Contract Awards by US Department of Defense - October 4, 2018

Sur le même sujet

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  18 novembre 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

  Contract Awards by US Department of Defense - November 18, 2020

  NAVY General Dynamics, Bath Iron Works, Bath, Maine, is awarded a $146,118,867 cost-plus-award-fee modification against previously awarded contract N00024-19-C-4452 for DDG planning yard services. Work will be performed in Bath, Maine, and is expected to be completed by January 2022. Fiscal 2020 other procurement (Navy) (80%); and fiscal 2021 operation and maintenance (Navy) (20%), funding in the amount of $1,016,645 will be obligated at time of award, of which $200,866 will expire at the end of the current fiscal year. The Supervisor of Shipbuilding, Conversion and Repair, Bath, Maine, is the contracting activity. Lockheed Martin Corp., Liverpool, New York, is awarded a $22,827,962 modification (P00003) to a firm-fixed-price order N00019-20-F-0535 against previously issued basic ordering agreement N00019-19-G-0029. This modification exercises an option to procure 12 retrofit advanced radar processor systems for the E-2D Advanced Hawkeye aircraft. Work will be performed in Liverpool, New York (54%); and Andover, Massachusetts (46%), and is expected to be completed in April 2025. Fiscal 2021 aircraft procurement (Navy) funds in the amount of $22,827,962 will be obligated at time of award, none of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity. Lockheed Martin Corp., Lockheed Martin Aeronautics Co., Fort Worth, Texas, is awarded an $11,977,622 modification (P00003) to previously awarded cost-plus-fixed-fee contract N00019-20-C-0026. This modification provides continued support required to establish the common reprogramming tool development network and selection of a service-oriented architecture for the development of enhanced reprogramming tools, which is essential for all standing labs in support of the F-35 aircraft for the Navy, Air Force, Marine Corps, and the governments of Australia and Great Britain. Work will be performed in Fort Worth, Texas (90%); and Eglin Air Force Base, Florida (10%), and is expected to be completed in December 2021. Fiscal 2021 research, development, test and evaluation (Navy) funds in the amount of $711,406; fiscal 2021 research, development, test and evaluation (Air Force) funds in the amount of $711,406; and non-Department of Defense funds in the amount of $2,800,000, will be obligated at time of award, none of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity. Northrop Grumman Systems Corp., Rolling Meadows, Illinois, is awarded an $8,456,902 modification (P00010) to cost-plus-fixed-fee delivery order N00019-19-F-0453 against previously issued basic ordering agreement N00019-15-G-0026. This modification adds scope to provide non-recurring engineering to upgrade the current large aircraft infrared countermeasures system processor replacement in support of efforts to resolve advanced threat warning processor and control indicator unit diminishing manufacturing source issues, and exercises an option to provide expanded growth capability for the AN/AAQ-24 system for the Navy and the Air Force. Work will be performed in Rolling Meadows, Illinois, and is expected to be completed in April 2023. Fiscal 2019 aircraft procurement (Navy) funds in the amount of $5,075,661; fiscal 2020 aircraft procurement (Navy) funds in the amount of $2,961,241; and fiscal 2020 aircraft procurement (Air Force) funds in the amount of $420,000, will be obligated at time of award; $5,075,661 of which will expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Maryland, is the contracting activity. ARMY BAE Systems, Nashua, New Hampshire, was awarded a $49,937,097 firm-fixed-price contract for the Common Missile Warning System. Bids were solicited via the internet with one received. Work locations and funding will be determined with each order, with an estimated completion date of Nov. 15, 2025. The U.S. Army Contracting Command, Redstone Arsenal, Alabama, is the contracting activity (W58RGZ-21-D-0010). General Dynamics Land Systems, Sterling Heights, Michigan, was awarded a $25,982,972 modification (P00004) to contract W56HZV-20-C-0031 to provide maintenance training and procedural technical assistance to the Kuwait Land Force. Work will be performed in Kuwait City, Kuwait, with an estimated completion date of Dec. 5, 2023. Fiscal 2010 Foreign Military Sales funds in the amount of $25,982,972 were obligated at the time of the award. The U.S. Army Contracting Command, Detroit Arsenal, Michigan, is the contracting activity. MISSILE DEFENSE AGENCY ARES Technical Services Corp.,* Burlingame, California, is being awarded a $51,962,387 competitive cost-plus-fixed-fee, level-of-effort contract with a three-year base value of $21,651,531 and two one-year options for Technical, Engineering, Advisory, and Management Support (TEAMS) - Next Safety advisory and assistance services. The work will be performed in Fort Belvoir, Virginia; Dahlgren, Virginia; Huntsville, Alabama; Fort Greely, Alaska; Vandenberg Air Force Base, California; Kirkland AFB, New Mexico; Pacific Missile Range Facility, Hawaii; and White Sands Missile Range, New Mexico, with an estimated completion date of Dec. 13, 2025. This contract was competitively procured via publication on the beta.SAM.gov website with three proposals received. Fiscal 2021 research, development, test and evaluation; and Foreign Military Sales funds in the amount of $2,599,751 are being obligated at time of award. The Missile Defense Agency, Huntsville, Alabama, is the contracting activity (HQ0858-21-C-0011). AIR FORCE L‐3 Communications Vertex Aerospace LLC, Madison, Mississippi, has been awarded a $38,000,000 firm-fixed‐price, indefinite‐delivery/indefinite‐quantity modification (P00021) to contract FA8106‐17‐D‐0001 for contractor logistic support of the Air Force C‐12 fleet. Work will be performed in Madison, Mississippi; San Angelo, Texas; Okmulgee, Oklahoma; Buenos Ares, Argentina; Gaborone, Botswana; Brasilia, Brazil; Bogota, Colombia; Cairo, Egypt; Accra, Ghana; Tegucigalpa, Honduras; Budapest, Hungary; Joint Base Andrews, Maryland; Nairobi, Kenya; Rabat, Morocco; Manila, Philippines; Riyadh, Saudi Arabia; Bangkok, Thailand; Ankara, Turkey; Edwards Air Force Base, California; Holloman AFB, New Mexico; Joint Base Elmendorf‐Richardson, Alaska; Oslo, Norway; and Yokota Air Base, Japan. Work is expected to be completed by Dec. 31, 2021. The estimated cumulative face value of the contract is $158,000,000. Fiscal 2021 operation and maintenance in the amount of $6,648,772 will be obligated at the time of award. The Air Force Life Cycle Management Center, Tinker AFB, Oklahoma, is the contracting activity. Engineering Arresting Systems Corp., Ashton, Pennsylvania, has been awarded a $15,691,772 requirements-indefinite-delivery type, firm‐fixed-price production contract for the Mobile Runway Edge Sheave (MRES). Work will be performed in Ashton, Pennsylvania, and is expected to be completed Nov. 15, 2028. This contract is the result of a sole-source acquisition. The Air Force Life Cycle Management Center, Robins Air Force Base, Georgia, is the contracting activity (FA8534-21-D-0001). DEFENSE LOGISTICS AGENCY Burlington Apparel Fabrics, Greensboro, North Carolina, has been awarded a maximum $9,602,250 modification (P00010) exercising the second one-year option period of a one-year base contract (SPE1C1-19-D-1113) with four one-year option periods for cloth. This is a firm-fixed-price with economic-price-adjustment, indefinite-delivery/indefinite-quantity contract. Location of performance is North Carolina, with a Nov. 18, 2021, ordering period end date. Using military service is Army. Type of appropriation is fiscal 2021 through 2022 defense working capital funds. The contracting activity is the Defense Logistics Agency Troop Support, Philadelphia, Pennsylvania. *Small business https://www.defense.gov/Newsroom/Contracts/Contract/Article/2416815/source/GovDelivery/

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  29 octobre 2020 | International, Aérospatial, Naval, Terrestre, C4ISR, Sécurité, Autre défense

  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

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  2 octobre 2024 | International, Aérospatial

  StandardAero valued at $10.4 bln as shares jump in NYSE debut