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11 novembre 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité
Contract Awards by US Department of Defense - November 10, 2020
AIR FORCE
The Boeing Co., Defense, Space & Security, St. Louis, Missouri, has been awarded a $9,800,000,000 indefinite-delivery/indefinite-quantity contract for F-15 support for Saudi Arabia. This contract provides for modernization and sustainment of the F-15 Saudi fleet to include such efforts as hardware, software, and interface design, development, integration, test, subsystem and structural component production and installation of future modifications and enhancements to the F-15 Saudi weapon system as well as product support. Work will be performed in St. Louis and as separately specified in individual task and delivery orders and is expected to be completed by November 2025. The ordering period for this contract is five years from the date of contract award plus an option for an additional five year ordering period. This contract involves Foreign Military Sales (FMS) to the Kingdom of Saudi Arabia and is the result of a sole-source acquisition. Initial delivery order FA8634-21-F-0015 will be awarded concurrently in the amount of $1,032,649 using FMS modification and development type 4F funds. The F‐15 Division Contracts Branch, Wright Patterson Air Force Base, Ohio, is the contracting activity (FA8634‐21‐D‐2703).
The 3M Co., St. Paul, Minnesota, has been awarded a $37,460,947 firm-fixed-price modification (P00003) to contract FA8638-20-C-0046 for the production capacity expansion for N95 respirators undefinitized contract action (UCA). This modification definitizes the UCA. Work will be performed in Aberdeen, South Dakota, and is expected to be completed April 30, 2021. This award is the result of a sole-source acquisition. Fiscal 2020 other procurement funds in the full amount are being obligated at the time of award. This modification brings the total cumulative face value of the contract to $125,460,947. Air Force Life Cycle Management Center, Wright-Patterson Air Force Base, Ohio, is the contracting activity.
Leidos Inc., Reston, Virginia, has been awarded a $10,319,026 cost-plus-fixed-fee contract for Pulsed and Continuous Wave Innovation for Integration and Effects Research (PACIFIER). This contract provides for enhanced experimental and predicative capabilities to address existing and emerging laser systems and to quantify the effects of high power continuous-wave lasers interacting with a variety of materials and targets. Work will be performed at Kirtland Air Force Base, New Mexico, and is expected to be completed Sept. 30, 2025. This award is the result of a competitive acquisition and three offers were received. Fiscal 2020 research, development, test and evaluation funds in the amount of $1,800,233 are being obligated at the time of award. Air Force Research Laboratory, Kirtland Air Force Base, New Mexico, is the contracting activity (FA9451-20-C-0026). (Awarded Sept. 29, 2020)
KIDDE Technologies Inc., Wilson, North Carolina, has been awarded a $7,800,000 firm-fixed-price, indefinite-delivery/indefinite-quantity contract for the manufacture of fire cartridge extinguishers. This contract provides for supply of fire cartridge extinguishers for F-35, E-8, E-3, and KC-10 aircraft. Work will be performed in Wilson, North Carolina, and is expected to be completed Dec. 31, 2026. This contract involves sales to Joint Partner Nations and Foreign Military Sales countries and is the result of a sole-source acquisition. Fiscal 2021 Joint Strike Fighter funds in the amount of $97,986 are being obligated at the time of award. Air Force Life Cycle Management Center, Hill Air Force Base, Utah, is the contracting activity (FA8213-21-D-0001).
NAVY
RAMSys GmbH, Ottobrunn, Germany, was awarded a €35,324,329 and $35,634,345 firm-fixed-price modification to a previously awarded contract (N00024-18-C-5403) for fiscal 2021 German Navy requirements for Rolling Airframe Missile (RAM) MK 49 Guided Missile Launching Systems (GMLS), and associated shipboard hardware and spares. The RAM Guided Missile Weapon System is co-developed and co-produced under an International Cooperative Program between the U.S. and Federal Republic of Germany's governments. RAM is a missile system designed to provide anti-ship missile defense for multiple ship platforms. This contract is to procure material, fabricate parts, assemble, test, and deliver RAM MK 49 GMLSs and spares. Work will be performed in Tucson, Arizona (33%); Ulm, Germany (26%); Roethenbach, Germany (16%); Louisville, Kentucky (12%); Ottobrunn, Germany (10%); and Schrobenhausen, Germany (3%), and is expected to be completed by June 2028. German cooperative funds in the amount of €35,324,329 and $35,634,345 will be obligated at time of award and will not expire at the end of the current fiscal year. This contract was not competitively procured under the exception 10 U.S. Code 2304(c) (4), International Agreement. The Naval Sea Systems Command, Washington, D.C., is the contracting activity. (Awarded Nov. 5, 2020)
KBR Diego Garcia LLC, Houston, Texas, is awarded a $61,307,522 modification for the exercise of Option Three under an indefinite-delivery/indefinite-quantity contract for base operating support services at U.S. Navy Support Facility, Diego Garcia. After award of this option, the total cumulative contract value will be $240,038,950. The work to be performed provides for general management and administration services; command and staff (information technology services, information technology support and management, telephone services, telecommunication services, antenna maintenance); public safety (fire protection and emergency services); air operations (ground electronics, airfield facilities, and passenger terminal and cargo handling); port operations; supply (supply services and petroleum, oil and lubricant management and operations, and ship's store service activities); morale, welfare and recreation support; galley; bachelor quarters; facilities support (facility management, facility investment sustainment, restoration and modernization, custodial, pest control, integrated solid waste management, grounds maintenance, and pavement clearance); utilities (electrical, compressed gases, wastewater, steam, hot water and demineralized water and potable water); base support vehicles and equipment; and environmental to provide integrated base operating services.
Work will be performed in Diego Garcia, British Indian Ocean Territory, and is expected to be completed by November 2021. No funds will be obligated at time of award. Fiscal 2021 operation and maintenance (Navy and Air Force); and fiscal 2021 non-appropriated funds in the amount of $42,801,266 for recurring work will be obligated on individual task orders issued during the option period, of which $42,801,266 will expire at the end of the current fiscal year. The Naval Facilities Engineering Systems Command, Far East, Yokosuka, Japan, is the contracting activity (N62742-17-D-3600).
Northrop Grumman Systems Corp., Linthicum, Maryland, is awarded a $33,921,325 cost-plus-fixed-fee job order with a two-year period of performance, to procure supplies, services, and repairs for the AN/ALQ-218 and AN/ALQ-240 systems and their variants. Work will be performed at the Baltimore, Maryland facility and will be completed by November 2022. Contract funds in the amount of $40,000 will be obligated at the time of contract award. Obligated funding is fiscal 2020 aircraft procurement, Navy. In accordance with 10 U.S. Code 2304(c)(1), this contract was not competitively procured; only one responsible source and no other sources will satisfy agency requirements. The contracting agency is Naval Surface Warfare Center, Crane Division, Crane, Indiana (N0016421GWS42).
Hornbeck Offshore Operators LLC, Covington, Louisiana, is awarded a $9,176,100 firm-fixed-price contract for the Undersea Rescue Command support vessel HOS Dominator in the Eastern Pacific vicinity of San Diego, but may be employed worldwide. This vessel shall function as offshore support vessel primarily for the U.S. West Coast. The vessel's primary mission shall be to support Navy submarine rescue utilizing the Navy Submarine Rescue Chamber Flyaway System, Assessment Underwater Work System, and the Navy Submarine Rescue Diving and Recompression System, including training. The vessel may also serve as escort for submarine sea trials, as well as a diving platform utilizing existing and developing portable diving systems, and other missions as required by the Navy and permitted by the vessel's certifications and classifications. The contract also contains four unexercised options which, if exercised, would increase cumulative contract value to $44,245,122. Work is expected to be completed by November 2025. Fiscal 2021 working capital funds (Navy) in the amount of $6,787,800 are obligated on this award and will expire at the end of the current fiscal year. This contract was competitively procured via the beta.SAM.gov website, with four proposals received. The Navy's Military Sealift Command Norfolk, Virginia, is the contracting activity (N32205-21-C-4115).
ARMY
Turner Construction Co., New York, New York, was awarded a $34,050,240 firm-fixed-price contract for construction of a new aircraft hangar facility at Redstone Arsenal. Bids were solicited via the internet with three received. Work will be performed at Redstone Arsenal, Alabama, with an estimated completion date of Dec. 31, 2022. Fiscal 2020 military construction, Army funds in the amount of $34,050,240 were obligated at the time of the award. U.S. Army Corps of Engineers, Mobile, Alabama, is the contracting activity (W91278-21-C-0006).
*Small business
https://www.defense.gov/Newsroom/Contracts/Contract/article/2411921/source/govdelivery/
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How coronavirus is permanently changing the defense industry's culture
POLITICO spoke with managers at eight defense companies of varying sizes to see how their response to the pandemic has changed seven months in. JACQUELINE FELDSCHER From Zoom meetings to mental health check-ins during the work day to reconfiguring office spaces, most defense CEOs say the changes forced by the coronavirus will be permanent even after this crisis is over. The pandemic upended the industry in March, sending most employees who could telework home and requiring additional safety precautions for those who still had to go to the office. Companies quickly adopted best practices, such as frequent hand-washing, deep cleaning, distance between employees and eventually wearing masks. But over the past seven months, many companies have gone beyond these initial steps to protect the health of their employees and changed how they operate in other areas of their business. That includes adding benefits for the workforce, increasing the use of virtual communications and protecting supply chains. “We need to first calm down any sense of a focus on getting back to normal,” said Karl Hutter, the CEO of Click Bond, a supplier to defense companies. “There's not going to be a going back to normal.” A top challenge CEOs cited is trying to maintain a company's culture and community when at least some of the workforce is working from home full-time and it's still unsafe to gather for morale-building events such as anniversary celebrations or holiday parties. Industry leaders are also rethinking what their companies will look like in the future, including how many employees will continue to work from home full-time and how offices will be laid out. POLITICO spoke with managers at eight defense companies of varying sizes to see how their response to the pandemic has changed seven months in. Caring for the workforce The coronavirus pandemic has heaped stress on employees, many of whom are trying to juggle a full-time job with full-time child care amid a crisis that can make it anxiety-inducing to step outside. As a result, industry leaders almost unanimously said they have prioritized caring for employees' mental health in a new way to try to both give workers coping mechanisms and ease whatever stress they can. Click Bond, for example, has launched a pilot program in which about two dozen staff meet weekly for a 12-week program on wellness, including a focus on mindful movement and meditations. Hutter said he hopes the pilot, which is being used by many different demographics from younger workers to “hard-boiled tool makers,” will become a broader, long-term initiative. To help working parents, SAIC has given employees access to online tutoring help for their children to help ease the burden of working full-time while also helping children navigate the virtual classroom, said Amy Benson, SAIC's vice president of government affairs. United Launch Alliance and SAIC both established “leave banks,” which allow employees who won't use all of their vacation to donate that time off to colleagues who may need it. ULA CEO Tory Bruno said this will become a permanent benefit at his company once the pandemic is over. “It forces you to take on things like this, then you learn about them,” he said. “None of these benefits I just described will stop.” Companies have contracted with services to provide employees 24/7 virtual access to medical professionals for some health concerns. Managers are also making sure employees have access to health care. Huntington Ingalls Industries, for example, gave new hires health insurance immediately instead of making them wait 90 days, said Bill Ermatinger, the chief human resources officer at the shipbuilding company. Some companies are also regularly testing employees for Covid-19, both to keep facilities running by quickly diagnosing and quarantining any sick people and to ease the minds of those who report to work. “Employees have been very very grateful we're doing it,” said Mark Aslett, the CEO of Mercury Systems. “It's the only way to deal with employees at scale and get results back quickly enough to manage business continuity.” One of the top challenges for CEOs is making up for lost in-person interactions at company-wide events. Bruno has also gotten creative to try to replicate some of the morale boosting and team building that would come from a BBQ at a space launch, for example, by paying for employees to pick up meals from local small businesses. Hutter also stressed the importance of maintaining the culture of Click Bond, and is planning a “drive in theater event” for the company's annual holiday party as a way to safely gather and raise employees' spirits. Embracing virtual tools The inability to safely fly to visit vendors has forced businesses to get comfortable doing more virtually, which industry leaders say they will continue doing because it's more efficient. Anne Shybunko-Moore, the owner of GSE Dynamics, said her team can now check on the status of parts and address technical issues virtually. “I can see that impacting the way I do business going forward,” she said. “Vendor visits and building relationships are still critical in our supply chain, but maybe it's not necessary to fly to California. ... I could meet with eight vendors a day if I had to, virtually, all over the nation.” Some companies also had to overcome security concerns to use video meeting tools such as Zoom. United Launch Alliance did not allow employees to turn video on for virtual meetings before the pandemic out of a concern that something in the background, such as a model or a drawing of a rocket, would be either classified or controlled by international export laws. But after months of no in-person meetings, Bruno said he's instead issued workers rules for what can appear alongside them on camera. This is another practice that will continue after the pandemic is over, he said. “I started to worry about new employees never seeing their coworkers and feeling disconnected ... so we're enabling video everything and giving guidelines asking them to be careful about what's behind them,” he said. Planning for future business Heather Bulk, the CEO of Special Aerospace Services, said she is already knocking down walls at her company's Colorado headquarters to reconfigure the office to accommodate many who say they will feel safer coming back to work in a personal office with a door that closes. She also acknowledged she will need to update the break room, but is not yet sure what a space that is both communal and safe looks like now. “I like the idea that you can have 75 people in one room and they can all share a coffee pot and chat, but I don't foresee this pivoting back to the way it was in 2018 and 2019 for a while,” she said. “By making these changes and making them quickly, I'm able to move forward so in January of 2021, all these office changes should be up to date.” Bulk also said she is taking steps to bring more capabilities in-house, a trend she expects to see across the industry as CEOs work to mitigate disruptions at small businesses that produce critical parts. Many CEOs said they intend to keep some of the enhanced cleaning and distancing policies in place post-pandemic because they will keep the workforce healthy from diseases such as colds and the flu as well. As to what the future of telework looks like once it's safe to return to the office, CEOs are split over how much of their workforce is likely to remain at home. But most agree a hybrid model with some people in the office and some working from home at least part-time is likely to become the new normal. “Productivity has been good. It's been great in fact,” Bruno said. “If you're working a five-day work week, why can't one or two days be at home teleworking where you're not interrupted by a bunch of meetings?” https://www.politico.com/news/2020/10/28/coronavirus-changed-defense-industry-culture-433447