B2.01 A0002 RFP Sec J Attachment 1 SOW_0002.docx

MANUFACTURING TECHNOLOGY (MANTECH)

Electronics Manufacturing Center

STATEMENT OF WORK

Office of Naval Research Arlington, VA

4 Feb 2020 Updated 20 May 2020 per Amendment A0002

STATEMENT OF WORK

1.0 Overview

1.1 Background of Navy Manufacturing Technology (ManTech) Program The Secretary of Defense established a Manufacturing Technology Program to further the national security objectives of Section 2501(a) of U. S. Code Title 10 – Armed Forces, through the development and application of advanced manufacturing technologies and processes that will reduce the acquisition and supportability costs of defense weapon systems and reduce manufacturing and repair cycle times across the life cycles of such systems. The purpose of the program is to improve the manufacturing quality, productivity, technology, and practices of business and workers providing goods and services to the Department of Defense (DoD). DoD Directive 4200.15 implements the Manufacturing Technology Program, and it dictates that DoD is to rely on private sector investment and the “free enterprise” system to provide the manufacturing technology necessary to produce DoD material. The Directive mandates ManTech investments are to be directed at improving the quality, productivity, technology, and practices of business and workers providing goods and services to the DoD.

The Navy Manufacturing Technology (ManTech) Program, operated out of the Office of Naval Research (ONR), is focused on affordability improvements for specific key acquisition platforms and capability acceleration as defined in the Navy ManTech Investment Strategy. Key platforms currently targeted include: the CVN 78 Class carrier; the DDG 51 Class destroyer; FFG(X) Guided missile frigate; the VIRGINIA Class Submarine / OHIO Replacement Program; and the Joint Strike Fighter (JSF). ONR ManTech helps these Navy programs achieve their respective affordability goals by transitioning developed manufacturing technology which, when implemented, results in needed cost reduction or cost avoidance. Capability acceleration is getting new technologies to the fleet faster. Issues addressed must be production-or manufacturing technology-related.

Navy ManTech executes through Centers of Excellence using this key acquisition platform approach to develop cost reduction/avoidance platform portfolios and specific projects. There are presently seven Navy ManTech Centers of Excellence (COEs), and they serve as focal points for the development and technology transfer of new and advanced manufacturing processes and technology in a cooperative environment with industry, academia, and the Naval Research Enterprise. The COEs serve as corporate repositories of expertise in particular technological areas and collaborate with acquisition Program Executive Offices (PEOs) / Program Offices (POs) and relevant industry to identify and resolve manufacturing issues impacting the key Navy acquisition platforms. The COEs develop and demonstrate manufacturing technology solutions for identified Navy manufacturing requirements, provide consulting services to naval industrial activities and industry, and facilitate the implementation of developed manufacturing technologies.

1.2 Overview of the COE

Inasmuch as the assigned missions of the Office of Naval Research (ONR) Manufacturing Technology (ManTech) Centers are dynamic, this Statement of Work (SOW) is not intended to be all-inclusive or restrictive, but is intended to provide a broad framework and general scope of the work to be performed at the Center. This SOW does not represent a commitment to, or imply funding for, specific projects or programs. The ONR ManTech work requirements are developed through strategic planning and program plans.

The Center Contractor shall, in accordance with the provisions of this Contract, provide the resources, intellectual leadership, and management expertise necessary and appropriate for managing and operating the Center to accomplish its primary mission. The primary mission of the Center is to develop advanced manufacturing technologies and deploy them in the U.S. center specific industrial base with the goal of facilitating industry improvements and ultimately reducing the cost and time required to transition center related technology into Navy and DoD system applications as defined in the ONR ManTech Investment Strategy.

In addition, the contractor shall perform all supporting functions for a Navy ManTech Center of Excellence, such as serving as a corporate repository of expertise in its particular technological area; performing special projects and industry surveys related to the mission as required; planning and conducting outreach activities to increase awareness of the Center and disseminate manufacturing technology throughout the nation's center specific industrial base to achieve manufacturing technology transition beyond the developing organization; and any other functions as assigned by the ONR ManTech Division.

1.3 Center Core Mission and Scope of Work

The core mission and function of the Center is to identify, develop and facilitate the transition of electronics manufacturing technologies.

In accomplishing its mission, the Center will work closely with the Navy’s acquisition community as well as naval shipyards, as well as the electronics manufacturing (EM) industrial base to identify manufacturing technology issues that negatively impact transition of EM products to the fleet, with respect to both cycle-time and cost.

The Center will then solicit, select, award, and manage projects to address the identified cycle-time and cost reduction issues.

Types of technology areas include, but are not limited to, the following:

· Electronics manufacturing technology (materials, devices, circuits, modules, subsystems)

· Semiconductor devices / vacuum electronics / passive components

· Integrated circuit technologies (digital, analog, ICs, MICs, MMICs)

· Interconnections

· Compound semiconductors / wide bandgap semiconductors

1. Low-Cost, High-Throughput Manufacturing and Assembly Techniques

1. Nanoelectronics

1. Power electronics

1. Trusted and resilient electronics hardware

1. Thermal management

1. Micro-Electro-Mechanical Systems (MEMS)

1. Electronics packaging technologies (including tamper proof and non-hermetic approaches)

1. Energy storage

1. Microwave electronics

1. Emerging electronics technologies

1. Technology obsolescence

1. COTS integration

1. U.S. electronics manufacturing industrial base

1. Supply chain integrity

1. Detection and testing for counterfeit parts

1. Detection and testing for embedded viruses, other cyber threats

1. System Integration

The Contractor will operate and manage the Center in its mission to develop naval platform-related manufacturing technologies and transition the technology to the center specific industrial base. In addition to accomplishing the Centers core mission, the Contractor shall manage, operate, sustain, and enhance the Centers ability to function as an ONR ManTech Center of Excellence.

The Contractor shall, with the highest degree of vision, quality, integrity, and technical excellence, maintain a strong scientific and engineering resource base responsive to manufacturing technology issues of national importance. The scope of work of this Contract includes:

1. Operating and managing the COE in an efficient, cost effective, and innovative manner to accomplish its core mission of developing and facilitating the implementation of advanced electronics manufacturing technologies to U.S. industry to reduce the cost and time to design, build and test critical naval sensor technology.

2. Organizing, facilitating and executing an EM manufacturing-focused project selection process, supporting the key naval platform programs identified by the ONR ManTech Investment Strategy and the ONR Program Officer, in order to recommend technical work. Projects selected should be important to both the Navy and the naval industrial base that builds and/or repairs naval platforms.

3. Initiating and managing ManTech projects approved by the ONR Program Officer. Management of projects should include the use of an earned-value or similar methodology that tracks and relates technical progress, schedule, and funding.

4. Providing support of special projects or non-ManTech funded projects that relate to the COE mission, as directed by the ONR Program Officer.

5. Providing all required reporting, including COE-level and project-level deliverables, for the evaluation of the technical and financial progress of the Center and of each technical project.

6. Planning, coordinating, and conducting outreach activities and projects to increase awareness of the Center and to facilitate technology transition and implementation of ManTech-developed manufacturing technology at additional shipyards and industrial facilities beyond the initial implementation site of any particular technical project.

7. Traveling in support of the Center. Travel shall be planned and conducted in such a fashion to provide maximum flexibility and use of time in support of the COE. All travel shall be in accordance with applicable federal travel regulations.

The Center contract will be structured with multiple task orders. This Statement of Work covers two general activity areas critical to the Center’s accomplishment of its mission: First Task Order: CoE Center Operations and Management and Second Task Order: Project Development and Management. Both Task Orders will be numbered after execution of the Base Award Indefinite Delivery/Indefinite Quantity (IDIQ) contract.

2.0 First Task Order: COE Operations and Management and COE Business Operations

The Contractor shall operate the Center to function as an ONR ManTech Center of Excellence to serve as a national resource in electronics manufacturing technology in general and to accomplish the Center core mission in particular. The Contractor shall manage and operate the COE in an efficient, cost effective, and innovative manner -- developing strategies to plan, track, and analyze projects and expenditures to ensure efficient operation of the COE.

2.1 Center Operations

Center operations can be broken down into the following activities:

2.1.1 COE Core Mission Management and Support Activities

The Contractor shall provide management and programmatic support as required to accomplish the Center core mission of identifying, developing and facilitating the transition of electronics manufacturing technologies. In so doing, this includes but may not be limited to:

· Managing the Center as a whole;

· Submitting COE-level deliverables as directed by the ONR Program Officer and as specified in the Annual ManTech Guidance;

· Responding to “data calls” as requested by the ONR ManTech Director, the ONR Program Officer, or their representatives; and

· Establishing and maintenance of an Electronics Manufacturing test capability to provide validated and independent measurements of electronic manufacturing devices, components, and systems as a means of certifying manufacturing processes.

2.1.2 Naval Technical Advisor Activities

The Contractor shall provide technical assessments and recommendations on specific shipbuilding and other naval related technologies as required by the Government. Reports delivered to the Government shall include independent analyses and specific recommendations by the Contractor. The Contractor shall avoid any conflicts of interest and act as an independent advisor (honest broker) to the Government. As a result of such in-house support, the Contractor may be ineligible on Organizational Conflict of Interest (OCI) grounds from performing the actual development work on the recommended technologies. The Contractor will provide management, control, and support for Navy and DoD funded developments and coordinate the research of participating government, industry, and academic organizations.

The contractor shall assess U.S. industrial manufacturing capabilities for affordability of various electronic manufacturing technologies and recommend programs to improve the industrial base. The contractor shall promote new manufacturing technology initiatives that improve the competitiveness and responsiveness of the electronic manufacturing industrial base.

Special Projects: As part of Naval Technical Advisor Activities, the Contractor shall perform Special Projects as directed by the ONR ManTech Division. Special Projects may include, but are not limited to, the following: support to Navy PEOs, POs, and PMSs/PMAs to identify and resolve critical electronic manufacturing issues, conduct EM industrial base benchmarking surveys; development of technology roadmaps; assessment of foreign EM manufacturing.

2.1.3 Connectivity to Navy/DoD Laboratories and US EM Industrial Base The Contractor shall develop and maintain working relationships and technical interchanges with Navy/DoD Laboratories and the US EM Industrial base. The Contractor shall also describe its approach and experience in utilizing these relationships to facilitate technology transfer to the nation’s shipyards and other defense industries.

2.1.4 Outreach Activities

The Contractor shall perform outreach activities as approved by the ONR Program Officer. The objectives of these activities are to encourage partnering with government, industry, and academic organizations and to facilitate transfer of developed manufacturing technologies to achieve implementation beyond the primary shipyard(s) or industrial facility on any particular project team. This includes, but is not limited to, the following:

· Providing uninterrupted maintenance of the Center public domain website and server.

· Providing promotional materials and logistics support for exhibits, demonstrations, conferences, workshops, and displays.

· Attending and showcasing the Center mission and accomplishments at specific conferences and trade shows, such as the Defense Manufacturing Conference, ShipTech, SPIE, Military Sensing Symposium (MSS) and other related Advanced Manufacturing Technology Workshop and conferences. Attendance and exhibition at trade shows, conferences, and the like must be approved in advance by the ONR Program Officer or ManTech Director. Typically this is 3-6 events annually.

· Attend and provide briefs for Joint Defense ManTech Panel (JDMTP) subpanel reviews.

· Distributing a physical and/or electronic newsletter on a minimum quarterly basis to key government and industry personnel.

2.2 Center Business Operations

0. The Contractor shall manage and administer a system of internal controls for all COE business and administrative operations. Management of the Center business and administrative operations shall include integrating common systems of internal controls across the Center and implementing business processes that are risk-based, cross-functional, and cost-effective; that optimize and streamline operations; and that increase efficiency and enhance productivity. Included shall be plans to accomplish the following:

2.2.1 COE Performance Management

The Contractor shall develop and institute an in-house financial management system (Earned Value Management System (EVMS) or equivalent) to help the ONR Program Officer measure the performance and effect corrective actions as needed for each technical project. This system must be capable of accurately tracking expenditures, analyzing the expenditure of funds in light of work accomplished, and quantifying technical problems in terms of cost and schedule. Favorable and unfavorable cost and/or schedule variances that exceed +/- 10% shall be identified and reported along with proposed corrective actions. This does not need to be a complex EVMS. It is intended to provide a simple means of correlating technical progress to budget progress.

2.2.2 COE Performance to Fiscal Benchmarks

The Contractor shall develop a plan to meet the Navy’s obligation and expenditure fiscal benchmarks, track center performance with respect to these benchmarks, and develop “get well” plans if necessary.

2.3 COE-Level Meetings and Travel

Center personnel shall participate in meetings as directed by the Navy ManTech Director and/or ONR Program Officer. These are expected to include, but are not limited to, the following:

· ManTech “All Hands” or Center Director Meetings - typically 2-3 times annually.

· Candidate Project Selection Meetings - typically once annually.

· Quarterly Program Management Reviews (PMRs) - quarterly with the ONR Program Officer at ONR, the COE, or other site as approved by the Program Officer. Other attendees will be at the option of the ONR Program Officer. Each PMR shall address at a minimum: center financial performance and plans; updates on active projects including information such as technical; progress and accomplishments, schedule status, and adherence to spend plan; technology implementation updates; and planned meetings and activities;. The PMR shall address other technical and programmatic topics as directed by ONR.

· Platform IPT Reviews – Navy ManTech currently holds Platform IPT project review meetings for each platform supported by the Navy ManTech Investment Strategy approximately 2 times per year per platform. To make effective use of ManTech resources, these meetings are often co-located, resulting in a total of 6-10 meetings annually.

· ManTech Conferences/Workshops – as directed by the ONR Program Officer but typically includes the annual Defense Manufacturing Conference (DMC), ShipTech and other approved conferences/workshops.

· National and International Technology Trade Shows - as directed by the ONR Program Officer.

2.4 COE-Level Deliverables

The Contractor shall submit COE-level ManTech deliverables as directed by the ONR Program Officer and as specified in the Annual Navy ManTech Guidance, expected to include but not limited to:

· COE Monthly Status Report – monthly

· COE Funding Allocation Spreadsheets – typically semi-annually

· COE Expenditure Estimates – typically semi-annually

· COE Monthly Expenditure Reports (MERs) - monthly

· COE Affordability Assessments – typically semi-annually

· COE Implementation Workbooks – typically annually

· COE Small Business Utilization Report – annually

2.5 COE-Level Data Requirements

The Contractor shall submit all data requirements as specified in the Contract Data Requirements List (DD Form 1423) which are attached to the solicitation and will be attached to the resultant contract.

3.0 Second Task Order: Project Development and Management

In support of the ONR ManTech Program, the Center shall identify, develop and transition electronics manufacturing technologies to U.S. EM industry to reduce the cost and time to design, build and test critical naval sensor technology, as identified in the Navy ManTech Investment Strategy. Primary means of accomplishing this core mission is through the development and execution of technical projects whose results will be transitioned to industry.

The three basic types of ManTech projects are:

Rapid Response projects – These projects are small dollar, urgent requirements. The projects are typically a 4-6 month duration and $50K-$200K range. Rapid Response projects will be managed and executed under the Second Task Order.

Standard ManTech projects: These projects are typically 12-36 months’ duration and funding ranges from $500,000 - $5M. Standard Projects will be managed under the Second Task Order but will be executed under other Task Orders awarded under the base contract.

Mega Rapid Response projects – These projects are larger dollar urgent requirements. The projects are typically 6-9 months and typically less than $500,000 (with up to$750,000 in certain cases). Mega Rapid Response projects will be managed under the Second Task Order but will be executed under other Task Orders awarded under the base contract.

Note: Non-ManTech Projects - At the discretion of the ONR Program Officer, the Center may execute and manage technical projects, other than Navy ManTech projects, that are related to EM or electronics technology. Examples of these projects may include, but are not limited to, projects from other ONR Technical Codes, congressional interest (“plus-up”) projects, or Office of the Secretary of Defense (OSD)-funded Manufacturing Science and Technology efforts. These Non-ManTech projects are typically awarded under separate, individual delivery orders and the management of these efforts is charged directly to those projects, not the Second Task Order, unless coordinated with ONR ManTech.

3.1 Project Development

Project development is generally broken down into the following three steps.

Note: The below information is based on current ONR ManTech policy and guidance. ONR reserves the right to revise and refine the below project development process.

3.1.1 Issue Identification

The Contractor, via their relationships with Navy PEOs, program offices, warfare centers, etc., as well as their relationships with shipbuilders and other relevant industry, will identify electronics manufacturing technology issues and/or needs. These needs shall be turned into ManTech project candidates. The Contractor shall document these issues as appropriate by generating an issue sheet, quad chart, and/or other documentation as appropriate.

3.1.2 Candidate Project Selection

The Contractor shall continuously prioritize candidate projects so that resources may be properly allocated. This prioritization shall be based on interactions between the Center, the ManTech Program Officer, shipyards and other industry, and various Systems Commands program offices (Program Executive Offices, Program Management Offices, etc.). The Contractor shall assist in matching these needs to recommended ManTech projects, Mega Rapid Response projects, Rapid Response projects, or other proposed solutions. The contractor shall endeavor to provide their best efforts to provide the Navy with technology readiness and manufacturing level assessments.

Project selection will be in accordance with guidance and timelines set by the Navy ManTech Office in effect at that time. Currently, the COEs present their prioritized list of candidate projects to the ManTech Director and Program Officers at a Candidate Project Selection Meeting in the winter of the prior fiscal year. The ManTech Director and the Program Officers will then select project ideas for further development based on anticipated availability of funds. Off-cycle project candidates will be considered based on need and funding availability. This project selection process should also be in keeping with the approved ManTech Investment Strategy and any key platforms or PEO(s) identified within.

3.1.3 Individual Project Development

Projects may be developed as Standard ManTech projects, Mega Rapid Response projects, or Rapid Response projects. As the majority of efforts are expected to be ManTech projects, the ManTech project development process is described below. Mega Rapid Response and Rapid Response projects may have an alternate, simplified development processes as described by ONR guidance and/or Program Officer Direction.

As part of project development, the Contractor will endeavor to obtain quality cost share from participating project subcontractors, program offices, etc. as well as identify available leveraging opportunities and other methods to augment Navy ManTech investment.

Upon candidate selection and approval by the ManTech Office, each ManTech project shall be initiated under a three-step process.

3.1.3.1 Program Planning Document (PPD) Development: The Contractor will coordinate the development of a Program Planning Document with teaming partners and Navy points of contact. This PPD will contain a list of performers/ team members, estimated project costs, technical statement of work outline, benefit information, draft schedules, draft metrics, and other information as requested by the Program Officer. This PPD will then be submitted to the Program Officer for review and approval.

For Navy ManTech-funded projects, it is expected that the Contractor will employ a strategy of utilizing subcontracting authority as appropriate with industry (weapons system prime contractors, system integrators, and/or their associated vendors and suppliers) or other commercial entities where expertise or technologies are required to be deployed or are already resident.

Upon approval of the PPD, the ONR Program Officer will issue the Center a Project Development Request (PDR) which authorizes the COE to develop a project plan for the proposed effort. The PDR signals an intention to provide, but is not a guarantee of, eventual project funding.

3.1.3.2 Project Plan Submittal: The Contractor will submit a Project Plan (also known as the proposal package) to the Navy for analysis. This plan shall generally include: an executive summary; background; goals, objectives, and benefits; technical scope/approach and plans; technical analyses; financial spend plans; statements of work; schedules, milestones and deliverables; risk assessments; detailed cost and budget proposals; detailed cost analyses analyses and summaries; investment cost sharing plans and cost leveraging summaries; technology transition plans (TTPs); and Stakeholder and Technical Assistant concurrences. PDF copies of these documents are acceptable.

In addition, the Contractor shall also assure the following documents are included and/or used in each project plan submission:

a. Use of the ONR Cost Template submitted in Excel for prime and subcontractor proposals;

b. Word version for prime and subcontractor Statements of Work;

c. Prime’s analysis of all proposed subcontractor(s) cost to include fee; and

d. Request to all proposed subcontractors to submit their unsuppressed proposals to the Contracting Officer and Program Officer.

Project plans which are modified shall identify the following when submitted:

a. Use of the ONR Cost Template showing the overall impact from the award amount, modification amount, and total proposed modification amount;

b. Word version for prime and subcontractor (if required) Statements of Work detailing work which is added or removed from the original project plan;

c. Prime’s analysis of all proposed subcontractor(s) cost to include fee; and

d. Request to all proposed subcontractors to submit their unsuppressed modification proposals to the Contracting Officer and Program Officer.

Note that technical nor cost analysis will not commence on the project until all documents required in the project plan, or modification to project plan, submissions are due.

3.1.3.3 Project Plan Review and Approval: The ONR Program Officer will review the submitted Project Plan. If approved, the Program Officer will provide a technical evaluation to the ONR Contracting Officer. The Contracting Officer will negotiate/award a new delivery order or delivery order modification for performance of the approved project.

3.2 Project Management

Awarded projects are to be managed by the Contractor as instructed by the ONR Program Officer. This includes, but is not limited to, providing technical, programmatic, and financial oversight and guidance to the project team; coordinating project activities with government stakeholders and technical authorities; and completing all project management documentation (monthly and quarterly reports, quad charts, project final report, etc.). It is expected that for each awarded project, the Contractor will hold regular status telecons with the project IPT members and hold project kickoff meetings, periodic project status and milestone gate reviews, and final reviews. The Contractor shall determine that all presentation tools are compatible with Navy IT systems. Projects shall be tracked using the EVMs or equivalent process.

3.3 Project Development and Management Meetings and Travel

Center personnel shall expect to travel and participate in meetings in support of Project Development and Management efforts. Typically, these meetings would include, but not be limited to: future FY planning meetings at specific shipyards and industrial facilities; project kickoff and coordination meetings, final project reviews, etc.

3.4 Project-Level Deliverables

For each ManTech project, the Contractor shall submit:

· Project Program Planning Document (PPD)

· Project Plan In addition, the Contractor shall submit project-level ManTech deliverables as specified in the Annual Navy ManTech Guidance, including but not to:

· Technology Transition Plan (TTP)

· Projects Database Information

· Project Book Information

· Project Quad Chart

· Project Briefings, as applicable

· Success Story, as applicable Other deliverables may include any and all prototypes, mock-ups, tooling, software, samples, and components purchased and/or fabricated under ManTech funding during the execution of individual projects, if applicable. This may also include process specifications, designs (both components and tooling), manufacturing cost data for tooling and component fabrication, and all test results.

3.5 Project-Level Data Requirements

The Contractor shall submit all data requirements as specified in the Contract Data Requirements List (DD Form 1423) which are attached to the solicitation and will be attached to the resultant contract.

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