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SEWP V on Track for May 2015

In March 2015, marking much anticipated progress in the wake of recent protest delays, the National Aeronautics and Space Administration (NASA) announced 84 contract awards associated with its enterprise-wide technology procurement.

Back in October 2014, the NASA program office for Solutions for Enterprisewide Procurement (SEWP) awarded 73 contracts for the fifth iteration of the government-wide acquisitions contract (GWAC). The announcement was met with a series of protests that prevented the contracts from moving forward. The delay led to the fourth iteration of SEWP being extended for an additional six months, set to run out at the end of April 2015. The announcement from NASA provided details 84 contracts under SEWP V, which intends to streamline government buying of IT products and product-based services.

The firm-fixed-price, indefinite delivery/indefinite quantity contracts will have a 10-year ordering period, including the five-year base period from May 2015 through April 2020 and an option to extend the performance period five years (through April 2025). The extended duration of the contract performance period and increased per contract maximum (up to $20 billion) are two elements of this vehicle that have contributed to the interest around the next set of awards. In addition to the scale, the widespread use of SEWP contracts has made this next iteration one to watch.

Government agencies have spent over $14.4 billion through the current version of SEWP since 2004. Spending for 2014 (reported through the end of March 2015) reached an all-time high. The next form SEWP takes will incorporate new capabilities and concerns, making for a more comprehensive set of offerings. So far, award announcements include 36 contracts for computer-based systems and 48 contracts for networking, security, video and conference tools. With strategic sourcing data and supply-chain oversight expected to help fuel future traffic, SEWP V is expected to maintain a strong share of government technology buying.

Originally published for Federal Industry Analysis: Analysts Perspectives Blog. Stay ahead of the competition by discovering more about GovWinIQ. Follow me on twitter @FIAGovWin.


Federal Acquisition Improvement Takes Aim at IT

With over 3,300 contract units across the government, collaborating to share information and best practices can be challenging. Back in December 2014, the Office of Management and Budget’s Office of Federal Procurement Policy (OFPP) described near-term to transform federal procurement. 

OFPP administrator Anne Rung’s memo to federal agencies outlined current priorities to transform government buying. These areas include category management, acquisition workforce and processes, and government-industry communication. Milestones for many of the efforts and actions associated with these areas will be approaching in the next few months. 

Category Management

OFPP aims to shift from managing government purchases and prices individually to establishing categories for common spending and costs. Unnecessary duplication of contracts across government for similar goods and services burdens vendors with proposal preparation costs and administrative expenses, which can have a significant impact on small businesses. This shift in government buying includes promotion of strategic sourcing, in particular looking to optimize the $25 billion the government spends annually on commodity IT. To support this push, the General Services Administration is cataloging prices paid for IT goods and providing access to contract details for related products to highlight best practices. 

Talent Management and Innovation

The Office of Science and Technology Policy (OSTP) and OFPP are taking steps to encourage adoption of best practices within government purchasing of digital services and fostering innovation. These steps have included releasing a draft of the TechFAR Handbook and exploring case studies of resourceful contracting practices. OSTP and OFPP are collaborating on a plan to increase the government’s digital acquisition capabilities. To further support these efforts, the U.S. Digital Services is expected to launch a pilot program for training agency personnel in digital acquisition. One of the areas targeted for these activities is agile development. 

Strengthen Government-Industry Relationships

OFPP is developing an approach to improve communication between government and industry. Guidance is in the works to allow open feedback from industry on acquisition process improvement and to identify trends and issues. The guidance will shape Acquisition 360, an effort to formalize the agency collection of feedback related to acquisition processes and identify areas for improvement. The focus on strengthening relationships includes establishing enterprise-wide vendor managers, a step that will begin with recruiting vendor managers to support relationships with key IT commercial contractors. 

While these efforts will address all government buying, near-term efforts are zeroing in on agency IT. In particular, activities related to category management are expected to really dig into how agencies are buying technology products and services. It is worth noting, however, that the plans associated with this transformation initiative do not paint a picture of a sudden, new reality. Rather, they suggest ongoing activities to strategically reshape the landscape of government acquisition. As these current transformation efforts continue, pockets of advancement in different contracting organizations will contribute to gradual change across the government.


Originally published for Federal Industry Analysis: Analysts Perspectives Blog. Stay ahead of the competition by discovering more about GovWinIQ. Follow me on twitter @FIAGovWin.


Commerce Department Looks to Modernize IT by Sharing

The Commerce Department’s CIO, Steve Cooper, has called out three focus areas for technology priorities: shared services, infrastructure, and modernizing the department’s technology strategy. Implementation of shared services will have a palpable impact on contracting, since the federal agency is considering a broker model to deliver services and achieve cost savings. 

The Department of Commerce has established four working groups targeting opportunities to implement shared services within technology, finance, human resources, and acquisition. The aim of these groups is to identify capabilities within those lanes to have delivered by a set of shared service providers. The department will likely stand up a shared service broker, an internal organization that will be responsible for selecting and managing providers, service agreements, and performance. By focusing shared services for commodity technologies and capabilities, bureaus will be able to free up resources to deliver greater value to mission activities. 

According to a recent interview with Commerce's CIO, the acquisition approach has yet to be determined. One potential option will be to pursue shared services as a joint effort along with other functional areas. The other option would treat these services independently. While bureau leadership is in favor of more broadly adopting a shared service model, none of the bureau CIOs have volunteered to take on the responsibilities of being the provider. This presents an opportunity for vendors to fill the role. A request for information (RFI) is expected out by the end of the year, which will then lead to a request for proposals (RFP) for the selected services. Since the leadership consensus across Commerce’s CIOs is inclined toward testing out shared service models sooner rather than later, service providers should watch for upcoming opportunities. In the short term, an RFI and RFP are expected for video teleconferencing and audio conferencing. 

Additional direction for efforts related to shared services and cloud services implementation are covered in the department’s enterprise transformation roadmap. Other areas to monitor for opportunities at Commerce include technology infrastructure modernization, like secure wireless.


Originally published for Federal Industry Analysis: Analysts Perspectives Blog. Stay ahead of the competition by discovering more about GovWinIQ. Follow me on twitter @FIAGovWin.


SEWP Approaches Next Iteration, Vendors Announced

At the end of September 2014, NASA’s Solutions for Enterprise-Wide Procurement (SEWP) program office began announcing awards for the fifth iteration of the governmentwide acquisition contract (GWAC). 

The first two groups of SEWP V vendors announced were for Computer Based Systems (Group A) and Networking/Security/Video and Conference Tools (Group D). The initial award announcement comprised 56 contracts, 23 for Group A and 33 for Group D. A total of 43 companies received awards, as several companies received awards from both groups. Announcements for the vendors under the remaining groups are expected to be forthcoming. 

Update: On October 10, 2014, NASA awarded 41 contracts under SEWP for Server Support Devices/Multi-functional Devices (Group C). 

In a recent interview, SEWP program manager Joanne Woytek shared that the average buy through SEWP IV has been around $120,000, but purchases range from $5 up to $100 million. SEWP IV has been one of the most heavily used GWACs, and the expectation for even greater popularity of the next iteration contributed to the higher ceiling value for SEWP V. Top government customers buying through SEWP IV include Veterans Affairs, the Department of Defense, Justice Department, the Navy, and the Air Force. 

New products and services and increased pool of vendors, which the program office will spur competition and deliver lower prices to government buyers. Additionally, lower fees for agencies make the use of SEWP even more enticing for government organizations. In fact, the service fee associated with using the contract continues to hold the lowest fee for any governmentwide acquisition contract, even as it decreases from 0.45 percent to 0.4 percent. 

Contracting through SEWP V is expected to kick off on November 1, 2014. Meanwhile none of the current contracts, which run through October 31, 2014, are expected to reach the $5.6 billion ceiling value. More information on trends, drivers, and implications across SEWP and other task order vehicles is available through our recent Federal Information Technology Task Order Vehicle Trends report, which explores Indefinite Delivery, Indefinite Quantity (IDIQ) vehicles used to procure IT goods and services. 


Originally published in the GovWin FIA Analysts Perspectives Blog. Follow me on Twitter @FIAGovWin.


Federal Shared Services Marketplace Goes Public

Since the spring of 2013, government agencies have been able to find and buy shared service offerings through an online database called Uncle Sam’s List. The site was launched by the Chief Information Officers Council as part of a strategy to promote use of shared services. By August 2013, over 100 shared services were listed, and the total number was still growing. Now, those shared service listings are being made public to improve government-industry collaboration. 

The Office of Management and Budget (OMB) issued its Shared Services Strategy in 2012. The plan outlined steps for agencies to take toward reducing over $46 billion in duplicative IT investments, focusing on commodity IT purchases as well as government-wide and intra-agency shared services. In the four months following the strategy release, agencies faced a series of deadlines to advance enterprise planning and the Shared-First approach. Since the initiative launched, agency adoption of shared services through Uncle Sam’s List has simplified acquisition and delivered cost savings. For example, by consolidating computer buying contracts, the Department of Commerce was able to cut its spending on desktop computers by 35 percent and achieve over $200 million annually in administrative costs. 

The information-gathering phase of promoting shared services involved collecting data about what agencies are paying for different products and services. Gathering that data proved valuable early on by highlighting the broad range in prices the government has paid for the same capability. Different agencies were paying anywhere from $21 to $98 per month for identical cellphone plans. That knowledge allows agencies to identify the lower end of the spectrum and target moving toward that price point. To date, Uncle Sam’s List has been maintained within the internal government collaboration site. Initially, the community was entirely maintained by the CIO Council’s Shared Services subcommittee, who determined which service areas, providers, and contracts got listed. That, however, is about to change. 

On September 16, 2014, Federal Computer Week reported that Uncle Sam’s List will be going public. Over the next weeks, version 1.2 of Uncle Sam’s List will get updated with an XML feed. Once the database is public, federal and commercial providers will be able to feed into the list. Building on interview comments from the co-chairman of the CIO Council’s Shared Services Task Force, the article suggests that the move is expected to encourage “a balanced and competitive environment.” 

Vendor Implications 

Easier access to data about federal and commercial commodity IT and service offerings will undoubtedly impact market competition. The ability for industry to access and add to the database will create new opportunities for vendors to provide IT services to agencies targeting agile delivery. The move could also provide vendors with greater visibility into competition within the federal commodity IT and service marketplace. The clearinghouse of services could allow greater insight into the business opportunities around shared services and reframe how vendors characterize markets for their products and services, raising vendor profiles as well as making it easier to identify common requirements being met through shared services.


Originally published in the GovWin FIA Analysts Perspectives Blog. Follow me on Twitter @FIAGovWin.


Justice to Streamline IT Buying through Service Broker

In the coming year, the Justice Department will join the ranks of agencies leveraging service broker arrangements for acquisition of IT infrastructure and services.

In recent years, Department of Justice (DOJ) has progressed efforts to consolidate contracts, reducing redundancy of acquisition efforts and improving enterprise capabilities. Some of these initiatives began as informal strategic sourcing efforts. The department has actively leveraged Enterprise License Agreements (ELAs) and Blanket Purchase Agreements (BPAs) to achieve cost savings. The majority of the department’s mobile device and wireless services were consolidated through several contract vehicles. By leveraging strategic sourcing and shared services for wireless and telecom needs, DOJ can lower equipment expenditures by moving to contracts with best negotiated prices.

Now, it seems that the Justice Department is taking the next step by pursuing service broker. Other federal agencies that have adopted a service broker model include Defense Department and the National Nuclear Security Administration (NNSA). These broker arrangements allow agencies to identify solutions for common requirements and simplify technology buying within organizations.

According to recent reports, DOJ expects to target infrastructure and commodity IT services initially. These technologies would include wide area network (WAN), data centers, storage, email, telecommunications, security, and Trusted Internet Connection (TIC) services. The “next tier” of services that would be addressed, according to Justice’s CIO Klimavicz, cover business enterprise services, such as voice and collaboration.

The decision to formally adopt service brokerage aligns with the department’s strategic plans and technology initiatives. For a number of years, DOJ has actively leveraged Enterprise Level Agreements and Blanket Purchase Agreements to achieve cost savings. In 2012, Justice established ten commodity area working groups focus on IT functions, like data centers, email, and mobility. These groups provide recommendations to the DOJ CIO Council to address commodity investment areas, to identify potential for consolidation and cost savings, as well as to manage milestone and performance metrics.

DOJ’s near term information resource planning highlights 5 goals including institutionalizing IT portfolio management, streamlining operations, enhancing IT security, delivering innovative solutions, and expanding information sharing. The shift to centralized delivery of IT capabilities, such as multi-component (enterprise) IT services, and use of enterprise platforms is expected to drive greater value than silo solutions. Ongoing assessments and continuous enhancement of existing IT assets and vendor relationships will improve the value of the IT portfolio by evaluating the risks of adopting new technologies too soon or sustaining legacy technology for too long.

Brokerage would facilitate increased use of shared services, enable enterprise capabilities, and consolidate departmental purchasing power to improve pricing through strategic sourcing. The Department of Justice’s vision for strategic sourcing has led to the establishment of a Vendor Management Office (VMO) targeting improvement of buying practices for IT infrastructure. The VMO will lead efforts to analyze procurement data, to identify best practices, and to centralize enterprise procurement vehicles.

As with other federal markets being impacted by strategic sourcing, vendors will need to be increasingly mindful of market positioning. IT spending will be increasingly directed through agencies strategic sourcing and preferred contract vehicles, but that shift inhibits spending as government organizations look to achieve economies of scale for commodity IT purchases. The establishment of Vendor Management Offices means contractors can expect increased oversight and greater need to partner smartly.


Originally published in the GovWin FIA Analysts Perspectives Blog. Follow me on Twitter @FIAGovWin.


Forecast Decodes IT Market Hot Spots

Austerity may be the new norm for federal spending, but both sides of the government IT contracting table are still looking for a big payoff.

The Federal Industry Analysis Team’s flagship forecast report, Federal Information Technology Market, 2014–2019, predicts a decline in the federal IT market from $101 billion in FY 2014 to $94 billion by FY 2019, reflecting a -1.6% Compound Annual Growth Rate (CAGR). The report analysis examines the diverse influences shaping individual market segments and federal agency buying patterns, calling out the primary drivers and inhibitors affecting the IT investment decisions of federal agencies.

Declining IT budgets have ushered in an era in which agencies are tasked to “do more with less.” The realities of more limited funding resources are spurring cost saving initiatives across the government. Commodity information technology purchases are one area especially worth noting. Increased use of strategic sourcing contracts and enterprise license agreements are just two ways that agencies are approaching commodity IT cost reduction. The intention of driving down commodity costs can be found behind the shift away from reliance on desktop computers and toward greater use of thin clients, mobile devices, and laptops. Another tactic to save money comes in the form of delays to technology refresh cycles and efforts to scavenge existing commodity IT resources. These cost reduction initiatives are expected to facilitate operating on a new, lower budget baseline.

A lower baseline typically tracks to lower levels of contracted spending. In many cases, however, agencies intend to reinvest the savings that these changes produce. These reinvestment goals stand to provide contractors with a chance to provide additional products and services. Unlike in the past when agencies might have used recovered funds to pursue ‘nice to have’ capabilities, they are now in the position of stretching to make ends meet.

Facing federal technology mandates and expanding mission requirements, agencies are hard-pressed to prioritize investments to achieve the biggest impact and deliver the greatest value to government organizations. For many agencies, this focus will draw support for investments in hot spots like cybersecurity, cloud computing, virtualization, and big data solutions (e.g. data mining). As budget pressure continues, agencies will be particularly adverse to cuts in security spending. In order to facilitate expansion in cloud computing, big data, cybersecurity, program management and other critical areas, agencies will have ongoing requirements for support services.

Deltek’s Federal Industry Analysis (FIA) Team foresees the recent downward spending trend continuing in coming years but not entirely uniformly. The team’s forecast draws on a whole host of primary and secondary research. Looking beyond the funding reported through the Office of Management and Budget (OMB), the FIA team’s market sizing includes spending from the judicial and legislative branches, the intelligence community, federal organizations that are not subject to federal IT budget reporting requirements, and IT embedded in large defense systems. This off book spending helps to offer a more complete view of government buying. 

These market trends are influencing the future of information technology contracting and creating an environment full of both challenges and opportunities. The trick for vendors is positioning for those opportunities while avoiding pitfalls and keeping an eye on the shifting landscape. The first order of business is getting the lay of the land. Then, the next step is determining which moves will get your business ahead and which ones could be dead ends. For more analysis of contractor-addressable budgets across the federal Hardware, Software, IT Services, and Communications and Network Services markets, see our new GovWin IQ report “Federal Information Technology Market, 2014-2019.”


Originally published in the GovWin FIA Analysts Perspectives Blog. Follow me on Twitter @FIAGovWin.


Federal Agencies Lag in Software License Management per GAO

Federal agencies spend more than $80 billion on IT each fiscal year, much of it on software licenses. Given budget pressures, the effective management of the thousands of software licenses could result in significant economies and budget savings. But a new Government Accountability Office (GAO) report shows that agencies have a long way to go in effectively managing software.

In a recently published report, GAO found that the majority of agencies have some software license management policies, but they are not comprehensive. Further, OMB has not established directive policy guidance on licensing management policy. Therefore, GAO assessed agencies based on seven elements that they identified that a comprehensive software licensing policy should specify (emphasis added):

  • Identify clear roles, responsibilities, and central oversight authority within the department for managing enterprise software license agreements and commercial software licenses;
  • Establish a comprehensive inventory (80 percent of software license spending and/or enterprise licenses in the department) by identifying and collecting information about software license agreements using automated discovery and inventory tools;
  • Regularly track and maintain software licenses to assist the agency in implementing decisions throughout the software license management life cycle;
  • Analyze software usage and other data to make cost-effective decisions;
  • Provide training relevant to software license management;
  • Establish goals and objectives of the software license management program; and
  • Consider the software license management life-cycle phases (i.e., requisition, reception, deployment and maintenance, retirement, and disposal phases) to implement effective decision making and incorporate existing standards, processes, and metrics.

GAO reviewed 24 agencies’ policies on software license management against these seven elements and gave each a composite assessment. (See table below.)

Composite GAO Assessment of 24 Agencies’ Policies on Managing Software Licenses


? Fully—the agency provided evidence that it fully addressed the seven elements of a comprehensive software license policy.

? Partially—the agency provided evidence that it addressed some, but not all, of the seven elements of a comprehensive license policy.

? Not—the agency did not provide any evidence that it addressed any of the seven elements of a comprehensive license policy.

Only two agencies – DHS and Labor – have developed comprehensive policies for managing software licenses. At the other end, four agencies – Commerce, HHS, Interior, and NSF – had not developed any department-wide policies for managing software licenses. The rest fell in between.

GAO recommended that OMB issue a directive to the agencies on developing comprehensive software licensing policies comprised of the seven elements identified by GAO. OMB’s existing PortfolioStat and Strategic Sourcing initiatives give leeway to agencies to determine what priority software licenses receive in the reviews, which means much more could be done on software efficiencies.


GAO noted that the wide variance in the form and completeness of data provided by agencies regarding their most widely used applications made it impossible to accurately determine the most widely used software applications across the government, including the extent to which these were over and under purchased.

Further, the limited or outright lack of agency oversight of software license spending means they are likely missing significant opportunities to save money. GAO noted some positive examples, including where DHS’s negotiated enterprise licensing agreements led to cost avoidance of $181 million in FY 2012. Further, DHS estimated future savings of around $376 million from FY 2013 to FY 2015. Extrapolated across all departments, that could free up billions of dollars in savings each year to be reinvested in other areas of IT or repurposed to other missions. 

Originally published in the GovWin FIA Analysts Perspectives Blog. Follow me on Twitter @GovWinSlye.

Past Performance a Prediction of Future Demand for SEWP?

The current iteration of the National Aeronautics and Space Administration’s (NASA) government-wide acquisition contract (GWAC) for information technology products and product-based services is set to expire at the end of October 2014. The Solutions for Enterprise-Wide Procurement (SEWP) program office is currently evaluating proposals received for SEWP V, the follow-on to the existing procurement.

As SEWP IV moves toward its expiration, spending through the vehicle has continued to increase over the past three fiscal years after a dip in 2010. Throughout the life of the contract, various agencies have issued guidance on buying through SEWP, including the Department of Defense, Veteran’s Affairs, Department of the Interior, and NASA. Based on total spending to date, the agencies with the most spending through SEWP IV are as follows: Veteran’s Affairs (25.93%), Defense Department (13.66%), Department of Justice (9.84%), Air Force (6.16%), Navy (6.34%), and NASA (4.55%).

The SEWP contract vehicle will be getting bigger in this next chapter, as both the ceiling value and duration increases. Solutions are also adapting to new technologies and concerns, like cloud computing and supply chain risk management.  In recent years, agencies have leveraged SEWP IV as a vehicle for buying cloud infrastructure. Moving forward, SEWP V will include cloud computing offering, which fall under the “breadth and depth offerings that can be proposed as available components” by vendors in all Groups.


As it’s grown over the years, SEWP has found itself in new role. The program office grew from 15 to 50 people and it’s gotten a higher profile as agencies look to optimize acquisition strategies. Data collection efforts in SEWP V are expected to drive strategic sourcing through analysis of agency buying habits. In a more overt strategic sourcing effort, the SEWP program office was appointed by the Office of Management and Budget (OMB) to lead an effort to streamline and improve agency options for buying laptops, desktops, and other end user devices. In a request for information posted May 20, 2014, industry is asked to field questions about extended warranties, technology refreshment, reporting requirements, and pricing among other topics. (Responses to the RFI are due June 6, 2014.)

The program office anticipates announcing the award for SEWP V on or about mid-August 2014, but vendors can still participate in SEWP V even if they did not submit a proposal. Following the announcement, vendors will have the opportunity to add their products or product services as part of the awarded contracts. Historically, vendors not priming SEWP might find larger contract holders keen to partner as a way of gaining a competitive advantage through innovation, teaming, or socio-economic standing. However, the addition of supply chain security concerns in the next iteration of the contract is likely to make contract holders more cautious about their partnering arrangements. With a ceiling value of $20 billion, the next version of the SEWP contract stands to offer plenty of business opportunities.

Updates and additional information about the opportunity may be found in the GovWin opportunity database (opportunity ID: 82396) as well as through NASA’s SEWP program office.


Originally published in the GovWin FIA Analysts Perspectives Blog. Follow me on Twitter@FIAGovWin.


Targeting Security Improvements through Supply Chain Risk Management

National Aeronautics and Space Administration (NASA) officials started market research over a year and a half ago for the follow-on to a government-wide acquisition contract (GWAC) that supplies federal agencies with information technology products and product-based services. One new aspect of this follow-on is the growing emphasis on IT supply chain risk management.

Since the release of the Request for Proposal (RFP) for the next iteration of the Solutions for Enterprise-Wide Procurement (SEWP) contract in August, NASA’s program office for SEWP has released 12 amendments and extended the submission due date into December.  The security associated with IT supply chains has received increasing attention. On the vendor side, more detail around supply-chains will be disclosed in SEWP V. Information about industry supply-chains will help to clarify the various risks and costs as products move from manufacturers to government customers. Supply-chain risk management considers what technologies agencies are using and evaluates layers of risk from how a product moves from a manufacturer to a customer.

Aligned with the Executive Order released in February, efforts to improve critical infrastructure security have highlighted mitigating security risks introduced through the supply chain. Back in April 2013, the Cyber Security Research Alliance (CSRA) conducted a workshop in collaboration with the National Institute of Standards and Technology (NIST) targeting security for cyber-physical systems (CPS). Cyber-physical systems span applications in critical infrastructure including power and water, industrial systems, emergency management, security systems, and medical devices among others. Among other topics, the workshop participants explored the impact of supply chain on securing CPS. The global market for information and communication technology product manufacturing introduces numerous opportunities for products to be subject to tampering or sabotage. Both insufficient diligence around buyer practices and lack of visibility into the supply chain present challenges for reducing and managing risks.

Recommendations for moving forward included developing supplier reliability and monitoring methodologies. In particular, findings recommend advancing research and development for tools to identify vulnerabilities and corrective measures, reviewing existing practices to improve information sharing and collaboration between suppliers and buyers, building security technology refresh into life-cycle, and leveraging analytics to target potential future failures and counterfeits.

Moving forward, the practices of government contractors are likely to be subject to increasing scrutiny as agencies face growing reporting requirements, demand cost efficiencies, and strive to comply with security mandates.  Past iterations of the SEWP have been leveraged by organizations across the government. With the increased performance period and ceiling value of SEWP V, it’s clear that trend is expected to continue.  In order for vendors to maximize the opportunity, they need to meet the modernized requirements. Deadline for submission to the SEWP V RFP is set for December 16, 2013.

Further perspective on current and evolving government cyber security concerns is available in our latest report: Federal Information Security Market, FY 2013-2018.


Originally published for Federal Industry Analysis: Analysts Perspectives Blog. Stay ahead of the competition by discovering more about GovWinIQ. Follow me on twitter @FIAGovWin.

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