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SeaPort Enhanced

SeaPort Enhanced Website ROMULUS and SeaPort Enhanced

The Naval Sea Systems Command (NAVSEA) procures over a half billion dollars of
Professional Support Services (PSS) each year for its headquarters' Directorates, Program
Executive Offices (PEOs), and field activities. In order to meet the Navy strategic sourcing
wedge, NAVSEA committed to $250M in savings by procuring PSS more efficiently. Coupled
with this need, the Office of the Secretary of Defense (OSD) directed that 50% of all support
services be procured using performance based contracting by the year 2005. Furthermore,
NAVSEA had more than 450 separate PSS contracts supporting its requirements. Most of these
efforts were not integrated from a Command perspective, utilized a multitude of different
processes in which to procure the services, and did not leverage corporate buying habits or
e-business to facilitate the processes. In addition, the services were predominantly procured
via level of effort vice performance-based terms.

NAVSEA established the SeaPort Office to meet these the NAVSEA strategic sourcing wedge
and the OSD performance based contracting directive while bringing order to NAVSEA PSS
acquisitions. The vision was to provide a faster, better, and cheaper means in which to procure
PSS. The strategy developed in October 2000 involved a product line solution containing three
components:

(1) Develop and award Multiple Award IDIQ contracts (MACs) using innovative acquisition
techniques to achieve the NAVSEA strategic wedge, to conform to the OSD performance based
contracting directive, and to bring order to PSS acquisitions.

(2) Exploit existing e-business opportunities and create an automated, intuitive, web-based,
e-procurement portal to provide services quickly and easily in an "amazon.com" environment.

(3) Create a web site continually refreshing customers and suppliers with new information,
opportunities, training, metrics and useful links to associate sites.

An important tactic used to implement this vision and obtain "buy-in" was to involve senior
leadership and working level representatives in the design and implementation of the MACs
and the portal through multiple "Integrated Product Teams (IPTs)". These IPTs continuously
and aggressively communicated the vision, strategy, and status to leadership at all working
levels.

On April 2, 2001, in an unprecedented period of less than 6 months, SeaPort became a reality
when all three of these initiatives converged. The MACs were awarded to twenty-one
exceptionally well qualified industry partners, the e-business portal became operational, and its
front door web site, www.seaport.navy.mil, was launched. These components combined to
provide a faster, better and cheaper process to acquire PSS within the Command.

SeaPort Enhanced (SeaPort-e) made electronic procurement of Engineering, Technical and
Programmatic support services at NAVSEA a reality. The Navy Virtual SYSCOM (VS)
Commanders (NAVAIR, NAVSEA, NAVSUP and SPAWAR) have decided to leverage the
successes and efficiencies of the SeaPort-e business model by designating SeaPort-e the
vehicle of choice for future Engineering, Financial, and Program Management contractor
support services. This decision emphasizes the Navy Virtual SYSCOM's focus on implementing
cost-effective and integrated business practices to better support our Navy.