LOGCAP_VI_02-04MAR_Dallas Industry_Day _Slides_FINAL_20260217.pdf

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Version Number 2.0 As of 23 SEP 2025

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Controlled by: Army Contracting Command-Rock Island Controlled by: CCRI-AM Category(ies): PROCURE Distribution/Dissemination Controls: FEDCON

POC: (520)693-0286

Agenda and Government Roster

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DAY 1: 02 Mar 2026

0730 – 0800 Registration/Check-In

0800 - 0900 Opening Comments & Government Introductions

0900-1100 Government Led Discussion - Questions & Common Themes from Responses

1100 – 1200 Break for Lunch

1200 – 1740 One-on-One Meetings

DAY 2: 03 Mar 2026

0800 - 1650 One-on-One Meetings

DAY 3: 04 Mar 2026

0800 - 1720 One-on-One Meetings

Government Personnel Organization Name

ASC Mr. John Dengler

ASC Mr. Jason Morelock

ASC Ms. Katie Olson

ASC Mr. Jude Stork

ASC Mr. Scott Johnson

ACC-RI Ms. Stephanie Brown

ACC-RI Ms. Kristine Pennock

ACC-RI Mr. Zach Schuler

ACC-RI Mr. Michael Coon

ACC-RI Mr. Shaun Peterson

ACC-RI Mr. Benjamin Graw

ACC-RI Ms. Alyse Hardin

Industry Partners in Attendance

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ABNS Global, LLC Acuity International, LLC

Air Cargo Transport Services, Inc

Akima Facilities Operations

Akima Global Logistics, LLC

AL KULAIB

INTERNATIONAL

TRADING

COMPANY WLL

Allied Universal Enhanced

Protection Services (Michael Stapleton Associates, LTD)

Alutiiq Operations Services, LLC Amazon Business Amentum

Amstability, LLC Arkel International, LLC

Aspen Medical

USA

ASRC Federal Facilities Logistics

ATCO Frontec

USA

Atlantic Diving Supply, Inc

Bailey's Premier Services, LLC

Bowhead Logistics Management

CBRE GDS (J&J

Maintenance, Inc)

Cedar International Services, LLC

Cherokee Nation Government

Solutions

Cherokee Nation Management &

Consulting

Chokma-MS2- Akana JV, LLC

Connexi (Procurement and

Logistics Technology Centre, LLC)

Constellis, LLC Cotton Logistics Crowley

Government Services, Inc

Culmen International

Data Monitor Systems, Inc

Day & Zimmermann, Inc

Defense Base Services, LLC

Eco Waste Solutions

Ecolog International FZE

EDS HOLDCO,

LLC EmpowerAI

Environmental Chemical

Corporation

Expeditors International of Washington, Inc

FITT Scientific, LLC Fluor Fontaine

Consulting, LLC

Google Public Sector Green Tara, LLC H4 Land

Management HII Mission

Technologies Corp Hudson Edge, LLC Immediate Business Solutions

International SOS Government

Medical Services, Inc

International Trade Management

Group

Jones Group International

Katmai North America

KBR Kihomac KNS Culinary Group KVG, LLC Lemoine M2 Federal Maytag Aircraft, LLC

MCS Government

Services, LLC Miami Technical Services, LLC

MS2USA (Maginot Support Services, Inc)

N2IA Technologies, LLC

National Industries for the Blind

Nine3Six Solutions, LLC

Parsons Government Services, Inc

Patriot Defense Group

PhilTX Heavy Equipment, Inc

Professional Contract Services, Inc

Ranger Land Systems, Inc

Recovery Logistics, LLC

Resilient Logistics Services and

Solutions (QBMS, LLC)

Response AI Solutions, LLC

RK Strategic Management Solutions LLC

RMGS, Inc S3 Solutions One, LLC SAWTST, LLC ServiceNow, Inc.

Siemens Government Technologies

SLSCO LTD. SOS International, LLC

Strategic Solutions Unlimited

Team Housing Solutions Technica, LLC Terrestris, LLC Tetra Tech, Inc The Bridge

Company The Logistics Company, Inc.

The Rock-It Company

Tidal Basin Government

Consulting, LLC TRAX International US AbilityOne

Commission

V2X Vali, Inc Vanquish Worldwide Venatore, LLC Vergence, LLC Versar, Inc.

Veteran Enterprise Technology

Services, LLC Vibrant Work Virtus 9

Corporation Waypoint Global, LLC

WESTECH

International, LLC WillScot

Worldwide Employee Housing

Solutions Xeless LatAm SAS

Opening Comments

Ms. Stephanie Brown

• Director – LOGCAP, APS, Security, and OPM-SANG

(LASO), Army Contracting Command – Rock Island Mr. John Dengler

• LOGCAP Acquisition Strategy Manager, Army Sustainment Command

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Aligning LOGCAP VI with National Defense Priorities

Supporting the National Security Strategy (NSS): The LOGCAP VI acquisition strategy is fundamentally designed to build a resilient, agile, and enduring logistics framework. This directly supports the NSS's emphasis on global campaigning, integrated deterrence, and the need to out-compete strategic rivals in a complex and dynamic global security environment.

Executing the AR 700-137 Mandate: In accordance with AR 700-137 (Logistics

Civil Augmentation Program), this strategy operationalizes the requirement to provide premier, expeditionary contracted logistics to sustain the joint force across the full range of military operations, from humanitarian aid to large-scale combat.

Enhancing Global Readiness and Flexibility: The NSS requires a logistics enterprise that can pivot rapidly and provide sustained support across multiple theaters. The proposed Multiple Award Task Order Contract (MATOC) structure and the requirement for partners to propose on all COCOMs are direct responses to this need for global readiness and strategic flexibility.

Fostering an Adaptive and Resilient Industrial Base: To meet the challenges outlined in the NSS, the Army must leverage the full capability of its industrial base.

This strategy's focus on clear evaluation criteria (HTRO), robust small business participation, and best-value trade-offs is intended to foster a competitive and resilient partner network ready to deliver support wherever the mission requires.

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LOGCAP – Services

• Engineering

• Minor Construction

• Refurbishment

• Wells Maintenance

• Facilities Management, e.g.

roads and grounds Services, perimeter fencing, Clamshell/Tent Repairs

• HAZMAT Management/Storage

• Vector & Pest Management

Services

• Laundry Service Operations

• Food Service Operations

• Morale, Welfare, and Recreation

(MWR) Services

• Power Generation Services

• Water Production Services

• Billeting Maintenance

• Waste & Sewage Management

• Material Handling Equipment

(MHE) Operations

• Reefer Maintenance

• Vehicle Maintenance

• Agricultural Cleaning

• Transportation Motor Pool

Operations

• Class III Retail Operations

• Fire Fighting & Protection

Services

• Oxygen Generations Operation

& Maintenance

• Postal Services

• Material Yard Operations

• Forward Redistribution Point

(FRP)

• Supply Support Activity (SSA)

• CLASS I Yard Operations

• Airfield Operations &

Management Services

• Theater Transportation &

Theater Movement Control

• Container & Cargo

Management

• Janitorial Services

• Redeployment Staging Base

Operations

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LOGCAP VI PWS – Army Transformation Initiatives

Digital Program Management Dashboard (PWS 02.01.04): This powerful data visualization tool is a distinct deliverable that will be integrated into operations to provide a common operating picture, but its complexity and data feeds will scale with the size and scope of the task order.

Advanced Engineering Technologies (Sec. III):

Digital Twin Modeling & Building Information Modeling (BIM) (03.07.1) and UAS/LIDAR Surveys (03.07.d) are tools to be employed on major or complex projects, not routine maintenance tasks.

Additive Manufacturing (3D Printing) (03.07.c) is a capability that can be established to solve a specific, point-of-need supply chain problem, directly combatting contested logistics.

Resilient & Smart Energy Solutions (Sec. III & IV): The requirement to conduct an Energy & Water Efficiency Analysis (03.05) or establish EV charging points at Energy Distribution Points (EDPs) (04.06.01) will be driven by the specific location and mission, aligning with the Army Climate Strategy where it makes the most sense.

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LOGCAP VI PWS – Army Transformation Initiatives

AI-Driven Predictive Analytics (PWS 05.06): A Requiring Activity can choose to activate this service at a foundational, predictive, or full AI-optimization level to enhance their specific supply chain, paying only for the level of analytical fidelity required.

Autonomous Logistics & Delivery(Sec. VII): The capability to deploy autonomous trucks, unmanned aerial delivery systems, or robotic watercraft is not a default requirement. It's a powerful option a commander can order to conduct resupply in a high-threat, contested environment, reducing risk to soldiers.

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LOGCAP VI PWS – Section II – Proactive “Set the Theater” Partnership

Section II: From Optional Role to Embedded Capability Making Proactive Planning the Smart, Default Choice

New Approach How It's Integrated in the PWS

Integrated Threat Analysis Core planning deliverables are now required to include analysis and annexes for operating in contested environments.

On-Demand Decision Support Provides specific, purchasable analytical products (e.g., Supply Chain Vulnerability Analysis) for data-driven decisions.

Embedded Capability Leverages Digital Twins & AI to wargame and de-risk support concepts, delivering a more resilient final plan.

The Value Proposition: Instead of asking Requiring Activities to fund an optional planner, we are offering a superior, pre-vetted, tailorable and more resilient product.

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LOGCAP VI PWS – Section III Engineering

Rigorous Governance and De-Risking:

The "Stop-Work, Await-Approval" Mandate (PWS 03.03.c): This is a critical change.

Physical work is now contractually gated by design approval (e.g., no construction before 35% design approval). This enforces discipline and prevents costly rework.

Three-Phase Quality Control (PWS 03.02): We are adopting the industry-standard Preparatory, Initial, and Follow-up QC process. This places greater responsibility on the contractor to manage and document their own quality, with formal government oversight.

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LOGCAP VI PWS – Section III Engineering

Energy & Water Efficiency Analysis (PWS 03.05.a):

35% design package must include a formal analysis of at least two alternative power/water solutions

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LOGCAP VI - Milestones

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•Requirements Package Submitted/Received

•Acquisition Strategy Approved •Acquisition Plan Approved

•Source Selection Plan Approved •Solicitation Review Board (SRB) Start •SRB Complete •Issue Solicitation/Proposal Request

•Solicitation Closing •HTRO Scoring Matrix Evaluation •Brief SSAC on Final Evaluation Results •SSDD Legal Review •Announcement Of Awards •Phase 2 - TO Proposal Submission

•Live Demonstrations / Oral Presentations •Fair Opportunity Closing •Technical Evaluation •Small Business Evaluation •Pricing Evaluation •Meaningful Exchanges •Announcement Of Awards

Mar

Sep

Jan

Aug

Jan

Background – Market Research Goals

1. Maximize Industry Participation

2. Respond to Market Signals

3. Discover

What the USG is doing well currently and/or identify blind spots New ways of thinking Industry ideas and capabilities that align with recent DoW initiatives and the LOGCAP program

23 April 2025 – 01 December 2025 The Advance Planning Briefing to Industry in Rock Island, IL 3 Sources Sought

100+ Individual Responses from Industry 1000+ Pgs of Data

All Data Used in Development of the Planned Draft Acquisition Strategy

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LOGCAP VI Draft Strategy MATOC vs. SATOC Overwhelming Industry Support for MATOC

Global Capability Competition Flexibility

“…redundancy and resiliency go hand in hand when it comes to logistics.”

Contract Type

FFP & CPFF

Award Fee & Incentive Types – Available but Not Likely Utilized

“…FPIF introduces complex pricing structures and administrative burdens, while CPAF relies on the subjectivity of award fee evaluations and has historically resulted in poor profitability…”

What Other Means of Contractor Incentive Moves the Needle?

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Small Business Integration Small Businesses are Seeking an Active and Meaningful Role in the

LOGCAP VI Program, Reflecting a Strong Desire for Direct Participation and Utilization

How Do We Do This?

• Encourage Mentor-Protégé

• Stringent Small Business Participation Evaluation

• Hold Primes Accountable to Small Business Subcontracting Goals

(i.e CARs and/or CPARS)

• TO Competition Ordering Procedures to Consider Proposed vs.

Executed Small Business Participation

“As a small business, we bring meaningful, high-value capability to the mission, but the scale and complexity of LOGCAP require us to focus our participation where our expertise, resources, and past performance create the greatest impact for the prime and the government.”

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Geographic Alignment Current State = COCOM Specific TOs

NORTHCOM

INDOPACOM

SOUTHCOM

EUCOM

CENTCOM

AFRICOM

Future State – Same as Above With Single Change

NORTHCOM E

NORTHCOM W

“A COCOM based MATOC structure would allow us to apply our regional experience, local partner networks, and global readiness model wherever the Government requires support.”

The National Security Strategy guides DoW decisions, potentially altering both COCOM structures and award strategies

LOGCAP VI Draft Strategy

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HTRO Evaluation Strategy (FAR 15)

What we know:

Industry Capability Against PWS Intend to establish Multiple Award IDIQ holders via HTRO with a scoring matrix Matrix evaluation will be entirely objective with no subjective evaluations Currently, no plan to evaluate Price at the FAR Part 15 / HTRO level Best Value Trade-Off competition for Task Order awards

Price will be evaluated at the Task Order level

“When structured this way, an HTRO model supported by a transparent and evidence-driven, self-scoring matrix gives the Government a fair, efficient, and defensible way to identify the most capable LOGCAP prime contractors.”

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HTRO Evaluation Strategy (FAR 15)

What We Don’t Know / Need Input On:

Scoring matrix criteria

“The key is ensuring that the matrix reflects the real requirements…global readiness, ability to operate across multiple COCOMs, depth of international infrastructure, subcontractor integration, financial capacity, and proven rapid deployment performance.”

If there will be additional Acceptable / Unacceptable evaluations at IDIQ level Past Performance Technical

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Best Value Trade-Off Competition (FAR 16.5)

What we know:

Industry Capability Against COCOM Mission / Workload Trade-off at the Task Order level under FAR Subpart 16.5 Trade-off: Technical, Small Business Participation, and Price

Intention is to evaluate Small Business Participation CONUS and OCONUS

HTRO evaluation will NOT be included in the Trade-Off Each Offeror Will Be Required to Propose to Every COCOM

This approach is designed to ensure a robust competitive environment and maximum flexibility for the Government across all theaters from the start of the contract

“For LOGCAP to remain adaptable, cost-effective, and competitive, especially in CONUS and COCOM-specific MATOCs, the Government must preserve a path for small businesses to meaningfully participate.”

“As a prospective industry partner, it is in our best interest to position ourselves competitively across all COCOMs. At the same time, we recognize that proposing on every COCOM requires significant resources and the ability to credibly demonstrate past performance, staffing depth, and geographic readiness.”

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Best Value Trade-Off Competition (FAR 16.5)

What We Don’t Know / Need Input On:

Defining the "Technical" Factor: How Should We Balance New

Technologies / Methodologies with Proven Solutions?

We recognize that the "best" technical approach can be a groundbreaking new method

("innovation") or a highly effective, proven, and reliable existing one ("fit-for-purpose").

Our goal is to create an evaluation factor that appropriately values both. We want to reward measurable improvements without penalizing the efficiency of proven methods.

We need your input: How can we structure the "Technical" evaluation criteria to give meaningful credit to both novel approaches that enhance outcomes and highly efficient, tried-and-true solutions that guarantee mission success?

How to evaluate Past Performance Proposals

Structure Relative Order of Importance

“To allow industry to bring these innovations forward, the evaluation framework should reward measurable improvements in readiness, speed, transparency, and cost avoidance rather than focusing primarily on lowest price.”

“We believe the USG does allow for innovation in both technical and management approaches….

Whether an approach is a first-of-a-kind solution, and defined as innovative, as compared to a tried-and-true approach is irrelevant to evaluating and providing credit for proposals that result in fit-for-purpose solutions…”

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Open Q&As