Scope of Additional Services:

o Objective 1 Perform Environmental Scan / Conduct Stakeholder Interviews and Analysis:

Execute the logical follow-on to the agency’s FY26 environmental scan by conducting an FY27 environmental scan, consisting of: conducting interviews, analyzing defense trends and best practices, and evaluating DLA’s strategy objectives and key results. DLA seeks consistency with the engagement of senior leaders, and AFS provides that consistency and continuity.

o Objective 2 Facilitate Senior Forums: Continue to design, develop, and facilitate the in-flight preparation for the senior leader forums and the ATS, which is from May 20 – 22, 2025.

With the given timeline, there is no time to onboard a new contractor to risk delivery of the ATS and the Agency Annual Guidance.

o Objective 3 Draft Strategic Plan: Execute the logical follow-on to the published DLA

Strategic Plan 2025 – 2030, which requires contractor to synthesize the FY26 environmental scan findings, FY26 SWOT analysis, and senior leader input from the ATS leading to the develop and publish the FY26 Agency Annual Guidance, ensuring alignment with evolving objectives and key results, stakeholder feedback, and agency level priorities and guidance.

o Objective 5 Assess and Recommend Changes to Governance Structure to Include Support for Execution of DLA’s Strategy: Execute the logical follow-on to the initial governance assessment by evaluating DLA’s governance structure – focusing on the DLA Governance Counsil (DGC) – to assess alignment with the Strategic Plan and improve decision-making effectiveness. This includes reviewing the DGC processes and implementation, gathering stakeholder feedback, and making targeted recommendations to strengthen oversight and streamline operations across all levels of governance.

o Objective 7 Support the Implementation of DLA’s Strategic Plan: Continue supporting the in-flight rollout of the Strategic Plan and Objectives and Key Results by developing implementation of roadmaps, communications strategies, and executive Dashboard to track objective and key result progress. A key focus includes integrating the strategy Management Tool (SMT) to enhance visibility, enable data-driven decision-making, and support broader digital transformation efforts (capabilities and tools).

Addendum:

Timeline: Period of performance is from May 02, 2026 – July 31, 2026.

The agency requires Accenture Federal Services (AFS) to continue managing Vector, the DLA-developed tool for managing strategic priorities, through disciplined product management practices, continuous user engagement, and interpreting business needs to execute out-of-the-box (OOTB) capabilities, accelerating the execution of Strategic Priorities and Organizational Key Results. The development of a Knowledge Management (KM) plan is a direct outgrowth of the need to manage the artifacts created during the strategic planning process. Empowering DLA leadership with this knowledge transfer is critical to establishing a self-sufficient, long-term sustainment process for the Vector tool, ensuring it continues to provide value long after contractor support concludes.

o The agency needs AFS to continue to facilitate and drive objective and key result execution and the critical Agency Transformation Summit (ATS) occurring from May 03 – 05, 2026.

Work includes:

economy and efficiency because it is a logical follow-on to an Federal Supply Schedule (FSS) order already issued on a competitive basis.

The government only required minimally continued administrative functions in the option years in comparison to the base year; therefore, any option year support beyond the minimally continued administrative functions must be amended to the task order through a formal modification. Each year's pricing exhibits the discrepancies in the levels of requested support between the base year and the option years. Consequently, the vendor awarded the Strategic Plan task order is already working the original requirements that have since evolved and expanded. Changes to the Performance Work Statement (PWS) are necessary to reflect evolving mission requirements, improve efficiency, and ensure alignment with current operational objectives. The changes include updates to scope of work, performance standards, deliverables and/or reporting requirements. The updates are intended to clarify expectations, and ensure the contractor is providing the most relevant and effective support due to the current evolving environment. The current administration has led to the ever-evolving environment, and the extent of requirement changes was not fully developed until April 2025 with a requested award date of the same month. The time to award for a priced modification is 15 days whereas a new competitive requirement would be 85 days. With the PWS changes not being fully developed until April and deliverables due in May 2025, a fully competitive procurement timeline taking 85 days is not feasible. Requires continued support to DLA to execute in-flight objectives and logical follow-on to existing scope. Bringing in a new contractor will likely cause major delays, non-value-added onboarding and upskilling, and rework of existing products. A rework of existing products would take place due to new reviews taking place by a new vendor to obtain their own data to lead to their own recommendations. The current task order was awarded on the STEPS BPA, using a competitive bidding process.

It is critical to execute the option period and to update the PWS to support the imminent senior leader Agency Transformation Summit (ATS) on May 20 – 22, 2025, develop and publish the Agency Annual Guidance (due end of June 2025), support the development and refinement of FY26 agency and organizations objective and key results, conduct the FY27 environmental scan, and develop and facilitate the FY27 ATS.

In the interest of economy and efficiency, the new work is a logical follow-on to the work already being performed by AFS. This level of effort could not be accomplished through any other vendor in such a relatively short period of time. AFS has spent the past year performing this work and gaining invaluable expertise and institutional knowledge through their performance. The government is uniquely poised to benefit from the economy of scale and lessons learned in having AFS continue this work. AFS possesses a deep knowledge of the current environment and infrastructures impacting the Strategic Plan. AFS’s experience working with the Defense Logistics Agency (DLA), the DLA J codes, as well as the Major Subordinate Commands (MSCs) all confer additional benefits insofar as this expertise offers greater efficiency and expediencies that another contractor could not offer the government at this time. Furthermore, transferring this knowledge to another contractor at this juncture would not be efficient as it would result in a substantial duplication of costs and effort and would not be in the government’s best interests.

Contractor’s current approach includes access to experts already supporting other MSCs, J-Codes, and technology modernization. No other contractor has the breadth of experts to accelerate DLA’s strategic vision into action in the required accelerated timeline.

Should this modification not be allowed and a separate vendor brought in, all the underlying data and knowledge obtained throughout the base year to build the Strategic Plan would be transferable to the new vendor given time to review the data and understand the information. Consequently, the government would be forced to pay the new vendor for duplicative work to analyze data already completed by the current vendor and paid for by the government. Moreover, the cost in time and productivity to key Agency personnel and lost time in a critical Agency program cannot be underestimated. The average total price of all quotes received for the base award was which was than the awardee’s total quoted price of . The awardee was the lowest priced quoter with the fewest labor hours quoted, which means a different vendor would most likely be higher priced with more labor hours than the current vendor.

The services are not separable and are intertwined and similar in nature with the amended PWS modification support not being materially different from the task order as awarded. Awarding the remaining aspects to a different vendor will create a high risk of contracting fratricide with separate vendors working overlapping aspects of the task order's PWS with no clear way to delineate lines of division. Separate task orders would ultimately slow down and degrade the effectiveness of the task order support. Therefore, logically separating the newly proposed support from the task order as awarded is not feasible nor is it in the government’s best interests as it is more resource effective and efficient to maintain support through one vendor.

Addendum:

The justification for this limited source action is on the basis of economy, efficiency, and the mitigation of unacceptable risk to a time-sensitive, high-visibility agency priority. The expanded scope, which now includes sophisticated Knowledge Management (KM) and the management of the 'Vector' platform, is a deeply integrated evolution of the foundational strategic support AFS has provided over the past year.

Attempting to carry out these tasks for a separate competition would be illogical and inefficient, creating an artificial division of labor that would inevitably lead to coordination challenges, and potential conflicts between contractors. Maintaining a single, accountable partner in AFS is the most efficient and effective way to ensure the continued success of this critical program during the specified performance period.

Institutional Knowledge and Embedded Expertise: AFS has spent the last year developing the DLA Strategic Plan 2025-2030 and facilitating critical senior leader engagements. This has given them institutional knowledge that is not merely technical but also encompasses a nuanced understanding of DLA’s culture, stakeholder dynamics, and strategic imperatives. This knowledge is unquantifiable, non-transferable, and absolutely critical for the successful execution of the additional tasks. A new contractor would have to start from scratch, leading to a significant delay in adapting to the steep learning curve and increased the probability of missteps that DLA cannot afford to risk.

Mitigation of Unacceptable Risk and Schedule Disruption: The DLA Strategic Plan is at a critical inflection point. The upcoming Agency Transformation Summit (ATS) in May 2026 and the subsequent development of the Agency Annual Guidance are time-critical milestones. Introducing a new contractor at this stage would necessitate a lengthy and disruptive onboarding process. This would create a significant gap in support, jeopardizing the momentum of the entire initiative and likely causing a cascade of delays in vital downstream activities such as delaying the formal rollout of the DLA Strategic Plan to the Major Subordinate Commands and the subsequent development of their required FY27 operational plans. This delay would paralyze the agency’s ability to execute its strategy, constituting an unacceptable risk of mission failure.

Cost-Effectiveness and Avoidance of Duplicative Costs: The estimated value represents a fraction of the cost that would be incurred by bringing in a new vendor. The government would be forced to pay a new contractor for duplicative discovery and analysis as they would need to re-perform analysis, re-engage stakeholders, and re-establish the trust and rapport that AFS has already established. The significant cost is the strategic and operational failure that would result from delay. This would also result in an unacceptable loss of productivity of key DLA personnel who would be diverted to onboard a new team and result in immense opportunity cost of delaying critical strategic objectives, such as compromising the "Warfighter Always" mission by failing to accelerate supply chain resiliency efforts, directly impacting materiel readiness for Combatant Commands like U.S. Indo-

Pacific Command. Given the immovable deadline of the May 3rd summit, only AFS can perform the required tasks without introducing unacceptable mission risk and schedule disruption. Proceeding with a limited-source award is the logical action to ensure the successful execution of the DLA Strategic Plan and protect the government's substantial prior investments.

AFS has been supporting DLA for the past year developing and executing Agency-wide environmental scans, facilitating numerous senior leaders working sessions and senior leader summits, which drove the creation of the DLA Strategic Plan 2025-2030, which are key inputs to the May 03 – 05, 2026, ATS.

(5) Determination by the ordering activity contracting officer that the order represents the best value:

The Contracting Officer determines the anticipated cost to the government will be fair and reasonable, that the quoted rates do not exceed the current GSA FSS rates, and that the resulting order represents the best value to the government by comparing quoted prices to the government’s estimate, prices obtained through market research for the same or similar items, historical prices paid for the same or similar services, and/or another methodology.

(6) Description of the market research conducted among schedule holders and the results or a statement of the reason market research was not conducted:

Informal market research completed in April 2025 and February 2026 confirmed the findings of the previous market research completed prior to soliciting the base award in March 2024. The purpose of this research was to re-evaluate the current market conditions and available options for fulfilling the government's need for assessing, advising, and assisting with the development of scoping and planning activities for the recrafting of DLA’s Strategic Plan and associated strategic-related activities.

Validation of Previous Research: Analysis confirms that the information presented in the previous market research completed prior to soliciting the base award remains accurate and relevant. The market landscape for Advisory & Assistance Services (AAS) has not significantly changed.

o Competitive Pricing: Analysis confirms that AFS’s pricing and labor rates remain competitive within the current market.

o Technical Acceptability: AFS continues to demonstrate technical competency and meets all required qualifications.

o Minimized Risk: Modifying the task order minimizes risk and ensures continuity of service, leveraging the existing relationship and knowledge base.

o Acquisition Strategy Unchanged: Given the above findings, the existing acquisition plan and strategy remain the most suitable approach.

(7) Other facts supporting the use of other than full and open competition:

On the current contract, Accenture has demonstrated high-quality deliverables that met or exceeded DT’s expectations, including:

Implementing and executing Agency priorities and new developments as it relates to the DLA Strategic Plan 2025-2030

Governance framework redesign and consolidation Mission-Set Review Prioritization Developing and executing the objective and key result methodology to DLA agency wide.