PERFORMANCE WORK STATEMENT – NEN Supply Chain Management

Problem-Driven Version | Page 1 of 5

PERFORMANCE WORK STATEMENT

Navy Enterprise Network (NEN)

Supply Chain Management (SCM) Capability

1.0 PROBLEM STATEMENT

The Navy and Marine Corps currently lack an integrated, responsive, and transparent supply chain capability for approved information technology products. Authorized users across a large, geographically dispersed force experience excessive acquisition-to-delivery cycle times, incomplete asset and entitlement visibility, high administrative burden for routine transactions, and limited ability to understand total lifecycle cost or supply-chain risk.

These gaps slow the delivery of needed technology to the warfighter, create accountability and audit challenges, increase total ownership cost, and complicate transitions between providers or service models. The Government needs industry to solve this operational problem—not simply execute a pre-defined checklist of processes.

This Performance Work Statement describes the problem to be solved and the outcomes that define success. It does not prescribe a specific technical solution, business model, organizational structure, or implementation approach. Industry is expected to propose commercial practices, technologies, and service models capable of solving the problem within the hard constraints stated herein.

2.0 WHAT GOOD LOOKS LIKE

Success is defined by operational results, not by completion of prescribed process steps. A successful SCM capability will enable the following:

• Rapid Access: Authorized units can identify and obtain approved technology products within significantly reduced cycle times from validated need to delivery, with minimal intermediate paperwork or manual intervention.

• End-to-End Visibility & Accountability: The Government can determine, at any time, the status, location, ownership, assignment, warranty/license coverage, and lifecycle condition of applicable assets and entitlements with high accuracy and confidence.

• Self-Service for Routine Work: Routine catalog browsing, ordering, status tracking, and reporting occur electronically with minimal centralized Government intervention while preserving necessary controls.

• Informed Decision-Making: Leaders have transparent, timely information on total cost, utilization, inventory position, supply-chain risk, and performance so they can make sound buy/lease/as-a-service and refresh decisions.

• Resilient Supply Chains: Material supply-chain risks affecting availability, integrity, authenticity, security, cost, or delivery are identified and mitigated before they impact mission.

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• Clean Transitions: The Government can transition among providers, technologies, or service models without loss of asset accountability, entitlement data, open orders, or unacceptable mission disruption.

If these operational results are achieved, the specific methods, tools, and internal processes used by the Contractor are of secondary importance.

3.0 SITUATION / OPERATING ENVIRONMENT

The capability must support the information technology requirements of a geographically distributed Navy and Marine Corps population exceeding approximately 750,000 USN and 260,000 USMC personnel across more than 1,600 CONUS and OCONUS locations.

Demand is diverse: end-user hardware and peripherals; desktops, laptops, and specialized computing devices; servers and enterprise infrastructure; network and communications hardware; commercial software, licenses, and subscriptions; maintenance and support entitlements; and related technology products required to support NEN users and infrastructure.

Orders range from individual unit-level requirements to larger consolidated buys. Destinations include both CONUS and OCONUS locations, some with constrained access or unique logistical requirements.

The existing environment includes multiple legacy vehicles, processes, and data sources that create friction during transition.

The Contractor will operate in an environment that demands high accountability, auditability, cybersecurity awareness, and compliance with applicable statutes, regulations, and DoD/Navy policies.

Government-directed sources or agreements may apply to certain products.

4.0 HARD CONSTRAINTS

The following constraints are non-negotiable. Solutions that cannot satisfy these constraints will not be acceptable:

• Government Visibility and Control: The Government must retain timely, accurate, and complete visibility into assets, entitlements, orders, costs, and performance data sufficient to support operational, financial, security, lifecycle, and transition decisions.

• Data Ownership and Portability: All Government data (asset records, entitlements, transactional history, performance data, etc.) remains Government property and must be exportable in usable, non-proprietary formats upon request or at transition. The Contractor shall not create unnecessary proprietary dependencies that impede future competition or substitution.

• Security and Supply-Chain Risk Management: Solutions must support identification, assessment, communication, and mitigation of material supply-chain risks affecting availability, integrity, authenticity, security, cost, or delivery. Applicable cybersecurity and SCRM requirements must be satisfied.

• Geographic Reach: The capability must support delivery and lifecycle support to both CONUS and OCONUS destinations as required by mission need.

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• Transition Continuity: The capability must support orderly, incremental transition from existing arrangements without unacceptable interruption of supply, loss of accountability, or degradation of service for open orders, warranties, licenses, or ongoing lifecycle activities.

• Auditability and Accountability: All transactions and asset movements must support Government audit and accountability requirements. Records must be accurate, accessible, and retained in accordance with applicable records management requirements.

All other aspects of how the Contractor solves the problem—operating model, technology stack, degree of centralization versus delegation, mix of purchase versus lease/as-a-service, internal processes, staffing approach, etc.—are left open for industry innovation, provided the hard constraints above are met and the desired outcomes are achieved.

5.0 DESIRED PERFORMANCE OUTCOMES

The Government seeks the following high-level outcomes. Specific quantitative standards, measurement methods, and service levels will be refined based on industry input and subsequent negotiations. The emphasis is on mission and customer results rather than process compliance.

Performance Area Desired Outcome (What Good Looks Like) Catalog & Ordering Authorized users can rapidly identify, select, and order current approved products and services with high catalog accuracy and clear availability/status information.

Order-to-Delivery Speed Routine requirements move from approved request to delivery with substantially reduced cycle time and high on-time and order-accuracy performance.

Asset & Entitlement Visibility

Government has timely, accurate, complete visibility of hardware, software, licenses, warranties, subscriptions, and associated entitlements sufficient for operational, financial, security, and transition decisions.

Automation / Self-Service Eligible routine transactions execute electronically end-to-end to the maximum practicable extent, minimizing manual touchpoints while preserving required controls.

Lifecycle Management Assets are actively managed from acquisition through refresh, return, reuse, transfer, or disposition. Aging, end-of-life, and end-of-support risks are identified before operational impact.

Supply-Chain Resilience Critical supply risks are identified, assessed, tracked, and mitigated; alternate sources or approaches are identified for critical items where practicable.

Cost Transparency Catalog offerings provide sufficient price and lifecycle-cost information to support informed Government buy/lease/service decisions.

Transitionability Services, records, inventory data, warranties, licenses, and open transactions can transition without loss of accountability or critical service interruption.

The Government intends to establish specific, measurable performance standards (including quantitative thresholds where appropriate) during the subsequent solicitation phase, informed by industry responses to the related RFI and by proposed commercial best practices.

6.0 FUNCTIONAL SCOPE

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The Contractor shall provide, procure, furnish, and manage hardware, software, licenses, and other technology products, together with the supply-chain and lifecycle services necessary to acquire, deliver, support, sustain, refresh, and dispose of those products.

Products may include, but are not limited to: end-user hardware and peripherals; desktops, laptops, portable and specialized computing devices; servers and other enterprise infrastructure; network and communications hardware; commercial software and applications; licenses and subscriptions;

maintenance and support entitlements; and other IT products required to support NEN users and infrastructure.

Services within scope are those directly associated with the supply chain and lifecycle of these products. SCM does not include responsibility for the engineering, integration, operation, service management, cybersecurity authorization, or delivery of NEN operational enterprise services, except where a specific requirement expressly identifies such activity as part of the acquisition, delivery, or lifecycle support of an SCM-provided product.

The following functional areas are within the expected scope. The Contractor is free to organize, staff, and execute these areas using commercial best practices so long as the problem is solved and hard constraints are met:

• Demand and Catalog Management: Maintain approved product/service offerings, availability, pricing, alternatives, technology status, and lifecycle information sufficient for informed purchasing decisions.

• Sourcing and Procurement: Source commercial technology competitively and efficiently;

support Government-directed sources and agreements where applicable; identify opportunities for volume pricing, strategic sourcing, reuse, or other cost efficiencies.

• Order Fulfillment and Distribution: Receive, process, fulfill, track, package, ship, and deliver orders to authorized CONUS and OCONUS locations as required.

• Asset and Inventory Management: Provide end-to-end accountability and visibility for hardware, software, licenses, subscriptions, warranties, and associated entitlements throughout their lifecycle.

• Lifecycle Support: Support timely receipt, staging, product-level configuration when ordered, delivery, warranty and maintenance support, refresh, return, reutilization, demilitarization, and disposition.

• Software and Licensing: Where ordered, provide acquisition and lifecycle management of commercial software, licenses, subscriptions, maintenance, and associated entitlements.

• Supply-Chain Risk Management: Identify, assess, communicate, and mitigate material supply-chain risks.

• Data, Automation, and Integration: Provide Government-accessible transactional and performance data and support integration with Government systems through non-proprietary interfaces where practicable.

7.0 PERFORMANCE MANAGEMENT

The Contractor shall measure and make available performance information sufficient for the Government to assess achievement of the desired outcomes. Performance measures shall emphasize

Problem-Driven Version | Page 5 of 5 customer and mission results rather than staffing levels, labor hours, internal processes, or Government-directed methods.

The Government intends to rely on objective transactional and operational data wherever practicable rather than requiring duplicative contractor-generated reporting. The Contractor shall identify performance degradation, determine root cause, implement corrective action, and demonstrate restoration of acceptable performance.

8.0 TRANSITION AND INTEROPERABILITY

The SCM capability shall support an incremental, overlapping transition from existing arrangements.

Transition shall preserve continuity of supply, accountability for Government assets, open orders, warranties, licenses, data, and ongoing lifecycle activities.

The solution shall support interoperability with Government and third-party providers and shall avoid unnecessary dependencies that prevent future competition, substitution, or transition. Transition performance should demonstrate portable data and configuration, documented interfaces and dependencies, knowledge transfer, validated migration and rollback paths, and explicit exit criteria.

9.0 GOVERNMENT-DESIRED BUSINESS CHARACTERISTICS

The Government is particularly interested in industry approaches that:

• Employ established commercial supply-chain capabilities rather than Government-unique processes.

• Maximize competition and product choice.

• Minimize administrative transactions and contract modifications required to introduce current technology.

• Permit appropriate delegation of ordering authority.

• Provide flexible purchase, lease, subscription, and as-a-service models where appropriate to the asset and operating environment.

• Support scalable CONUS and OCONUS operations.

• Make performance and cost data readily accessible to the Government.

• Preserve Government ownership and portability of Government data.

Note to Reviewers:

This draft has been deliberately restructured around the operational problem rather than a pre-defined solution checklist. Detailed quantitative performance standards and measurement rules have been deferred so that industry input from the related RFI can inform realistic, outcome-focused metrics. The goal is to invite creative commercial solutions that solve the Navy’s problem within the stated hard constraints.