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Dahlgren Industry DayMay 25, 2005. Agenda. Lockheed Martin Contract OverviewThe
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1. Dahlgren Industry Day
May 25, 2005 Seaport-e Large and Small Business Partnering Making it a “Success”
2. Dahlgren Industry Day
May 25, 2005 Agenda Lockheed Martin Contract Overview
The “Winning” Team
Teaming Under Seaport-e
Questions
3. Dahlgren Industry Day
May 25, 2005 Lockheed Martin Seaport-e Contract Qualified in All Task Areas - All Zones
85 Teammates
30 Large Business
55 Small Businesses
19 Small Businesses
25 Small Disadvantaged
11 Woman-Owned
8 Hub Zone
14 Veteran-Owned
5 Disabled-Veteran
1 HBCU
4. Dahlgren Industry Day
May 25, 2005 Current Small Business Participation LM Contract Small Business Goals: 22%
LM Awards To Date:
$78 Million in Task Orders
77% ($60M) to Small Business Teammates
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May 25, 2005 Pulling Together a Winning Team Total Ship Training System Services
Delivery Order 0004
6. Dahlgren Industry Day
May 25, 2005 Background Lockheed Martin was one of several companies supporting CDSA in the Total Ship Training Program
LM Task order, as well as other CDSA contracts, were migrating from various contracting vehicles to Seaport-e
Program transition risk needed to be minimal to meet fleet requirements
7. Dahlgren Industry Day
May 25, 2005 Questions We Asked………. What does the customer want?
Integrated team with Prime Contractor management and oversight
Smooth work transition with low risk
What does the customer need?
Integration of stand-alone contracts into a larger task order to meet Navy’s cost savings initiatives
Meet Small Business Contracting goals What is the work today?
Various contractors/Various stand-alone contracts
How does the customer plan the work for the future
One contract under Seaport-e
Who are the incumbents?
Many were current Lockheed Martin teammates
How can we support this requirement?
Leverage our team capabilities
8. Dahlgren Industry Day
May 25, 2005 The Right Team… Current LM Seaport-e teammates
NDAs/ Teaming Agreements and Subcontract Agreements already in place
Added Teammates necessary to complete the team
Identified and agreed upon work-share very early in the process
Pre-proposal activities included multiple team meetings and planning sessions
“Team” spirit in winning the work
Responsive and highly supportive
9. Dahlgren Industry Day
May 25, 2005 The Winning Team… Leveraged Lockheed Martin’s software development and program management expertise
Leveraged small business niche engineering and administrative support services
Teammates worked well together on existing program under separate vehicles
Transition risk = low
Competitive price
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May 25, 2005 Large & Small BusinessTeaming
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May 25, 2005 Elements of Successful Teaming Early identification of opportunities
Greater probability of a win
Joint Marketing Calls
Leveraging customer relationships and technical performance
Full Understanding of Team capabilities
As Prime or Sub
Market new capabilities/customers
Open teammate communication
Agreed allocation of work share/teaming agreements
Small Business Set Asides
Large Company teammate
Cooperation and Responsiveness
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May 25, 2005 Successful SB Teammates Superior Technical performance and demonstrated management ability
Niche capabilities/expertise
Innovation solutions that make offerings unique
Think “Out of the Box”
Open communications
Willingness to share information with the team
Two way relationship
Responsiveness
Shortened proposal process
Cost competitive rates
Flexibility in working with large business
Corporate policies and procedures
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May 25, 2005 Benefits to Small Business Retain current business
Expand customer/technology base
Eligibility to contract
all areas/all Zones
Large Business Mentoring
“Lean” Initiatives
Program/Risk Management
Sharing “Best Practices”
Assistance with Marketing and Business Development
Subcontract surveillance programs
Identify Subcontractor weaknesses and provide action plan for improvement
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May 25, 2005 Benefits to Large Business Strong small business teaming relationships bring new products, technologies and innovations to the market
Cost-effective blend of nation-wide capabilities and resources (21 task areas in 7 zones)
Flexibility to add high performing small businesses and “niche” skills to address new requirements
OCI Mitigation Planning
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May 25, 2005 Small Business Steps to Success Update and brief company capabilities
Leverage Prime customer relationships
Open doors to new markets/customers through joint customer calls
Bring potential opportunities to the table
Be responsive/open and effective communications
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May 25, 2005 Summary……… We can only be successful if we team!!
Appropriate teaming agreements
Appropriate team mix of skills
Responsiveness!
Cost Competitive Solutions
Open Communication
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May 25, 2005 Seaport-E Points of Contact Program Manager
Hector Alvarez
500 Woodlake Drive, Chesapeake, VA 23220
Hector.alvarez@lmco.com
757-578-3325
Contracts
Kim VonMosch
500 Woodlake Drive, Chesapeake, VA 23320
Kim.vonmosch@lmco.com
757-578-3377
18. Dahlgren Industry Day
May 25, 2005 Questions??