1. NASA SEWP
Joanne Woytek NASA SEWP PM
Nov 2015

2. Agenda SEWP Overview / Highlights Leadership and Innovation
Major Initiatives
Industry Involvement
Q and A
Intro now – who are we
who are you and knowledge of SEWP
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3. SEWP Solutions for Enterprise-Wide Procurement
Contract Vehicle for purchase of ITC (Information Technology and Communication) and AV Product Solutions and related Technologies and Services
Government-Wide Acquisition Contract (GWAC)
Authorized by Office of Management and Budget (OMB)
Available to all Federal Government Agencies
All Federal Agencies have utilized SEWP
SEWP IV ends Apr 30, 2015 (tentative)
SEWP V starts May 1, 2015 (tentative)

4. SEWP Overview Solutions for Enterprise Wide Procurement
37 Prime Contract Holders (SEWP IV)
80+ Prime Contract Holders (SEWP V)
4,700+ Providers including Cisco, Apple, NetApp, EMC, APC, Microsoft, Oracle, etc.
2,500,000+ Unique Products & Product Based Services
25,000 Orders Processed Annually * $100K Average Order Size * $2.5 Billion / Annually
KEY ACQUISTION SUPPORT OBJECTIVES
Give agencies ability to quickly procure the latest technology
Focus on standards, information flow, tracking, and ease of use
Provide a wide range of hardware and software solutions
Embrace innovative procurement processes for easier acquisition
“CUSTOMER SERVICE, RESPONSIVENESS AND COST”
cited as the major reasons customers use SEWP

5. What Sets SEWP Apart…
CUSTOMER SERVICE: Pre-Order Assistance, Order Processing, Post-Order Support, and Issue Resolution reduce the burden on the acquisition workforce
RESPONSIVENESS WITH QUALITY: Everything is Handled with Care … in One Business Day
LOW COST: Contracted discount structure plus Fair Opportunity competition provides Agencies major savings combined with a low fee of 0.45%
ROBUST ONLINE TOOLS: Intuitively built for customers
NEW PRODUCT AVAILABILITY: Items based on customer requests
FREE TRAINING: Request On-Site training, attend live WebEx trainings, or watch our online training videos
SMALL BUSINESS USAGE: Nearly 50% of the business in SEWP is directed to Small Business Contracts

6. What can be procured through SEWP?
Information Technology
Computer Hardware, Tablets
Storage
Security
Software & Cloud
Software
Virtualization and Cloud Computing
XaaS
Networking & Communications
Network Appliances: Routers, Modems
Telecommunication Devices and Monthly Service
Supporting Technology
Scanners, Printers, Copiers, Shredders
Associated Supplies and Accessories
Sensors
AV/Conferencing
A/V Equipment and Accessories
TVs, Display Monitors, Projectors and Screens
Services
Maintenance / Warranty
Site Planning / Installation
Product Based Training
Product Based Engineering Services

7. embrace innovative procurement transactions and processes
“Leadership is the capacity to translate vision into reality.” - Warren G. Bennis
NASA SEWP Program has always been more than a set of contracts – it is viewed as an innovative experiment in IT acquisition
One of the 4 Acquisition objectives
embrace innovative procurement transactions and processes
3 Godfathers of SEWP
Set the objectives, goals and frameworks the Program continues to strive to meet
NOTE: This slide is hidden for NASA customer training ( See “Hide Slide” option on the Slide Show menu)
Intro now – who are we
who are you and knowledge of SEWP
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8. “The innovation point is the pivotal moment when talented and motivated people seek the opportunity to act on their ideas and dreams.”— W. Arthur Porter

9. Keys to SEWP’s Innovation Part I
Understanding the difference between administering a contract and managing an acquisition program
Bringing together disparate parts
Technical, procurement, policy
Government and Private Industry
Willingness to experiment
Hands-off upper management
Started as a non-entity / under the radar
Self-contained financially
Mutual trust and respect must be earned and maintained

10. Keys to SEWP’s Innovation Part II
Accept responsibility for failures and move on
Staff: dedication to mission; willingness to listen, observe and recommend
Mission is to provide the best customer service and the best contract program possible
No mandatory customers
Managed as if the Program is a Small Business not a Government Program
Understand what drives the IT private sector

11. Dilbert Comic Strip

12. First Government-Wide Acquisition Contract
“Management is doing things right; leadership is doing the right things.” - Peter Drucker
First Government-Wide Acquisition Contract
Implicit goal for the initial program – be the best program possible while keeping as low a profile as possible
Past 3-5 years have been a paradigm shift
Increased size
Increased visibility of GWACs and SEWP
Outreach is working
No longer under the radar
Viewed as a leader and need to fill that role
Leadership not confined to SEWP Contracts – Acquisition issues in general
Quality along with speed

13. Paradigm Shift Image

14. “The price of greatness is responsibility.” — Winston Churchill
SEWP Vision Statement
SEWP will solidify its reputation as an innovative, customer focused program as it seamlessly transitions to SEWP V and will be a visible, leading contributor to NASA and the Federal IT Acquisition Community.
SEWP Mission Statement
As an established and agile leader in the Federal Acquisition Community, the SEWP Program Office manages a suite of government-wide IT product solution contracts that provide NASA and all Federal Agencies with timely access to mission critical technologies.
The Program provides best value and cost savings for the Federal Government and American taxpayer through innovative procurement tools and processes; premiere customer service and outreach; and advocation of competition and cooperation with industry.

15. Initiative Drivers Information conduit to/from Government and Industry
Support to Government requirements, policies, concerns
Standardized and verified quotes and orders
Realism, context and cost

16. Realism Just because it sounds good, does not make it feasible
Government needs to understand what is realistic and reasonable to ask of Industry and themselves

17. Context
Data without full and proper context is risky…

18. Cost Initiatives need to balance cost, benefit and risk
Industry’s goal is to make money
Government’s goal is to obtain the best value

19. Major Initiatives Information flow Supply Chain Risk Management
Quotes
Agency specific
Reports
Supply Chain Risk Management
Strategic Sourcing

20. Information Flow
As a central Program for decentralized Government Acquisition, SEWP is an information channel between Industry and Government and between Agency decision makers and their Acquisition teams

21. Quote Information
SEWP V increases the information provided during RFQ:
Contract Holder Information
Past performance concerns
Business size / designation / set-aside opportunities
Supply Chain information
Product Information
Government initiatives/policies; including but not limited to:
EPEAT / Energy Star
TAA
Agency specific approval (option to provide pre-approved product list)
Strategic sourcing options

22. Agency Specific Information
Agencies can control / guide ordering process
Agency Web Page
Specific guidance
Required clauses
SLA (Service Level Agreement) documentation
Points Of Contact
Agency Line Item Approval Flag
Agencies can designate specific products / product lines to be flagged during the RFQ and ordering process
For Example: XYZ Printer model 123 is approved for Dept of Printing

23. Agency Level Reports
Oversight Groups (Congress, OMB), CIOs, IT Managers want to understand, track and report on IT purchases
Government tracking reliant on multiple systems and data entry
Industry tracking is often commercial oriented; i.e. not detailed to Government level data
SEWP V – tracking will be handled by the Program Office
Data will be useful for:
Consolidating future buys
Determining organizational trends
Standardize requirements and purchases
Data Calls
Legal issues

24. Other Information Channels
Government Customers
What is available?
SEWP is a quote based contract – catalog dynamically built on customer requirements
SEWP V will have a product categorization structure and interactive website to provide a product lookup tool to feed RFQ process
Government Agencies
What was purchased?
Product categories; e.g. how many laptops
Policy based; e.g. what percentage of purchases were EPEAT compliant

25. Supply Chain Risk Management
Definitions are important
Counterfeit/tainting
Authorized reseller
Gray market
Risk management/levels of assurance
Standards and guidelines under development
Over 100 groups
Just released standard on Counterfeit / tainting: OTTP-S
Open Trusted Technology Provider Standard
Industry led with DoD and NASA SEWP participation
The Open Group Website

26. SCRM Issues 100% Assurance impossible to achieve
Risk can be identified and assessed
There is a cost associated with lowering the risk
Acquirer needs to do a risk/benefit analysis
SEWP V will include risk based info – product provenance
Manufacturer
Authorized Reseller
Partnered with an authorized reseller/distributor
Known provenance /no official authorization
Unknown/unidentified origin/supply chain
SEWP V will also include other mitigating data

27. How Strategic Sourcing Can Be a Good Fit for an Agency’s IT Solutions
Discounted Price on Products and/or Services
Set target price for supplier to meet
Use total annual spend to strengthen price negotiation
Greater Predictability in Acquisition Timetable
Consistency of Ordering Process and Product Supply
Improved Budget Planning
Increased Likelihood of Achieving Strategic Goals
Increased Standardization of Commonly-Purchased IT Solutions (Reduction in Acquisition Disparity)

28. Strategic Sourcing – Federal Initiatives
OMB’s Federal Strategic Sourcing Initiatives (FSSI) to cover multiple IT commodities [e.g. workstations; servers; cyber security etc.]
Objectives:
Manage multiple agency contract vehicles
Manage 80% of federal IT spend
Reduce costs & increase value
NASA SEWP has been appointed lead agency for the Desktop Laptop [DTLT] commodity:
Establish standard DTLT configurations across agencies
Compare & determine common Terms & Conditions across contracts
Develop best practices for managing IT spend using strategic sourcing principles

29. 4 Ways Industry Is Involved
Place Products/Services Under Existing Contracts
Align with Existing Contract Holders
Purchase from Existing Contracts
Win a SEWP Prime Contract 29

30. Place Products Under Existing Contracts
“Provider” of IT Products / Solutions
Work with one or more Prime Contract Holders to request product addition
Business case is negotiated between Prime and provider
A Prime Contract Holder must first request acceptance of provider
Check is made by SEWP to ensure products in scope
After a provider is accepted
Any Prime may add products from the provider
Products added through Technology Refreshment process
Authorized reseller information provided via confirmation
Industry Outreach – We want to hear from this aspect of Industry
This is the best and easiest way to be involved in SEWP 30

31. Align with Existing Contract Holders
Form a business relationship to fill gaps; for example:
Geographic Coverage
Technological Expertise
Agency specific expertise
Sales force augmentation
While an available path, the relationship is purely Business to Business
SEWP Program Office interacts at the Contract Holder level
Orders remain between Government agency and Contract Holder 31

32. Purchase from Existing Contracts
Authorized Support Service Contractors may Utilize SEWP Contracts as Part of Their Government Contract
Authorization Letter from Support Service Contractor’s CO (Contracting Officer)
Authorization required on an individual support service contract basis
Appropriate FAR 51 requirements must be met
List of Authorized Support Service Contractors available on SEWP website
Over 100 companies with appropriate support service contracts have been authorized to use SEWP
Support services not resellers 32

33. Win a SEWP Prime Contract
SEWP IV Contracts will end in Spring 2015
SEWP V RFP and Proposal period ended Dec. 2013
Government is evaluating submitted proposals
New Contract Awards Planned by May 2015
All Official Information will be provided through FedBizOpps ( and the SEWP website (
Long, Costly Process
Competitive Process
Extensive Requirements
Strong Competition
No Guarantees (winners and losers)
Next opportunity – 2024/2025 33

34. Questions? Intro now – who are we who are you and knowledge of SEWP
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Ask questions but may defer some discussions till we get to that section