Logistics–Initial contracts included no logistical plans due to the speed with
which they were awarded. award.
The contracts were amended after the initial
Testing–Changes due to testing included additions to product verification testing and plans for successive test phases. These changes were necessary due to the evolving nature of the test and evaluation master plan (TEMP).
ECPs–All ECPs were executed as a form of letter contract or UCA, meaning the contractors were awarded a contract for immediate production with all cost and pricing data agreed to as a “not-to-exceed” amount. This amount had to be definitized or finalized at a later specified date.
Sustainment for the MRAP program was initially contracted from each manufacturer through a contractor logistics support (CLS) agreement to include parts and field service representatives (FSRs). Within a short amount of time, the requirement for the number of MRAPs grew from 1,185 to 4,066 vehicles, and then again quickly changed to 7,774. With projections of an eventual requirement for more than 10,000 MRAPs, the JPO realized by the early summer of 2007 that a pure CLS approach would not be feasible given the widely decentralized operations in Iraq. This necessitated contract renegotiations for factors such as Engineering Data for Provisioning (EDFP) and cross-training of FSRs to work on all vehicle variants as the strategy changed to reflect a
hybrid/organic approach to sustainment.
Vehicle modifications dealt mostly with GFE initially.
As GFE packages
stabilized, modifications required during integration were incorporated at the manufacturer level, streamlining the integration effort. For example, IMG vehicles initially took up to four days for a full GFE integration, making it one of the most time-
intensive integration requirements. IMG implemented approximately 30 ECPs
interaction with SPAWAR, the GFE approximately four hours per vehicle
integrator, reducing the integration
based on time to program