NASAs current and future missions The NASA Office

NASA’s current and future missions The NASA Office of Procurement’s Transformation Activities The cornerstone of Ms. Monica Y. Manning Senior Procurement Executive, Assistant Administrator & Deputy Chief Acquisition Officer Office of Procurement September 23, 2020 www. nasa. gov

Agenda v. NASA Office of Procurement’s (OP’s) Vision v. Transforming Mission Enabling Services v Enterprise Delivery Model Transformation v Governance for Product Service Lines (PSLs) v Transformation Benefits to Industry v Vendor Engagement Tools & Techniques v. Q&A The cornerstone of NASA’s current and future missions 2

NASA Office of Procurement (OP) Vision Acquisition Excellence in an Evolving Environment Explore and Execute Innovative, Effective, and Efficient Acquisition Business Solutions to Optimize Capabilities and Operations that enable NASA’s mission. FY 19 OP Obligations $19. 5 B 35, 929 Actions The cornerstone of NASA’s current and future missions 3

Transforming Mission Enabling Services The Business Services Assessment (BSA) evaluated the health of mission support operations and enacted changes to optimize processes and practices The Mission Support Future Architecture Program (MAP) will implement a phased plan to transform all mission support functional areas from their current state to an enterprise architecture. Under the Enterprise Delivery Model, institutional services and a small subset of program/project support will be procured and managed locally, regionally, or centrally by product service lines (PSLs) and using streamlined enterprise procurement strategies that enable the Agency to share resources and lower operating costs. The cornerstone of NASA’s current and future missions Strategic Workforce Planning Business Services Assessment Mission Support Architecture (MAP) 4

Enterprise Delivery Model Transformation CONOPS to implement a successful transition of Procurement Assignments • A matrix procurement workforce that supports the buying office that is responsible for the Procurement Assignment • May participate on SEB and administration may be performed locally (i. e. issue Task Orders on Enterprise Contracts) • Local Center Leadership may contact local POs/Chiefs of Contracting for all Procurement inquiries Governance • Strategy for each PSL will be documented in NASA FAR Supplement Appendix A Buying Office implementation of long-term strategies for each PSL • Phased approach as strategies are developed considering existing contract off-ramps • Each buying location identifies a PSL POC, Lead Contracting Officer (CO) responsible for PSL at the Buying Office (Procurement Assignment) Works closely with the PPMs and ERMs to complete a smooth handoff from the strategy development phase to the execution phase • Works closely with one or more matrixed COs (including OSBP) from requiring Center to develop plan for the procurement and requirements development Communicating the Change • Ongoing communications with stakeholders • POs ongoing communication with COs and entire workforce and local stakeholders • Functional Owners / ERMs ongoing communication of PSL strategy with local technical requirement owners • Develop outreach website to provide procurement entry points, roadmap of process, and guides (i. e. Doorway to Procurement) The cornerstone of NASA’s current and future missions 5

Governance for Product Service Lines (PSLs) Continuous communication between PPM and ERM to ensure successful execution of this NEW Enterprise Procurement Strategy Agency-level oversight of contracts to arrive at Enterprise Procurement Strategy for future needs PPM’s and PO’s partner with ERM’s to develop Enterprise Procurement Strategies PPM’s assess institutional requirements using the PSL Requirements Coordination Tool Determine localized, centralized, and/or regionalized solution ERM’s communicate to COR community new operating model/strategic approach Enterprise Requirements Managers (EPM) ERM’s analyze existing and future Agency requirements Standardize baseline requirements and procurement strategies Procurement Portfolio Managers (PPM) Determine activities/milestones/schedules ERM’s partner with PPM to determine short- and long-term activities/milestones/schedules Notify/support Center-assigned requirements ERM’s coordinate strategy with appropriate Center officers and Agency CORs Establish strategy for best-in-class contracting The cornerstone of NASA’s current and future missions 6

Transformation Benefits to Industry ü Standardization and Focus on delivering a common Procurement Experience (internal and external) ü Consistent Solicitations and Contracts ü More efficient procurement process over time (Reduce Procurement Lead Time to include proposal development) ü Standardize procurement policy that is clear, required and easily implemented Agencywide ü Create Procurement policies that promote the utilization of streamline acquisition practices (e. g. PPTO, FAR Part 12 v/s Part 15) ü Improve the Agency Acquisition Forecast ü Standardization of OP’s Vendor Communication Plan ü Maximize Small Business Utilization, strategic partnerships, and Increase Agency’s Industrial Base The cornerstone of NASA’s current and future missions 7

Vendor Engagement Tools & Techniques ü Leveraged existing forums to highlight transformation activities § Center Industry Forums ‐ Each of NASA’s Centers has an established forum ‐ Charters, composition and meeting frequency vary by Center ‐ Provide opportunities for information exchange and networking § Standing Meetings and Conferences ‐ Exa 29 th Annual Marshall Space Flight Center Small Business Alliance Meeting ‐ Information on upcoming public engagements and links to briefs from recent prior engagements are posted on NASA OP’s website ü Planned Future Vendor Engagement Efforts § Roadshows at each NASA Center leveraging existing IT tools (e. g. Adobe Connect, Microsoft Teams, Websites) § “Ask Me Anything Events" and podcast interviews for industry featuring the NASA SPE The cornerstone of NASA’s current and future missions 8

Vendor Engagement Tools & Techniques ü NASA Acquisition Forecast § Identifies all known contract opportunities in excess of the SAT, including new or revised acquisitions resulting from the transformation activities ü Draft Request for Proposals § NFS requirement to issue DRFPs for all competitive negotiated acquisitions +$10 M ü Requirements Personnel § NASA highly encourages vendor communication with requirements personnel up until issuance of the final RFP § When appropriate, agency-wide blackout notices are issued after final RFP release directing NASA personnel to refrain from communicating with potential offerors and to refer all inquiries to the contracting officer ü Debriefings § Comprehensive with an in-person preference § Redacted Source Selection Statement and Source Selection Authority presentation package are provided/posted The cornerstone of NASA’s current and future missions 9

Vendor Engagement Tools & Techniques ü NASA Vendor Database § Vendors can post capability briefs and sign up to receive email messages concerning business opportunities with NASA. Open to all vendors who wish to do business with NASA. ü NASA's OSBP mobile app § Enables vendors to have all the required resources on how to do business with NASA. Key features allow users to contact NASA Small Business Specialists, view active contract listings, and find out about upcoming networking events. ü Publications § FY 19 Annual Procurement Report and “The State of NASA Procurement 2019: A Year in Review” Report ‐ Highlights on NASA’s Transformation and/or Category Management efforts ‐ Posted to OP website to enable vendor community access ü Historically Black College and Universities (HBCUs)/Minority Serving Institutions (MSIs) Outreach Events ü Meet with the SPE link on the NASA Office of Procurement website § Available for use by vendors to submit a request to meet with the SPE The cornerstone of NASA’s current and future missions 10

THANK YOU BUILDING ADDRESS 300 E Street, SW, Washington, DC, 20546 WEBSITE https: //www. nasa. gov/office/procurement EMAIL hq-procurement@mail. nasa. gov