History of SeaPort

In late 2002 Admiral Vernon Clark, then Chief of Naval Operations, laid out a strategic framework for 21st century naval warfare in the form of “Sea Power 21”. This formal vision emphasized the importance of network centric operations in future combat environments and the vital role of deployed Navy ships, submarines, and aircraft in the many regional conflicts around the globe. It provided a modern framework for Navy warfighters in the increasingly joint operational environment.

Essential to the success of Sea Power 21 is the effective acquisition and integration of state-of-the-art networking and information technology into existing Navy platforms. SeaPort-e establishes the acquisition framework necessary to provide our nation’s Navy with the right equipment, in the right amount, and at the right time.

Team LAI

Team LAI’s nationwide footprint has qualified professionals ready to assist Navy and Marine Corps in maintaining highly efficient and cost effective operations. Through application of a strong program management approach, heavily reliant on quality control and quality improvement, the functional areas below can be well executed for every task order awarded Team LAI. Combined, our companies represent centuries of professional expertise and business acumen, which we will leverage as strong stewards of your limited resources.

12    Information System (IS) Development, Information Assurance (IA), and Information Technology (IT) Support.

16    Logistics Support

17    Supply and Provisioning Support

18    Training Support

20    Program Support

21    Functional and Administrative Support

22    Public Affairs and Multimedia Support

Team LAI provides support to the following Zones:

Zone 1 Northeast
Zone 2 National Capital
Zone 4 Gulf Coast
Zone 6 Southwest

Technical Point of Contact
Daniel E. Froggett

Contractual Point of Contact
Daniel G. Center
Contracts Officer

2760 Eisenhower Ave Ste 202
Alexandria, VA 22314
Phone: 703.317.9800
Fax: 703.317.9806

Team Members


point of contact
Daniel E. Froggett

2760 Eisenhower Ave Ste 202
Alexandria, VA 22314

Founded in 1986, Logistics Applications Inc. (LAI) has built an excellent reputation for fairness and integrity, and a sustained performance record. We are a Service Disabled Veteran Owned Small Business (SDVOSB) focused on enabling the operational success of the clients we serve. LAI has established itself as a leader among technical services firms. Our clients have come to rely on LAI for high-caliber personnel, low employee turnover and our ability to stay abreast of the latest technology. We have access to industry experts and assign experience management personnel with specialized technical expertise to manage each project. With a focus on acting as good stewards of our clients’ every shrinking resources and creating jobs with stability and good benefits, we work side-by-side with our clients to create a mutually beneficial contract relationship. Our business acumen is applied to the following areas:

  • Supply Chain Management

  • Facilities Management

  • Operational Support

  • website

    point of contact
    John A. Moore III

    American Commercial Group, Inc.
    P. O. Box 5763
    Bethesda, Maryland 20824

    American Commercial Group, Inc., is a Service Disabled Veteran Owned Small Business that has been in business for over 20 years. Founded by Lt. Colonel James M. Tully, ACG’s early concentrations were in real estate services. The company was re-designated by the CVE in 2011 with a new business model to provide facility services and IT support. Our core capabilities include:

  • Facilities Management

  • Managed Services

  • IT Infrastructure

  • Cyber Operations and Information Assurance

  • IpTL

  • website

    point of contact
    Mark Schnurr

    Bravo! Facility Services, Inc.
    2000 N. 14th Street
    Arlington, Virginia 22201

    BRAVO! is one of the largest, privately-held facility service and outsourcing companies in the country. BRAVO! provides housekeeping, healthcare EVS, mechanical maintenance, electrical contracting and additional facility support and outsourcing activities. The Company is headquartered in Green Brook, New Jersey and operates branch offices in Arlington, VA, Charlotte, NC, Bentonville, AR and New Castle, DE. BRAVO! is Ranked No. 32nd Largest Woman-Owned Business in the U.S. Capabilities include:

  • Contract Cleaning Services

  • Floor Carpet Care Services

  • Natural Stone Restoration Services

  • Mechanical and Environmental Cleaning and Design

  • Upholstery Cleaning

  • Construction Cleaning Services/Building Commissioning Cleaning

  • Mailroom Services

  • Partnership Services: Window Cleaning, Power washing, Painting, Warehouse Cleaning

  • website

    point of contact
    Alan Pryor

    Henderson Group Unlimited, Inc.
    2760 Eisenhower Ave., Ste. 250
    Alexandria, Virginia 22314

    The Henderson Group (HG) is a successful, rapidly growing 8(a) small business firm. We have a decade of experience providing professional, administrative and management support services to federal, state, and local government clients and private organizations. Since the company’s inception, we have provided clerical, management consulting, financial management, travel management, logistics management and mail services to a diverse mix of government and commercial clients.


    point of contact
    Alan Pryor

    Lionel Henderson & Company, Inc.
    4827 Laguna Park Drive, Ste. 3
    Elk Grove, California 95758

    Lionel Henderson & Co., Inc. (LH) provides management consulting, financial management, and office support services to our clients. Since 1986, the firm has provided technical solutions, management expertise, and the corporate flexibility to satisfy the needs of a diverse mix of government and commercial clients. In the past 20 years, we have developed a reputation for delivering quality services and products to customers whose success depends on the ability to meet schedules, control costs, and improve performance. As an ISO 9001:2008 certified and veteran-owned business, LH provides high quality consulting, financial/accounting services and administrative support at a reasonable price.

    Quality Assurance

    The objective of our Quality Control Plan (QCP) is to ensure that the processes used during the performance of this contract effort are fully documented, understood, and implemented to achieve outstanding performance. The QCP also provides focus on customer feedback and guidance to enhance and optimize service delivery for all customer services. These processes and procedures are specifically designed to build quality into all of our activities. They represent proven methods to prevent process, product, and service errors and to identify and correct errors that do occur.

    The following quality control tools will be utilized to guarantee top quality service and adherence to all parameters outlined in the contract. Full implementation of these tools requires participation and assessment by the client to ensure a full range evaluation is completed.

    Monthly Meetings and Regular Performance Metric Surveys (RPMS) Regular meetings with the COR are necessary to communicate needs and changes and to evaluate performance. Using the stop light rating system-red, yellow, green-the PM reports on the status of various outlined tasks and rates them by color based on ability to complete and address any challenges that might exist. The meetings establish an open and honest line of face-to-face communication and allow the COR to efficiently suggest alterations to procedures to better fit the needs of the organization. The metrics defined in the QCP will be the foundation of RPMS evaluations, which will be presented graphically and numerically at the monthly meetings. Baseline performance requirements and random work product inspection schedules will be established by the CO/COR and will use appropriate industry standards. Simplistic in nature, powerful in practice, the RPMS program has evolved over the years from simple face-to-face conversations to a defined metrics system for evaluating quality performance.

    Contract Performance Assessment Report (CPAR). Inspired by the DoD model, we use an annual tool for contract evaluation. The CPAR outlines expectations of the contract and identifies best practices and areas for improvement. Completing the report on an annual basis establishes documentation of trends in performance and whether improvements have been made in problem areas. To make the process as efficient as possible, we first write a narrative self-evaluation covering all subject matter areas. We will submit this narrative to the COR for review and concurrence, to make sure we are “on the same page.” Internally, we require onsite managers and other key personnel to maintain quarterly updated draft versions of CPARs.

    Training. We are committed to the professional development of our staff. We invest significantly in the development of contract leads because they are the chief representatives of the company at each project site. Each quarter staff participate in professional development training that covers topics including management, leadership, communication, project management, policies/processes, human resources, safety, security, and best practices. This training is accomplished without impact to the regular operation of contract duties. Training is provided in face-to-face and online formats to accommodate PMs at various locations. General staff training is conducted at regular intervals to maintain security vigilance, general human resources concerns, and current industry standards. Training schedules are created quarterly based on the performance metrics gathered in an effort to increase quality production in every functional area of the contract. Employees are provided opportunities to request training and are encouraged to suggest new approaches that may benefit both the company and the government financially.

    Standard Operating Procedure (SOP) Review. Having SOPs is essential to regular operations, but they must be utilized and regularly reviewed to be completely effective. Functional area leads will review SOPs monthly for any area that is not demonstrating quality performance to ascertain if there are any procedural hindrances. Individual SOP review is conducted as needed and the PM is responsible for an annual audit of all SOPs.

    Fundamental to a strong quality control program is the safe completion of tasks. Personnel safety, facility safety, and property safety must be insured to reach appropriate performance quality levels. Team LAI’s comprehensive safety plan emphasizes a “no incident” work place, reducing client risk. A detailed safety plan and implementation schedule will be provided to the COR for each awarded task order.

    Employee attire reflects on both the client and the contractor. Team LAI requires all employees to be uniform in appearance, wearing clean, pressed, and professional clothes. Personal Protective Equipment is worn on an as needed basis. Any employee not wearing appropriate attire will not be permitted on the worksite until proper attire has been acquired. Proper clothing is essential for a professional and safe work environment.

    Team LAI is committed to working collaboratively with all of our customers. The regular meetings established in our quality control plan and the open communications from kick-off through closeout of task orders will ensure that the needs of the Navy and Marine Corps are identified, understood, and met. Annual level of effort and SOP audits will create an additional level of communication between Team LAI and our task clients to further clarify our task objectives and how they best assist in meeting organizational mission aims.

    The cornerstone of our management approach structure is risk management. Strong staff recruiting practices, extensive evaluation tools, and constant process reviews are designed to provide ongoing risk mitigation. With continuity of operations and cost effectiveness as our drivers, we seek to remove any barrier to contract success. From the simplest to the most complex of contracts, we find establishing baseline, universal requirements through our management approach assures desired result levels. Our PMs are thoroughly versed in issue resolution escalation procedures as a part of risk mitigation training.

    Task Order Documents

    • There are currently no active or archived task orders on this contract.