

04.03. Community Services

04.03.01. Morale, Welfare, Recreation Communication Centers

04.03.02. Community Centers

04.03.03. Athletic, Fitness, and Exercise Centers

04.03.04. Athletic Fields and Activities

04.03.05. Provide Education Services

04.03.06. Child and Youth Services

04.04. Fire and Emergency Services (F&ES)

04.04.01. Fire Protection Services

04.04.02. Fire Fighting Services

04.04.03. Ambulance Services

04.04.04. Emergency Communications Systems (ECS)

04.05. Range Management

04.06. Other Base Camp or Installation Logistics Services

04.06.01. Energy Management and Resilience Services

04.06.01.01 Energy Distribution Network Operations

04.06.01.02 Energy Accountability and Predictive Analysis

04.06.01.03 Installation Energy Resilience Integration

04.06.02. Wash Racks

04.06.03. Retail Stores and Resale Operations

04.06.04. Postal Operations

04.06.05. Security Services

04.06.05.01. Physical Security

04.06.05.02. Badging Services and Biometric Support

04.06.05.03. Baggage and Postal Security Screening

04.06.05.04. Counter-Unmanned Aircraft Systems (C-UAS) Support

04.07. Hygiene Services

04.07.01. Laundry and Textile Services

04.07.01.01. Full-Service Laundry

04.07.01.02. Medical Service Laundry

04.07.01.03. Self-Service Laundry

04.07.01.04. Textile Repair

04.08. Mortuary Affairs

04.08.01 Search and Recovery (S&R) of Remains

04.08.02. Process Remains

04.08.03. Collection and Evacuation Point Operations

04.08.04. Transportation of Remains

04.08.05. Mortuary Affairs Contaminated Remains Mitigation Sites (MACRMS)

04.08.06. Cremation Services

04.09 Communication and Information Technology (IT) Support

04.09.01 Commercial Wi-Fi and Visual Information Services

04.09.02 Expeditionary Network Services

04.09.03 Active Cybersecurity & Network Defense

04.09.04 Space Domain Ground Support (STARLINK/STARSHIELD)

04.09.05 Contingent C4IM and Communications Support

SECTION V – Supply

05.00. Supply Management, Strategic and Operational

05.01. Manage Supplies and Equipment, Operational and Tactical (Point of Service or Installation)

05.01.01. Supply Support Activity (SSA) Operations, Tactical (Point of Service or Installation). . 153

05.01.02. Inventory Management, Operational and Tactical (Point of Service or Installation)

05.01.03. Forward Redistribution Point (FRP)

05.01.04 Central Issue Facility (CIF) Operations

05.01.05. Hazardous Material Control Center

05.01.06. Class I (Subsistence) Supply Point

05.01.07. Equipment Divestiture and Redistribution Operations

05.02. Property Book Office - Asset Management Services

05.03. Class III Bulk Operations

05.04. Class V Ammunition and Munition Operations

05.05. Class VIII Medical Supply

05.06 Supply Chain Predictive Analytics and Optimization

SECTION VI – Maintenance

06.00 Maintenance Management

06.01. Equipment and Material Maintenance (field level and below depot sustainment maintenance)

06.01.01 Shop Office/Work Order Service Desk

06.01.02. Preventive Maintenance Checks and Services (PMCS)

06.01.03. Fault Repair

06.01.04. Recovery

06.01.05. Oil Analysis

06.01.06. Calibration

06.01.07. Quality Control (QC) Program

SECTION VII – Transportation

07.00. Transportation Services

07.01. Transportation Planning and Management

07.01.01 Movement Control

07.02. Movements

07.02.01 Centralized Receiving and Shipping Point (CRSP)

07.02.02 Container Management and Container Operations

07.02.03 Surface Transportation

07.02.03.01 Motor Transport

07.02.03.02 Rail Transport

07.02.04 Air Transport

07.02.05 Watercraft Operations

07.02.06 Equipment Holding Areas

07.02.07 Agricultural Cleaning

07.03. Transportation Motor Pool (TMP)

07.03.01 Shuttle Bus Service, Group Transportation Service, and Mass Transit Service

07.04 Airfield Management and Operations

07.04.01 Airfield Management

07.04.02 Airfield Safety

07.04.03 Airfield Operations and Services

07.04.03.01 Airfield Operations

07.04.03.02 Airfield Services

07.04.04. Air Traffic Control (ATC)

07.04.05. Air Traffic Control Maintenance

07.04.06. Airfield Weather Services

SECTION VIII – Health Services

08.00 Health Services

08.01. Provide Health Care Services (Medical, Dental, and Veterinary)

08.01.01 Clinical Governance and Credentialing

08.01.02 Role 1 Medical Facility

08.01.03 Role 2 Medical Facility

08.01.03.01 Health Services Administration

08.01.03.01.01 Patient Administration

08.01.03.01.02 Records Management and Data Collection

08.01.03.01.03 Referral Management and Emergent Medical Evacuation (MEDEVAC) (air ambulance)

08.01.03.02 Medical Services

08.01.03.03 Radiology Services

08.01.03.04 Surgical Services

08.01.03.05 Clinical Laboratory Services

08.02. Dental Services

08.03. Behavioral Health

08.04. Preventive Medicine

08.04.01. Field Preventive Medicine

08.04.02. Preventive Medicine Laboratory Services

08.04.03. Community Preventive Medicine

08.04.04. Occupational Health Services

08.04.05. Health Screening and Immunization

08.04.06. Environmental Health Services

08.05. Physical and Occupational Therapy

08.05.01 Physical Therapy

08.05.02 Occupational Therapy

08.06 Optometry Services

08.07 Pharmacy Support

08.08. Hyperbaric Medicine Services

08.09. Telemedicine

08.10 Medical Logistics

08.11. Veterinary Services

08.11.01 Microchip Placement

08.11.02. Veterinary Laboratory

08.11.03. Veterinary Pharmacy

08.11.04. Veterinary Food Protection

SECTION IX – OTHER SUPPORT OPERATIONS

09.00. Team LOGCAP Forward Support

09.01. LOGCAP Contractor Forward Support

SECTION X –CONTRACTOR General and Administrative Operations

10.01 Contractor Property, Procurement, and Supply Management

10.02 Program Plans

10.03 Standard Operating Procedures (SOPs)

10.04 Best Practices

10.05 Performance Management Review (PMR)

10.06 Accident Reporting

10.07 Serious Incident Reporting of Commander’s critical information requirements

Section XI – Technical Exhibits that are individual elements that comprise the Technical Data Package (TDP):

Technical Exhibit - Data Package for A.1 and H.2

SECTION I - LOGCAP Concept and Scope (NOTE: This section is for technical and scope clarification only and the contractor shall not invoice work or assign labor against this paragraph.)

(NOTE: Throughout this Performance Work Statement (PWS), any lists of items, functions, services, or responsibilities, particularly those following terms such as 'include,' 'includes,' 'including,' or 'such as,' are to be considered illustrative and not exhaustive. The inclusion of specific examples is intended to clarify the nature and scope of the requirement. The omission of any specific item, function, or service from a list does not preclude it from the scope of the requirement if it is reasonably and logically encompassed by the broader description of the service or function.)

1.0 Concept of Operations

1.0.1 Purpose

The purpose of the Logistics Civil Augmentation Program (LOGCAP) is to augment the U.S.

Army's force structure by leveraging a global network of commercial partners to plan for and provide contracted, scalable sustainment capabilities. The principal objective of this program is to free military units from non-core sustainment and base support tasks, thereby permitting commanders to focus on their primary operational missions. This support is provided to Army, joint, interagency, intergovernmental, and multinational (JIIM) forces to enhance operational reach, provide flexibility, and prolong endurance across the full spectrum of military operations.

1.0.2 High-Level Objectives

The contractor shall manage and execute all requirements in pursuit of the following objectives:

• Responsiveness: Achieve predictive, data-driven logistics to anticipate needs and deliver support with speed and precision across the operational area.

• Affordability: Employ advanced analytics and strategic partnerships to deliver the greatest operational effect and readiness for every dollar spent.

• Transparency: Provide a near real-time, trusted common operating picture for logistics, linking costs directly to mission outcomes.

• Predictability: Utilize advanced modeling to deliver reliable cost and performance forecasts that enable decisive planning in dynamic environments.

• Capability: Drive continuous modernization to deliver a full spectrum of sustainment solutions optimized for contested, multi-domain operations.

• Accountability: Ensure total asset visibility and streamlined compliance through modern, data-centric processes and performance metrics.

• Flexibility: Rapidly compose and deploy tailored, scalable logistics packages to support dispersed forces and empower commander's intent.

1.0.3 Operational Overview

LOGCAP is built on the strategic assumption that all future operations may occur in a contested environment. The contractor shall structure all planning, management, and execution activities to be resilient against kinetic, non-kinetic, cyber, and supply chain threats. This operational framework is comprehensive, encompassing not only direct support to military forces during campaigning and conflict but also providing critical logistics capabilities for non-combat missions, including Defense Support of Civil Authorities (DSCA) and foreign Humanitarian Assistance/Disaster Relief (HADR).

The contractor shall ensure all operations comply with applicable United States, international, and host-nation laws, regulations, treaties, and agreements. When supporting multinational operations, the contractor must be prepared to integrate with and operate under allied or other appropriate doctrines as directed.

The following operational limitations shall apply unless explicitly waived by the government in a Task Order:

a) Employment in Conflict: During conflict, the employment of contractor human resource-based capabilities will be limited to areas up to the corps rear boundary.

Semi-autonomous and autonomous capabilities may be employed forward of this boundary as directed.

b) Network Integration: Contractor-provided information technology (IT) services and systems shall not connect to the DoD Non-Secure Internet Protocol Router Network (NIPRNet) or other DoD networks unless expressly authorized by the supported command's Chief Information Officer (CIO/G6) and the responsible Network Enterprise Center (NEC).

1.0.4 LOGCAP Employment

Employment Across the Phases of Operation The contractor shall align its planning, management, and execution posture with the six phases of joint operations. The contractor's primary focus and activated capabilities will shift in accordance with the supported commander's operational phase as follows:

Phase 0 (Shape): In this phase, the contractor's primary role is proactive, corporate-level strategic planning. The focus is on setting the theater by conducting Strategic Analysis and Decision Support (02.01.03), developing Modernization Initiatives (02.01.04), maintaining Business Intelligence (02.01.02), and providing Embedded Planners (02.02.02) to support government deliberate planning.

Phase I (Deter): As tensions rise, the contractor's focus shifts to contingency planning and readiness. This includes validating mobilization playbooks, updating threat assessments, and preparing rapid response capabilities like the Quartering Party (02.03.01) for potential activation.

Phase II (Seize Initiative): Upon activation for a contingency, the focus is on rapid deployment and establishing initial operational capability. The contractor shall execute its Quartering Party (02.03.01) to prepare sites and activate the N-m IRDO (02.03.02) to process deploying personnel. The forward OSO (02.02.01) is established to manage the initial footprint of services.

Phase III (Dominate): This phase represents the peak of operational execution. The contractor shall provide the full spectrum of contracted sustainment services at scale, manage a mature and fully staffed OSO (02.02.01), and focus on ensuring the resilience and efficiency of logistics support to high-tempo military operations.

Phase IV (Stabilize): As major combat operations conclude, the contractor's focus shifts to transition and optimization. This includes executing plans to transition services to local providers or government entities where directed, and proactively working with the government to right-size the OSO and overall contract footprint to match the reduced operational tempo.

Phase V (Enable Civil Authority): In the final phase, the contractor's primary role is the responsible and orderly cessation or transition of all services. This includes executing property disposition plans, completing final administrative actions, and ensuring a smooth transfer of any remaining functions to follow-on entities as directed by the government.

1.1 Roles and Integration

Government Role: The Government, through the Army Sustainment Command (ASC), Army Contracting Command (ACC-RI), and supported commands, is responsible for overall program management, contracting authority, defining mission requirements, and providing formal contract oversight.

Contractor Role: The contractor is responsible for all aspects of planning for and performing the services specified in this PWS and any awarded task orders. The contractor shall provide all management, personnel, and resources necessary to meet the performance standards outlined herein.

Integration: The contractor shall interface with designated government representatives, including LOGCAP Planners (LCPs), Procuring Contracting Officers (PCOs), Administrative Contracting Officers (ACOs), and Contracting Officer’s Representatives (CORs), as the official points of contact for requirements definition, contract administration, and performance oversight.

1.2 Scope of Services

1.2.1 In-Scope Services

The LOGCAP scope of services falls within the core logistics functions defined in Joint Publication 4-0, Joint Logistics. These core functional areas include:

• Deployment and Distribution

• Supply

• Maintenance

• Logistics Services

• Operational Contract Support

• Engineering

• Health Services

Detailed requirements for specific services within these functional areas are specified in subsequent sections of this PWS.

1.2.2 Out-of-Scope Services

The following services are not available under this contract. Supported commands are directed to use the designated strategic source contracts for these requirements:

• Armed Security Services: The designated source is the Global Protective Services (GPS) program.

• Language Interpretation and Translation Services: The designated source is the DoD Language Interpretation and Translation Enterprise II (DLITE II) contract.

• CONUS Firefighting Services: Prohibited by DFARS 237.102-70, except under specific OCONUS circumstances.

• Unit Supply Procurement: LOGCAP provides supply services (e.g., managing a supply support activity) but is not a source of supply to procure items of equipment or routine operational supplies for military units.

SECTION II – Program Management (NOTE: This section is for technical and scope clarification only and the contractor shall not invoice work or assign labor against this paragraph.)

02.0 Program Management, Planning, and Integration (Phases 0-5)

(NOTE: This header paragraph provides technical direction only; the contractor shall not invoice work or assign labor against this paragraph.)

This section defines the contractor’s enabling functions required to plan for and execute sustainment capabilities across the continuum of military operations (Phases 0-5). The contractor shall establish a management framework that is responsive, scalable, resilient, and aligned with the operational phase. This framework consists of a corporate Program Management Office (PMO) for strategic oversight active in all phases, with a primary focus on ensuring mission success under contested conditions, and forward-deployed management structures for operational execution, primarily activated in Phases I-V.

02.01 Program Management Office (PMO) and Strategic Planning (Primarily Phase 0)

This section details the corporate-level strategic functions essential for setting the theater and preparing for future operations. The PMO is the contractor's single point of integration for all LOGCAP activities.

02.01.01 Corporate Management and Oversight

The contractor shall establish and maintain a corporate PMO at its own facility to provide centralized strategic management, planning, and reach-back support for all task orders.

This office serves as the core engine for contract governance and corporate support.

• Human Capital Management: Managing corporate-level human resources, executing global strategic recruiting, and maintaining a human capital plan to ensure a ready and qualified workforce capable of operating in high-stress, low-infrastructure environments.

• Corporate Program Oversight: Developing, implementing, and ensuring compliance with all corporate-level programs, including Safety, Quality Management, and Combating Trafficking in Persons (CTIP).

• Subcontractor Management and Government Insight: The prime contractor is solely responsible for all subcontractor performance. The contractor shall actively manage all subcontracts to ensure performance meets or exceeds all contractual requirements. In the event of documented substandard subcontractor performance that impacts or poses a risk to contract requirements, the contractor shall immediately notify the Procuring Contracting Officer (PCO) and the Contracting Officer's Representative (COR). The PCO or their designated representative reserves the right to attend any and all meetings between the prime contractor and the subcontractor convened to address such performance issues. The role of the USG representative in such meetings will be as an observer to gain insight into the prime contractor’s management actions and mitigation strategies. This attendance does not constitute a waiver of privity of contract, and any direction to the subcontractor shall flow exclusively from the prime contractor.

• Contracts and Procurement: Executing corporate-level contract and subcontract management, maintaining a dynamic strategic vendor database, and managing strategic procurement and global supply chain operations screened for resilience and redundancy to mitigate single points of failure.

• Threat-Informed Risk Management: Developing and overseeing a corporate-level risk management program that identifies, analyzes, and mitigates threats to logistics operations, including kinetic, cyber, and supply chain threats.

• Business Operations: Providing centralized corporate accounting, industrial security oversight, and IT governance for all contractor operations.

• International Compliance: Proactively researching, acquiring, and maintaining all necessary business registrations, licenses, and agreements to ensure freedom of action in mission-critical countries.

STD: The Contractor shall maintain a comprehensive Program Management Plan (PMP) detailing its corporate structure, processes for executing all functions, and a scalability model aligned to operational phases.

AQL: The PMP shall be delivered within 60 days of contract award, be accepted by the PCO, and be formally reviewed and updated annually.

Deliverable:

CDRL X-XX Program Management Plan (PMP)

02.01.02 Strategic Analysis and Planning for Contested Environments

The PMO shall conduct continuous, pre-activation planning with the explicit assumption that logistics will be contested.

Threat-Based Business Intelligence: The contractor shall develop and maintain dynamic business intelligence reports. These reports must provide data-driven insights into the geo-political, economic, and logistical operating environment, and must also include an analysis of potential threats to logistics infrastructure (ports, airfields, ground routes) and supply chains (e.g., A2/AD challenges, political instability, cyber vulnerabilities).

STD: Business Intelligence reports must include a specific, dedicated section on "Logistics Threat Assessment."

AQL: This section must be updated quarterly for the top 5 priority countries, analyzing any new or changed threats to sustainment operations.

Resilient Concept and Estimate Development: Upon receipt of a draft TDP, the contractor's planning products (CONSUP, POAM, ROM) must include a specific annex detailing how the proposed concept will operate under contested conditions. This includes identifying alternate distribution routes, communication contingencies (e.g., plans for GPS-denied environments), and risk mitigation strategies for identified threats.

STD: All planning packages for OCONUS operations must address contested logistics.

AQL: Any planning package that fails to include a credible contested logistics annex shall be rejected by the PCO, requiring resubmission.

CDRL X-XX Quarterly Logistics Threat Assessment

02.01.03 Strategic Analysis and Decision Support

The contractor shall provide on-demand strategic analysis, modeling, wargaming, and planning support to assist the Government in developing and validating operational concepts, identifying logistical requirements, and assessing risk for potential future operations. Upon receipt of a formal Request for Analysis from the PCO, the contractor shall utilize its corporate PMO and subject matter experts to develop and deliver detailed analytical products.

Examples of requested analysis include, but are not limited to:

• Mobilization Support Analysis: Assessing the contractor's ability to support CONUS-based mobilization requirements, such as conducting a capabilities gap analysis for Mobilization Force Generation Installation (MFGI) support or planning for the rapid expansion of collective training center infrastructure.

• Contingency Logistics Analysis: Modeling the logistical impact of specific contingency scenarios, such as assessing the ability to execute Army Prepositioned Stocks (APS) operations under conditions where anticipated host nation support is degraded or unavailable due to regional crises.

• Supply Chain Vulnerability Analysis: Identifying critical single points of failure, vulnerabilities to interdiction, and key risks within the global supply chain for a specific commodity class (e.g., Class V, Class VII, or bulk fuel) destined for a particular theater of operations.

• Gap Analysis: Providing a detailed comparison of a proposed operational requirement against the contractor's current capabilities, identifying shortfalls in personnel, equipment, licenses, or supply chain access.

As a core component of this decision support capability, the contractor shall leverage the Base Camp Planning and Design Catalog (as required by Section 03.09) as a primary planning tool. The purpose is to enable rapid, data-driven course of action (COA) development, budgetary forecasting, and wargaming for contingency operations. In this capacity, the PMO shall use the catalog to: 1. Rapidly generate multiple base camp configurations and associated Firm-Fixed-Price (FFP) cost estimates in response to government planning scenarios, 2. Provide baseline construction and site activation timelines derived from the catalog's standard modules to inform operational planning, and

3. Integrate the pre-priced modules into mobilization playbooks and wargaming scenarios to provide realistic logistics and cost constraints.

STD: Analytical Rigor and Actionable Recommendations. All analytical products delivered under this section shall be data-driven, clearly state all planning assumptions, and must, at a minimum, identify the top three logistical challenges or capability gaps associated with the scenario. Most importantly, the analysis must conclude with specific, actionable, and resourced recommendations to mitigate the identified gaps or risks.

AQL: The analytical product shall be delivered by the date specified in the formal government request 95% of the time. The product must be accepted by the PCO/COR as meeting the requirements of the standard. An analysis delivered without actionable recommendations will be considered incomplete and require resubmission.

STD: Use of Base Camp Catalog for Planning. When tasked with a Strategic Analysis Report requiring a base camp plan, the contractor shall utilize the approved Base Camp Design Catalog to develop the support concept and associated cost estimate.

AQL: Analytical products requiring a base camp estimate shall demonstrate the use of the catalog's FFP modules as the basis of the cost and timeline analysis. Failure to use the approved catalog for such planning will result in the rejection of the analytical product, requiring resubmission.

CDRL X-XX Strategic Analysis Report

02.01.04 Modernization, Innovation and Army Transformation Initiatives

The contractor shall proactively integrate modernization and transformation initiatives into all planning and execution activities, with a priority on capabilities that enhance resilience in contested environments. The contractor shall establish and maintain a dedicated Futures and Innovation Cell within the corporate PMO responsible for identifying, evaluating, and proposing new technologies and processes to increase efficiency and resilience. This is not a basic research and development cell; its efforts must be directly linked to the operational requirements of this contract. This cell is the corporate lead for the following initiatives:

a) Rapid Mobilization Playbooks: The contractor shall develop, maintain, and validate data-driven mobilization playbooks for critical, government-approved contingency scenarios. These playbooks shall be detailed, turn-key documents that include pre-identified triggers for activation, decision points, branches and sequels for anticipated disruptions (e.g., denial of a primary seaport), detailed resource requirements (personnel, equipment, subcontracts), and a time-phased execution timeline.

STD: The contractor shall develop playbooks based on ASCC priority scenarios within the first year of the contract. All playbooks must be reviewed, updated with the latest threat and resource data, and formally re-validated with government stakeholders annually.

AQL: 100% of playbooks are reviewed and updated annually. At least one playbook must be successfully validated (either through tabletop or optional command-level exercise participation) each year.

b) Predictive Logistics and Artificial Intelligence (AI): The contractor shall establish a capability to formally propose high-value initiatives leveraging data analytics, Machine Learning (ML), and AI. Priority shall be given to initiatives focused on anticipating supply chain disruptions, optimizing inventory levels, predicting maintenance failures, and dynamically re-routing logistics flows in response to real-time events.

STD: Each formal proposal must contain a clear problem statement, a proposed technical solution, a detailed cost-benefit analysis, a projected Return on Investment (ROI) for the government, and a plan for a phased pilot program.

AQL: The contractor shall formally present at least two (2) such initiatives to the LOGCAP PMO for consideration annually as part of the Annual Modernization & Innovation Report. At least one proposal annually must be deemed "technically feasible and programmatically relevant" by the government to meet the standard.

c) Digital Twins and Modeling: The contractor shall possess and apply the capability to create and utilize digital twins and other modeling/simulation tools. The primary use of this capability shall be to wargame and stress-test both government and contractor-developed support concepts against simulated kinetic and non-kinetic threats, providing quantitative data to inform the Strategic Analysis and Decision Support function (02.01.03).

STD: When tasked as part of a Strategic Analysis Report, the contractor’s modeling and simulation effort must identify the top three logistical vulnerabilities (e.g., choke points, single points of failure) discovered during the simulation and propose specific, actionable, and resourced mitigation measures for each.

AQL: An analysis report that only describes the model or its inputs without providing a detailed vulnerability analysis and actionable mitigation recommendations will be considered incomplete and require resubmission.

d) Resilient and Alternative Logistics Methods: The contractor shall actively research and maintain a "Modernization Roadmap" that identifies, assesses the technology readiness level (TRL) of, and prioritizes emerging technologies and concepts relevant to contested logistics. This includes, but is not limited to, unmanned aerial/ground delivery systems, expeditionary additive manufacturing, and alternative power/energy solutions.

STD: The contractor shall maintain the "Modernization Roadmap" as a living document, formally delivering an updated version to the government annually.

AQL: The annual roadmap must be delivered on time. At least one of the two annual initiatives proposed under the "Predictive Logistics and AI" function must be drawn from a technology or concept identified within the roadmap.

e) Program Management Dashboard: The contractor shall develop, operate, and maintain a secure, web-based dashboard accessible to authorized government stakeholders. The dashboard shall provide a logistics common operating picture by integrating data from contractor, commercial, and, where authorized, government systems to provide near real-time visibility of key performance indicators (KPIs), asset status, and supply chain movements.

The dashboard shall be configurable with role-based access, allowing different stakeholders to view the information most relevant to their function. The contractor shall work with the government to develop and refine the specific KPIs to be displayed, which shall include, but are not limited to, the following examples grouped by category:

i) Programmatic Health & Cost Control: Cost: Actual vs. projected costs by Task Order and by major PWS function.

(1) Burn Rate: Current monthly/weekly expenditure against obligated funds, with a projected "funds depleted" date.

(2) Personnel: Total number of contractor personnel by Task Order, by location, and by labor category.

(3) OSO Efficiency Ratio: The ratio of Operational Support Office (OSO) costs to the total cost of direct services being managed.

ii) Operational Readiness & Performance:

(1) Services Activated: A summary of all active services by location and operational status (e.g., Green, Amber, Red).

(2) Key Asset Readiness: The operational readiness rate for mission-critical contractor-managed equipment (e.g., power generators, MHE).

(3) N-m IRDO Throughput: Daily/weekly number of personnel processed through the N-m IRDO vs. planned capacity.

(4) Critical AQL Failures: A "flag" or summary of any critical AQL failures across all task orders in the last 30 days.

iii) Supply Chain & Contested Logistics Risk:

(1) Threat Information: Where available, display relevant threat data (e.g., route status, node operational status, political stability index) on a map-based interface.

(2) Supply Chain Velocity: Average end-to-end transit times for critical supply classes (e.g., Class VIII - Medical).

(3) In-Transit Visibility (ITV): The location and status of high-priority shipments and transportation assets.

(4) Single-Source Dependencies: A list of critical subcontracts or suppliers that represent a single point of failure within the supply chain.

STD: The dashboard must provide role-based access control, be designed with robust cybersecurity measures, and maintain an operational availability of 98% (measured monthly). All critical data feeds shall be refreshed no less than every 24 hours.

AQL: Performance is acceptable when the uptime and data refresh standards are met. The contractor must conduct at least one annual cybersecurity exercise (e.g., a tabletop penetration test) to validate the resilience of the dashboard and its supporting infrastructure and provide the results to the COR.

Deliverable:

CDRL X-XX - Mobilization Playbook CDRL X-XX - Contested Logistics Modernization Roadmap

CDRL X-XX - Annual Modernization & Innovation Report (This report would include the dashboard's performance metrics, user feedback, and plans for future enhancements

02.01.05 Contractor Self-Sustainment

The contractor is wholly responsible for the logistical and medical support of its own personnel and internal operations across all phases.

Contractor Health Service Support: The contractor shall have a documented plan and the means to provide routine, urgent, and emergent medical and dental care for its employees and provide for medical evacuation to definitive care when required.

Air Operations in Support of Contractors: The contractor shall arrange for the movement of its own personnel, equipment, and materiel via commercial or chartered air assets when military airlift is not available or appropriate, ensuring compliance with all applicable aviation regulations.

STD: The contractor shall have a documented, executable plan for providing medical care and internal logistical support to its own employees in any operational area where a task order is active.

AQL: The plan must be submitted with any proposal for a new OCONUS task order.

A failure to provide adequate care or logistics for its own staff on an active task order shall be considered a performance failure.

CDRL X-XX Contractor Self-Sustainment Plan

02.02 Operational Management and Execution (Primarily Phases I-V)

This section defines the forward-deployed management structures activated to support the execution of performance task orders.

02.02.01 Operational Support Office (OSO):

When activated, the contractor shall establish a task-order-specific OSO as the forward-deployed extension of the PMO. The OSO provides direct, on-the-ground oversight of services and is responsible for the tactical implementation of resiliency measures. The OSO staffing, structure, and associated cost shall be scalable and remain directly proportional to the size, scope, and complexity of the services being managed under the task order.

As part of any proposal for a new task order or a significant modification to an existing one, the contractor shall submit a detailed OSO Staffing Plan. This plan must justify the number and role of each proposed OSO position by linking them directly to specific performance requirements and workload drivers (e.g., number of supported personnel, number of sites managed, volume of supplies moved) within the task order.

The OSO Staffing Plan shall be a living document, subject to formal review by the Contracting Officer's Representative (COR) and Procuring Contracting Officer (PCO) on a semi-annual basis, or upon any significant change to the task order's scope. A significant change is defined as, but not limited to: a +/- 20% change in the supported military/contractor population, the addition or removal of a major performance location, or a material change in mission that alters the type or volume of services required.

STD: OSO Staffing Plan Justification. The Contractor shall develop and maintain a scalable OSO Staffing Plan that aligns OSO personnel roles and direct/indirect costs to the specific work being managed.

AQL: The Staffing Plan must be submitted with any new Task Order proposal or significant modification. The plan must be accepted by the PCO/COR as providing clear, auditable justification for all proposed OSO positions. A plan that fails to link staffing levels to specific performance requirements shall be rejected, requiring resubmission.

STD: Proactive Scaling and Adjustment. The Contractor shall proactively propose adjustments (increases or decreases) to the OSO staffing level to the COR within 30 days of a significant change in the task order's scope, as defined above.

AQL: Failure to propose a reduction in OSO staffing within 30 days following a government-validated significant decrease in workload (e.g., a base closure, a >20% reduction in managed services) shall result in a formal notice of concern and will negatively impact CPARS ratings for management and cost control. 100% compliance with proposing required adjustments is mandatory.

CDRL X-XX Operational Support Office (OSO) Staffing Plan

02.02.02 Operational Plan Integration (Embedded Planners)

This section defines the requirement for the contractor to provide an embedded subject matter expert to provide direct, continuous integration of contractor capabilities into the military's operational planning process. When activated, the contractor shall embed a qualified planner with the supported command to facilitate the integration of LOGCAP capabilities into military planning processes (e.g., MDMP).

STD: Planners must possess, at a minimum, a Secret clearance, 10 years of military logistics experience, and demonstrated knowledge of OCS doctrine and sustainment planning under A2/AD conditions. A background as a School of Advanced Military Studies (SAMS) graduate is highly desirable.

AQL: The Government reserves the right to interview and reject any proposed planner. The interview may require the candidate to brief a solution to a notional contested logistics scenario. Planners must be on-site within 21 days of activation.

02.02.03 LOGCAP Enterprise Management Integration

When directed by the PCO and when government facilities are made available, the contractor shall provide qualified key personnel to work in a co-located, integrated environment alongside the Government's LOGCAP Program Management Office. This integrated team will function as the LOGCAP Enterprise PMO, facilitating real-time data sharing, collaborative planning, and synchronized operational oversight.

Contractor personnel assigned to the Enterprise PMO shall be empowered with sufficient corporate authority to provide authoritative responses and make decisions on behalf of the contractor within their area of responsibility. They shall serve as the primary conduits for integrating the capabilities defined in section 02.01 (Strategic Functions) with the government's daily and long-range planning efforts.

STD: When activated, the contractor shall staff all designated positions within the LOGCAP Enterprise PMO with personnel who meet or exceed the qualifications specified in the Task Order.

AQL: All designated personnel must be in place within 30 days of activation. The Government reserves the right to interview and reject any proposed personnel for key integrated roles. Failure to provide a suitable replacement for a rejected individual within 21 days shall be a performance failure.

02.03 Specialized and Rapid Response Capabilities (Activated as needed, any Phase)

This section defines specialized, quick-reaction capabilities that can be activated at any point to support emerging requirements.

02.03.01 Initial Capabilities Execution & Quartering Party

This capability combines the ability to deploy a Pre-Deployment Site Survey (PDSS) team with the authority to execute initial, limited-scope services. The quartering party's PDSS must include an assessment of site suitability from a force protection and logistics security perspective.

STD: The Contractor shall initiate physical performance of the directed service with all required personnel, equipment, and materials. Initial services, such as communications, must be established with resilience and redundancy (e.g., multiple communication pathways).

AQL: For urgent requirements, the quartering party must be on-site within 72 hours of NTP. Initial services must commence by the date specified in the authorization letter 95% of the time.

CDRL X-XX Pre-Deployment Site Survey (PDSS) Report

02.03.02 Non-military Individual Replacement Deployment Operations (N-m IRDO)

When identified in the Task Order, the contractor shall establish and operate a fully functional N-m IRDO facility to process its personnel and other designated personnel for deployment. This facility, and all its subordinate processes, must meet or exceed the standards of a military-run CONUS Replacement Center (CRC) as defined in the most current versions of Army Regulation 600-8-101 and the HQDA EXORD for the specific operation.

At a minimum, the N-m IRDO shall provide the following core functions:

Medical & Dental Processing: The contractor shall provide licensed and credentialed medical staff to conduct and validate all pre-deployment medical requirements, including but not limited to: theater-specific immunizations, DNA specimen collection, dental readiness classification, vision screening, hearing tests, and validation of Behavioral Health assessments.

Administrative & Legal Processing: The contractor shall establish a processing station to verify and complete all administrative and legal readiness requirements, including but not limited to: country and theater clearance requests, generation of Letters of Authorization (LOAs), passport and visa validation, ISOPREP and PRO-File data entry/validation, and coordination with government legal assistance for the preparation of wills and powers of attorney.

IPE/PPE Training and Readiness Validation: The contractor shall provide certified instructors to conduct all mandatory training on the proper use, wear, and operator-level maintenance of government-furnished Individual Protective Equipment (IPE)/Personal Protective Equipment (PPE). The contractor shall conduct and document initial sizing for deploying personnel to facilitate rapid issuance by the government in-theater. This station shall validate all administrative documentation for equipment issue is complete.

Pre-Deployment Training: The contractor shall provide certified instructors and facilities to conduct all other mandatory pre-deployment training as specified by the respective combatant command and the HQDA EXORD.

STD: Facility & Process Certification. The contractor shall achieve and maintain full HQDA certification for the N-m IRDO facility and its processes.

AQL: Operating without a current, valid HQDA certification is a critical failure. 100% compliance is required. The contractor shall not process any deploying personnel without a valid certification.

STD: All personnel processed through the N-m IRDO shall be 100% compliant with all theater-entry requirements upon departure.

AQL: A maximum of 1% of deploying personnel may be identified with administrative or medical readiness errors at the final "gate" inspection. No individual shall depart without meeting 100% of critical readiness requirements (e.g., valid passport, required immunizations).

STD: The contractor shall process deploying individuals from arrival to departure within the timeframe specified in the Task Order (e.g., 72 or 96 hours).

AQL: 95% of all deploying personnel shall complete all N-m IRDO processing within the specified timeframe each month.

STD: 100% of deploying personnel shall receive and be certified on all mandatory IPE/PPE training modules. All required sizing and administrative documentation needed for in-theater issuance shall be complete and validated in the individual's deployment packet.

AQL: Performance is acceptable when no more than 1% of personnel records audited monthly contain errors related to training certification or sizing documentation. A failure to provide documented training on critical life-safety equipment to any individual is a critical failure.

Deliverable:

CDRL X-XX N-m IRDO Certification Package CDRL X-XX Monthly N-m IRDO Performance Report

02.03.03 Exercise, Wargame and Plan Validations Support

When activated, the contractor shall fully integrate into and actively participate in all phases of designated Army Service Component Command (ASCC), Geographic Combatant Command (GCC), and other specified joint exercises and wargames. The purpose of this participation is to validate, stress-test, and refine logistics support plans, test command and control (C2) systems, and assess contractor performance under simulated, contested operational conditions.

Core Functions:

Contractor participation shall encompass three distinct phases:

Exercise Planning: The contractor shall assign qualified planners to participate in all relevant exercise planning events (e.g., Concept Development Conference, Initial/Mid/Final Planning Conferences). The contractor shall develop and deliver a detailed Exercise Support Plan (ESP) that outlines the personnel, equipment, C2 architecture, and specific performance objectives for their participation.

Exercise Execution: The contractor shall establish and operate an exercise support cell, to include manning a contractor liaison element (LNO) within the exercise control (EXCON) or other government-designated C2 node. The contractor shall simulate logistics C2, actively manage and report on simulated logistics statuses (e.g., supply levels, personnel readiness), and respond to dynamic exercise injects designed to test their systems and decision-making processes under simulated duress (e.g., cyber-attacks on logistics networks, physical interdiction of supply routes).

Post-Exercise Analysis: Following the conclusion of the exercise, the contractor shall conduct a formal internal after-action review (AAR). The findings shall be captured in a comprehensive After-Action Report delivered to the government. This report shall detail the contractor's performance against their ESP objectives, identify lessons learned, and provide specific, actionable recommendations for updating both their internal standard operating procedures and relevant government support plans.

STD: Planning Integration. The contractor shall deliver a complete Exercise Support Plan (ESP) that addresses all government-specified logistics functions and performance objectives.

AQL: The ESP shall be submitted to the PCO and LOGCAP PMO no later than 30 days prior to the exercise start date (NLT-30). The ESP must be accepted by the PCO/COR as complete and ready for execution with no more than one round of required revisions.

STD: Execution & Systems Validation. The contractor shall successfully establish its exercise support cell and maintain command and control connectivity for the duration of the exercise. The contractor must successfully process and provide a documented response to all contractor-specific exercise injects.

AQL : Connectivity to the EXCON shall be maintained with 98% uptime.

Performance is acceptable when 95% of all exercise injects are successfully acknowledged and acted upon. Failure to respond to a "Critical" inject as designated by exercise control is a critical failure.

STD: Post-Exercise Reporting. The contractor shall deliver a comprehensive After- Action Report (AAR) that meets the requirements outlined in Post-Exercise Analysis.

AQL: The AAR shall be delivered to the PCO and LOGCAP PMO within 15 calendar days of exercise completion. The AAR must be accepted by the PCO/COR as containing sufficient detail to inform updates to planning documents and risk assessments.

Deliverable:

CDRL X-XX Exercise Support Plan (ESP) CDRL X-XX After-Action Report (AAR)

02.03.04 Specialized Mission Support and Contingency Response

When activated, the contractor shall provide rapid, scalable logistics and…