SeaPort Enhanced (SeaPort-e)

SeaPort-e is the Navy's electronic platform for acquiring support services in 22 functional areas including Engineering, Financial Management, and Program Management. The Navy Systems Commands (NAVSEA, NAVAIR, SPAWAR, NAVFAC, and NAVSUP), the Office of Naval Research, Military Sealift Command, and the United States Marine Corps compete their service requirements amongst 2400+ SeaPort-e IDIQ multiple award contract holders. The SeaPort-e portal provides a standardized, efficient means of soliciting offers from amongst the diverse population of large and small businesses and their approved team members. All task orders are competitively solicited, awarded and managed using the SeaPort-e platform.

Task Orders
Quality Assurance
Points of Contact
Team Members
In 2002, the Chief of Naval Operations (CNO) promulgated Seapower 21. Seapower 21 provides a framework to align, organize and integrate the U.S. Navy to meet the wide variety of challenges that lie ahead. The CNO called upon the entire Navy to find ways to vecome more efficient and effective. To meet Seapower 21 objectives and to increase efficiency, the NAVSEA Warfare Centers established the Seaport Enhanced (Seaport-e) Multiple Award Contract (MAC) Vehicle, using 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.

Available To:
Navy Systems Commands (NAVSEA, NAVAIR, SPAWAR, NAVFAC, and NAVSUP), the Office of Naval Research, the United States Marine Corps (USMC), and the Defense Threat Reduction Agency (DTRA).

The SeaPort Enhanced (SeaPort-e) MACs contain scope in the 22 areas listed and described in the links below:
• Research and Development Support
• Engineering, System Engineering and Process Engineering Support
• Modeling, Simulation, Stimulation, and Analysis Support
• Prototyping, Pre-Production, Model-Making, and Fabrication Support
• System Design Documentation and Technical Data Support
• Software Engineering, Development, Programming, and Network Support
• Reliability, Maintainability, and Availability (RM&A) Support
• Human Factors, Performance, and Usability Engineering Support
• System Safety Engineering Support
• Configuration Management (CM) Support
• Quality Assurance (QA) Support
• Information System (IS) Development, Information Assurance (IA) and Information Technology (IT) Support
• Inactivation and Disposal Support
• Interoperability, Test and Evaluation, Trials Support
• Measurement Facilities, Range, and Instrumentation Support
• Logistics Support
• Supply and Provisioning Support
• Training Support
• In-Service Engineering, Fleet Introduction, Installation and Checkout Support
• Program Support
• Functional and Administration Support
• Public Affairs and Multimedia Support
No TOs have been awarded.

The goal of our quality control program is producing quality deliverables the first time, every time. That is not always possible. The more likely course of action is using a continuous improvement program that results in documented guides for all levels of performance. Thus, we are focusing on the processes by which functional quality requirements are applied to tasks, in-process reviews for conformance to requirements and production quality reviews prior to delivery.

Our approach is simple:
1. Plan
2. Execute
3. Monitor
4. Adjust
5. Deliver

The focus on documented standardized processes for our activities ensures that our successful deliverables are repeated every time and we can integrate changes into our processes in a systematic, pre-trained and uninterrupted mode, producing predictable results. The UGG approach focuses on defined repeatable processes, which are key to achieving documented step functions resulting in high quality with cost reductions. We monitor and maximize quality through a synchronized approach employing a program level Quality Assurance Plan providing primary guidance to our Team and defined processes as top level requirements provided to our subcontractors. We encourage the use of our repeatable process approach, but incorporate proven subcontractor approaches for specific task orders. For example, for a highly technical task or a complex financial management implementation task we expect the principal subcontractor to develop and maintain a TO-specific QA plan. Such plans would be provided to our Program Manager for concurrence. If a smaller company does not have an adequate approach to QA we will provide them with UGG procedures that they may follow or adapt to their organizational needs. Where discrete events are not the measures of quality we implement UGG’s Customer Care system to assess our team performance and client satisfaction. This provides a means to interface with our customers using independent UGG staff (not directly associated with the client or the project team) obtaining performance feedback. It provides top level management a yardstick to measure performance and to make changes when necessary. This method has helped us turn programs that were headed for problems into success stories by allowing us to make mid-course corrections.

Documented Quality Assurance:

UGG's approach to quality assurance is derived from our implementation of principles derived from ISO 9000, CMMI, and ITIL best practices, which are key to our management of changing processes. This provides us the best assurance of our delivering quality products on time and with consistency. At the core of this approach to managing our business processes is the development and structure of repeatable processes. All functions that are frequently performed can be documented as a series of steps necessary to be performed every time the function is initiated. Our formal, documented quality assurance plan is designed to maximize quality without the need for rework. It includes sets of repeatable processes and associated checklists that assure that all critical functions are performed for each task. The product is checked for form, format, and technical content before final delivery to designated technical point of contacts and other designated recipients of deliverables. Each time a process is performed the user follows a checklist to verify completion of each of the various steps in the process. At certain points during the process a third-party QA check is required to be performed to verify that the procedure has been followed correctly to that point. The person performing the procedure, as well as the person doing the independent QA check, must be certified to perform the specific procedure. A matrix in the defined repeatable process identifies these qualifications. Our training plan uses this matrix to schedule additional training to increase certification and cross training of personnel across all processes. The term "repeatable processes" does not imply that tasks are not tailored to the specific context of the requirement, but rather that many tasks can be grouped into a standard process that includes the requirement to tailor it to the specific task. Our quality control process is tailored to the tasks being executed.

The task initiates:
• The planning for the actions required
• The estimates of cost to perform
• The assignment of the technical point of contact for the task
• The start date
• The required delivery date
• The content, form and format of the deliverable itself, and
• The designated recipient of the final deliverable

The task is the PCO's direction to perform and to authorize the UGG Team Program Manager to interface directly with the technical point of contact and other NAVSEA personnel, and other personnel who are involved in the delivery of the services or products specified in the task. The execution phase of our task is controlled through standardized and documented procedures. We are developing a formal quality assurance plan that contains step by step processes required to perform tasks on the contract. This forms the basis for not only performance, but also for an ongoing training program for personnel with the UGG Team. Management and site staff meet frequently to review all problems we have experienced in performance or to adjust our standard processes because of deficiencies noted in quality checks of products before delivery. Our quality checks are conducted by designated, formally qualified senior personnel who must sign off their approval of the product before final delivery is made. Each month we provide formal reports to the technical point of contact in compliance with typical reporting requirements of most tasks. This comprises the monitoring and adjustment phases of our approach to quality assurance/control. The monthly report provides a complete technical status of the task in process, if required, and the cost and labor hours expended to date. Our final step is delivery of the finished products. Before we make the final deliverable, a senior qualified person checks the form, format and technical content. A sign-off and approval indicate that we are ready to make the final deliverable. The person designated to receive the product must receive and approve the deliverable. The UGG Team wants the receiver to not only approve our product, but also to assess our performance at the time of delivery. This permits the use of feedback to assess the deliverable as well as the process by which the Team provided the deliverable. Deficiencies and shortfalls in performance are compared against our repeatable processes so that corrections can be made in order to repeat our successes and improve our future performance. A good quality control system reduces risk, but does not eliminate it. Our Program Managers stay abreast of performance requirements and accomplishments and will step in with corrective action when necessary. For highly technical problems we leverage our teammates, and if necessary, go outside to get expert advice for solutions. We make any necessary changes to our processes to correct any deficiencies and to re-train team personnel so that future performance reflects the improvements and successes will be repeated on similar tasks, achieving a truly repeatable process.

Primary POC for Technical
Steve Fink, Director of Operations

Primary POC for Contractual
Larry G. Paige II, Managing Director
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Enercon Engineering, Inc.
Get It Done Solutions, LLC
Ictect, Inc.
JDSAT Operations Research & Big Data Sciences
Kane Environmental, Inc.
Knowledge Management, Inc.
Lockheed Martin Corp.
Lumbee Enterprise Development, Inc.
Oracle America, Inc.
Tech Systems, Inc.
Teradata Government Systems, LLC
TI Verbatim Consulting (TIVC), Inc.
Whitney, Bradley & Brown, Inc.