0915 J7 2025 Industry Day Director Brief V2.pptx
PPTX presentation 11 MB Posted
- Solicitation number
- SP3300-25-SS-5001
- Issued by
-
Defense Logistics Agency Distribution
About this file
The file is a PowerPoint presentation from DLA Distribution Acquisition Operations providing an organizational overview for their 2025 Industry Day on May 14, 2025. The presentation outlines the mission to "Deliver comprehensive acquisition solutions to the global distribution network" and highlights key organizational values including team development, customer satisfaction, leadership accountability, fiscal stewardship, and knowledge sharing. The organizational structure is detailed, showing leadership positions such as Meg Ross as Director, Karen Ghani as Chief of Contracting, and various supervisory roles across contracting, policy, and operations functions.
The accompanying federal contract opportunity is a Special Notice for an Industry Day event targeting industry representatives and potential vendors in service and supply-related industries. The event will be held at the Susquehanna Club in New Cumberland, PA, with registration open until May 1, 2025, or until capacity is reached. DLA Distribution aims to provide insights into their mission as America's combat logistics support agency, focusing on storage, distribution, transportation planning, and logistics operations. The event seeks to encourage dialogue between DLA Distribution and industry partners, offering an opportunity to learn about the organization's strategic objectives and how businesses can engage with them.
View the file
Other files
Show all 17
On GovTribe
Work with this file
- Download the original file
- Contacts named in this file
- Similar government files
- Ask GovTribe AI about this file
Text version
DLA Distribution Acquisition Operations Overview
May 14, 2025
DLA Distribution Acquisition Operations MISSION: Deliver comprehensive acquisition solutions to the global distribution network
VISION: To be the leader in every facet of acquisition
Our Team is First Provide opportunities for professional and personal growth establishing an environment for success. Team members are our most valuable resource, professional acquisition employees cannot be mass produced.
Our Customers Satisfy our customers in terms of cost, quality and timeliness of the delivered product or service. Deliver superior results with initiative, consistently exceeding expectations.
Leadership Know, value and be accountable to our team. Be the organization’s greatest champion, celebrating accomplishments. Talk the talk and walk the walk.
Stewardship Safeguard taxpayer’s dollars, conducting business with integrity, fairness, and openness; minimizing operating costs. Meet public policy objectives and deliver quality work with personal responsibility and accountability.
Communication Information will be passed up down and across the organization to enhance productive interpersonal relationships among team members, leadership, and customers.
Knowledge Sharing Build positive relationships among and across the team through collaboration, sharing best practices, and embracing diverse perspectives to strengthen decision making. Knowledge sharing is an asset and vital to our success
OUR COMMITMENT
DLA Distribution J7 Organization Meg Ross Director DLA Distribution J7 Karen Ghani Chief of Contracting (J7-AB) Vacant Supervisor Contract Quality Assurance Josh Lippert Supervisor Supply Operations Michelle Phelps Policy Chief Policy, Compliance & Systems Josh Woodworth Supv Contracting Officer Distribution Service Support - East Rafael Dixon Supv KO Small Purchase Ben Bailey Supv KO Construction & Facilities/Equip Vacant Supv Contracting Officer Distribution Service Support - West Policy & Procedure Training Oversight Training Data Calls Metrics Systems Support Industry Engagement CQR Program KO Warrant Program Regulations Policy & Procedures
LMIS Pool 1 DDAG Labor NNSY Labor
DDHU
DDBC
DDCN
FRC HAZMAT
WRALC Haz Labor Aug
Any $ Value Supplies <$25k Chris Robinson Supv KO Distribution Support East Commercial supplies & services <$10M Erik Smith Supv KO Distribution Support West
GPC
Accountable Property Supply Management Requisition Process
GDEC
DDCT WIPCA, HAZMAT
DDNB
DDGM
DDJF
DDDC
DDDA
Chelsea Chestnut Administrative Support
Cullen Powers Supervisor Acquisition Assistance Acquisition Planning Market Research IGCEs
GDEC
DLA Distribution Operational Contracts
GOCO/COCO Distro Centers (10) Global Distro Expeditionary Contract (~12 TOs per yr) Commercial MRE & Cold Storage (3)
HAZMAT 3PL (5)
Retail (3 stand-alone locations)
OPERATIONAL CONTRACTS
PROVIDING AGILITY AND FLEXIBILITY TO THE DISTRIBUTION NETWORK
FY24: 1121 CONTRACTS ISSUED, $488.5M OBS, ~$3B VALUE
DDCN, DDJF, DDBC, DDHU, DDGM, DDNB, DDDC, Djibouti, North Carolina, Phoenix Retail: Albany, Corpus, Norfolk
DLA Distribution Operational Contracts GOCO/COCO Distribution Centers 10 Distribution Centers mission performed by Contract
Global Distribution Expeditionary Contract (GDEC) Task Order Contract that provides rapid global coverage for surge and non-recurring distribution missions
Commercial MRE/Cold Chain Storage
HAZMAT 3PL
6 customers/3 contracts/support to Navy, Air Force, Army Supplies and Services
Distribution Center Modernization/Automated Material Handling Equipment
Installation Support
Indefinite Delivery Contracts/Ordering Vehicles for Supplies
End to End Project Management Acquisition planning support Identification and assistance to complete key documents Liaison between customer & Contracting Office Standardizes Procedures – Project Plan and Package Document Checklist
How we Approach Business Acquisition Assistance Market Research Post Sources Sought Notices on SAM.gov
Internet Searches
Source Lists A Continuous Process Incorporates Lessons Learned – Post Award Environment into the Acquisition Planning Cycle Assures Right Format, Flow and Content = Desired Product or Service Bridges Knowledge Gap Grows and Maintains Acquisition Knowledge and Experience Shortened Acquisition Cycle Time – Streamlines Process
Eliminates Organizational Redundancies and Rework
How we Approach Business Contract Quality Assurance Quality Assurance Teams are in place at all DLA Distribution Centers Typical core staffing consists of 3-QAEs and 1-Surveillance Lead Quality Teams are to identify, document, and report results of their oversight activities
Checklist requirements validated based upon:
Distribution JQ-N published Standard Operating Procedures (SOPs) and Distribution Manuals Internal Controls are incorporated into the checklists, as appropriate Mission unique requirements defined in Contract PWS (for contractor-operated sites) Independent evaluation of process adherence and product quality; validating standard process compliance, and documenting failures when necessary
| Responsible for | Objectives / Benefits |
| Management of the Quality Management Program (QMP) | Establish Accountability |
Providing Policy, Procedures and Training for Quality & Compliance Oversight Activities Oversight documented and reported utilizing the QMT
Implementation Automated Quality Management Tool (QMT) Improve CQA and Service Provider Performance
Contractor-operated Distribution Center Oversight Program Quality Documentation
Distribution Acquisition Stats
GPC
Contracting Acquisition Assistance
| FY24 | FY23 | FY22 | FY21 | |
| Projects | 620 | 371 | 326 | 267 |
| Changes/ Mods | 167 | 134 | 129 | 157 |
| GDEC Task Orders | 31 | 28 | 31 | 38 |
Quality Assurance
| FY24 | FY23 | FY22 | FY 21 | |
| QAE Conducted Surveillances | 10,088 | 11,761 | 13,909 | 15,132 |
| CQA Oversight Performance | 1,203 | 1,180 | 2,534 | 5,261 |
| Compliance Checks | 60,710 | 106,177 | 142,979 | 168,686 |
| FY24 | FY23 | FY22 | FY21 | |
| Transactions | 6,875 | 6,850 | 7,281 | 7,141 |
| Dollars | $8.8M | $8.1M | $7.8M | $7.8M |
| GPC Reviews | 1,572 | 1,787 | 1,899 | 1,763 |
| Actions | FY24 | FY23 | FY22 | FY21 |
| Services | 814 | 820 | 844 | 1,063 |
| Supplies | 1,946 | 2,936 | 3,104 | 3,644 |
| Total | 2,811 | 3,756 | 3,948 | 4,707 |
| Obs | FY24 | FY23 | FY22 | FY21 |
| Services | $336M | $ 311.8 | $ 255.6 | $ 288.1 |
| Supplies | $118M | $ 79.0 | $ 106.0 | $ 128.2 |
| Total | $488.5M | $ 390.8 | $ 361.6 | $ 416.3 |
DLA Distribution Procurement Profile 3,377 Actions Net Obligations – $455.2M 1,403 Actions Net Obligations – $132M
FY 2
FY
YTD
Source: FPDS-NG as of April 1, 2025
Top 5 Supplies
FY25 YTD - $21.6M / 16%
Acquiring All Service and Supply Requirements to Ensure Mission Success Miscellaneous Materials Handling Equipment $8.2M
Boxes, Cartons, and Crates
Bags and Sacks Prefabricated and Portable Buildings Packaging and Packing Bulk Materials $5.0M $1.3M $1.2M $1.0M
Miscellaneous Materials Handling Equipment $87.1M
Boxes, Cartons, and Crates c Office Supplies Packaging and Packing Bulk Materials
$11.0M $2.9M $2.0M $1.6M
FY24 - $118.8M / 26%
Bags and Sacks
Top 5 Services
FY25 YTD - $110.4M / 84%
Acquiring All Service and Supply Requirements to Ensure Mission Success Warehousing / Storage $101.0M
Professional Support: Other Support
Program Management Support $3.9M $1.3M $6.1M $0.5M
Custodial or Janitorial Support
Maintenance, Repair, and Rebuilding of Equipment Warehousing / Storage $212.8M
Facilities Operations Support
$80.9M
Repair or Alteration of Warehouse Buildings Custodial or Janitorial Support $7.4M Professional Support: Other Support $1.2M $8.3M
FY24 - $336.4M / 74%
(Scheduled Trucks) How DLA Transports Material Air Capability
Next Generation Delivery Service (NGDS) Air Commercial small package <300lbs Global Heavyweight Shipments (GHS) Air Commercial Cargo >300lbs
USTRANSCOM
Air Mobility Command (AMC) Organic Air Channel / Commercially augmented Air Channel
USTRANSCOM &
Surface Deployment and Distribution Command (SDDC) Universal Services Contract Container, Ocean Liner Surface Capability
Defense Freight Transportation Services (DFTS) CONUS to CONUS Surface Freight
Other Capabilities Vendor Shipment Module (VSM) supports vendor shipments direct to the customer, DC or APOE
Scheduled Truck Program provides consolidated freight movements by lane vs individual shipments. Compares lane rates with individual shipment cost
DFTS II (USTC) supports CONUS to CONUS freight movements and expanded warehousing capabilities provided by the 3PL
Supplier Survey 2024 Distribution Results
3.71 Growth Opportunity Timely Resolution Effective Resolution Valued Supplier Post Award Effectiveness Pre-Award Effectiveness Innovation Supplier Knowledge Industry Knowledge Ease of Bidding Profit Opportunity Equitable Resolution Adequate Timely Trustworthy Accessibility 3.30 3.50 3.58 3.65 3.42 4.03 3.59 3.50 3.37 3.49 3.57 3.52 3.29 3.42 3.52 3.12 116 Respondents (2022: 72) -.08
-.03
-.01
-.04
+.04
+.06
-.06
-.03
+.15
+.06
+.17
-.01
-.01 +.10
-.16
DLA-Supplier Relationship
DLA Communication
DLA Effectiveness
Growth and Profit Potential 2022 Score: 3.47 Increase Decrease No Change
+.24
2024 Distribution Results
0.02
0.03 0.13 0.02 1 % Agree – Average percentage of respondents that chose “Agree” or “Strongly Agree” 66% 59% 51% 52%
5%
Strongly Agree Strongly Disagree
3.50
0% 100% 50% % Agree 57% Rating 1-5 Avg. Rating Avg. % Agree
.03
2% Average Rating Average % Agree1 Category Overall Factor
DLA
Communication Growth and Profit Potential DLA-Supplier Relationship
DLA
Effectiveness 3.70 3.53 3.45 Highest Lowest Avg. Rating Avg. % Agree 4.03: Trustworthiness 3.12: Ease of Bidding 78%: Trustworthiness 35%: Innovation
0.06 0.16 3.35
4%
1% 2%
2024 Distribution Results Reduce vendor investment in proposal submissions Streamline evaluation time and award decisions
Ease of Bidding Reviewed Instructions to Offerors and Evaluation Criteria across Various Procurement
Held internal workshops; streamlined submissions Maximize use of Combined Synopsis Solicitations
Moving Forward:
Develop Instructions as critical Checklist
Limit vendor submissions to critical info to determine acceptability
Utilize past performance record to determine performance capabilities
Explore automated receipt of offers
Reduce number of factors and subfactors
Apply use of commercial procedures vice FAR 15, when appropriate
Limit proposal submission size – focus on page counts and narrative reqts Consider multiple award IDIQ to allow pricing flexibilities during contract term
Consistent Trends Ease of Bidding Innovation Timely Resolution What We’ve Done Simplified Combined Synopsis/Solicitations – relook at Instructions/Evaluation Criteria Increased Indefinite Delivery Contracts Issued RFI for vendor feedback Longer RFP issuance Audit Readiness Requirements Modernization What’s Next/How Can You Help Vendor one-on-ones with Contracting Officers Revisit RFI – seeking additional feedback on Distribution Center requirements – target Ease of Bidding/Innovation feedback Contract Specialist/Contracting Officer as starting point for issue resolution
For Assistance
Group mailbox at DistributionJ7@dla.mil
APEX Accelerator (formally PTAC) at https://www.aptac-us.org/contracting-assistance/
QUESTIONS?
End Slide 1
Warfighter Always
PEOPLE PRECISION POSTURE PARTNERSHIPS
image10.png image11.jpeg image12.png image13.png image14.png image15.png image16.png image17.png image18.png image19.jpeg image20.png image21.png image22.png image23.jpeg image24.png image25.jpeg image26.jpeg image27.png image28.png image29.png image30.png image31.jpeg image32.png image33.png image34.png image35.jpeg image36.jpeg image37.png image46.svg image38.png image39.png image40.svg image41.png image42.svg image43.png image44.svg image45.png image3.png image1.jpg image2.png image4.png image5.jpeg image6.png image7.png image8.png image9.png
File details come from the government source that posted it. Updated .