Seaport-e Large and Small Business Partnering

1. Dahlgren Industry Day May 25, 2005 Seaport-e Large and Small Business Partnering Making it a “Success”

2. Dahlgren Industry Day May 25, 2005 Agenda Lockheed Martin Contract Overview The “Winning” Team Teaming Under Seaport-e Questions

3. Dahlgren Industry Day May 25, 2005 Lockheed Martin Seaport-e Contract Qualified in All Task Areas - All Zones 85 Teammates 30 Large Business 55 Small Businesses 19 Small Businesses 25 Small Disadvantaged 11 Woman-Owned 8 Hub Zone 14 Veteran-Owned 5 Disabled-Veteran 1 HBCU

4. Dahlgren Industry Day May 25, 2005 Current Small Business Participation LM Contract Small Business Goals: 22% LM Awards To Date: $78 Million in Task Orders 77% ($60M) to Small Business Teammates

5. Dahlgren Industry Day May 25, 2005 Pulling Together a Winning Team Total Ship Training System Services Delivery Order 0004

6. Dahlgren Industry Day May 25, 2005 Background Lockheed Martin was one of several companies supporting CDSA in the Total Ship Training Program LM Task order, as well as other CDSA contracts, were migrating from various contracting vehicles to Seaport-e Program transition risk needed to be minimal to meet fleet requirements

7. Dahlgren Industry Day May 25, 2005 Questions We Asked………. What does the customer want? Integrated team with Prime Contractor management and oversight Smooth work transition with low risk What does the customer need? Integration of stand-alone contracts into a larger task order to meet Navy’s cost savings initiatives Meet Small Business Contracting goals What is the work today? Various contractors/Various stand-alone contracts How does the customer plan the work for the future One contract under Seaport-e Who are the incumbents? Many were current Lockheed Martin teammates How can we support this requirement? Leverage our team capabilities

8. Dahlgren Industry Day May 25, 2005 The Right Team… Current LM Seaport-e teammates NDAs/ Teaming Agreements and Subcontract Agreements already in place Added Teammates necessary to complete the team Identified and agreed upon work-share very early in the process Pre-proposal activities included multiple team meetings and planning sessions “Team” spirit in winning the work Responsive and highly supportive

9. Dahlgren Industry Day May 25, 2005 The Winning Team… Leveraged Lockheed Martin’s software development and program management expertise Leveraged small business niche engineering and administrative support services Teammates worked well together on existing program under separate vehicles Transition risk = low Competitive price

10. Dahlgren Industry Day May 25, 2005 Large & Small BusinessTeaming

11. Dahlgren Industry Day May 25, 2005 Elements of Successful Teaming Early identification of opportunities Greater probability of a win Joint Marketing Calls Leveraging customer relationships and technical performance Full Understanding of Team capabilities As Prime or Sub Market new capabilities/customers Open teammate communication Agreed allocation of work share/teaming agreements Small Business Set Asides Large Company teammate Cooperation and Responsiveness

12. Dahlgren Industry Day May 25, 2005 Successful SB Teammates Superior Technical performance and demonstrated management ability Niche capabilities/expertise Innovation solutions that make offerings unique Think “Out of the Box” Open communications Willingness to share information with the team Two way relationship Responsiveness Shortened proposal process Cost competitive rates Flexibility in working with large business Corporate policies and procedures

13. Dahlgren Industry Day May 25, 2005 Benefits to Small Business Retain current business Expand customer/technology base Eligibility to contract all areas/all Zones Large Business Mentoring “Lean” Initiatives Program/Risk Management Sharing “Best Practices” Assistance with Marketing and Business Development Subcontract surveillance programs Identify Subcontractor weaknesses and provide action plan for improvement

14. Dahlgren Industry Day May 25, 2005 Benefits to Large Business Strong small business teaming relationships bring new products, technologies and innovations to the market Cost-effective blend of nation-wide capabilities and resources (21 task areas in 7 zones) Flexibility to add high performing small businesses and “niche” skills to address new requirements OCI Mitigation Planning

15. Dahlgren Industry Day May 25, 2005 Small Business Steps to Success Update and brief company capabilities Leverage Prime customer relationships Open doors to new markets/customers through joint customer calls Bring potential opportunities to the table Be responsive/open and effective communications

16. Dahlgren Industry Day May 25, 2005 Summary……… We can only be successful if we team!! Appropriate teaming agreements Appropriate team mix of skills Responsiveness! Cost Competitive Solutions Open Communication

17. Dahlgren Industry Day May 25, 2005 Seaport-E Points of Contact Program Manager Hector Alvarez 500 Woodlake Drive, Chesapeake, VA 23220 Hector.alvarez@lmco.com 757-578-3325 Contracts Kim VonMosch 500 Woodlake Drive, Chesapeake, VA 23320 Kim.vonmosch@lmco.com 757-578-3377

18. Dahlgren Industry Day May 25, 2005 Questions??