Performance Work Statement

June 17, 2026

1. Background

1.1. Mission and Organizational Context

The Department of Veterans Affairs (VA) Medical Supply Program Office (MSPO) is responsible for the procurement and distribution of high-quality, cost-effective medical and surgical supplies to the Veterans Health Administration (VHA) network of medical facilities and Other Government Agencies (OGA). The MSPO’s mission is to establish a robust distribution system that reliably ensures timely access to essential medical supplies, thereby supporting VA’s commitment to delivering exemplary care to Veterans. MSPO partners with the VHA Office of Supply Chain (OSC), the VHA Office of Acquisitions, the VA Office of Procurement, and the Office of Procurement, Acquisition and Logistics (OPAL) Strategic Acquisition Center (SAC) (or as updated in the event of a reorganization). Additionally, MSPO interacts with other VA medical supply chains such as prosthetics and sensory aids, pharmaceutical, and medical equipment.

This collaboration integrates supply chain modernization initiatives, strategic sourcing, category management, and strict adherence to regulatory mandates to facilitate cost savings, operational efficiency, and optimal patient outcomes.

1.2 Rationale and Historical Information

Since its establishment, program support requirements for the MSPO have evolved to address changing operational and organizational demands, legislative obligations (Public Law 115–407), legal opinion (Medline Indus., Inc. v. United States, Nos. 21-1174 & 21-1098 (Fed. Cl. Aug. 9, 2021)), and emergent circumstances, including the unforeseen disruptions to supply chain.

Notable historical milestones include the development of the National Contingency Response Tool (NCRT) for pandemic preparedness, the implementation of Medical/Surgical Prime Vendor (MSPV) transition and Gen-Z contracts, and the deployment of the Clinical Product Tool (CPT) to enhance medical supply requirements gathering and procurement processes. Amendments to contractual agreements have underscored the necessity for agility, innovation, and continual improvement, reinforcing MSPO’s strategic transformation into a proactive, data-driven supply chain leader.

Section 703 of the Veterans Benefits and Transition Act of 2018 (P.L. 115-407) states that under a Medical Surgical Prime Vendor (MSPV) program, the Department of Veterans Affairs (VA) shall award contracts to regional medical supply vendors instead of a single Nationwide vendor and prohibits a prime vendor from solely designing the formulary of such supplies.

Section 703 further directs VA to conduct Clinically Driven Sourcing to ensure a VA employee with medical expertise makes decisions with respect to including items into the MSPV formulary.

MSPO requires support services to effectively implement the foregoing Public Laws through the services described herein.

2. Applicable Documents

The Contractor shall adhere to all pertinent federal, VA, and VHA policies, regulations, and guidance governing medical supply chain operations, including, but not limited to:

• Federal Acquisition Regulation (FAR)

• VA Acquisition Regulation (VAAR)

• Trade Agreements Act (TAA)

• Buy American Act (BAA)

• Make Personal Protective Equipment (PPE) in America Act

• Fiscal Year (FY) 2026-2030 Department of Veterans Affairs (VA) Supply Chain

Transformation Plan (August 25, 2025)

• VA Directives and Handbooks governing supply chain, privacy, and IT security

• Office of Management and Budget (OMB) Memorandum: Category Management –

Making Smarter Use of Common Contract Solutions and Practices (March 20, 2019)

• Service Level Agreement (“SLA” or “Agreement”) between the Department of Veterans

Affairs’ Office of Acquisition Logistics and Construction (OALC) and Veterans Health Administration (VHA) for the provisioning of procurement services required to support and sustain contract needs within the Veterans Health Administration

• Relevant sections of the National Defense Authorization Act for Fiscal Year 2026 (Public Law 119-60) (e.g. supply chain resiliency, reducing reliance on adversarial nations for critical technologies, strengthening domestic sourcing, enhancing visibility into contractor supply chains, supply chain illumination and compliance)

• All referenced documents within the associated solicitation and contract

The Contractor is required to remain apprised of revisions and updates to these documents for the duration of the performance period.

3. Scope of Work

While the intent of this task order is to see a reduced level of effort over time, it is in the Government’s best interest to have maximum flexibility relative to scope. Therefore, the scope of this logical follow-on contract includes any work performed under the preceding task order contract 47QRAA18D001P 36C10G20F0025. Although not all the work performed in the preceding task order is provided by this logical follow-on contract, should the need arise to make changes during performance, scope of contract will be inclusive of work previously performed for greatest flexibility through transition. Moreover, deliverables described in the base period may also be added to Option period 1 should the need arise and will be considered within scope.

Following the successful implementation of the MSPV Gen-Z V1 contract in May 2025, MSPO’s program support service needs have evolved from planning and implementation to MSPV sustainment and oversight, ongoing program management, and driving operational efficiencies.

With proper oversight and continued innovation, Gen-Z V1 is projected to save $100 million annually through reduced Government Purchase Card spending, better spend management through enhanced strategic sourcing, and less inventory issues due to backorders and stockouts. MSPO has sought to standardize, streamline, and automate processes wherever feasible, using innovation to drive efficiencies while keeping high quality Veteran care at the forefront of supply chain operations.

To maintain progress to date and drive further improvements, MSPO requires contractor support. Due to current supply chain constraints within and external to the Government, MSPO requires contractor support to mitigate operational risks such as delays in adding items to MSPV product list, increased likelihood of counterfeit or grey-market medical supplies entering VHA supply chain, supply gaps that could delay Veteran surgeries, and increase costs of medical supplies due to uncontrolled supply spend. For greatest operational efficiency and to maximize cost savings, MSPO needs targeted contract support in four key focus areas to best position MSPO to meet its objectives. These four areas are the Clinical Product Tool (CPT) Managed Service, Clinically Driven Strategic Sourcing (CDSS), Program Management, and Enterprise Modernization, Automation, and Innovation. Contractor will provide support for these through the following objectives and deliverables outlined in the following sections.

3.1. Objectives

The Contractor shall provide comprehensive program management, strategic sourcing, clinical integration, and technology support services to maintain and enhance MSPO supply chain operations. The principal objectives are as follows:

• Ensure uninterrupted, reliable delivery of medical and surgical supplies to VHA facilities

• Promote operational efficiencies, cost avoidance, and regulatory compliance

• Encourage innovation in supply chain tools and processes, including automation and integration

• Facilitate clinically driven strategic sourcing and robust program management

• Mitigate risks associated with supply disruptions, regulatory scrutiny, and evolving stakeholder requirements

3.2. Current VA Medical Supply Conditions

To fulfill the VA’s mission, VHA has tasked MSPO to deliver a tailored distribution system that enables medical facilities to obtain essential supplies quickly and reliably. MSPO, in collaboration with the broader Office of Supply Chain (OSC), supports VHA by examining opportunities for efficiency, cost avoidance, and enterprise solutions to supply chain challenges.

Over the past five years, MSPO has developed critical tools like the CPT and robust program management processes, which are foundational to managing the $2.5 billion-per-year MSPV program. The convergence of technology and program management challenges, if unaddressed, will stall momentum and jeopardize both savings and compliance.

For example, CPT alone has over fifty change requests in the backlog, but the same contractor developers must also manage production support, cyber patching, and integration work for MSPV Gen-Z V1. This dual responsibility creates challenges in addressing critical updates and improvements. Additionally, significant risks are associated with single points of failure, requiring reach back to SMEs with deep knowledge of the CPT code base and architecture.

The scale of operations, involving 1,300 VA facilities and 854 product list vendors, requires disciplined program management and governance. Stakeholder coordination is a key concern as IT, logistics, contracting, and field users meet ad-hoc given other duties. Without additional support, programmatic decisions and improvements could be delayed. Regulatory oversight adds constant reporting, further straining program management resources to comply with the TAA, BAA, and the Make PPE in America initiative. Financially, there is a risk of reverting to Government Purchase Card buying, which could erode the projected $100 million in annual savings.

MSPO faces challenges incorporating clinical input due to limited clinical SMEs and extended manual processes. Clinical SMEs offer voluntary support part-time, slowing down timely decision-making. The fast-changing market requires rapid, clinically driven assessments to reach Veterans promptly. Without tight clinical input, there is also a drift toward non-standard items purchases.

In addition to longstanding supply chain constraints, the current geopolitical environment has increased the frequency and severity of supply and cyber disruptions affecting the medical supply ecosystem. This environment has the potential to create downstream transportation, workforce, and production impacts, particularly for energy-dependent logistics and raw-material inputs. These circumstances introduce additional volatility into global distribution networks that support medical device and consumable supply availability. Recent cyber incidents impacting major medical device manufacturers further demonstrate that vendors and their connected order-management ecosystems can become disruption points creating immediate ordering and fulfillment constraints and requiring rapid risk containment actions to protect VA systems and preserve continuity of care. These conditions increase operational burden on VA logisticians and contracting personnel (e.g., heightened manual validation of order status, substitution pathways, and cross-stakeholder coordination), and can directly affect clinicians and patients when critical items are delayed or temporarily unavailable, requiring clinically appropriate alternatives and tighter governance to maintain patient safety and mission continuity.

Further, oversight demands remain high across the VA medical supply chain, including ongoing audit and investigation activity at the facility and VISN levels related to expendable inventory management and supply chain execution. Oversight reviews have documented patient-care impacts when supplies are unavailable (including delays while staff search for supplies and procedure delays linked to expired or unavailable items) and have emphasized recurring or repeat weaknesses that require sustained corrective action and VISN/facility leadership oversight. In parallel, MSPO maintains established processes and tools for managing and responding to GAO/OIG correspondence and recommendations, reinforcing the need for disciplined documentation, timely reporting, and consistent execution of corrective actions across stakeholders.

The primary mission of the Department of Veterans Affairs (VA) is to serve and honor the men and women who are America's veterans by providing them with exceptional healthcare and comprehensive support services. By prioritizing these principles, the VA ensures that clinicians can devote their full attention and expertise to the wellbeing of their patients. This dedication to patient care is central to the VA's mission and reflects its unwavering commitment to honor and care for America's veterans. To achieve this mission, it is imperative that clinicians within the VA are empowered to concentrate their efforts on delivering patient-centric care. To that end, contractor support is needed for clinician services in support of medical supplies. Targeted contract support in three key focus areas will close the gaps and position MSPO to meet its objectives while enabling VA clinician to focus on patient care.

3.3. Boundaries and Exclusions

• Services do not encompass the maintenance or development of non-VA IT systems unless expressly authorized.

• The Contractor shall not obligate the Government nor effectuate policy decisions.

• Contractor shall not perform any services that would include any of the following:

determining what supplies or services are to be acquired by the Government, participating as a voting member for any source selection board, approving any contractual documents, determining prices are fair and reasonable, awarding contracts, administering contracts, terminating contracts, determining contract costs, or participating as a voting member on a performance evaluation board.

• Contractor shall not perform any services that involve approval of agency responses to Freedom of Information Act requests.

• Contractor shall not draft official agency proposals for legislation, congressional testimony, responses to audit reports from an inspector general, the Government Accountability Office, or other Federal audit entity.

4. Performance Details

4.1. Period of Performance

The period of performance for this effort shall be 1 six-month base period from award and 1 six-month option period immediately thereafter to allow for a phased transition of work to Government staff and/or other contracts.

4.2. Location of Performance

All work shall be conducted at VA-designated facilities, including 811 Vermont Avenue, Washington, DC, MSPO satellite offices in Fredericksburg, VA, and remote locations as approved by the Contracting Officer’s Representative (COR). Occasional travel may be required to regional VA medical centers, field sites, and vendor locations.

Any work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

• There are eleven (11) Federal holidays set by law (USC Title 5 Section 6103) that VA follows:

Fixed-date holidays:

• New Year's Day – January 1

• Juneteenth National Independence Day – June 19

• Independence Day – July 4

• Veterans Day – November 11

• Christmas Day – December 25

If any of the above falls on a Saturday, then Friday shall be observed as a holiday. If any falls on a Sunday, then Monday shall be observed.

Floating holidays:

• Martin Luther King Jr. Day – Third Monday in January

• Washington’s Birthday – Third Monday in February

• Memorial Day – Last Monday in May

• Labor Day – First Monday in September

• Columbus Day – Second Monday in October

• Thanksgiving Day – Fourth Thursday in November

4.3. Travel Requirements

All travel shall be conducted in accordance with the Federal Travel Regulation (FTR) and must receive prior approval from the COR. The Contractor shall submit travel estimates and supporting justification as part of task order proposals. The contractor may not exceed travel costs in the optional line item (CLIN) in the contract price schedule.

5. Specific Tasks and Deliverables

5.1. Clinical Product Tool Managed Service

MSPO works to make sure VA medical facilities get the supplies they need through programs like MSPV, which provide items quickly and efficiently. Previously, MSPO used spreadsheets and meeting notes to manage medical supply needs, but the Clinical Product Tool (CPT) now helps organize and track these requirements more efficiently. Using CPT, MSPO’s requirements process was streamlined to maximize the use of both clinicians and project manager’s time and provide on demand reporting. VA expanded the previous STEP Tool to add more functionality to create a comprehensive tool to manage the needs of MSPO and their customers.

CPT shortens the requirements gathering process, allows for streamlined and documented clinical input, and enables VA to provide quick response to external stakeholders (e.g., GAO, Congress, etc.) with real time data. Further, within CPT, the MSPO Contract Operations and Reporting functionality creates a centralized tracking system to enhance VA’s ability to provide consistent, timely contract oversight and performance management for MSPV Gen-Z V1 and access critical MSPO program support information. Through automation, CPT results in optimization and gained efficiency. As such, CPT is estimated to save a significant amount of labor and reduce costs for management of MSPV-related activities.

The contractor shall provide support for CPT operations. However, all code changes will be done by OIT.

Key CPT Activities:

• Ingest medical supply spend and other data to identify potential new requirements, eliminating duplicate efforts by flagging items already reviewed and providing competitive pricing for medical supplies with an estimated cost savings of 10% compared to open market pricing.

• Stakeholder Management: Meeting with end users and change champions to understand needs and opportunities to inform future requirements

• Requirements Gathering: Develop a framework to allow government to understand end user/stakeholder needs, business requirements, and opportunities to enable decision-making in support of OIT requirements management

• Ticket Creation / Sprint Planning: Support OIT in creating and organizing user stories and tickets; planning and prioritizing work within sprints to align with priorities.

• Support Backlog Management: Support OIT in organizing, prioritizing, and updating the list of pending requests for the OIT development team

• User Acceptance Testing (UAT): Support and attend as necessary end-user or stakeholder testing to confirm solutions meet business needs before release into production

• Trainings: Develop a communications and internal outreach plan for tools, including training material development, and conducting sessions for field end-users to promote understanding of features

• Quick Reference Guides: Creating concise documentation to help users quickly navigate tools and processes

• Field Communications for Releases: Summarizing updates, new features, bug fixes, and changes in alignment with OIT’s release schedule as provided to the Program Office

• Data Analysis: Supporting the analysis and interpretation of CPT data for business decisions and prioritized functionality

• Support Automation Routines: Support the upload of files in CPT that enable the execution of the 25+ automated scheduled routines

• Permission Management: Support MSPO in monitoring CPT's requests for user access and coordinating with MSPO to approve or reject access

• Mailbox Management: Monitor and manage CPT's shared email inbox to respond to end-user inquiries and feature requests

• Bug Investigation / Testing: Assist OIT in identifying, reproducing, and helping resolve user-reported issues through testing

• Help Desk Support: Monitor and respond to CPT user inquiries and Help Desk questions, providing first-line troubleshooting and guidance in a timely manner Document suspected bugs and coordinate with OIT for resolution.

Deliverables

• CPT Monthly Release Notes – A detailed report describing all changes made to the functionality of CPT and associated modules (i.e., COR Tool, Supplier Self Service); the report shall describe the changes in terms of qualitative changes and quantitative impact to the MSPV program (Monthly, Word/PDF)

• MSPO Stakeholder Priority Report – A detailed report providing list of requested net new functionality within CPT and associated modules compared to implemented functionality in a month-over-month view for accurate progress tracking (Monthly, Word/PDF)

• Updated User Training Materials – Provide comprehensive user training on CPT and associated modules to equip Government staff with the skills and knowledge necessary for independent use of the system; training materials/topics should be validated with the CPT Product Owner on a bi-annual basis (Quarterly, PowerPoint/PDF)

5.2. Clinically Driven Strategic Sourcing

MSPO provides access to the latest clinical products for Veteran care through a Congressionally mandated Clinically Driven Strategic Sourcing (CDSS) program. The current acquisition process faces several challenges that delay the introduction of essential medical and surgical products into the MSPV program. Clinician involvement in product selection can be limited and inconsistent, resulting in reduced product selection, sub-optimal utilization, and missed opportunities for value-based, outcome-oriented decisions. Siloed data, requirements, and contracts hinder strategic category management, drive duplication of effort, and reduce the VA’s purchasing power. The absence of a formal pathway to add Custom Packs—high-volume, procedure-specific kits—forces facilities to source locally, eroding enterprise-wide savings. VA must continue to modernize acquisition policies, tools, and performance management to achieve non-labor cost savings and enhance field clinician satisfaction. The Contractor shall develop and integrate a Functional Equivalents and Similar Items capability to accelerate identification of substitute items and reduce backorder impacts.

The contractor shall provide services in support of CDSS through performance of the following activities.

Key CDSS Activities:

• Assist with development, refinement, and maintaining medical supply requirements (salient characteristics, performance standards, data calls, etc.) with active clinician input and sign-off

• Enable MSPO to stand up and manage clinician-driven Technical Evaluation Panels (TEPs) that:

o Provide product sample assessment, deficiency clarifications, and suitability recommendations o Synthesize vendor literature and clinical evidence for decision makers

• Provide subject-matter expertise (SME) to clinical product review teams across sourcing categories to accelerate compliant, value-based awards

• Identify, prioritize, and pilot Custom Pack requirements:

o Map the current marketplace and leading vendors o Gather facility-level demand signals and clinical specifications o Coordinate with contracting offices, prime vendors, and suppliers to launch pilot contracts

• Facilitate VA to embed value-based and outcome-driven evaluation criteria in solicitations and awards

• Increase field engagement through proactive outreach, site visits, requirements forecasting, and transparent performance reporting

• Create strategic communications strategy to better engage with the expendable medical surgical supply base, enabling a more informed and larger pool of suppliers to provide MSPO, more competitively priced, high-quality items

• Functional Equivalents & Similar Items o Developing/maintaining a functional equivalents/similar items dataset o Integrating the dataset into existing Power BI reporting as an extension of the

Backorders Dashboard in coordination with Task 5.4.

Deliverables

• CDSS Pilot Summary – A detailed report on the progress made towards the design, development, and implementation of a pilot program for Custom Packs (Quarterly, Word/PDF)

• Monthly Product Review Report – A detailed report on the number of items reviewed by IPTs, resultant spend associated with items reviewed, and corresponding IPT category of items reviewed to demonstrate improvements to MSPO Product List coverage (Monthly, Word/PDF)

• Quarterly Solicitation Report – Overview of quarterly progress in increasing MSPO Product List coverage – Specific metrics could include how many solicitations have been released, closed, how much spend has been captured from additions, how many remaining awarded items are expected to hit in the next quarter. Metrics are captured monthly, but meaningful change will only be shown at the Q1 vs. Q2 level; Show quarter over quarter change to demonstrate impact (Quarterly, Word/PDF)

• Supplier Engagement Plan – A detailed report on all planned and completed supplier engagement activities for the reporting period; supplier engagement activities shall be led by Government staff with support by the contractor, with the purpose of improving industry understanding of the medical supply program to drive improvements to MSPO Product List coverage (Quarterly, Word/PDF)

• Procurement Edge Implementation Report – A detailed report describing the progress made towards the implementation of Procurement Edge. The report shall describe the changes in terms of qualitative impact to the MSPV program. The report will also outline automation efforts, including objectives, benefits, and implementation timelines, providing visibility into both current achievements and future advancements (Monthly, Word/PDF)

5.3. Program Management

VA implemented its MSPV Gen-Z V1 contracts across all VISNs on May 12, 2025, building on prior improvements and innovations to reduce risk, expand efficiencies, and increase effectiveness and accountability. To position VA for a long-term success, VA requires program management services to better serve Veterans by:

• Improving the reliability, timeliness, and economy of the VA medical supply chain

• Improving Prime Vendor (PV) performance through PV metrics, tracking commercial fees, and fee reconciliation as specified in the Gen-Z V1 SOW

• Reviewing and measuring supplier (BPA holder) performance and MSPV program coverage through analysis of inventory, usage, and spend data where available

• Addressing GAO Health Care and Acquisition High-Risk List issues and enabling closure of GAO and VA OIG recommendations

• Increasing Veteran access to care and ensuring patient safety by reducing Government purchase card (GPC) use by Government staff

• Identifying and mitigating risks within VHA’s medical supply chain; unpredictable medical product shortages occur due to ongoing global manufacturing, transportation, and distribution challenges

The Contractor shall maintain and enhance MSPV stakeholder and facility master-data resources to improve governance, reduce manual effort, and enable automated communications/training delivery.

The Contractor shall provide rapid response team support, when directed by the COR and in coordination with facility and VISN leadership, to help facilities execute corrective actions to stabilize medical supply chain operations, reduce supply-driven impacts to clinical care, and strengthen sustained compliance. This support shall use a repeatable, performance-driven operating model to convert ad hoc workarounds into standard work and to hardwire sustainable controls that meet oversight expectations.

The Contractor shall provide Supplier Disruption operational risk management and communications support to enable MSPO to deliver standardized, timely disruption updates and actionable mitigation guidance to the field and impacted stakeholders and to improve MSPO’s ability to anticipate and respond to vulnerabilities in MSPV Product List items, categories, and suppliers.

Key Program Management Activities:

• Programmatic Support o Provide program management support for MSPO and its stakeholders. (Ex.

Charter, risk register, SOPs) o Provide recommendations for efficiencies within MSPO and across VHA medical supply chain, breaking down silos between teams and providing strategic enhancement recommendations o MSPO One-Stop-Shop (OSS) Governance & Sustainment Establish and maintain permission groups, document libraries, standard operating procedures, and ongoing governance to ensure artifacts remain current, accessible, and organized for MSPO stakeholders

Develop, deploy, and maintain task management and file management systems

• Performance Management o Coordinate with Facility/VISN/National CORs, and SAC MSPV CO or designee to standardize communication and formalize channels to resolve issues with o Facility-level COR vacancies and escalate and address PV and supplier performance concerns o Implement requirements for performance monitoring and oversight, including all processes for quarterly fee reconciliation o Leverage the Facility Execution Survey results and other inputs to coordinate with the National CORs to resolve outstanding or reoccurring issues o Coordinate with data owners to obtain performance data (e.g. VA Financial

Services Center; VHA Office of Finance) o Conduct deep-dive data analysis using available data on backorders and allocation to identify supplier trends and develop recommendations for MSPO to work with its VA partners to increase supplier accountability and MSPV performance using Power BI or similar dashboard tools.

o MSPV Utilization Acceleration Using available utilization and spend data sources (e.g., Core List, GPC spend, MSPV utilization, backorders/allocations, PVON status, IMF and other available inputs) to identify high-impact items for conversion, Generating facility-specific prioritized conversion/action lists (including “top items to shift to MSPV”)

Facilitating targeted outreach and virtual working sessions with facility personnel to review recommendations and execute Core List management/cleanup

Developing and delivering supporting training materials, job aids, and opt-in/automation approaches (where applicable) to enable repeatable execution at the enterprise/VISN/facility level o MSPV Stakeholder Master Data & Governance Automation Enhancing and maintaining the MSPV Directory/People List to include ordering facility information and points of contact Expanding functionality of existing sustainment mechanisms (e.g., checklist capability) to track COR vacancies/assignments and enable automated delivery of communications, reminders, and training o Rapid Response & Corrective Action Support (Facility Stabilization)

• Strategic Communications, Stakeholder Management, and Training o Develop and deliver training materials and conduct outreach for all major tools and process changes o Provide training materials and SOPs to stakeholders of the MSPV program o Establish and maintain a Vendor Resource Hub o Monthly communication with VA MSPV Contracting Officer

• Compliance and Oversight o Automate the process to generate action plans for closure of open GAO and OIG recommendations and provide regular status updates to GAO and OIG o Support closure of GAO/OIG recommendations and develop corresponding action plans o Provide summary view of open GAO/OIG recommendations; detail monthly actions taken by MSPO to closeout open recommendations

• Medical Supply Chain Risk Management and Resiliency o Use a fully managed service (technology and operational services) to conduct supply chain risk management and make operational recommendations to mitigate any issues and potential disruptions o Continuously assess the MSPO spend base and implement risk management capabilities that prioritize spend categories, based on perceived criticality and supply base risk (i.e. backorders, product list, core list) o Identify and proactively manage supply chain risks through a supply chain risk management platform o Conduct scenario planning analysis on both supply and demand side disruptions to assess and improve medical supply chain resilience and emergency management o Assess Regional Readiness Center (RRC) close out and capture lessons learned to enhance future crisis management and resiliency in the medical supply chain o Developing and maintaining a disruption communications plan (channels, ownership, timelines, and standard message content o Providing disruption analysis and mitigation recommendations leveraging available supplier, regional, and commodity data o Coordinating with MSPO stakeholders to ensure consistent guidance for alternatives, status updates, and Core List updates during disruption events o Proactive risk modeling of high‑priority product list items using available purchase order, backorder, and risk/disruption information to identify vulnerabilities and single points of failure o Establishing/enhancing ongoing risk monitoring methodology to improve risk sensing and assessment o Conducting real‑time, SKU‑level disruption analysis to improve threshold assessments and response actions during supply disruption events o Support for interagency crisis response coordination related to medical supplies (e.g. Health and Human Services (HHS) Administration for Strategic Preparedness and Response (ASPR) / Department of War (DOW) coordination) o Conduct research into both existing and net-new vendors to ensure reliable vendors are identified during the sourcing and contracting process

• Vendor Outreach and Management o Identify OEM & Authorized Distributor points of contact for key items o Support industry days; manage Supplier Resource Hub (SRH) updates & postings o Run vendor feedback forums/surveys and analyze responses; conduct retrospectives and build actions for no-bid / no-award items o Manage vendor PSRs o Develop strategies for OEMs that won’t participate

Deliverables

• Program Management Plan – The Program Management Plan (PMP) will be a central guide to managing the program’s activities, enabling effective organization, coordination, and continuous improvement. (Initial: 60 calendar days post-award; Updates: Quarterly, Word/PDF)

• Supply Resiliency Assessment and Mitigation Report – A detailed report providing an overview of supply chain risk and resiliency assessments and mitigation recommendations (Quarterly, Word/PDF)

• Bi-Weekly Supply Risk Report – A detailed report that includes ongoing risk monitoring updates and active Supply Disruptions information (Bi-Weekly, PowerPoint/PDF)

• Supplier Disruption Communications Plan – A detailed communication plan for how MSPO will communicate information pertaining to supply and supplier disruptions. The plan should include a list of target key stakeholders that are internal and external to MSPO who will receive the communications, standardized language and templates for messaging, a threshold assessment for responding and a timeline for distribution. (Initial:

30 calendar days post-award; Updates: Quarterly, Word/PDF)

• Supplier Disruption Report – Provide a quarterly overview of the actions taken by MSPO to respond to, mitigate and communicate Supply or Supplier Disruptions events.

(Quarterly, Word/PDF)

• Risk Register – A detailed log of organizational risks to MSPO; includes prioritization around likelihood to occur and overall impact to program (High/Med/Low) (Monthly – first full week, Excel)

• Stakeholder Communications Plan (Initial: 60 days post-award; Updates: As needed, Word/PDF)

• GAO/OIG Action Plan Updates – Provide a quarterly overview of the actions taken by MSPO to remedy / close out open GAO/OIG actions, highlighting actions that were completed and resulted in GAO/OIG recommendation closure (Quarterly, Word/PDF)

• Risk Assessment Reports – Detail MSPO’s operational risks from RAID Log, including any escalation and/or proactive measure taken to mitigate risks (Quarterly – first full week, Word/PDF)

• Monthly Field Engagement Report – A detailed report providing an overview of Field Engagement with MSPO programming (e.g., training attendance counts, spread of VISN representation at trainings; number of unique users) to demonstrate sustained engagement between MSPO and MSPV users to efficiently identify opportunities for modernization, automation, and innovation (Monthly – first full week, Word/PDF)

• Quarterly PV Statement of Work (SOW) Report – A detailed report that consolidates field feedback and CPT data into recommendations to MSPO, contracting activity, and stakeholders for the purpose of improving the PV contract. The report will also track recommendations and identify opportunities for further alignment to the VA FY 2026- 2030 Supply Chain Transformation goals. (Quarterly – first full week, Word/PDF)

• Quarterly PV Engagement Report – A detailed report providing consolidated CPT metrics (e.g., Core List stocking data, SLEF completion, OSR assignments vs.

vacancies) to demonstrate behavioral trends to ensure Core List items are stocked, PV complete SLEFs in timely manner, and OSRs are supporting VAMCs who have elected for that service (or other value added services), in an effort to efficiently identify opportunities for modernization, automation, and innovation (Quarterly, Word/PDF)

• Quarterly MSPV Utilization Acceleration Report – A detailed report of targeted Field engagement activities to increase MSPV utilization through data-driven identification of high-spend items for conversion to MSPV, including metrics to demonstrate shifts in buying patterns at the Facility level. The report will also provide a running list of recommended Facilities for ongoing targeted engagement based upon MSPV performance and utilization. (Quarterly, Word/PDF)

• Prime Vendor Sustainment Checklist Compliance Report – Overview (using pre-made visualization from Sustainment Dashboard) to demonstrate VISN-wide compliance with Sustainment requirements; identification of MoM changes to compliance rates (Quarterly – first full week, PowerBI/PDF)

• Staffing Roster – List of active contractor personnel supporting MSPO, to include which personnel have VA badges and CAG access (Monthly, Excel/PDF)

• Transition Plan – (60 days prior to ultimate completion date, Word/PDF)

5.4. Enterprise Modernization, Automation, and Innovation

MSPO has actively engaged with its VA medical center (VAMC) customers to address issues with the program. A common challenge identified was the cumbersome, complex, and time-consuming manual processes. MSPO has introduced several modernization initiatives to streamline and enhance legacy processes for VA medical centers. These improvements focus on reducing manual processes for local logistics teams through digitization, clear guidance and resources, and human-centered designed tools that are intuitive and simple, thereby increasing efficiency and transparency in supply chain management. Some examples of improvements, digitization, and automation introduced to the program in recent years includes (1) a tailored Product List specific to each VA Medical Center, (2) establishing electronic Core List management vice using individual facility spreadsheets, (3) creating a digital Service Level Election Form (SLEF), and (4) creation of the self-service, automated Gen-Z V1 Transition Facility Readiness Checklist and Dashboard.

MSPO will continue to face challenges as the Federal Government, VA enterprise and medical supply ecosystem evolve. It will need to respond swiftly to unexpected changes and leverage transformative technologies to enhance services for Veteran patients through automation and innovation. To tackle these persistent issues, MSPO will require the contractor to continuously implement innovative solutions, including automation, incorporation of artificial intelligence, and continue to identify cost efficiencies during the performance of the previously defined support.

Key Modernization, Automation, and Innovation Activities

• Adopt commercial healthcare best practices to consolidate relevant purchasing, ordering, distribution, and inventory management of medical supplies under its Office of Supply

• Increase oversight of supplier and vendor performance through visualization using Power BI or similar dashboard tools of inventory, spending, and ordering trends using available data to improve program metrics and service to VAMCs

• Implement reporting capabilities to empower VA with timely, data-driven decision-making regarding sources of supply within the MSPV program

• Automate a balanced scorecard of programmatic metrics to measure MSPV performance that could include, for example: MSPV Gen-Z V1 sustainment, field engagement, PV performance, Field Execution survey results, medical and surgical supply spending, MSPV usage, and Product List coverage

• Consolidate and automate reporting where possible to reduce manual processes from collection of data to visualization

• Develop Risk Modeling and Disruption Data Dashboard in support of activities described in Task 5.2

• Develop Functional Equivalents and Similar Items Dashboard in support of activities described in Task 5.2

• Build mockups and proof of concepts to demonstrate how MSPO could modernize its operations through technological advancements that could include MSPV ordering and data synchronization for item master

• Implement supply chain efficiency and effectiveness improvements through easy-to-use order, inventory, and demand management, providing visibility at both local and national levels o Develop and implement a standardized process to identify MSPV product recalls, evaluate clinically appropriate alternatives, and coordinate timely communications to PVs and the field.

o Develop Stock Rotation Improvement strategy to support VA implementation of a Shelf Life Extension System (SLES), including feasibility considerations and an implementation roadmap for safer, more cost-effective shelf-life management

• Identify opportunities to introduce artificial intelligence and business process automation to bring new efficiencies to the MSPV program (i.e., classification and categorization of GPC spend, automate the process of product list substitutions)

• Support identified Supply Chain Transformation Plan objectives and implementation roadmap to related to customer needs, supply chain process standardization, advanced technology integration, and supplier collaboration to create a resilient, Veteran-centric and risk-informed supply chain

Deliverables

• Quarterly Automation Report – A report delivered quarterly, detailing all automation solutions that have been implemented to modernize MSPO business processes. The report will also outline upcoming automation initiatives, including their objectives, expected benefits, and implementation timelines, providing visibility into both current achievements and future advancements, aligned to the 2026-2030 Supply Chain Transformation goals. (Quarterly, Word/PDF)

• Quarterly Medical Supply Chain Implementation Report – a quarterly report that details medical supply chain implementation progress on applicable VA FY 2026-2030 Supply Chain Transformation goals (Quarterly, Word/PDF)

• Inventory Optimization Strategy Report – a quarterly report that outlines recommendations for adoption of MSPV inventory optimization strategies, including potential implementation of a stock rotation program. (Quarterly, Word/PDF)

Goal 1: Maximize customer value.

Objective 1.1: Enhance clinical quality and services provided to Veterans.

Objective 1.2: Improve responsiveness and establish a centralized help desk function and issue resolution program.

Objective 1.3: Improve risk management and recall capability to mitigate threats to our supply chains.

Objective 1.4: Raise efficiency; standardize portfolio and life-cycle project management to provide enterprise-wide strategic supply chain solutions.

Goal 2: Streamline supply chain processes and achieve operational excellence.

Objective 2.1: Standardize ordering, receiving, distribution and disposing and reducing waste.

Objective 2.2: Optimize supply chain physical space requirements.

Objective 2.3: Enhance data quality, standardization, and analytics capabilities through effective data stewardship.

Objective 2.4: Leverage emerging technologies to automate functions (i.e.

demand forecasting, inventory optimization, visibility and risk assessment.)

Goal 3: Enhance performance oversight and workforce development and management.

Objective 3.1: Establish centralized authority and leadership for supply chains.

Objective 3.2: Implement a holistic performance management program and establish a shared responsibility for continuous improvement.

Objective 3.3: Develop supply chain talent.

Goal 4: Modernize VA supply chain systems.

Objective 4.1: Rationalize all software and solutions towards portfolio standardization.

Objective 4.2: Enhance interoperability and infrastructure.

Objective 4.3: Provide cyber security and effective interfaces with the Electronic Health Record Modernization (EHRM) and Financial Management Business Transformation (FMBT).

Goal 5: Optimize resources, vendor performance and scale best practices.

Objective 5.1: Enhance cost efficiency; automate demand and ordering systems to integrate with finance and inventory systems to source requirements through existing strategic and best in class acquisition.

Objective 5.2: Improve strategic sourcing, category management, and enhanced supplier partnerships.

Objective 5.3: Maximize onshoring / America First opportunities; utilize industry best-practices to visualize and address risk assessment and mitigation

6. Deliverables

In accordance with the stipulations set forth in the contractual agreement, all work products and deliverables generated during the course of the contract will be governed by FAR 52.227-14.

This encompasses any reports, documents, data, software, inventions, or any other intellectual property developed, produced, or created by the contractor in fulfillment of their obligations under the contract.

As clarified below, data rights assertions under FAR 52.227-14 shall be provided in a manner that enables VA’s rights to utilize, distribute, modify, and apply deliverables in ways that best serve the interests of the organization and the veterans it serves and supports:

6.1. Operational Continuity: It ensures that the VA can maintain and use the products and deliverables without dependency on external contractors for updates, modifications, or support.

6.2. Scalability and Adaptation: As the needs of the VA evolve, data rights must support scalability and adaptation of the deliverables to meet future requirements or integrations with other systems and processes.

6.3. Cost Efficiency: Data rights must enable long-term cost savings by eliminating the need for licensing fees or renegotiations with contractors for continued use or adaptations of the work products.

6.4. Security and Compliance: With direct control over the work products, the VA can better ensure that sensitive information, including PHI and PII, is handled in accordance with strict security and compliance regulations.

6.5. Innovation and Improvement: Data rights must provide the VA with the flexibility to further innovate and enhance the deliverables to continuously improve service delivery to veterans.

The Contractor shall not, without the prior written permission of the Contracting Officer, incorporate in a deliverable any data not first produced in the performance of this contract.

Except as provided herein, Contractor shall grant the VA Unlimited Use rights in data first produced in the performance of this contract. The VA expressly agrees with the following:

• Contractor shall leverage certain third-party proprietary technology licensed by the VA directly. All form, fit, and function data first produced by the Contractor related to such third-party proprietary software shall be provided with Unlimited Use rights.

• Contractor shall abide by the requirements of open source licensing terms, including the use of SEMOSS.

• While Contractor personnel may leverage proprietary software to develop reports, Contractor shall grant to the VA a royalty-free, fully paid-up, non-exclusive license to use, for the US Government’s internal business purposes, the works of authorship, materials, information and other intellectual property delivered through such reports.

All deliverables shall be provided to the COR. Upon request, contractor shall provide all MSPV-related reports and material to the VA’s MSPV Contracting Officer. MSPV Contracting Officer information is available: https://www.va.gov/opal/sac/mspv.asp or as updated. Information should be sent to vamspvgenzv1contractadmin@va.gov

All deliverables must meet professional standards and meet the requirements set forth in this PWS. The contractor will be responsible for delivering all items as specified below. All documents will be provided electronically and in the appropriate Microsoft Office format (e.g., Word or PowerPoint) or be provided in compressed or PDF format, as requested by the COR.

The contractor shall ensure the accuracy and completeness of all items and only tender for acceptance those that conform to the requirements of this requirement. The COR will review all draft and final deliverables to ensure accuracy, functionality, completeness, professional quality, and overall compliance within the guidelines/requirements of this PWS.

Deliverable Schedule

With respect to all “due dates” shown below, the deliverable must be submitted to the COR within the first full week subsequent to the completion of the task.

Deliverable Schedule (Base Period)

Deliverable Task Area Due Date Delivery CPT Monthly Release Notes 5.1 Monthly By email to the COR in

Word/PDF format

MSPO Stakeholder Priority Report 5.1 Monthly By email to the COR in Word/PDF format

Updated User Training Materials 5.1 Quarterly By email to the COR in PowerPoint/PDF format

CDSS Pilot Summary 5.2 Quarterly By email to the COR in Word/PDF format

Monthly Product Review Report 5.2 Monthly By email to the COR in Word/PDF format

Quarterly Solicitation Report 5.2 Quarterly By email to the COR in Word/PDF format

Supplier Engagement Plan 5.2 Quarterly By email to the COR in Word/PDF format

Program Management Plan 5.3 Initial: 60 days post-award Updates: Quarterly

By email to the COR in Word/PDF format

Supply Resiliency Assessment and Mitigation Report

5.3 Quarterly By email to the COR in

Word/PDF format

Risk Register 5.3 Monthly By…