SeaPort-e

Contract Overview
In 2002, the Chief of Naval Operations (CNO) promulgated Sea Power 21 to provide a framework to align, organize and integrate the U.S. Navy to meet the wide variety of challenges that lie ahead. To meet Sea Power 21 objectives and to increase efficiency, the NAVSEA Warfare Centers established the SeaPort Enhanced (Seaport-e) Multiple Award Contract (MAC) vehicle. This contract vehicle utilizes a web-based, e-business procurement portal, to facilitate performance-based service acquisition, leverage buying power, improve business intelligence and reduce cycle time. In October 2004, the Virtual SYSCOM Commanders formalized an agreement to expand the ordering community of SeaPort-e to include all Virtual SYSCOM activities and to leverage the success of SeaPort-e in achieving the aforementioned objectives across the Virtual SYSCOM. Additionally, other Navy activities, including the Military Sealift Command, Strategic Systems Programs, and the United States Marine Corps have chosen to use SeaPort-e.

McNeal Contract Number: N00178-11-D-6615
Clients: NAVSEA Warfare Centers, NAVSEA Headquarters, its PEOs, and Field Activities, USMC, Office of Naval Research (ONR), Naval Research Laboratory (NRL), Defense Threat Reduction Agency (DTRA)
Contract Period of Performance: 31 May 2011 through 4 April 2019 (including award term options)
Contract Place of Performance: Geographic Zone #4, Gulf Coast
Available Order Types: CPFF, CPIF, CPAF, FFP, FPIF

Scope

To provide services, in response to task orders issued under this contract by the Naval Sea Systems Command, Naval Air Systems Command, Space and Naval Warfare Systems Command, Naval Supply Systems Command, Military Sealift Command, Naval Facilities Command, Strategic Systems Programs, and the United States Marine Corps, that potentially span the entire spectrum of mission areas supported by the activities and technical capabilities that comprise the various ordering offices. A description of the mission areas of the activities that are ordering offices on this contract can be found at: www.seaport.navy.mil/

Additionally, activities may provide limited support under this contract to other Department of Defense (DoD), non-DoD, or Joint agencies for work that is integrally related to product areas and mission.

Points of Contact

Customer Satisfaction

At McNeal Professional Services we are committed to providing quality to OUR clients. Please let us know how we are doing, or if you would like customer support. Contact us at: seaport@mcnealpro.com

Primary POC:
Denise Brooks
Quality Team
dbrooks@mcnealpro.com

Quality Assurance
In order to further our commitment to Quality, McNeal is in the process of becoming TL/ISO9000 certified.

The Management of Process Quality examines the systematic approach McNeal uses for pursuing progressively higher quality of services based primarily upon process design and control. Also examined is the integration of process control with continuous quality improvement.

• Quality is designed in and processes are assured.
• Focuses on corrective response to deviations.
• Encompasses quality of services and business processes.
• Integrates prevention and correction with daily operations (utilization of Preventative and Corrective Action Forms—CARs & PARs).
• Systematic approach to gathering and analyzing information about customers.
• Quality function deployment matches design and needs.
• Periodic process audits and follow-up.
• Thorough standardization and documentation of processes.
• Significant supplier interaction/partnership.

The Operational Results examines company quality levels and quality, operational, and supplier performance improvement trends based upon objective measures derived from the analysis of customer requirements and expectations and from the analysis of business operations. Also examined are current quality performance levels in relation to those of competing firms.

• Requires evidence of quality trends and levels.
• Demonstrated broad base of improvements trends- services and internal operations.
• Major processes better than competitors.
• Progressive improvement in supplier quality
• Improved business processes and services.

Internal control is a process embraced by management with reasonable assurance and focuses on objectives. Internal control is also a process affected by our Board of Directors, management, and other personnel, designed to provide reasonable assurance regarding the achievement of objectives in the following categories:

• Effectiveness and efficiency of operations.
• Reliability of financial reporting.
• Compliance with applicable laws and regulations.

There are 5 major themes emerged from the Control Process:

1. Management must provide leadership for control.
2. Accountability for control must be delineated.

• Management has empowered our team to make decisions within the organization.
• If you have taken ownership of the situation, handle it!