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Title: Supply Chain Modernization for FSIS Field Operations RFI Number: 0001-FY2026 Issue Date: 23 September 2025 Response Due Date: 31 October 2025 1. Purpose The Food Safety and Inspection Service (... Title: Supply Chain Modernization for FSIS Field Operations RFI Number: 0001-FY2026 Issue Date: 23 September 2025 Response Due Date: 31 October 2025 1. Purpose The Food Safety and Inspection Service (FSIS) is seeking information from qualified vendors, logistics providers, technology innovators, and supply chain experts to inform the development of a modernized, end-to-end supply distribution strategy that supports its nationwide field operations. The purpose of this Request for Information (RFI) is to identify innovative, cost-effective, and scalable solutions that will enhance the efficiency, transparency, and responsiveness of FSIS’s supply chain—ensuring that 7,000+ field personnel receive the tools, equipment, and materials they need to carry out their public health mission without delay or disruption. FSIS is particularly interested in approaches that leverage commercial best practices, digital platforms, and data-driven logistics models to streamline requisitioning, inventory management, warehousing, and last-mile delivery. The agency seeks to reduce operational costs, eliminate redundancies, and improve service levels across its geographically dispersed workforce. Solutions should also support real-time tracking. Ultimately, this effort aims to strengthen FSIS’s operational readiness and resilience by transforming its supply distribution process into a modern, agile, and mission-aligned logistics capability. 2. Background Currently, FSIS utilizes a government operated warehouse management service (WHS) to ensure the operational readiness of FSIS. At the heart of WHS’ operations is the Distribution Center, which manages the storage and nationwide distribution of essential materials. For FSIS, this includes a wide range of mission-critical supplies. (See Attachment: Catalog) FSIS’ currently allows its field offices and staff to submit supply requests to WHS through a dedicated user portal. Each FSIS customer is assigned a unique Customer ID to facilitate efficient order tracking and fulfillment. Most orders on the same day or within hours, ensuring that field staff receive the materials they need without delay. 3. Objectives FSIS is undertaking a strategic initiative to modernize its supply distribution process in support of its growing nationwide operations. To that end, FSIS has identified the following key objectives: 1. Streamline the End-to-End Supply Chain FSIS seeks to reduce complexity and inefficiencies across the entire supply lifecycle—from requisition and approval to fulfillment and delivery. The goal is to simplify workflows, eliminate redundant steps, and reduce manual intervention, thereby accelerating the time it takes for field staff to receive critical supplies. This includes exploring centralized and decentralized models, automation of ordering processes, and online ordering systems. 2. Reduce Operational Costs Cost containment is a central objective. FSIS is interested in identifying opportunities to reduce the total cost of ownership across its supply chain, including procurement, warehousing, transportation, and inventory management. This may involve leveraging commercial logistics providers, adopting just-in-time (JIT) fulfillment models, or consolidating distribution points to reduce overhead and improve economies of scale. 3. Improve Delivery Speed and Reliability Timely delivery of supplies is essential to maintaining uninterrupted inspection and enforcement operations. FSIS aims to improve delivery performance, particularly to remote or high-priority locations, by adopting more agile and responsive logistics models. Solutions should address delivery challenges and include mechanisms for prioritizing urgent or mission-critical shipments. 4. Increase Transparency and Accountability FSIS is committed to enhancing visibility into its supply chain operations. This includes implementing real-time tracking of orders, inventory levels, and delivery status, as well as establishing performance metrics and dashboards for internal oversight. Improved transparency will enable better decision-making, faster issue resolution, and stronger accountability across all levels of the organization. 5. Enhance Workforce Readiness The effectiveness of FSIS’s public health mission depends on the readiness of its field workforce. Ensuring that inspectors and other personnel have uninterrupted access to the supplies they need—whether it be safety gear, inspection tools, or regulatory forms—is critical. The modernized supply chain must be designed to support operational continuity, especially during emergencies, seasonal surges, or supply chain disruptions. 6. Leverage Commercial Best Practices FSIS is seeking to learn from and adopt proven practices from the private sector. This includes the use of digital supply chain platforms, predictive analytics for demand forecasting, vendor-managed inventory (VMI), and sustainability practices such as eco-friendly packaging and reverse logistics. The agency is open to innovative approaches that can be adapted to the unique regulatory and operational environment of federal field services. 4. Scope of Interest 1. Centralized vs. Decentralized Inventory Models A core consideration in modernizing FSIS’s supply chain is determining the optimal inventory management structure. A centralized model consolidates inventory in one or a few regional distribution centers, allowing for tighter control, reduced overhead, and standardized processes. This model can improve forecasting accuracy and reduce duplication of stock. However, it may introduce delays in last-mile delivery, especially to remote field locations. In contrast, a decentralized model distributes inventory across multiple locations closer to end users. This can significantly reduce delivery times and improve responsiveness to urgent needs but may increase costs due to redundant stock and more complex coordination. FSIS is interested in exploring hybrid models that balance the efficiency of centralization with the agility of decentralized fulfillment, particularly for high-turnover or mission-critical items. 2. Just-in-Time (JIT) Fulfillment Just-in-Time fulfillment is a logistics strategy that minimizes on-hand inventory by delivering supplies only when they are needed. For FSIS, a JIT model could reduce storage costs and eliminate waste from overstocking or obsolescence. However, successful implementation requires highly accurate demand forecasting, reliable supplier performance, and robust contingency planning. FSIS is interested in understanding how JIT principles could be applied to its field operations—particularly for standardized, high-volume items such as inspection forms, PPE, and basic office supplies—while maintaining readiness for emergency or surge scenarios. 3. Commercial Logistics Partnerships Partnering with commercial logistics providers offers FSIS the opportunity to leverage industry-leading capabilities in warehousing, transportation, and last-mile delivery. These partnerships can provide access to advanced technologies, nationwide infrastructure, and proven performance metrics without the need for significant internal investment. FSIS is seeking information on how third-party logistics (3PL) or fourth-party logistics (4PL) providers could support its supply chain, including models for shared services, performance-based contracting, and integration with federal procurement and compliance requirements. 4. Digital Requisition and Tracking Platforms Modern supply chains rely on digital platforms to manage requisitions, approvals, inventory visibility, and shipment tracking. FSIS is interested in solutions that provide: A user-friendly interface for field staff to request supplies Automated routing for approvals and budget controls Real-time inventory dashboards Shipment tracking with estimated delivery times Integration with mobile devices for field use Such platforms should also support analytics and reporting to inform procurement planning, identify bottlenecks, and improve service levels. 6. Risk Mitigation Strategies A modernized supply chain must be resilient to disruptions, whether caused by natural disasters, supply shortages, cyber incidents, or transportation delays. FSIS seeks solutions that incorporate proactive risk mitigation strategies, such as: Multi-source supplier models Geographic redundancy in warehousing Emergency stockpiles for critical items Real-time alerts for supply chain disruptions Business continuity and disaster recovery plans Vendors should describe how their solutions ensure continuity of operations and protect against mission-critical supply failures. 7. American Made Products FSIS is committed to supporting the broader manufacturing goals of the White and the Personal Protective Equipment (PPE) Act. As such, the agency is interested in supply chain solutions that source American Made products. 5. Requested Information Respondents are encouraged to provide: Description of capabilities or technologies that can meet the agency’s requirements Past performance for the proposed capabilities or technologies Cost models or pricing structures Recommendations for Key Performance Indicators Potential implementation barriers 6. Submission Instructions Responses should be submitted to George.Baptist@usda.gov and monika.masei@usda.gov by 31 October 2025. Limit responses to 10 pages. For the email subject please include: 0001-FY2026 Supply Chain Modernization for FSIS Field Operations Include: Company name and POC Technical approach Relevant experience Optional: Capability statement or white paper 7. Disclaimer This RFI is for planning purposes only and does not constitute a solicitation or obligation. No compensation will be provided for responses.