Improving operational effectiveness through common integrated C4ISR solutions 14 August 2007 Statement A: Approved for public release; distribution is

Improving operational effectiveness through common integrated C4ISR solutions

14 August 2007

Statement A: Approved for public release; distribution is unlimited (13 August 2007)

SPAWAR Systems Center Charleston SPAWAR Systems Center Charleston

William PaggiHead, Contracts DepartmentAugust 14, 2007

Contracts DepartmentContracts Department

Statement A: Approved for public release; distribution is unlimited (13 August 2007) 2

Command

Control

Communications

Computers

Intelligence

Surveillance &

Reconnaissance

C4ISRC4ISR• Network Systems & Support• Physical & Computer Security • Command & Control• Information Assurance• Information Technologies• Sensor Systems• Communications• Image Processing• Visual Information Systems• Wireless Technologies• Cryptologic & Intelligence• Command Center Services• Anti-Terrorism / Force Protection• Expeditionary C4I Systems• Modeling & Simulation• Navigation Systems• Meteorology• ATC Engineering/ Technical Services

What We Do - C4ISR & ITWhat We Do - C4ISR & IT

Delivering Knowledge Superiority to the Warfighter Through Engineering Excellence

Leveraging Technology

Rapid Prototyping

Speed to Capability


Mission, Vision and StrategyMission, Vision and Strategy

We enable knowledge superiority to Naval and Joint Warfighters through the

development, acquisition, and life cycle support of effective, integrated Command, Control, Communications, Computer, Intelligence, Surveillance and Reconnaissance (C4ISR) systems, Information Technology (IT), and Space capabilities.

Mission FORCEnet / NNFE Fully Netted Force

Sea Enterprise Fully Netted

Resources

S1: Fully Netted in ThreeVisionVision

NETCOP- Network Common Operating PictureNETCOP- Network Common Operating Picture

MWR MobileNetMWR MobileNet

Pocketscope

Body Worn VariantBody Worn Variant

Speed to CapabilitySpeed to Capability

Balanced Scorecard

Balanced Scorecard

Rapid Prototyping

Rapid Prototyping

Leveraging TechnologyLeveraging Technology


Leveraging on Our SuccessLeveraging on Our Success

MRAPs, Ready for Tasking

“The urgency of the situation . . . requires that we thoroughly evaluate all options to put as much of this enhanced capability in the hands of our troops as rapidly as reasonably possible.”Defense Secretary Robert Gates

MRAP - Mine Resistant Ambush Protected Vehicle The Pentagon’s "highest priority" procurement effort

SSC Charleston Marine Corps System Command

UAH Integration Cost: $4,659/Vehicle

Capability/Capacity in Place


Organization – Now & NextOrganization – Now & Next

Europe Regional Customer Unit

Tampa Regional Customer Unit

Core Enterprise Services (ES) Core Technical Competencies

Regional Customer Focus

Dept Head/DTDC2

Director, Regional Customer Operations

(0-6 Billet)

Dept Head/DTDCOMMS

Dept Head/TDISR

Dept Head /TDBusiness IT

–Admin–Liaison/PAO–Counsel–EEO–IT–Internal Review

Director of Business ES

Board of Visitors0E

–COO(0-5)–Install/Prod–ISEA/Nor. Mil

Director of C4ISR Platform Integration & Del

COO

Contracts Contracts Contracts Contracts

Comptroller Contracts Contracts

Workforce Workforce Workforce

Comptroller Comptroller Comptroller

Workforce

X0

SEG

STG

00 09

Contracts

Director, Workforce Opt

DC Regional Customer Unit

Future Regional Customer Units

Norfolk Regional Customer Unit

Comptroller

Rev B

Europe Regional Customer Unit

Tampa Regional Customer Unit

Core Enterprise Services (ES) Core Technical Competencies

Regional Customer Focus

Dept Head/DTDC2

Director, Regional Customer Operations

(0-6 Billet)

Dept Head/DTDCOMMS

Dept Head/TDISR

Dept Head /TDBusiness IT

–Admin–Liaison/PAO–Counsel–EEO–IT–Internal Review

Director of Business ES

Board of Visitors0E

–COO(0-5)–Install/Prod–ISEA/Nor. Mil

Director of C4ISR Platform Integration & Del

COO

Contracts Contracts Contracts Contracts

Comptroller Contracts Contracts

Workforce Workforce Workforce

Comptroller Comptroller Comptroller

Workforce

X0

SEG

STG

00 09

Contracts

Director, Workforce Opt

DC Regional Customer Unit

Future Regional Customer Units

Norfolk Regional Customer Unit

Comptroller

Rev B

CHENG ExecutiveOfficer

Commanding OfficerTechnical Director

Deputy TechnicalDirectors

Tech Departments

SEG

C2

HS

I

Ins

tall

ati

on

s

Le

ga

l

CO

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ISE

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lua

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(TD

) IS

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Tech Departments

Tech Departments

Tech Departments

COMMS

ISR/ IO

C2

Tidewater

AdminAdminDepartments

Ke

vin

Mc

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EngineeringOperations

CHENG ExecutiveOfficer

Commanding OfficerTechnical Director

Deputy TechnicalDirectors

Tech Departments

SEG

C2

HS

I

Ins

tall

ati

on

s

Le

ga

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CO

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ISE

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(TD

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Tech Departments

Tech Departments

Tech Departments

COMMS

ISR/ IO

C2

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AdminAdminDepartments

Ke

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EngineeringOperations


SYSTEMS CENTERCharleston

CAPT Hoover/J Ward

SYSTEMS CENTERCharleston

CAPT Hoover/J Ward

Freddie Hicks

1.0 FINANCE

William Paggi

2.0CONTRACTS

Gail Silverman

3.0LEGAL

Mike Johnson

4.0Log/Install/ISEA

5.0ENGINEERING

James Ward

Pete Van

6.0PROGRAM MNGMT

Phil Charles

7.0S&T

Ken SlaughterGary Scott

8.0CORP OPS

Jennifer WatsonPete VanJennifer WatsonPete Van

5.2Netcentric

Engineering & Integration

5.1Enterprise Systems

Engineering

Phil CharlesPhil Charles

5.3Command

andControl

Kevin McGeeKevin McGee

5.4BusinessSystems /

EIS

Jennifer WatsonJennifer Watson

5.5

Comms andNetworks

Charlie AdamsCharlie Adams

5.6

ISR/IO

Mike KutchMike Kutch

5.7

SpaceSystems

Charlie AdamsCharlie Adams

5.8

InformationAssurance

Mike KutchMike Kutch

5.9System T&E

and Certification

Kevin McGeeKevin McGee

SSC C Local Site Leads

5.0ADeputy

Greg HaysGreg Hays

SSC C Local Competency LeadsSSC C Local Competency Leads


Code 50 – Communications Systems DeptCode 50 – Communications Systems Dept

• Networks Engineering

• Platform Communications

• Tactical Communications

• RF Communications

• Communications & Information Systems Development


Code 60 – Command & Control Systems DeptCode 60 – Command & Control Systems Dept

• Integrated C4ISR Systems

• C2 Engineering

• Enterprise Systems

• Air Traffic Control Systems

• Aviation Technology Services


Code 70 – Intelligence & Information Warfare Systems DeptCode 70 – Intelligence & Information Warfare Systems Dept

• IW Exploitation Systems

• Information Assurance

• Information Warfare

• Force & Infrastructure Protection

• Computer Information Sys.


Code 80 – Tidewater C4ISR Other (Fleet Support; Corporate Production)

Code 80 – Tidewater C4ISR Other (Fleet Support; Corporate Production)

• C4ISR Systems Engineering

• Shipboard, Submarine, Shore-Based C4ISR Installations


• Navy• USMC• Army• Air Force• COCOMs• USJFCOM• Department of Defense• Department of State• Federal Aviation Administration• Department of Treasury

– U.S. Mint• National Science Foundation• Department of Homeland Security

– U.S. Border & Transportation Security– U.S. Coast Guard– U.S. Secret Service – Information Assurance / Infrastructure

Protection– Office of Disaster Preparedness– Federal Emergency Management Agency

• Department of Justice

• Navy Working Capital Fund Organization

–Receive no Mission or direct appropriated funds

–Must satisfy customer and control our rates

• Government / Contractor Team

–Wide range of C4ISR products and services

–Large portfolio of contracts ($6B available ceiling)

–Unlimited contracting authority

Major CustomersMajor Customers

Leveraging Diverse Customers Drives cost down Increases competency Delivers Joint capabilities

58%Naval/ Maritime

58%Naval/ Maritime

33%Joint

9%Other

Federal$2.1Billion

New Orders for FY 06

82% supports private industry


45% Engineering & Science (1052)

Contracts & Supply (122)

Computer Specialist (418)

Computer Science/Engineering

(185)

Finance & Budget (82)

General Clerical (69)

IT Support (93)

Logistics (73)Other (170)

Program Management (95)

Small Business Prime

Mid-Size Business

Major Defense

Over 2,400 Government Employees

Over 9,000 Contractors+

Effective & Efficient Solution to the “Global War on Terror”

=

Our Business ModelOur Business Model


0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

S. B. Prime SDB Woman-Owned

HUBZone SDVOSB

DoD FY06 GoalSPAWAR FY06 GoalOur FY 06 GoalOur FY 05 AchievementOur FY 06 Achievement

Total dollar awards toU.S. Firms: $1.64BStatistics from Procurement Management Reporting System of November 2006

Commitment to Small BusinessCommitment to Small Business

Major DoD14%

Small Business

45%

Mid-Size Business

41%


J02Contracts and Logistics

DepartmentMr. W.M. Paggi

J02Contracts and Logistics

DepartmentMr. W.M. Paggi

J023Logistics DivisionMr. W. Johnston

J025Code 50 DivisionMr. Steve Harnig

J026Code 60 Division

Ms. K. Breitkreutz

J0261DO/TO BranchEvelyn White


Ms. L. Rosenbaum

CAPT Red HooverCOJ00

Mr. James WardEDJ09

J0251Dee Cleaver

J0231Logistics Branch

Ms. T. Gray

J0232Property Branch

Ms. L. Ward

J0233Transportation

BranchMs. T. Gray (A)

J02BBusiness

OperationsTBD

J02CContract

Rqmts TeamMr. J. Crawley

J02AChief of

OperationsMs. D. Murphy

J02XDCAA Financial

AdvisorMs Connie Turner

J0271DO/TO BranchGloria Myers


Ms. A. Orvin

J0281DO/TO Branch

Vacant

J0282Norfolk Branch

Gail Sabato

Contracts and Logistics DepartmentContracts and Logistics Department


Acquisition and Contracting CapabilityAcquisition and Contracting Capability

Unlimited Contracting AuthorityTotally Turnkey Acquisition Capability

250 Active Contracts with available ceiling of $6BUse Full Spectrum of Contract Types and Performance Based Contracting Techniques (CPAF/CPIF/CPFF/T&M/FFP)

Highly Professional WorkforceIntegrated, co-located with Technical Personnel

World-Class Contracting Organization

Enabling Speed to Capability with

Industry Solutions

Civilian

Military Contractors

Reality

Annual Workload

FY 05 FY06

Actions16,354

Dollars$1.5B

Actions15,629

Dollars$1.7B

Warfighter Needs


FY 07 Contracting StatisticsFY 07 Contracting Statistics

FY 07 OCT-JUN (Estimate)

Total $ Obligated $1,282,438,789

Percent of Dollars Obligated to SB Primes 37%

Percent of Dollars Obligated to LB Primes 63%


Contract StrategyContract Strategy

• SPAWARSYSCENCHASINST 4200.9– “SPAWARSYSCEN will develop and maintain

contractor capacities by planning for, and sustaining a centrally managed and controlled portfolio of contract vehicles with the appropriate mix of small and large businesses/contractors sufficient to meet the Command’s contract support requirements”

– “The SPAWARSYSCEN Charleston contracting strategy shall strive to develop and maintain the right mix of contractor capabilities and capacities through the establishment of a portfolio of contract vehicles initiated at the Command, department, division and branch level in strategically important functional areas. To the maximum extent possible the objective is to create contracts that can be, and are used, across the command”


Nav

y

US

MC

AR

MY

Air

Fo

rce

Do

D

Dep

t o

f S

tate

FA

A

Dep

t o

f T

reas

/ U

S

Min

t

NS

F

DH

S

Dep

t o

f Ju

stic

e /

FB

I

Pillars• Business IT• C2• Comms and

Networks• IO / ISR

Larger Contracts with Major Industry Partners Aligned to Market

Segments and /or Technology Areas

Small Business Prime

Mid-Size Business

Major Defense

• Financial Mgmt• Admin Support

• Facilities• Warehousing

Str

ateg

ic

Pla

nn

ing

Str

ateg

ic

Pla

nn

ing

Command Wide Operations

Command Wide Technical Ops

Specialty / NicheInstallation

Production / Assembly

Spawar/SSC IDIQs

Seaport-e, DOD MACs

45%

40%

14%

1%

% of $ Capacity(not including Seaport-e)

Strategy Aligned Contract PortfolioStrategy Aligned Contract Portfolio


C2

Comms /Networks

IA

IW

Current And Ongoing In Process Planned

IW Sys Devel$250M(u)/50M(sbsa)

Adv Tech/SOA(6868)$422M - SAIC

Tactical C2 (6844)$195M - EMA

Network Arch Devel$420M(u)/$70M(sbsa)

C2 Sys Eng (6842)$149M - Titan

C2/Comms Eng (6829)$45M - Mantech

Security Sys

GWOT (7862/3)$218M – Amti/Gemni

SALTS (7861)$314M - BAE

ATFP( 7148)$143M – MC Dean

JMIS IA$250M(u)/50M(sbsa) Netwarcom IA$100M (u)/50M(sbsa)

OCONUS Secure Networks$75M

RCU SupportSocom Supp (3830)$49M - EMAEucom Sys Eng (5127)$65M – MC Dean

Centaf Comms$476M

Comms/Neworks (5852)$48M - Titan

RF Comms Eng$TBDM

Centaf ATC$450M

8(a

) E

ng

ine

erin

g S

up

po

rt

Mu

ltip

le A

wa

rd -

$1

50

M

Mis

sio

n M

od

ule

Pla

tfo

rm I

nte

gra

tion

- $

25

0M

Ve

hic

le I

nte

gra

tion

-

$2

50

M

Comms ISEA$TBDM

Focus Area

Co

nso

lida

ted

In

sta

llatio

ns

(88

40

, 8

84

2,

88

48

) $

65

4M

- K

I, M

ilco

m

Co

rpo

rate

Pro

du

ctio

n (

78

45

) $

21

6M

-

Sta

nle

y

(u) Unrestricted Competition (sbsa) Small Business Set Aside Data as of 31 Jan 07

Technical Pillar StrategyTechnical Pillar Strategy


Seaport-E Seaport-E

Optimizing the Use of Seaport-E

Seaport-E offers a viable solution for many of SSC Charleston’s procurement needs

Targets of opportunity include:

Recurring GSA, BPA and/or purchase orders for services

Services that have a more definitive scope and are in support of a limited number of customers


Seaport-E (Cont’d)Seaport-E (Cont’d)

Optimizing the Use of Seaport-E

Lessons Learned --

A task order awarded under the MAC is not intended to be a “mini-IDIQ”, where specific tasking becomes defined and funded as projects arise

Mixing multiple lines of accounting from various funding sources (sponsors) continues to be a concern

Increased concerns about the period of performance for tasking citing FY expiring funds


Seaport-E (Cont’d)Seaport-E (Cont’d)

FY 07 STATISTICS (ESTIMATE)

Total $ Value of FY 07 Seaport Awards To Date: $185MTotal $ Value of Pending Award: $135M% SB Prime Awards: 43.3%


Requirements InitiationRequirements Initiation

Originator Finalizes

Package and Forward to Contracts

Originator Identifies need for new contract

or follow-on

Defines $ Value and Scope, Verifies That No Existing Contract Can Accommodate

Originator Discusses Best Approach With Contracts Team

Leader and Obtains Dept Management Endorsement to Proceed IAW Dept Procedures

Develop/Finalize CIR & Route To CRT Via Branch Head, Div Head,

Contracts Div Head, & Dept

CSC Rep

Over $5M or

Options Required

?

CRT Screens For Command/Dept

Contract Strategy&

Routes to All Departments For

Comment

CRT Issues Or Dept

Additions/ Concerns

CIR Forwarded To Dept CSC Rep For Resolution

Requirement Viable After

Accommodating Issues?

CIR Withdrawn

CIR Presented at Weekly CSC

Meeting

CSC Approv

es

Contracts Team Leader Receives Signed CIR and Assigns Buyer

yes

no

no

yes

yes

yes

no

no

10 Day Time Limit

Contracts Buyer Conducts Contract

Planning Conference

CIR – Contract Initiation Request

CRT – Contract Requirements Team

CSC – Contract Strategy Council


Contract Strategy CouncilContract Strategy Council

• SPAWARSYSCENCHASINST 4200.9– “The Contract Strategy Council (CSC) is to provide

guidance and coordination of all contract planning efforts”

Voting MembersChairman – William PaggiCo-Chair – Donna MurphyCode 50 – Donna BedfordCode 60 – Carissa MillerCode 70 – William SchneiderCode 80 – Bobby HensleyCode 09 – Theresa Brutsch

AdvisorsSADBU – Bob MeddickLegal – Mike RoysCRT – Jim Crawley


Command Contract CapacityData Date: 08 August 2007

$-

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

$10,000

FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16

Mill

ion

s

Contract Capacity

Current Ceiling Availability$5.20 Billion

Projected Annual Usage:$1.99 Billion/year

16%/year growth rate

Command Contract CapacityCommand Contract Capacity

Contracts in Process


0 100 200 300 400 500 600 700

BSC Reserve Contract Capacity ResultsBSC Reserve Contract Capacity Results

• Current Command Burn Rate: $1,529,474,940

• Command Burn Rate Capacity: $1,988,219,997

3rd Quarter FY07 Data:3rd Qtr IM2 Goal: 15.4%Current IM2: 23.1%

Code 80

Prod. Install

Staff Code Support

Annual Burn Rate ($M) Actual vs Capacity

Code 70

Code 60

Code 50

IM2= 4.5%

IM2=36.8%

IM2= 6.6%

IM2=29.8%

IM2=44.8%

IM2= -4.5%

Current Contract Burn Rate for Dept

Dept Burn Rate Capacity

IM2: Enable Capacity for

Context Work

IM2: Enable Capacity for

Context Work

4th Qtr IM2 Goal: 30%

Data Date: 08 August 07


Existing CapacityExisting Capacity


Competency Data TotalA) Business Ops Count 6

Contract $ Value 28,365,202$ Ceiling $ Remaining 12,667,428$

B) Prod/Install Count 7Contract $ Value 960,101,758$ Ceiling $ Remaining 581,588,722$

C) Communications Count 76Contract $ Value 2,350,494,665$ Ceiling $ Remaining 1,681,477,800$

D) Command & Control Count 116Contract $ Value 2,322,834,044$ Ceiling $ Remaining 1,269,807,995$

E) IO/ISR Count 112Contract $ Value 1,737,571,957$ Ceiling $ Remaining 990,814,853$

F) Tidewater Count 27Contract $ Value 870,231,157$ Ceiling $ Remaining 663,356,475$

Total Count 344Total Contract $ Value 8,269,598,783$ Total Ceiling $ Remaining 5,199,713,275$


Contracts in ProcessContracts in Process


Competitive Sole Source Seaport TotalBusiness Operations Sum 210,700$ 29,000,000$ 61,700,000$ 90,910,700$

Count 1 1 1 3Production / Installs Sum 154,000,000$ 0 -$ 154,000,000$

Count 2 0 0 2Communications Sum 1,171,826,712$ 199,957,895$ 5,000,000$ 1,376,784,607$

Count 15 11 1 27Command & Control Sum 1,536,255,131$ 335,311,857$ 10,709,502$ 1,882,276,490$

Count 19 20 1 40IO / ISR Sum 1,064,382,785$ 157,287,137$ 10,618,485$ 1,232,288,407$

Count 11 14 6 31Tidewater Sum 139,654,945$ 8,143,000$ 15,000,000$ 162,797,945$

Count 7 2 1 10Totals Sum 4,066,330,273$ 729,699,889$ 103,027,987$ 4,899,058,149$

Count 55 48 10 113


Current Best PracticesCurrent Best Practices

• Contract Strategy/Contract Requirements Team– Team of Code 02 engineers dedicated to development of Contract Request

Packages

• 80% SOO/PWS solution• Standard labor categories• Mission Enablement Multiple Award 8(a) Contract• Turbo Procurement Request Package• Standard Quality Assurance Surveillance Plan and Performance Monitoring Process• Standard Contract Language

– CMMI– EVM

• Strategy for Procurement of Hardware and Material

• Process Improvement/Lean Events– Source selection

• All members of ACQ team participate in TEB • Contract negotiator facilitates TEB

– Legal review/J&A processing– COR/DOCOR - Task/Delivery order (DCMR process)

• Standardized process for monitoring, measuring and reporting on contractor performance• Standardized/automated QASP & CDAD

– Based on contractor input– Automated DCMR process


Conversion to PBSAConversion to PBSA

• Currently 87% are PBSA• CPFF to CPIF,CPAF,FFP, & Award Term• Std QA Surveillance Plan & Performance

Monitoring Process• Std Contract Language

–CMMI -- EVM

LSS Event

PB

SA

P

erf S

tds

(CPA

RS)

CMMI Processes• Project Monitoring & Control (PM&C)• Supplier Agreement Mgmt (SAM)

Contracting Officer’s Rep. (COR)• Monitor performance• Inspection and acceptance

Ince

nti

ve A

war

d P

lan

Award Term

Incentive Fee

Award Fee

• COR function (basic contract level)• PM&C/DOCOR function (project / task order level)

Contract Performance Management

Project Monitoring and Control

COR/DOCOR function PBSACPARS Process MCP

QualitySchedule

Cost Control

Key Personnel

Bus. Relations

Task Rqmts Design

Specifications BOM

1SOW by WBS Map Rqmts to

QASP

2

6.2 Production Engineering (WBS #: 1.212.000.02)

a. The contractor will create, review or suggest engineering changes to the CSRR system or have recommendations for equipment substitutions. Integration deficiencies are often identified during the production and testing phases. These issues or recommendations will be documented through the use of ECPs or, in some cases, Trouble Failure Reports (TFRs). These suggestions will be sent to the CSRR SA and CSRR ISEA through an ECP process. The contractor may assist in the assessing the impacts of all ECPs and provide feedback to the ISEA/SA on schedule, quantity, and funding. The contractor will not implement any changes to the CSRR system unless given a government-signed ECP.

b. The contractor will provide engineering and technical services to create or tailor existing

production and integration test procedures for use in testing the CSRR system. The contractor will provide support to the CSRR Test Director to assist in the development of CSRR Test Procedures – this may include all test procedures as defined in ref (d).

6.3 TDP Management (WBS #: 1.212.000.03)

a. The contractor will create or review and provide input to, documentation to support the SSGN 728 production efforts, including but not limited to:

Drawing packages Assembly procedures Cable manufacturing, repair, and test procedures Cable run sheets and connector pin-outs Cable label files Production procedures Quality assurance/quality control procedures Test plans Other documentation related to the procurement,

integration/assembly/production, and quality control of the systems and kits produced under this tasking

Cost Estimate by WBS

3

Schedule EVM Performance

Measurements Cost Measurement

4QASP

5 Formal Assessment

Form

6

• Team Approach–Followed the 8 step approach–Identified requirements –Incorporated results from prior LSS events

• DCMR/Delivery Order• Previous COR events

–Developed a standard process–ID data collection & data flow (best method) –Leaned process–ID automation requirements–ID additional areas to be modified/

developed to support the process Data correlation & analysis

CPAR’s

Performance Based Service Acquisition (PBSA)• Requirements Described As Outcomes Vice “How To”• Performance Assessed Against Measurable Performance Standards• Fixed Price Contract and/or Incentive Used to Motivate Performance• Quality Assurance Surveillance Plan -- Metrics, AQLs, Std Process for Collection

7


Changes on the HorizonChanges on the Horizon

• Implementation of Section 812 of Defense Authorization Act for FY 06

• NSPS

• Competency Based Organization (CAO)

• NERP

• EVM

• Open Systems Architecture

• POM 10

• NI Total Force


Multiple Concurrent EventsMultiple Concurrent Events

FY07 FY08 FY09 FY10

Perf Period

FY07 FY08 FY09 FY10

NSPS

BRAC

CAO

BRAC Actions

Pay Pool

CAO Mission Funded

End State

CAO Tier 2 Selections

SSC-L & SSC-P StandUpNWCF Transition Activity (NORF, NOLA)

Tier 2 Slating

CAO NWCF

End State

OCT

ERP ERP Actions

ERP “Go Live”

Transition Work & Prep Work for ERP Release 1.1

Phase 1 Stand Up

CAO

PE

Work

Value Streams, Consolidation of Data, Worklist

NNFE Agreements, Drumbeat Within Warfare Enterprises

NWCFRate Preps

NWCF Rates

OTHER WE

SWEUSENAE

NECE

POM 10PR 11

POM 12N1

TOTAL FORCE Military, Civilian, Contractor Service Support

Provider PerformanceAgreementWork

AS

N (

RD

A)

Pe

rso

na

l In

vo

lve

me

nt


Doing Business with UsDoing Business with Us

https://e-commerce.spawar.navy.mil

• Electronic subscription service• All solicitations issued electronically• Electronic proposal submission• Synopsis automatically posted to FEDBIZOPPS

Business Methods

www.spawar.navy.mil


“Our Reason for Being” “Our Organizational Model”

FORCEnet

Fully Netted Force Fully Netted Resources

SeaEnterprise

SeaEnterprise

Critical Capability in Competency

Efficient Business

OperationsSuccess+ =

Delivering FORCEnet at Sea Enterprise Rates

Delivering FORCEnet at Sea Enterprise Rates

Documents

Improving operational effectiveness through common integrated C4ISR solutions 14 August 2007 Statement A: Approved for public release; distribution is