Inactive

The DLA Energy Facility Sustainment Directorate (FSD) is responsible for sustaining, restoring, and modernizing over seventy-five percent of the Department of Defense’s (DOD) Petroleum, Oil and Lubric... The DLA Energy Facility Sustainment Directorate (FSD) is responsible for sustaining, restoring, and modernizing over seventy-five percent of the Department of Defense’s (DOD) Petroleum, Oil and Lubricant (POL) infrastructure. The FSD’s responsibilities support and maximize operational readiness on over 553 sites worldwide. Within the FSD, the Program Management Division (PMD) has a primary responsibility for the planning, budgeting, and funding of sustainment, repair and modernization projects that support the readiness of DOD fixed fuel infrastructure. The FSD asset portfolio includes over 10,000 POL assets valued at over forty-nine billion dollars. These assets include, but are not limited to, fuel storage tanks, pipelines, POL buildings, and piers. Annually, FSD develops and funds approximately 1,500 projects per year valued at over seven hundred and fifty million dollars and actively manages over one billion dollars’ worth of on-going projects worldwide. SRM projects are managed into four pillars: Centrally Managed Programs (CMP), Emergent, Recurring Maintenance and Minor Repair (RMMR), and Facility Assessments. SRM Project Managers interact with the organization’s stakeholders on a daily basis to manage POL assets for the Army, Air Force, Navy and Marine Corps. DLA’s Enterprise Business System (EBS) is currently the system of record to manage and track all real property assets and financial transactions. DLA Energy has a requirement for consulting and providing technical support to advise and assist the Government as the Subject Matter Expert (SME) for strategic planning, risk assessment and mitigation, construction management, cost analysis, data management and analysis strategies, and senior program management. This support is required to enhance DLA’s SRM program and current project management and tracking initiatives in order to meet emerging reporting and metrics requirements. In addition, SRM requires SMEs to aid the DLA Program Management Division in determining how to best leverage commercial techniques, incorporate the military construction agent’s project management tools to ensure all War Fighter mission requirements are quickly identified and met. SRM requires vendor support to recommend enhancing and supporting SRM’s data management, reporting and analytical capabilities for fuel assets, projects and the RMMR program. SRM’s procedures and processes have evolved significantly over the last several years and maintaining SRM program process documentation and training is a continuing requirement. Work also includes assistance with the development of the SRM budget, cost analysis of future and past projects and audit sustainment strategies.