2016 NAVSUP STRATEGY (in process of update) The Naval Supply Systems Command (NAVSUP) established its Small Business Strategy in 2015, identifying how NAVSUP will incorporate and promote small business participation as prime contractors and through subcontracting across the breadth of the type of contracts we issue. NAVSUP values and appreciates the role that small businesses play in supporting the Navy's mission, reducing costs, increasing competition, and providing quality products, services, and solutions that support our warfighter. Agile and innovate small businesses contribute to the strength of our industrial base and to the long-term success of today's Navy. NAVSUP’s Two-Year Small Business Strategy remains a three-part approach. Services: Early customer interaction will lead to better market research, increased use of existing contracting vehicles and increased opportunities for small businesses. Supplies: Small Business Technical Advisor reviews Justifications and Approvals to identify items suitable for alternate sourcing and provides source approval process assistance to small businesses. Collaborative Policy and Guidance: We continue to update small business and contracting policy and guidance for NAVSUP field activity personnel, including guidance related to monitoring subcontracting plan compliance. Enclosure (1) provides measures that NAVSUP is implementing to overcome concerns expressed by Small Businesses. Enclosure (2) is an update on improvements to NAVSUP's acquisition process and best practices associated with the Two-Year Strategy. The HCA Small Business Strategy Addendum has NAVSUP's FY17-FY18 information. The NAVSUP acquisition community continues its commitment to maximizing opportunities for small business and will continue to focus on the initiatives and best practices outlined in enclosures (1) and (2).

ENCLOSURE (1):

Response to Feedback from Small Business Roundtable NAVSUP uses various means to communicate with industry and will continue to encourage exchanges with industry as the best way to attract the most qualified small businesses. Industry Days: NAVSUP's major contracting sites hold industry days on a regular basis, usually in connection with a specific requirement where exchanges with potential sources will benefit all parties. In addition, the Naval Medical Logistics Command is a regular participant in Military Health System Vendor Days, held throughout the year at Fort Detrick, Frederick, MD. At the Vendor Days, acquisition personnel meet directly with prospective vendors, most of whom are small, to see first-hand the new ideas emerging in the world of medicine that may benefit our warfighters. Communication: NAVSUP maximizes the use of Sources Sought notices for its services contracts valued over $150K. Contractor inquiries in response to the notices are answered by the acquisition professionals, including input from the small business professional to address any small business program-related concerns. A collaborative NAVSUP Business Opportunities public-facing website was created by the contracting and small business personnel, to bring to one location an easy-to-navigate means of finding points of contact, reviewing procurement forecasts, and learning more about the command. Contracting and Small Business Program inquiries can be submitted to NAVSUP via the public-facing website where they are then assigned to the appropriate point of contact to be researched and answered. Subcontracting: Many of NAVSUP's contracts that include a subcontracting plan are either awarded to a participant in the Comprehensive Subcontracting Plan Program, or for which administration has been delegated to DCMA. For those large prime contractors, the contracting personnel obtain subcontracting program compliance review reports from DCMA. For those contracts where we retain administration, in FY16, NAVSUP developed a form of "subcontracting desk review" that was modeled after an SBA tool having the same name, and designed to assist contracting officers in monitoring subcontracting program compliance. The Desk Review model was implemented at the FLC with the largest number of subcontracting plans for which administration was retained. Expansion of the Desk Reviews across the enterprise is expected this FY. Payment Delays: These concerns are handled on a case-by-case basis. When notified of a non-payment issue, the acquisition community at NAVSUP join together to explore and attempt to resolve the issue.

Enclosure (2): Best Practices and Areas for Improvement

Best Practices: A key element to NAVSUP's Two-Year Strategy is our Strategic Planning Process with our key Customers to keep strong customer relationships by opening routine dialogue and allow visibility into contracts, spending patterns and to identify opportunities for competition and small business. Begun as a CPI project in 2015, the concept was piloted at two contracting sites in 2016, and was recently expanded to a third site. An evolving process that continues to be refined and improved, it includes Portfolio Reviews which incorporate a host of Best Practices. (Strategic Framework alignment with customer focus, building partnerships in the acquisition process, optimizing communications) During a review, the contracting community works with the customer - an ordering office within a BSO - early in the acquisition process to understand requirements. Data is derived from various sources to provide feedback on how the customer is doing with regard to small business, competition, and other factors. The Small Business Professional has a variety of entry points to the process, depending on the customer and requirement, including collaboration with the Strategic Sourcing office, customer briefings, early engagement with the contracting community and contracting site Service Requirement Review Boards. Four key elements of a Strategic Planning Process review include: Data to assess past performance, existing contracting vehicles, small business and competition trend analysis and project future requirements; Milestone Tracking to ensure that the customer is engaged at the appropriate time to allow for the procurement process to take place and get to award when it is needed; Opportunities Assessment to focus on increasing competition, increasing small business achievements, reducing costs, and maximizing the use of existing contracting vehicles; and providing Training and Education to meet the needs of an individual customer, in areas like Market Research and procurement planning lead-times. At this time, NAVSUP has not developed metrics to apply to this process. Because the interaction occurs way-ahead of the solicitation, many of the acquisitions subjected to review have not been awarded at this time. However, NAVSUP continues to collect success stories, monitor the process, and will address metrics when sufficient data has been collected to do so. Areas of Improvement: Internal Appeals Process - The Small Business Administrative Procurement Center Representative (SBA PCR) is an important part of the small business review process. Although NAVSUP contracting and small business personnel work collaboratively, there are occasions when a customer's intent is out of sync with what the small business professional recommends, or where a contracting officer’s conclusions are not in-line with those of the Small Business Professional. Typically, in those instances the command will reach out to the SBA PCR for an independent assessment of the acquisition strategy and to help resolve those differences. Due to a lack of SBA PCRs across the nation, NAVSUP's Commander initiated an internal appeals process. When a contracting officer and small business professional do not concur on an acquisition strategy, either party can initiate an internal appeal to the contracting and small business offices at NAVSUP HQ. The appeal process does not remove the requirement to work with the SBA PCR, but adds an option for contracting offices where there is no PCR assigned or instances where additional

DON review is desired. (Strategic Framework alignment with communication, advocacy, building partnerships in the acquisition process, innovative approaches, and leadership) Subcontracting Desk Reviews - As noted in enclosure (1), for those large prime contracts where contract administration is retained, in FY16 NAVSUP developed a form of "subcontracting desk review" modeled after the SBA tool under the same name, to assists contracting officers in monitoring subcontracting plan compliance. Desk Reviews were implemented at the FLC with the largest number of subcontracting plans for which administration was retained. Expansion of Desk Reviews across the enterprise is expected this FY. This is a new initiative, on a trial basis, that we expect will help NAVSUP improve how it monitors subcontracting plans. (Strategic Framework alignment with advocacy, innovative approaches, optimizing communication, professional workforce development)

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HCA: Naval Supply Systems Command

Date: __December 16. 2016________________________________________

Part I – Small Business Performance

A. Historical Small Business Obligations by Fiscal Year (FY)

Pull from FPDS-NG Small Business Achievements Report

Total Small Business

Fiscal

Year

Actuals

Total Awards SB Awards SB (%) SB Goal (%)

FY13 6,805,442,238 1,719,994,205 25.57 30.00

FY14 6,861,482,148 1,714,794,719 24.99 27.00

FY15 6,146,345,032 1,804,729,141 29.36 26.00

FY16 7,059,654,526 1,782,245,526 25.25 27.00

Total 26,872,923,944 7,021,763,591 26.12 N/A

4 Yrs Avg 6,718,230,986 1,755,440,898 26.12

Small Disadvantaged Business (SDB)

Fiscal Year Actual

SDB $ SDB % SDB Goal (%)

FY13 577,089,651 8.48 9.5

FY14 564,976,416 8.23 9.5

FY15 659,958,510 10.74 8.0

FY16 655,414,142 9.28 8.4

Total 2,457,438,719 9.14 N/A

4 Yrs Avg 614,359,679 9.13

Service-Disabled Veteran-Owned (SDVO)

Fiscal Year Actual

SDVO $ SDVO % SDVO Goal (%)

FY13 255,530,736 3.75 3.2

FY14 309,911,359 4.52 3.0

FY15 362,515,002 5.9 4.0

FY16 390,547,681 5.53 6.0

Total 1,318,504,778 4.90 N/A

4 Yrs Avg 329,626,194 4.89

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Women-Owned Small Business (WOSB)

Fiscal Year Actual

WOSB $ WOSB % WOSB Goal (%)

FY13 446,520,909 6.56 8.0

FY14 436,585,439 6.36 8.0

FY15 462,973,111 7.53 6.0

FY16 410,496,280 5.81 6.9

Total 1,756,575,739 6.53 N/A

4 Yrs Avg 439,143,934 6.53

Historically Underutilized Business Zone (HUBZone)

Fiscal Year Actual

HUBZone $ HUBZone % HUBZone Goal (%)

FY13 51,709,355 0.76 1.1

FY14 45,150,373 0.66 1.1

FY15 53,788,596 0.88 0.5

FY16 62,287,106 0.88 0.9

Total 212,935,430 0.78 N/A

4 Yrs Avg 53,233,857 0.78

B. Projected Small Business Obligations by FY

Include all execution (i.e. Echelon III/IV Activities, PEO, Other DON, Other DoD, Non-DoD, etc.)

Note: Do not include FMS or Foreign Funded Execution

Fiscal Year

Projections

SB Awards Total Awards SB (%)

SB

Goal

(%)

Req

uir

ed

FY17 1.875B 7.500B 25% 25.0%

FY18 1.895B 7.518B 25.2% TBD

Op

tion

al

Total 3.770B $15.018B

1. Explain how the projections were developed for FY17 – FY18. Include assumptions and outline

known budget impacts.

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Assuming that the Small Business Achievements reported in FPDS-NG will continue to include foreign-

spend (minus exceptions noted above); NAVSUP is projecting approximately 0.25% increase in spend

for FY18 and a 0.2% increase in small business awards.

2. Provide rationale if projected small business obligations (dollars and/or SB %) are decreasing across

fiscal years by Unit Identification Code (UIC).

Not applicable; NAVSUP expects small business obligations to increase in FY17-FY18.

Optional:

3. Explain how the projections were developed for FY19 – FY21. Include assumptions and outline

known budget impacts.

Not included. Much of NAVSUP’s spend is driven by outside customer requirements.

4. Provide rationale if projected small business obligations (dollars and/or SB %) are decreasing across

fiscal years by Unit Identification Code (UIC).

Not applicable. FY15’s unusually-high small business achievements aside, NAVSUP shows a

consistent and steady progression of small business obligation increases dating to FY13.

Part II - Execution

A. Planned Acquisitions

1. Prime Contracts: With the goal of increasing small business opportunities, outline future

procurements (FY17 – FY18) planned to be set aside for small businesses as primes that are either

new procurements or historically unrestricted competitive procurements with a value of $1 million

or more. This list should include Product, Services, and Equipment Procurements.

(Include additional rows and narrative below as necessary.)

Upcoming FY17 – FY18 Procurements to Small Businesses

Program Contract

Type

Estimated

Contract Value /

Planned

Obligation

FY of

Award

Set-Aside (Socio Economic

Category)/ Sole Source

See Attached

a) Identify and explain your process for reviewing historically unrestricted procurements to

determine if there are opportunities for small business participation as prime contractors.

For competitive requirements, contracting personnel routinely conduct Market Research using

sources sought notices and supplement their Market Research with review/information added by the

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OSBP. In addition, at two Fleet Logistics Centers, NAVSUP continues to explore early engagement

with customers by means of the Portfolio Review Process, a key component of NAVSUP’s Two-

Year Strategy.

2. Outline any small business awards planned for unrestricted competition in FY17-FY18.

Program Contract

Type

Estimated Value

/ Planned

Obligation

FY of

Award

See below

A search of procurements (with a value of $1M or more) reviewed by the OSBP and approved as

of December 2016 did not result in identifying any previous set-asides that are now planned for

unrestricted competition in FY17-18. (Due to the large number of procurement actions

completed by NAVSUP each FY, actions valued below $1M were not included in the search.)

There was no evidence of bundling, where a previous small business procurement has been

placed beyond the reach of small businesses for the re-compete.

Control Number Base Value Option

Contracting

Office PSC PoP From PoP To NAICS Recommendation

HISTORY (Blank=New

Requirement)

FY17-NOV16-21 $900,197 $4,400,860 N00189 U008 FY17 FY22 611710 Small Business Set-Aside Full and Open Competition

FY17-NOV09-1 $340,931 $1,436,838 N68171 R408 FY17 FY22 541611 Small Business Set-Aside

FY17-NOV09-2 $590,447 $2,478,693 N68171 R408 FY17 FY22 541219 Small Business Set-Aside

FY17-OCT14-25 $447,073 $1,929,806 N62645 R704 FY17 FY21 541611 Small Business Set-Aside

FY17-NOV07-37 $1,000,000 $3,000,000 N62306 J019 FY17 FY22 336611 Small Business Set-Aside

FY17-OCT19-32 $23,624,205 $385,613,400 N00189 D399 FY17 FY23 541519 Small Business Set-Aside Full and Open Competition

FY16-257-93 $364,090 $1,568,913 N00244 M179 FY17 FY22 493110 Small Business Set-Aside

FY16-217-81 $22,813,444 $58,608,073 N00189 R412 FY17 FY19 541330 Small Business Set-Aside Full and Open Competition

FY16-117-39 $3,000,000 $12,000,000 N40080 F999 FY17 FY22 541330 Small Business Set-Aside

FY16-174-15 $5,284,157 $10,568,314 N00189 R408 FY17 FY22 541611 Small Business Set-Aside Full and Open Competition

FY16-117-40 $5,000,000 $20,000,000 N40080 F999 FY17 FY22 541330 Small Business Set-Aside

FY16-131-8 $734,197 $3,589,323 N00189 U008 FY17 FY22 611710 Small Business Set-Aside

FY16-126-60 $1,609,360 $7,267,610 N00189 R799 FY17 FY22 541611 Small Business Set-Aside

FY16-308-51 $17,342,951 $72,060,143 N62645 Q503 FY17 FY22 621210 Small Business Set-Aside

FY16-250-49 1480807.44 0 N00189 S206 FY17 FY17 561210 Section 8(a) Set-Aside

FY16-047-54 2124792.8 0 N00189 S206 FY17 FY22 561210 Section 8(a) Set-Aside