Atttachment_J-1_dated_17_Dec_2018.pdf

Attachment J-1

17 Dec 2018

N00024-19-R-2412

Statement of Work

Purpose

Given budgetary and regulatory constraints of Department of Defense procurements, the Navy is seeking novel solutions to the procurement of the Navy’s major weapons systems by utilizing Commercial Best Practices, other transformative and innovative procurement approaches from other Federal and State Agencies, as well as in-depth knowledge of industries both private and public associated with Navy major weapons systems that can be adapted and implemented into future Navy contracts.

This Statement of Work outlines the services that may be ordered under this contract, with the end-goal of incorporating those novel and transformative approaches into major weapon system procurements. Specific requirements, deliverables, and period of performance will be established under each order.

General Description

The contractor shall work directly with the Navy supporting analyses and initiatives that cover a wide range of areas related to improving effectiveness, efficiency, and affordability in major navy weapon system design, manufacturing, and support. These areas include:

1. Program Cost Reduction

2. Program Support

3. Organization and Process

4. Design-based Affordability

5. Acquisition Strategy

6. Advanced Cost Modeling

7. IT Strategy and Acquisition

The Contractor shall execute non-disclosure agreements with each supplier prior to reviewing proprietary or business sensitive materials.

LIST OF ACRONYMS

BOM— Bill of Materials

BOP— Bill of Process

CDRL— Contract Data Requirements List

C4I— Command, Control, Communications, Computers, and Intelligence

DCMA— Defense Contract Management Agency

G&A— General and Administrative (expenses)

HR— Human Resources

IPT— Integrated Product Team

IT— Information Technology

KPI— Key Performance Indicators/Index

KPP— Key Performance Parameters

SG&A— Sales General and Administrative (expenses)

NRE— Non-Recurring Engineering

OEM— Original Equipment Manufacturer

RFI— Request for Information

RFP— Request for Proposal

SWOT— Strengths, Weaknesses, Opportunities, and Threats

TAR— Technical Assessment Report

TOC— Total Ownership Cost

DETAILED ACTIVITIES

A description of the activities is provided for each area below.

1. Program Cost Reduction

a. Material Opportunity Assessment

b. Labor Opportunity Assessment

c. Overhead Opportunity Assessment

d. Collaborative Material Sourcing

e. Program Management Cost Reduction

f. Sub-tier Supplier Deep Dive

g. Maintenance Deep Dive

h. Commodity Sourcing

i. Affordability Initiative Strategy & Implementation

j. Software Open Architecture Initiatives

The contractor shall work with a single program, or across multiple programs, to identify, implement and/or track cost reduction initiatives. Assessment tasks (1a through 1c) shall identify key areas of opportunity through the entire value chain and across respective cost elements, including purchased materials, labor, and overhead.

Execution tasks (1d through 1h) shall assist programs with executing cost reduction initiatives defined in a prior assessment or separately identified. Tracking and implementation tasks (1i through 1j) shall focus on ensuring that cost reduction initiatives are implemented and that the benefits accrue to the Navy and/or suppliers as planned.

Specific task areas:

1a. Material Opportunity Assessment

Task

Evaluate purchased materials to identify opportunities for cost reduction.

Key elements of the work may include:

Review of current and historical purchased materials

Interviews with key supply chain stakeholders and buyers

Execution of supplier site visits with material and sub-tier OEMs

Analysis of material spend breakdown, bill of materials, and supplier processes

Identification of material cost opportunities, with quantified benefit potential, drawing on advanced procurement and supply chain techniques (e.g. cost driver inflation analysis, material bottom-up costing, material cost driver analysis, manufacturing and direct overhead analysis, G&A benchmarking)

Development of detailed roadmap for implementation

1b. Labor Opportunity Assessment

Evaluate labor value chain and labor proposals to identify opportunities for cost reduction and to establish cost targets.

Review and collection of program labor and productivity data

Development of a “forensic” view of direct labor and integration & test hours, on a detailed activity-by-activity basis and accounting

Quantitative and qualitative assessment of major navy weapon system labor consumption and productivity (e.g. “to go” consumption, labor coverage / trades / work locations, and historical comparisons)

Identification of cost drivers, pain points, and performance gaps

Support development of program cost targets

Analytical support for program negotiation and cost reduction tracking

1c. Overhead Opportunity Assessment

Evaluate Prime and sub-tier supplier overhead – relative to material and labor costs – to identify opportunities for cost reduction.

Baseline development of direct costs, indirect costs, overhead costs, other mark-ups, SG&A and profit

Site fact-finding visit, high-level operations layout and product family detail and volume

Account-by-account evaluation and determination of fixed, variable or high cost-type and relation to product families

Understanding of current overhead cost pooling method, update cycle and allocation method

(labor, machine hour, ABC, etc.)

Analysis of direct labor staffing by operations/product family

Mapping of indirect labor and overhead costs to operations and products

Development of indirect and overhead cost detail mapped to appropriate drivers for allocation

Recommendations with estimated benefit by cost type and high-level action plan to capture benefit

1d. Collaborative Material Sourcing

Conduct joint material sourcing effort with Prime or sub-tier suppliers to reduce purchased material costs.

Generation of the category/system profile that includes commercial perspective on potential supply base

Development and execution of a tailored category strategy

Support for supplier engagement and negotiations

Support Government negotiations or improvement strategy

Support for savings capture and implementation

Support for knowledge transfer (e.g. tools and techniques)

Savings summary and tracking / capture plans

1e. Program Management Cost Reduction (support, supervision, systems engineering)

Evaluate program management costs and management effectiveness. Identify and quantify labor reduction opportunities and cost targets.

Development of management baseline which captures informal interactions and level of effort through the proposal evaluation process

Review of management model and key parameters, including: tailored events list, decision authorities, defined “rules of engagement”, and escalation guidelines

Analysis of reporting structure to improve discipline, prevent runaway costs, and increase cost transparency

Evaluation of CDRLs and their value to the program effectiveness

Support development of KPIs and documentation of business case for changes

Alignment of stakeholder behaviors to capture management improvements

Development of recommendations to streamline the governance model

1f. Sub-tier Supplier Deep Dive

Work jointly with sub-tier supplier to take cost out of purchased materials, manufacturing/assembly and/or overhead cost.

Development of improvement targets in collaboration with the supplier

Development of a bottom-up cost forensic based on detailed BOM/BOP line-by-line item breakdowns

Identified cost reduction opportunities across comprehensive total ownership cost elements

Benefit capture strategy and implementation aligned with enterprise work products (e.g. cost reductions tied to each major navy weapon system platform or contract)

Integrated process to track and implement affordability initiatives

1g. Maintenance Deep Dive

Conduct detailed analysis into the maintenance for a process area, system, or process; to identify areas for improved cost effectiveness.

Key elements of the task may include:

Detailed evaluation of all maintenance planning processes for fleet management, work package creation, material planning, tooling/equipment planning, capacity planning, and production control

Evaluation of decision support and maintenance requirement algorithms

Evaluation of potential alternative maintenance philosophies (e.g. crew vs. in-yard vs. the current state)

Appraisal of the repair network design including organizational, intermediate, and depot level repairs

Assessment of work execution including material flows, facility layout, staffing levels, repair

(welding, machining, etc.) practices, and work scheduling

Review of cost structures to include direct, overhead and material pass-through costs

Development of improvement plan incorporating priorities, dependencies and budget constraints

1h. Category Strategic Sourcing

Support enterprise to determine optimal strategic sourcing strategies, to better leverage purchasing power with low-engineered parts or commodities. Support development of multi-year contracting options to secure future supply and provide suppliers increased visibility, operational stability, and improved overhead absorption.

Key elements of this work may include:

Review of cross program spend

Analysis of supply market and identification of suitable suppliers

Support development of sourcing strategy

Support development of sourcing process (e.g. supplier market test (RFI), request for proposal

(RFP))

Coordination of Navy, prime and sub-prime supplier conferences

Evaluation of savings opportunity

Review of supplier and parts requalification process

Development of recommendations and high level business process enablement

Crafting of supplier strategies and work products

1i. Affordability Initiative Strategy & Implementation

Develop broad-based affordability initiative strategy and support implementation and savings capture for affordability items in support of enterprise cost objectives.

Creation of a strategic vision, policy, and implementation framework tailored to Navy based on commercial best practices

Development of a governance structure and supporting implementation processes

Piloting or execution of supporting implementation processes to capture benefits across relevant cost reduction areas (e.g. design, policy, organization, process, manufacturing, maintenance, and/or sustainment-related)

Provision of program management and planning of resources to support implementation and drive organizational or cultural change, as necessary

Development of an integrated and comprehensive model to ensure savings tracking and capture, aligned with organizational processes and work product

Collection of input and perspectives across stakeholder leadership to inform implementation model

Reporting and tracking of progress, compliance, and challenges associated with cost reduction opportunities

Execution of an implementation path forward

Integration of affordability tracking with existing cost data and program work products

1j. Software Open Architecture Initiatives

Software Collaborative Material Sourcing Open Architecture Initiatives

Development and execution of a tailored category strategy, including the use of data rights and open architecture

Support to lower development risk through transparency of system designs, continuous design disclosure, and coordination for Government/academia/industry peer reviews

Develop life cycle sustainment strategies for software intensive systems through proven technology insertion and software product upgrade techniques

2. Program Support

Support for:

a. Acquisition Fact Find & Proposal Evaluation – Material

b. Acquisition Fact Find & Proposal Evaluation – Labor

c. Acquisition Fact Find & Proposal Evaluation – Overhead

d. Maintenance Fact Find & Proposal Evaluation

e. Negotiation Support

For this work area, the contractor shall focus on creating enhanced negotiation strength for programs by evaluating Prime or supplier proposals and performing outside-in fact finds to ensure Prime or supplier performance. Assessment tasks (2a through 2c) shall address material, labor, and overhead cost areas for program acquisitions. The evaluation of maintenance proposals shall encompass a related task and set of analyses (2d). These tasks may lead to support for contract negotiations, as outlined (2e).

2a. Acquisition Fact Find & Proposal Evaluation – Material

Perform detailed evaluation of Prime and sub-tier supplier material cost proposals.

Review of the proposal and prioritization of effort for subsequent analysis

Evaluation of material cost proposals using best-practice techniques including cost-driver level analysis, should cost estimation, and benchmarking

Coordination of supplier fact-find visits in support of external and cross-program benchmarking

Development of should-cost analyses to include development of Navy cost targets

Support for Technical Assessment Report (TAR) development and negotiations strategy

2b. Acquisition Fact Find & Proposal Evaluation - Labor

Perform detailed evaluation of Prime labor cost proposals, encompassing touch labor, integration & test, support, and program management labor.

Review of the labor cost proposals and prioritization of effort for subsequent analysis

Evaluation of labor cost proposals including labor cost-driver level analysis

Coordination of supplier fact-find visits in support of external and cross-program benchmarking

Development of should-cost analysis to include specification alternatives and development of

Navy cost targets

Evaluation of supplier estimating methodologies

Support for labor cost position and negotiations strategy

2c. Acquisition Fact Find & Proposal Evaluation - Overhead

Support program team – and DCMA, if applicable – with detailed evaluation of Prime and sub-tier supplier proposals focusing on overhead costs.

Development of supplier cost baseline, including direct costs, indirect costs, overhead costs, other mark-ups, SG&A and profit

Coordination of site fact-finding visit, and high-level operations layout, operations and product family volume estimation

Evaluation of estimated overhead cost pools, operations and product family requirements

Evaluation of Prime’s proposed estimation methodologies and assumptions

Development of appropriate allocations and recommendations with high-level action plan to capture benefit and estimated benefits

2d. Maintenance Contract Fact Find & Proposal Evaluation

Conduct evaluation and negotiation of maintenance proposals.

Development of a top-down analysis of the proposal to identify funding shortfalls

Development of predictive cost models based on primary cost drivers to identify potentially unjustified, excessive proposal costs

Evaluation of prioritized functional areas and Integrated Product Teams for extensive technical cost analysis

Coordination with government and Primes to perform technical evaluations to include but not limited to production and or overhaul shop floor performance evaluation, non-recurring engineering effort levels, and material demand requirements

Documentation of price estimates and justifications to support a negotiations position

Execution of structured process with government team to develop a comprehensive negotiations strategy

2e. Negotiation Support

Support supplier negotiations, to include the development of negotiation options, overarching strategy and messaging, and preparation of negotiation packages and scripts.

Coordination across Navy stakeholders to develop an overall negotiation strategy

Development and codification of strategic objectives

Identification of negotiation levers

Evaluation of risks and trade-offs

Support for the Navy to establish roles and responsibilities for negotiations and develop key messages and negotiation scripts.

3. Organization and Process

a. Organization Design and Alignment

b. Organization Efficiency and Effectiveness

c. Capability Building

d. Full Restructuring and Transformation

For this work area, the contractor shall work with system commands, programs, or other groups on organization, process and transformation initiatives. Organizational and process tasks (3a through 3b) shall evaluate current state, identify opportunities, and develop strategies to improve organizational clarity and effectiveness. Capability building (3c) shall establish a plan and develop tools needed to close gaps in capability that exist within the enterprise. Full restructuring and transformation (3d) shall apply a comprehensive enterprise-level approach to addressing the organizational constructs and business processes based on clear performance goals and objectives.

3a. Organization Design and Alignment

Conduct detailed evaluation of organizational structure, organizational alignment, and metrics of organizational effectiveness.

Review of the entities’ mission, strategic direction, departmental and organizational requirements

Coordination and execution of interviews at all levels of the organization to understand and define key roles, responsibilities

Development of organization benchmarks against industry best practices

Evaluation of total spans of control within the organization

Development of future-state organizational model

Development of a prioritized list of recommendations, benefits and next steps for implementation

Development of change management and communication plans

3b. Organizational Efficiency and Effectiveness

Evaluate organizational processes and key performance metrics.

Evaluation of current organization and structural elements (function, geography, inputs/outputs, Development of efficiency and effectiveness benchmarks against leading practices across government and commercial industries

Identification of gaps against best practice

Development of framework of organization’s key processes with resource allocation

Execution of SWOT analyses encompassing the current organization, processes, internal frictions, and organizational change requirements

Development of specific, actionable recommendations, and next steps for implementation

3c. Capability Building

Conduct detailed evaluation and support up-skilling of organizational talent

Coordination of preliminary interviews with HR to understand roles and responsibilities within the organization

Support interviews across the organization to complete the Talent Assessment Survey

Support for unit leaders to facilitate maximum participation of organization to enhance the final survey and tool

Development and execution of change management and communication plan

Evaluation of survey results to determine opportunities for improvements in particular demographic segments of the population

Development of talent benchmarks against industry best practices to identify opportunities for capability enhancement

Development of a prioritized list of recommendations and next steps for implementation

3d. Full Restructuring / Transformation

Assist Navy leadership in organizational transformation leading to an improved operating model supported by redesigned processes, roles and responsibilities.

Evaluation of capabilities against existing and emerging requirements as well as best practices

Identification of performance gaps and support development of KPIs

Evaluation and establishment of roles and responsibilities

Development of strategies to close performance gaps by redesigning the organizational structure, processes and systems, while considering cultural and leadership dimensions of the organization

Development of an overall transformation roadmap, balancing near term requirements and the migration towards an optimized future state

Development and execution of change management and communication plan

Development of a prioritized list of recommendations and next steps for implementation

4. Design-based Affordability

a. NRE Cost Reduction

b. Design Cost Reduction

c. Specification Streamlining & Analysis

For this work area, the contractor shall work with system leads, programs, or supply chain stakeholders to address design and engineering costs inherent to military systems, equipment, and specifications. NRE and design cost reduction (4a through 4b) efforts shall provide a structured approach to conduct technical and cost analysis in order to find and implement opportunities for cost reduction within existing equipment.

Specification streamlining (4c) is intended to be a “greenfield” exercise to establish design parameters and cost effective specifications for systems still in concept phase.

4a. NRE Cost Reduction

Conduct detailed analysis and establish prescriptive actions to address program NRE cost reduction opportunities across the lifecycle of key systems.

Mapping, review, and consolidation of NRE costs related to program acquisition and lifecycle

Review of current and future technical requirements baseline and scope of change

Evaluation of infrastructure/tools, design re-use, engineering performance, engineering efficiency, and NRE cost

Development of business case analyses and evaluations

Identification of NRE cost reduction initiatives and prescriptive set of recommended actions

4b. Design Cost Reduction

Conduct detailed analyses into targeted mechanical, electrical, combat, or C4I system to identify affordability opportunities associated with system technical specifications, in the design phase.

Review of component portfolio for targeted analyses

Identification of spec elements and equipment design decisions

Mapping of specifications across programs / systems / components

Coordination of multi-site collaborative shipyard visits and supplier workshops

Execution of internal workshops with military technical community

Coordination of technical concurrence for affordability spec changes

Development of enhanced TOC model for standardization / commonality / design cost recommendations

Execution of structured cross-functional IPTs / decision process

Development of roadmap for implementation

Initiation of change with military specification owners

4c. Specification Streamlining & Analysis

Perform cost and cost driver comparisons associated with commercial and military applications in order to identify appropriate specifications and/or standards that could be used to drive affordability in future procurements.

Selection of a component with a military price premium

Review of the cost basis for commercial and military applications

Evaluation of military cost drivers

Execution of insight interviews and onsite visits with military and commercial suppliers

Development of a cost driver construct to understand the root causes of military price premiums

Development of recommended changes to specifications in order to streamline future procurements

5. Acquisition Strategy

a. Analysis of Alternatives

b. Acquisition Strategy Development Support

c. Production Readiness Review

d. Maintenance Strategy

e. Program Strategy

f. Logistics Network Strategy

g. Industrial Base Assessment

For this work area, the contractor shall work with programs to determine various elements of acquisition strategy. Initial tasks (5a thru 5c) are focused on strategies developed during the initial phases of an acquisition.

Subsequent tasks (5d thru 5g) are used to ensure alignment with related enterprise systems and areas as a program matures.

5a. Analysis of Alternatives

Support programs in development and execution of a detailed evaluation framework for analysis of alternatives, make vs. buy, and strategic decisions across program milestones.

Development of profile for category business case drivers

Review of business alternatives and definition of options

Analysis of technical or business KPPs with respect to business case drivers

Development of sensitivity analyses and identification of operational “tipping points”

Evaluation of KPPs for scenario analysis (e.g. make vs. buy)

Execution of business case analyses

Development of cost-performance trade study for use in future evaluation

5b. Acquisition Strategy Development Support

Support programs in development and evaluation potential acquisition and contracting strategies for a program.

Post-mortem analysis of historical contracts to identify successes and lessons learned

Development of potential contract bundling or unbundling scenarios across major program elements or systems

Evaluation of supply market bargaining power and likely supplier proposal and negotiation strategies

Assessment of risk to program cost, schedule and technical performance for each strategy alternative

Development of recommendations for supplier selection strategy, potential remuneration structures and incentives

5c. Production Readiness Review

Perform detailed evaluation of Prime and sub-tier supplier production readiness.

Execution of interviews with key manufacturing, engineering and supply chain stakeholders

Assessment of current production readiness review materials, manufacturing plan and supply chain plan

Evaluation of production bill of materials, bill of process, make/buy decision, capacity/utilization plan and training plan

Coordination of manufacturing site visits at Prime and sub-tier suppliers

Review of manufacturing layout, material handling and packaging

Identification of improvements with quantified benefit potential (e.g. cost reduction, lead-time reduction, bottleneck elimination; risk reduction, quality improvements, etc.)

Development of prioritized list of recommendations and next steps for implementation

5d. Maintenance Strategy

Evaluate or develop maintenance strategies to improve maintenance affordability, without impacting major navy weapon system performance or availability over the lifecycle of the weapon system.

Review of current maintenance operations, philosophies, and approaches

Evaluation of maintenance practices and identification of performance gaps

Development of sensitivity analyses and identification of operational “tipping points”

Development of maintenance strategies consistent with DoD mandated milestone requirements --

Alternative Maintenance & Sustainment Concept of Operations, Sustainment Acquisition

Strategy, Life-Cycle Sustainment Plan, Life-Cycle Cost Estimate and Manpower Estimate, and

Preliminary/Final Maintenance Plans

Completion of Business Case Analyses and Analyses of Alternatives as required by statute

5e. Program Strategy

Evaluate and develop strategies to enhance acquisition program effectiveness or to streamline technology development initiative execution.

Coordination of interviews with key manufacturing, engineering, contractor and government stakeholders to identify strategic considerations

Evaluation of program or technology development initiative structure

Development of recommendations for the structure of a potential solicitation

Support for development of requirements for planned program structure, actions, and activities associated with design reviews or other milestones

Determination of means to incorporate affordability measures into program structure

Evaluation of benefits and trade-offs of potential strategies, including resources required, program risk, and potential downstream impact

Identification of areas where program timing can be optimized or activities completed in parallel

Support for assignment of accountability and ownership to individual program activities

5f. Logistics Network Strategy

Conduct detailed evaluation and support improvement of the Navy or supplier logistics network.

Review of the scope of the network being evaluated

Evaluation of the current state including locations, transit durations, distance, schedule, performance metrics, capacity and utilization, and costs

Identification of potential alternative solutions and expected costs and performance

Development of scenario analyses and down-select options

Development of detailed recommendations, required high-level activities and expected performance benefits and costs.

5g. Industrial Base Assessment

Evaluate the industrial supply base for a defined system to determine its financial health, viability and competitiveness.

Determination of existing and anticipated engineering, manufacturing and testing capabilities required

Identification of potential gaps in supply market capabilities

Identification of risks to supply continuity

Evaluation of industrial financial performance; assess market competitiveness with detail on competitors, company sizes, barriers to entry, regulatory requirements

Evaluation of potential for alternative technologies and manufacturing processes

Review of supply market research based on required capabilities

Development of recommendations to address potential supply concerns

6. Advanced Cost Modeling

a. Program Should Cost Determination

b. Equipment Should Cost

For this work area, the contractor shall support the development of high fidelity cost estimates for a program

(Task 6a) or individual equipment (Task 6b) to inform or support a future acquisition or an ongoing cost reduction effort.

6a. Program Should Cost Determination

Develop a bottom-up Should Cost for high-cost, high-complexity programs ranging from basic system components to advanced combat and weapon systems. The Should Cost provides transparency for negotiations and future contracting actions, by understanding the cost drivers for materials, labor, and overhead.

Evaluation of cost structure of program down to the lowest-necessary detail level

Review of product and system categories for evaluation and prioritization

Evaluation of production versus design trade off analyses

Estimation of cost elements drawing from benchmarks across the Navy and other relevant industries

Development of sensitivity analyses and determination of probable ranges or values

Development of savings capture plan, including structural impediments and possible investment requirements to establish lower cost position

Development of repeatable cost model that can be utilized for similar programs with less effort

6b. Equipment Should Cost

Develop a detailed, bottoms-up Should Cost for a defined system or component.

Development of a detailed accounting of cost elements to establish a cost baseline

Evaluation of the exploded bill of materials

Dissection of the manufacturing processes, routing, and related work instructions

Coordination of fact-find site visits to facilitate cross-program comparison and analyses for similar systems

Development of detailed, bottoms-up Should-Cost model including raw material, direct materials, manufacturing and assembly operations, packaging materials

Evaluation of the true costs overhead, markups, SG&A and profit

Identification of specific cost reductions based on the Should Cost model

Development of detailed recommendations and next steps

7. IT Weapon System Strategy and Acquisition

a. Portfolio Strategy

b. Software Acquisition Support

c. IT System Should Cost

d. IT Sustainment Should Cost

For this work area, the contractor shall support the program office in the selection, acquisition, and sustainment of information technology and software. Initial tasks (7a and 7b) shall be used to understand technology needs and lay the foundation to effectively procure and maximize software use. IT cost and sustainment-related tasks

(7c and 7d) shall be applied to enterprise systems to effectively manage the cost and development of enterprise solutions and implementation.

Specific tasks areas:

7a. Portfolio Strategy

Conduct a detailed evaluation of the Applications and IT portfolio to identify efficiencies, future state technology needs, overlap in capabilities, and a roadmap to achieve future state strategic portfolio.

Development of a baseline for the current state applications and portfolio

Review of required business capabilities, enabled thru IT

Identification of options to rationalize applications and potential areas of capability overlap

Development of a future state application and portfolio framework based on required business capabilities

Generation of a strategic roadmap and activities required to achieve the future state

7b. Software Acquisition Support

Assist in the execution and development of capabilities for IT Procurement and Software Acquisition.

Support generation of an IT Systems RFP response

Support generation of requirements based on business needs

Evaluation of supplier capabilities based on best practices

Review of gaps between requirements and supplier capabilities

Establishment and comparison of supplier prices to market reference prices

Evaluation of IT transformation and supply chain for the program team

Review of general IT software (i.e., SAP, others) acquisition practices and reference pricing

Evaluation of software acquisition practices including executable software for weapon systems

Support negotiations, strategy development, and execution

7c. IT System Should Cost

Perform a detailed evaluation of prime and sub-tier supplier effort and total costs for IT System development and software for use in weapon systems.

Review of supplier proposals at a task sheet level

Support execution of a government driven technical evaluation of the proposal

Review the scope of work and develop key fact finding questions to support a Should Cost evaluation

Development of a bottom-up cost analysis by Software Development Life Cycle phase

Development of a detailed gap analysis between the proposal and the Should Cost

Identification of savings initiatives with the government and suppliers to ensure Should Cost findings are acted on and achieved, negotiation support for proposal if required.

7d. IT Sustainment Strategy

Conduct a detailed evaluation of sustainment strategy, capabilities, and future development.

Review the current state capability and responsibilities

Evaluate future state needs requirements and expectations

Develop a Gap analysis of future and current state

Create a roadmap and strategy for achieving future state requirements and building out required capabilities.