SDD BAA -Final.pdf

Strategic Distribution and Disposition (SDD) Broad Agency Announcement BAA0001-23

Source Selection Information—See FAR 2.101 and 3.104

BROAD AGENCY ANNOUNCEMENT

BAA0001-23

Research and Development (R&D)

BAA

PART: U.S. Government Procurements

SUBPART: Services

OFFICE ADDRESS:

DLA Contract Service Office – Philadelphia Attn: Emily Linico, Bldg. 6, Station 6D414 700 Robbins Avenue Philadelphia, PA 19111-5092

CLASS CODE: A--Research and Development

SUBJECT: A-Strategic Distribution and Disposition (SDD)

POSTING DATE: 02/08/2023

INITIAL CLOSING DATE FOR RECEIPT OF PROPOSALS: (60 DAYS)

NAICS CODE: 541715 -- Research and Development in the Physical, Engineering, and Life Sciences (except Nanotechnology and Biotechnology)

SET ASIDES: N/A

SOL: BAA0001-23

POINT OF CONTACT (POC) : Emily Linico

CONTACT INFORMATION : Email Emily.Linico@dla.mil ; Phone : 215-737-3748 (Please also CC DCSO-P R&D Mail box RandD.DCSO@dla.mil

SECTION 1: GENERAL INFORMATION

This notice constitutes a combined synopsis and Broad Agency Announcement (BAA) for the acquisition of R&D in accordance with Federal Acquisition Regulation 35.016, “Broad agency announcement,” as supplemented with additional information included in this notice. No other solicitation will be issued. Only the information provided in this notice is available. Requests for other forms of solicitation shall be disregarded.

DLA is the primary agency that provides logistics and supply chain services to the military (Army, Navy, Air Force, Marine Corps, and Coast Guard). DLA operates a network of twenty-four (24) Distribution Centers (DCs) located around the world to support military operations. The Government Accountability Office (GAO) report (2018) has identified three (3) high-level problem areas in the Department of Defense (DOD) conventional supply chain to include the DLA Distribution Network, these are:

1. Inefficiencies in Inventory Management

2. Inefficiencies in Material Distribution

3. Inefficiencies in Asset Visibility mailto:Latoya.Coney@dla.mil mailto:RandD.DCSO@dla.mil

Based upon the above problem areas, there is a valid requirement to digitally transform DLA warehouses using Industry 4.0 technologies into more agile facilities to support emergent warfighter requirements, improve the quality of logistics and supply chain services, and streamline the sophisticated relationship between DLA, the warfighter, and its suppliers. While this requirement is associated with technology refresh and modernization and is therefore not considered a formal acquisition categorized (ACAT) program, in order to support this transformation DLA R&D will leverage the best business practices from DoDI 5000.80 – Operation of The Middle Tier of Acquisition (MTA) to conduct prototyping of existing commercially available industry 4.0 technologies.

The available commercial industry 4.0 technologies associated with the requirement are anticipated to include elements such as, but not limited to:

• 5G Connectivity

• Autonomous Robots

• Modeling and Simulation

• System Integration

• Internet of Things (IoT)

• Cybersecurity Controls

• Cloud Computing

• Augmented Reality

• Artificial Intelligence (AI) and Predictive Analytics

Under this BAA, the available commercially industry 4.0 technologies will be explored, researched, developed, tested, and evaluated (RDT&E).

The overall goal of the DLA R&D SDD Program, 5G Smart-warehouse project is to advance the modernization of DLA’s twenty-four (24) DCs by:

• Phase 1 - Perform feasibility studies of Industry 4.0 Technologies: Evaluate new transformational technology for feasibility within DLA’s Operational Environment and requirements.

• Phase 2 - Perform Prototype Development, Test and Evaluation (T&E) of Industry 4.0 technologies: Advance the maturation of transformational technology in its assessment from Technology Readiness Level (TRL) 4 to TRL 7, 8, or 9 as applicable. Verify and validate the technology performs as advertised through rigorous T&E.

Technology Readiness Assessments (TRAs) will be conducted in alignment with the with the following TRL table provided below in accordance with GAO 20-48G 2020, TRA Guide https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/500080p.PDF https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/500080p.PDF

Figure 1 – Technology Readiness Levels (TRLs) (Source: GAO 20-48G 2020, TRA Guide)

This BAA is limited to RDT&E activities associated with prototyping of existing industry

4.0 technologies within the commercial marketplace and may not directly result in rapid production fielding. Final determination on the ability to successfully transition the existing commercial industry 4.0 technologies into production and fielding will utilize a collaborative approach process between DLA Distribution and the DLA Information Operations transition partners that considers the overall “value proposition” to the agency. The value proposition of 5G smart-warehouses is to reduce operational cost, reduce lead times in warehouse activities, automate material movement, improve inventory accuracy, perform just-in-time inventory, and provide analytical tools to support decision making. Existing commercial industry 4.0 technologies are anticipated to require integration within the DCs in a secured manner to ensure the confidentiality, integrity, and availability (CIA) of DLA’s supply chain data is not compromised.

SECTION 2: BACKGROUND

DLA is going through a major Digital Business Transformation (DBX) and is captured as a critical capability in the DLA Strategic Plan 2021-2026. The 5G Smart-warehouse project directly supports the DLA DBX in the DLA Strategic Plan.

DLA seeks interested parties to enhance DLA business processes using state-of-the-art emerging technologies and innovative business practices. Vendors who receive awards are intended to be organizations with demonstrated expertise in relevant areas of DLA business processes. The SDD mission will be accomplished through sharply focused awards, typically three to 24 months in duration, that will be executed by successful contract awardees.

Subject to availability of funds, a total Government investment up to $10 million per year for 5 years is planned during Fiscal Years 2023 - 2028. This investment will be used to fund all contracts and projects. This BAA will remain open for five (5) years.

SECTION 3: SCOPE

Through the 5G Smart warehouse project, DLA seeks to provide both a proactive logistics response in a manner that consistently meets its customer needs. These objectives are to be accomplished through DLA's continued RDT&E activities of industry 4.0 technologies mentioned in section 1. It is envisioned that these technologies, going forward will lead DLA Distribution and Disposition services with the highest level of innovation needed to augment or replace many DLA's legacy technologies that achieved Initial Operation Capability (IOC) in the 1999’s. Many of the current warehouse systems are unsustainable, inefficient, and present many cybersecurity considerations, with DLA’s mission changing over the past 20 years, and cyber threats are now on the forefront. It is critical to DLA Distribution to add and/or replace legacy technologies with state-of-the-art technologies that are designed with cybersecurity considerations and evaluated through RDT&E activities.

The following is a listing of several known commercially available industry 4.0 Technologies. However, due to the ever-evolving commercial leading edge of innovation, this listing should not be considered all-inclusive or exhaustive:

• 5G Communications - Smart-warehouses will be composed of numerous intelligent systems that will require high reliability of communication connectivity. 5G provides the best performance across wireless networks. This will enable better performance for complex datasets that have to be communicated between intelligent systems. 5G has the potential to enhance command, control, and communication (C3) of systems, machines, and data.

For DLA, this is important because DLA’s Distribution Network is composed of 7 high volume warehouses that will require high level of automation in which C3 of systems, machines, and data is critical

• Autonomous Robots – Autonomous robots and vehicles can interact with one another and work safely side by side with humans. For DLA Distribution some potential applications are inventory drones, inventory roller-bot, autonomous guide, cargo drones, automated storage, robotic arm, autonomous forklifts, etc.

• Modeling and Simulation – Modeling and Simulation is the technology behind creating a simulation of a real-world object, concept, or area within a digital space. It can include a 3D representation of all physical assets, operational systems, and structures within a facility. For DLA Distribution, modeling and simulation will allow to develop a virtual prototype of smart-warehouses to assess warehouse configuration and reduce technical risk.

• System Integration – System Integration creates a mission capability by composing systems, and sub-systems of a capability. It is the logical next step between design and development, testing, verification, validation, and deployment. For DLA Distribution system integration is critical for the integrations of technologies (system of systems) that form the Smart-warehouse.

• Internet of Things (IoT) – IoT refers to the deployment of small sensors, sometimes with computing capabilities, that collect and monitor data in real-time throughout business processes. For instance, Amazon’s smart warehouses are based on the concept of and IoT strategy to enable the utilization of supply chain data as an asset and capitalize on the data. IoT devices will be utilized to collect data in the warehouse and provide the data to the end-user to get insight for better decision-making. For DLA Distribution some potential applications are IoT for automated inventory to collect inventory data automatically and in real-time.

• Cybersecurity Controls – Industry 4.0 technologies increase connectivity and cybersecurity vulnerabilities as the integration of IoT devices is complex, but it also creates the opportunity to implement the Zero Trust Security Model as the need to protect critical supply chain data and IoT devices from cybersecurity threats is essential. Unlike the traditional Implicit Trust Security Model (the trust-then-verify concept) that is based on the assumption that the bad actors are only on the outside of the network, and that the inside of the network is fully trusted. The Zero Trust Security Model (the verify-then-trust concept) is on the assumption that bad actors are already in the inside of the network, and that the inside of the network is not trusted, allowing for implementing of strong identity verification controls inside the network, validating device compliance to granting access, and ensuring the least privilege to only explicitly authorized resources. The logic for Zero Trust is that the traditional approach is no longer relevant to complex environments such as a smart warehouse that is composed of industry 4.0 technologies. For the DLA smart warehouse program both cybersecurity manager and cybersecurity engineer will be assigned to the program to evaluate vulnerabilities and minimize cybersecurity risks ensuring the CIA of DLA’s supply chain data is not compromised.

• Cloud Computing – The more production-related initiatives a company undertakes, the more it needs to share data across systems. Meanwhile, cloud technologies continue to get faster and more powerful. Companies increasingly deploy machine data and analytics to the cloud, thus enabling more data-driven services for production systems. For DLA Distribution some applications are cloud computing to store supply chain data and provide remote access to 5G connectivity.

• Augmented Reality – AR, Virtual Reality (VR), and Mixed Reality (MR) systems support various services, such as selecting parts in a warehouse and sending repair instructions over mobile devices. With AR, VR, and MR companies can provide workers with real-time digital information that improves decision-making and work procedures. For DLA Distribution some potential applications are AR, VR, and MR to eliminate paper drives business processes by providing digital guidance and direction to end-users reducing lead time

• AI for Predictive Analytics – In an Industry 4.0 context, the collection and comprehensive evaluation of data from many different sources, production equipment, and systems, and enterprise and the customer-management system provide insights into decision making. For DLA Distribution some potential applications are the use of AI for predictive analytics to predict items arriving at the warehouse reducing labor hours spent in the receiving area when sorting material. In addition, the application of blockchain has the potential to record all transactions in the DOD supply chain in a distributed private fashion. Each DOD entity will be able to manage their own nodes in the blockchain with a sense of security and can be self-reliant. Blockchain as a data source will provide to DLA DCs visibility of supply chain transactions that occur in the entire DOD supply chain, end-to-end visibility.

These technologies when working in concert, integrated, and implemented provide DLA with an Intelligent System of Systems (SoS) approach to demonstrate improved Smart-warehousing technology upgrades and operations that provide for operating cost reductions, improved inventory management, optimized materiel distribution, and system-wide asset visibility. All these technology areas when combined provide potential avenues toward achieving breakthrough advances in DLA’s Smart-warehouse initiatives. DLA will perform technical oversight of the projects awarded under this BAA.

DLA seeks to develop a 5G Smart-warehouse solution that improves its distribution and logistics solutions and optimizes its industrial capability to deliver parts and supplies to the Warfighter efficiently and effectively. The Smart-warehouse vision will be realized through enhanced Distribution Warehouse performance, the quality of its inventory, the safety of its workforce, and the timely delivery of parts and supplies within their prescribed shelf-life; and lowering DLA’s distribution costs while reducing the logistics lead-times for the Warfighter.

Below is the 5G Smart Warehouse Roadmap developed by the R&D SDD Program. Note that the roadmap is subject to evolve and change based on DLA Distribution needs, availability of funding, and technology maturation.

5G Smart warehouse Roadmap

Fiscal Year (FY) Solution

FY 23 5G (Test Bed)

FY 24 Inventory Management Solutions

FY 25 Material Distribution Solutions

FY 26 Asset Visibility Solutions

FY 27 Integration with WMS/WES (at TRL 7 -9)

SECTION 4: TECHNICAL AREA OF INTEREST

This BAA is limited to RDT&E activities, and not production, fielding and sustainment efforts.

The SDD Program has authority for RDT&E Budget Activity 3 - Advanced Technology Development (ATD), which in accordance with DOD 7000.14R: DOD Financial Management Regulation (DOD FMR) funds the development of subsystems and components and efforts to integrate subsystems and components into system prototypes for field experiments and/or tests in a simulated environment. ATD includes concept and technology demonstrations of components and subsystems or system models. The models may be form, fit and function prototypes or scaled models that serve the same demonstration purpose.

The results of this type of effort are proof of technological feasibility and assessment of subsystem and component operability and producibility rather than the development of hardware for service use.

Projects in this category have a direct relevance to identified agency or military needs. ATD demonstrates the general operational utility or cost reduction potential of technology when applied to different types of operational applications. Program elements in this category involve pre-Milestone B efforts, such as system concept demonstration, joint and Service-specific experiments or Technology Demonstrations and generally have Technology Readiness Levels (TRL) of 4, 5, or 6. Projects in this category do not necessarily lead to subsequent development or procurement phases but should have the goal of moving out of Science and Technology (S&T) and into the acquisition process (TRL 7-9). Upon successful completion of projects that have operational utility, the technology should be available for transition.

Consideration will be given to all innovative approaches that enable improved DLA Distribution business processes aligning with the DOD Modernization Priorities and DLA Strategic Plan Objectives.

Offerors’ technology capability maturation should be at a minimum at TRL 4 at the time of submitting proposals. The R&D PMO may transition a technology solution into production environment into a Program of Record (POM) on a case-by-case basis upon successful demonstration of technical capability, maturation of technology (TRL 4-6), WMS/WES integration (TRL 6-9), and alignment with DLA R&D’s objectives and priorities. Offerors shall state the TRL in their proposals. Once a contract is awarded and in order to verify the TRL of the offeror, at the discretion of the DLA R&D Program Manager, the government engineers or an independent party will perform a Technology Readiness

Assessment (TRA) in accordance with Section 3 of the DOD System Engineering Guidebook (Feb 2022) that states for DOD systems developments, a properly tailored series of technical reviews provide key points throughout the system development to evaluate significant achievements and assess technology maturity and risks.

This includes a TRA that is a formal metrics-based process with an accompanying report that assesses the maturity of critical technology elements to be used in systems. It is conducted by Subject Matter Experts (SMEs). The TRA may be conducted with other technical reviews such as the Alternative System Review (ASR), System Requirements Review (SRR), System Functional Review (SFR), Software Specification Review (SSR), Preliminary Design Review (PDR), Critical Design Review (CDR), System Verification Review (SVR), and Production Readiness Review (PRR). At each technical review, the DLA R&D PM and DLA Stakeholders use the information provided as a source of truth to assess key risk, issues, and opportunities, and mitigation plans to understand cost, schedule, and performance implications.

Before determining to transition a project, the DLA PMO will request that the contractor submit a transition plan for review. Upon reviewing the transition plan, the contractor will receive further instructions on submitting technical and cost proposals for the transition effort assuming the technology has reached between Technology Readiness Level (TRL) 7-9. Offerors must consistently align projects to the DOD System Engineering (SE) approach which is a systematic approach to develop, design, allocate, and manage user and system level requirements. In short, the SE approach is the DOD technical discipline that glues all the pieces together to make the end-product. Offerors should consider tailoring the SE approach to meet end user needs. Refer to the DOD Engineering of Defense Systems Guidebook, February 2022.

Through this BAA the DLA R&D SDD Program seeks two independent phased approaches to RDT&E activities. These are as follows: The offeror will first need to complete Phase 1; Feasibility Study, and based upon Phase 1, the offeror can submit another proposal for Phase 2; Prototype Development, T&E.

Offerors deliverable should be aligned with Phase 1 and Phase 2.

PHASE I, Feasibility Study – Not to exceed 6 months This phase encompasses only requirement analysis with no prototype development. Offerors must deliver a comprehensive feasibility study report that details he below:

• Identification of Capability Gaps: Offeror(s) will collaborate with the DLA Distribution Stakeholders to identify capability gaps within the current DLA distribution environment and how these gaps can be closed by implementing Smart-warehouse technologies. The capability gap analysis must identify the problem statement(s) as defined by DLA stakeholders, describe the current “As-Is” problems, and define an acceptable redesigned capability by identifying the changes required to generate the desired “To-Be” capability to eliminate the capability gaps.

• Requirements Analysis: Offerors will collaborate with DLA Stakeholders to identify the tasks required and conditions needed to meet DLA’s needs using new or modified technologies, consider the possibility of conflicting requirements, and analyze, document, validate, and manage software or system requirements. These include but are not limited to safety requirements, cybersecurity requirements, data requirements, information technology requirements, operational technology requirements, physical security requirements, etc. This analysis is critical to the success or failure of the Smart-warehouse concept; it must be documented, actionable, measurable, testable, traceable, related to DLA’s identified business needs or opportunities, and defined to a level of detail sufficient for the system design.

• End-User Requirements: Offerors will identify the tasks the end-user(s) need to be able to carry out the DLA Distribution mission to successfully perform their jobs and optimize the processes required for Smart-warehouses.

• Concept of Operations (CONOPS): The offeror must develop a CONOPS document for a Smart-warehouse concept that supports both routine and wartime distribution warehouse operations.

The concept of operations covers utilizing Smart-warehouse technologies within DLA distribution warehouses during routine operations (e.g., Department of Defense (DoD) Enterprise Architecture; OV-1, etc.).

• Functional Requirements: Offerors must define the functions of the Smart-warehouse and describe the functional inputs and outputs of the Smart-warehouse. (Any inputs that are unattainable should be documented and assigned a corresponding risk that details the effect on the project). These requirements may involve calculations, technical details, data manipulation and processing, and other functionality that defines what the Smart-warehouse is supposed to accomplish; these requirements are captured in use cases.

• System Requirements, System Design & Specification Document: Offeror(s) must identify the functionality needed by a system to satisfy the DLA Distribution customer’s requirements. The selected offeror(s) must determine the system requirements that most effectively meet the end user’s needs. Offerors must develop the system design along with specification document.

• Preliminary Metrics: Offerors in collaboration with DLA Distribution must identify Key Performance Parameters (KPPs), Key Performance Indicators (KPIs), Key Systems Attributes (KSAs), and other relevant operational metrics.

• Technology Readiness Assessments (TRAs) as required: Offerors must identify the TRL of the proposed solution in their proposal and this must be verified and validated by the government post-award to assess and demonstrate the Smart-warehouse technology prototype(s) are capable of technology maturity (TRL 4 -9) of Technology Readiness.

PHASE II. Prototype Development, T&E – Not to exceed 24 Months After completing Phase 1, and based upon what they learn from Phase 1, a proposal for Phase II can be submitted. After completing Phase II, offerors must deliver a Prototype at a minimum of TRL 7 along with a Phase II report that details the elements in Phase I and Phase II. Phase II encompasses prototype development, T&E for technology maturation including:

o Prototype Development: Using elements from Phase I and addressing DLA Distribution defined user requirements, functional requirements, system requirements and system design, a prototype (s) is developed for Experimentation, Developmental Test and Evaluation (DT&E), Early Operational Assessment (EOA), and Initial Operational Test and Evaluation (IOT&E).

o Experimentation, DT&E, EOA, IOT&E: Using Government designated testing location/environment, conduct test and evaluation, integration as feasible with the DLA Warehouse Execution System (WES) and/or implement government cybersecurity controls and comply with the government cybersecurity Risk Management Framework (RMF) with the Smart-warehouse prototype(s) to obtain Authority to Test (ATT) and/or Authority to Operate (ATO) as applicable to demonstrate functionality within the Operational Environment (OE) for cybersecurity certification.

T&E against the preliminary metrics identified in Phase 1 (KPPs, KSIs, KSAs and operational requirements) and refined the metrics as required.

Correct any discrepancies identified in testing to advance technology maturity.

o Technology Readiness Assessments (TRAs): TRAs will be performed periodically during Phase II to identify the TRL and assess and demonstrate the Smart-warehouse prototype(s) are capable of technology maturity (TRL 4-7) of Technology Readiness throughout Phase 2 and achieve Level (TRL) 7- 9 upon completion of Phase 2 for transition. Note that integration with DLA’s WMS and WES cannot occur until at a minimum TRL 7-9.

For consideration, the proposed solutions must address one or more of the following problem areas or areas of interest:

• 1st Priority: Inventory Management – Inventory management practices and procedures are inefficient, consuming significant resources. DLA Distribution incurs continuous Business risks due to maintaining high levels of inventory that exceed requirements and weaknesses in inventory accuracy. Currently, DLA DCs have a requirement of 100% inventory reconciliation and verification to account for every single item stored in the warehouses, and to ensure every physical item stored match the stock record. The current process of inventory reconciliation is labor intensive, it takes a long lead time to process, and it leads to inaccuracies of data (due to human error). The impact of this problem is seen in the current increase of labor hours, long lead times, and the increase of operational and labor cost of every DCs.

• 2nd Priority: Materiel Distribution – DLA Distribution’s material movement practices and procedures consume massive amounts of resources, are inefficient, and are completed at an increased risk of not meeting delivery standards and timelines. Additionally, there are challenges in moving material within storage locations at DCs as well as between DCs. Currently, DLA DCs are required to moved material around and inside the warehouses. The current process is done by mechanical Material Handling Equipment’s (MHEs) that requires designated drivers. This increases labor hours; it leads to the misplacement of material in the warehouse (due to human errors) and requires intensive hours to maintain MHEs. The impact of this problem is seen in the increase of labor hours, long-lead times, and the increase of operational and labor costs at every DC.

• 3rd Priority: Asset Visibility – DLA Distribution faces challenges in maintaining end-to-end visibility and traceability of supply-chain transactions across the DOD’s supply chain. Due to the DOD’ supply chain being fragmented; DLA DCs lack the ability to track and trace items across the supply chain to include having visibility of incoming items and outgoing items. This causes warehouse end-users to sort every single item coming in the warehouse increasing the lead time to in-process received items into the Warehouse Management System (WMS) at the receiving station. The impact of this problem is seen in the increase of labor hours, long lead times, and the increase of operational and labor costs to process shipments received by suppliers. This also impacts the ability of DLA Distribution to provide the status of items and material to customers.

The capabilities to be developed from this effort must have beneficial application to DLA Distribution/Disposition. Consideration will be given to all innovative approaches that enable improved processes aligning with the DoD and DLA Director’s Strategic Initiatives of DBX. The R&D Program Management Office (PMO) may determine to transition an R&D project to the production environment.

This determination will be made on a case-by-case basis considering contractor performance, successful demonstration of technical capability, maturation of technology (TRL 4-7), integrations with WMS/WES (TRL 7-9) and alignment with DLA R&D’s objectives.

SECTION 5: WHITE PAPER INSTRUCTIONS AND FORMAT

A White Paper is an abbreviated document (limited to 6 pages) in which a submitter will describe a technical R&D concept. If the Government deems such a technical concept of interest, the Government may request a total cost and technical proposal. Successful proposals submitted in response to the White Paper process may be awarded contracts (see below). Offerors shall submit White Papers via e-mail to both of the following addresses: Emily.Linico@dla.mil and RandD.DCSO@dla.mil.

The White Paper provides a synopsis of the proposed project by briefly answering the following questions:

1. What is the proposed work attempting to accomplish or do?

2. How is it done today, and what are the limitations and challenges?

3. Who will benefit and what will the impact be if the work is successful?

4. How much will it cost, and how long will it take?

mailto:Emily.Linico@dla.mil mailto:RandD.DCSO@dla.mil

Templates containing content descriptions and instructions are provided in Attachment A to this BAA.

Use of these templates is mandatory for all submissions to this BAA. Document files must be in .pdf, doc, or docx formats. All submissions must be written in English and all pages shall be formatted for printing on 8-1/2 by 11-inch paper with 1-inch margins and font size not smaller than 12-point (8 or 10-point font may be used for figures, tables, and charts).

White Papers will not be evaluated but will be reviewed to determine whether the proposed solution is technically feasible and viable (i.e., compatible with DoD constraints, technical environments, and other organizational requirements), and whether the White Paper presents a research project whose results end users are likely to adopt and that is of sufficient interest to the Government to warrant consideration of a technical proposal. The contracting officer will provide only one of the following two responses to an offeror submitting a White Paper: (1) a statement that the proposed research is not of interest to the Government with the rationale for this decision, or (2) a request to submit a technical proposal as described in section (7) “Proposal format”.

The Government reserves the right to request technical proposals from any, all, some, or none of the offerors submitting White Papers. A request for technical proposals is not a guarantee that the proposal will ultimately be selected for award. White Papers for non-innovative and/or marginal improvements are inappropriate under this BAA and will not result in a technical proposal request.

SECTION 6: GENERAL PROPOSAL SUBMISSION AND INSTRUCTIONS

The Contracting Officer will request proposals on White Papers that are of interest to the Government.

Proposal prices and all other terms and conditions must remain valid for 180 days from the submission date of the technical proposal.

To ensure all technical proposals receive proper consideration, DLA requires all offerors to follow the same format. Technical proposals that do not conform to the format will not be evaluated and will not be considered.

When requested to submit a proposal after a successful white paper submission, offerors shall submit a proposal for an R&D project of their choosing that they believe is suitable for execution by SDD (to be determined by evaluation against the criteria stated below). The Government intends to award contracts based upon evaluation of the submitted proposal. The proposal shall demonstrate knowledge, experience, and expertise in the Technical Area of Interest described in Section 4. Proposals must also provide information detailing past performance that demonstrates related efforts, achievements, technological aptitude, management support skill, and potential contribution and relevance to DLA’s mission. Offerors must submit full proposals in Portable Document Format (.pdf) via email titled “BAA0001-23”, to the POC cited on Page 1 to be considered. Electronic proposals should also be sent to the DCSO R&D Mailbox cited as the alternate Point of Contact on Page 1 of the BAA.

*Note: If encountering difficulty submitting proposals or other related documents via email due to file size limitations, files should be submitted to the Primary Point of Contact (POC) through the Solicitation

Module on the Procurement Integrated Enterprise Environment (PIEE) website at https://piee.eb.mil.

Vendors who need to use this option should contact the Primary POC directly for further instructions.

This is an unrestricted acquisition. All responsible sources capable of satisfying the Government’s needs may submit a white paper, which will be considered by DLA. DLA encourages small businesses, small-disadvantaged businesses (SDBs), woman-owned small businesses (WOSBs), historically underutilized business zone (HUB Zone) small businesses, veteran-owned small business (VOSBs), service-disabled veteran-owned small businesses (SDVOSBs), historically black colleges and universities, and minority institutions, and other concerns subject to socioeconomic considerations through its awards to submit white papers under this BAA. However, no portion of this BAA will be set-aside due to the impracticality of reserving discrete or severable areas of research in this technology. For purposes of this acquisition, the small business size standard is 1000 employees, and the North American Industry Classification System (NAICS) code is 541715, Research and Development in the Physical, Engineering and Life Sciences. All correspondence and questions on this BAA should be directed to the Contracting Officer POC at the top of the BAA; e-mail is preferred. Other than small business concerns will be required to submit a Small Business Subcontracting Plan in accordance with the most recent version of FAR clause 52.219-9 at the time of proposal submission if proposal cost exceeds the $750,000.00 threshold. Proposals must remain valid 180 days from the date of submission.

Note: Small business are exempt from submitting a subcontracting plan (see subcontracting plan information in attachment B).

Businesses unfamiliar with doing business with the government and that require assistance may contact the state-specific Department of Defense (DOD) Procurement Technical Assistance Center

(PTAC).

DOD PTACs serve as a resource for businesses pursuing and performing under contracts with DOD, other federal agencies, state, and local governments and with government prime contractors.

Assistance provided by the PTACs is usually free of charge. PTAC support includes registration in systems such as SAM, identification of contract opportunities, understanding requirements and preparing and supporting proposals. The PTACs have a presence in each state, Puerto Rico, and Guam.

To locate a local PTAC visit:

http://www.dla.mil/HQ/SmallBusiness/PTAC.aspx or http://www.aptac-us.org/new/.

SECTION 7: PROPOSAL FORMAT

Proposals MUST be submitted in the following format and provide the content requested in Section 8“Evaluation Criteria for BAA Awards” of this BAA. Each page of the proposal shall be marked “Source Selection Information—See FAR 2.101 and 3.104.”

• Two separate volumes consisting of:

https://piee.eb.mil/ http://www.dla.mil/HQ/SmallBusiness/PTAC.aspx http://www.aptac-us.org/new/ o Volume I – Technical Proposal o Volume II – Cost/Price Proposal

• Volume I, Technical Proposal o Shall describe the proposed project and address the Evaluation Factors as contained in this BAA.

• Volume II, Cost/Price Proposal o Shall contain cost and pricing information in support of Volume I technical project.

o Cost/Price information shall include breakout of cost elements as provided for in the Cost Realism evaluation factor in this BAA.

• NO pricing information shall be contained in the technical proposal.

Volume I – Technical Proposals:

• Technical proposals shall be submitted in the following format: one electronic copy in “.pdf” format sent via email to the Contracting POC and the DCSO-P R&D Mailbox (or PIEE Website).

• Technical proposals in response to this BAA shall be limited to 20 single sided, 8 ½” x 11” pages, including Cover Page, Executive Summary, Proposal Information, Appendices and Attachments, but not including resumes and certifications of key personnel. Any transmittal letter (if submitted) will also be counted toward the twenty-page limit. There is no penalty for submitting shorter proposals, so long as the offeror covers all the required material.

• Type font shall be 12-point Times New Roman with 1” margins around the page (excluding tables, see below section (3) formatting).

PROPOSALS THAT DO NOT CONFORM TO THE REQUIREMENTS DETAILED IN THIS

SECTION MAY NOT BE EVALUATED OR AWARDED. TECHNICAL PROPOSALS THAT

EXCEED 20 PAGES MAY BE EXCLUDED FROM CONSIDERATION.

To ensure all technical proposals receive proper consideration, DLA requires all offerors to follow the same format. Technical proposals must meet the following format requirements:

(1) Document files must be written in English and in .pdf formats.

(2) No more than twenty (20) single-sided pages including, body, appendices, and attachments.

(3) Formatting for printing on 8-1/2 by 11-inch paper with 1-inch margins and font size not smaller than 12-point (8 or 10-point font may be used for figures, tables, and charts).; and

(4) Header on each page to identify page content and page number.

Any project Gantt charts may be submitted on larger pages (e.g., legal size), as required to be readable.

There is no penalty for submitting a technical proposal of less than 20 pages if the technical proposal covers all the required material. Resumes and certifications for technical data and computer software will not be counted as part of the 20-page limit. Technical proposals must be clear and concise and must include sufficient detail to substantiate the validity of the research. Technical proposals must address the evaluation factors provided in Section 8, Evaluation Criteria for Contracts. No cost or pricing information may be contained in the technical proposal.

Offerors must assume that DLA has no prior knowledge of their facilities and experience, and DLA will base its evaluation exclusively on the merits and content of the information presented in the technical proposal, except that DLA reserves the right to evaluate relevant past performance that is not included in the technical proposal.

Markings for Technical Proposals

Information in the technical proposal that is deemed by the offeror to be proprietary must be clearly marked as proprietary information. Research and Development is considered CUI. In accordance with the Department of Defense (DoD) phased CUI Program, any form of communication or documentation containing CUI must carry the appropriate markings, i.e., header and footer identifying the document as “CUI” and a completed CUI Designation Indicator.

CUI

Source Selection Information – See FAR 2.101 and 3.104

(4) Proposals shall include all proprietary claims to results, prototypes, or systems supporting or necessary for the use of the research, results, or prototypes. If there are no proprietary claims, then the proposal must include a statement to that effect. Do not put proprietary data or markings in the Statement of Work (SOW). Proposals containing data that is not to be disclosed to the public for any purpose or used by the Government except for review purposes shall include the following sentences in accordance with FAR 52.215- 1I(1) and (2) on the cover pag1) Mark the title page with the following legend:

This proposal includes data that shall not be disclosed outside the Government and shall not be duplicated, used, or disclosed-in whole or in part-for any purpose other than to evaluate this proposal. If, however, a contract is awarded to this offeror as a result of-or in connection with-the submission of this data, the Government shall have the right to duplicate, use, or disclose the data to the extent provided in the resulting contract. This restriction does not limit the Government's right to use information contained in this data if it is obtained from another source without restriction. The data subject to this restriction are contained in sheets [insert numbers or other identification of sheets]; and

(2) Mark each sheet of data it wishes to restrict with the following legend:

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

In accordance with FAR 3.104-4, your company is required to mark all material that may be Source Selection Information as described at paragraph (10) of the “Source Selection Information” definition in FAR 2.101, to include the cover page and each page that may contain source selection information, with the legend “Source Selection Information – See FAR 2.101 and 3.104”. Although the information in paragraphs (1) through (9) of the definition in 2.101 is considered to be Source Selection Information whether or not marked, all reasonable efforts must be made to mark such material with the same legend.

If you are unsure if particular information is Source Selection Information as defined in FAR 2.101, consult your Contracting Officer. In addition, your company is required to mark all material that may be procurement sensitive, or defense covered information with the legend “Controlled Unclassified Information” (CUI). If the information is also source selection information both markings must be present.

Note: Source Selection markings are required for all documents submitted in response to this BAA, which includes White Papers and Technical/Price Proposals (when applicable).

Technical proposals shall consist of four parts:

Part 1 — Proposal Cover Sheet Part 2 — Executive Summary Part 3 — Feasibility, Viability, and Desirability Part 4 — Past Performance, Capabilities and Recent, Related Experience

(4) Part I – Proposal Cover She1) BAA number; (2) Proposal Title; (3) Technical Point of Contact, including name, telephone number, email address, and mailing address; (4) Administrative/Contracting Point of Contact, including name, telephone number, email address, and mailing address; and (5) Contractor's business type selected among the following categories:

Large Business, Small Disadvantaged Business (SDB), Other Small Business, HBCU, MI, Other Educational, or Other Nonprofit.

Part 2: Executive Summary An Executive Summary of the offeror’s entire technical proposal in one page or less is required. This summary shall be used to gain an understanding of the overall proposal contents. It should identify and highlight significant features, summarize innovative claims and unique contribution(s) of the proposal, and include the salient points of the proposed project, and the expected outcome improvement associated with the project.

Part 3: Feasibility, Viability, and Desirability Offerors must explain the proposed research project and methodology in sufficient detail to establish the feasibility, viability, and desirability of accomplishing the research.

Feasibility – solution to problem statement is technically possible. The technology exists or is likely to be developed in the scope of the proposed effort. An example of something that is not feasible is a “Star Trek” transporter.

Viability – solution to problem statement is compatible with DOD constraints, technical environments, and other organizational requirements. DOD could easily adopt the proposed solution. An example of something which is not viable is a technology that has no chance of passing DOD cyber security requirements; and

Desirability – solution is responsive to a problem statement. End users are likely to adopt the proposed solution. Examples of something that is not desirable are (i) a piece of field equipment that is so uncomfortable to carry that end users refuse to bring it into the field and

(ii) a feasible, viable technology that does not meet the problem that end users are trying to solve.

Part 4: Past Performance, Capabilities and Recent, Related Experience

Section–1 - Work Experience: Offerors must provide information pertaining to prior significant and related research, work experience, or expertise for the proposed research. The information must include an explanation of how this experience or expertise will be beneficial to the proposed research. Offerors must identify no more than five contracts along with the performance period and a brief performance history for each contract within the last three years for which they have provided services and/or supplies of a nature that is consistent with the Area of Interest and relevant to the proposed research. Contractors must also list any previous contracts that have been terminated for cause and the reasons. When reporting contract information please include the proposed award dollar value of the contract and the dollar value at completion.

Section–2 - Points of Contact: Offerors must provide point of contact information for each of the contracts identified in response to Part 4, Section 1 above including the company name, points of contact names, e-mail addresses, and phone numbers.

Section 3 – Contractor Teaming Arrangements: State whether contractor teaming arrangement experience relevant to the proposal exists. Where related work was performed with teaming partners, R Offerors must also provide points of contact of team members, including company name, individual names, e-mail addresses, and phone numbers.

Section–4 - Bibliography: Offerors must include a bibliography of relevant technical papers and research, published and unpublished, which documents the technical ideas upon which the research is based.

Volume II – Cost Proposal:

No page limits apply to the Cost Proposal. The cost proposal shall include total project cost by month.

The offeror shall also give a detailed breakdown of the total project costs by each task listed in the technical proposal. If subcontracts are contemplated, the offeror must estimate the total amount of effort to be subcontracted and specify the “burden” or “pass through rate” that will be applied to those subcontracts. Offerors are required to submit certification of current cost or pricing data in accordance with FAR 15.406-2 (Certificate of Current Cost or Pricing Data). The total cost of each major cost element and the make-up of those costs shall be presented in the offeror's proposal. A statement related to the latest DCAA audit and whether the offeror’s accounting system has been approved by the DCAA shall be included in the Cost Proposal. State if there are currently negotiated DCAA rates or forward pricing rate agreements and factors being used in the proposal. Include a detailed breakdown of costs by cost category by offeror's calendar or fiscal year:

• Direct Labor - Individual labor categories or person with associated labor hours and unburdened direct labor rates

• Indirect Costs - Fringe benefit, Overhead, G&A, Cost of Money, etc. (must show base amount and rate)

• Travel - Number of trips, destinations, durations, purpose, etc.

• Subcontracts - A cost proposal is required to be submitted by any proposed subcontractor and

“burden” or “pass through rate” shall be clearly stated.

• Materials - Specifically itemized with estimated (or actual) costs.

• Lease Items - Fair market value of lease items and the method used for making such evaluations

Sufficient information shall be provided in supporting documents to evaluate the reasonableness and realism of these proposed costs. Additionally, a completed Cost Proposal Adequacy Checklist (Attachment C) shall be included with each proposal submission.

Cost Proposal Format

To ensure all cost proposals receive proper consideration, DLA requires all Offerors to follow the same format. Offerors shall submit cost proposals within 30 calendar days of contracting officer’s request in the following format: (1) ”.5" x 11”-page size; (2) a header on each page to identify page content and page number; and (3) type font 12-point Times New Roman with 1-inch margins around the page. No page limits apply to cost proposals. The cost proposal must reflect an understanding of the research, perception of risks, and ability to organize and perform the task(s) stated in the technical proposal. Offerors shall submit the following information:

Part 1 – Overview Part–2 - Cost or Pricing Data (certified when requested by the Contracting Officer) Part–3 - Work Breakdown Structure Part 4 – Proposal Adequacy Checklist (Attachment C)

Part 1 – Overview

a. Cost Proposal Cover Sheet: Offerors shall provide the following information:

(1) BAA Number

(2) NAICS code

(3) BAA Area(s) of Interest from Section 4 above

(4) Offeror’s Technical Point of Contact, including name, telephone number, e-mail address, and mailing address (no post office box)

(5) Offeror’s Administrative/Contracting Point of Contact, including name, telephone number, e-mail address, and mailing address (no post office box)

(6) Contractor’s business type selected among the following categories: Large

Business, Small Disadvantaged Business (SDB), Other Small Business, HBCU, MI, Other Educational, or Other Nonprofit.

(7) CAGE Code

(8) Subcontractors participating in the research and estimated cost (if none state “not applicable”)

(9) Small businesses participating in the research and estimated cost (if none state “not applicable”)

(10) Historically Black Colleges and Universities or Minority Institutions participating in the research (if none state “not…