Top 5 Contract Vehicles to Pursue in 2026

2025 marked a pivotal shift in how federal contracting operates. Widespread administrative changes, an ongoing FAR overhaul, heightened compliance expectations, and the continued rollout of CMMC collectively reshaped the acquisition landscape. Federal contractors found themselves navigating an environment defined by tighter controls, faster procurement timelines, and increased scrutiny of vendor readiness.

One of the most consequential developments during this period was the federal government’s accelerated reliance on contract vehicles. Agencies increasingly favored established vehicles to streamline acquisition, reduce risk, and ensure compliance, making access to the right vehicles a decisive competitive advantage. As we move into 2026, contract vehicles are no longer optional growth enablers; they are foundational to federal market entry, pipeline stability, and long-term scalability.

This blog outlines the top five contract vehicles federal contractors should prioritize in 2026, based on procurement trends, agency usage patterns, and evolving acquisition strategies.

1. The OASIS+ “On-Ramp”: Phase II, New Domains, and Continuous Entry

Introduction and Overview

In the fast-evolving landscape of federal procurement, few contract vehicles have generated as much anticipation and opportunity as the General Services Administration’s (GSA) OASIS+. As the government’s premier solution for non-IT professional services, OASIS+ has already established itself as a “Best-in-Class” vehicle. But with the recent transition to Phase II, the stakes have just been raised.

On December 18, 2025, GSA officially signaled the expansion of the program, introducing five critical new domains and cementing a timeline that re-opens the solicitation on January 12, 2026. For contractors, this is no longer just a waiting game; it is an immediate call to action. Whether you are an incumbent looking to expand your scope or a new vendor aiming for a spot on the coveted “continuous on-ramp,” the next few weeks will define your access to billions in future task orders.

Contract Scope: 

With the addition of the 5 new domains, here is the list of all the domains under OASIS+: 

1. Technical and Engineering
2. Research and Development
3. Management and Advisory
4. Environmental
5. Intelligence Services
6. Enterprise Solutions 
7. Facilities Services
8. Logistics
9. Business Administration – New
10. Financial Services – New
11. Human Capital – New
12. Marketing and Public Relations – New
13. Social Services – New

Latest Developments and Timelines

Here is the latest on the OASIS+ ramp, the new domains, and the immediate steps you must take to secure your spot.

 1. The “Ramp” Explained: Continuous Entry vs. Traditional On-Ramps

In legacy contracts (like the original OASIS), an on-ramp was a specific event that happened once every few years. OASIS+ is different. It utilizes a Continuous Open Solicitation model.

• What this means: Once the solicitation re-opens on January 12, 2026, it stays open. There are no “closing dates”.
• The Benefit: You can submit a proposal whenever you are ready. If you don’t have the past performance today, you can wait six months, gain experience, self-score again, and then submit.
• The Strategy: While the door stays open, the “early bird” advantage still applies. Getting on the ramp in January ensures you are eligible for the first wave of task orders under the new Phase II domains.

2. The Latest Update: What Happened in December 2025?

On December 18, 2025, GSA released a critical “Pre-Amendment #8 Notice.” This notification effectively cleared the path for Phase II. Here is the breakdown of the major changes: 

• The Ramp Widens: 5 New Domains Added: The most significant update is the expansion of the contract scope. GSA has added five new “lanes” to the OASIS+ highway, bringing the total to 13 Domains.
• Draft Scorecards Released (Attachment J.P-1): GSA has released DRAFT scorecards for all 13 domains on SAM.gov. You don’t have to guess if you qualify. You can download Attachment J.P-1 right now and calculate your score. If you are targeting a new domain like “Human Capital,” use the draft scorecard to identify which projects yield the highest points before the official portal opens in January.

3. How to Navigate the On-Ramp (Step-by-Step)

The process differs slightly depending on whether you are already on the vehicle or brand new to OASIS+.

Scenario A: You are an Existing OASIS+ Contract Holder

• The Goal: You want to add one of the new domains (e.g., Marketing) to your existing contract.
• The Hurdle: You cannot simply bid on the new domain yet.
• Immediate Requirement: You must sign the Bilateral Modification sent to your Corporate Contract Manager (COCM).
• Deadline: This modification must be signed in DocuSign by January 12, 2026.
• Next Step: Once the mod is signed and the solicitation re-opens (Jan 12), you can submit a modification request to add the new domains to your contract.

Scenario B: You are a New Vendor (Not on OASIS+ yet)

• The Goal: You want to win a spot on OASIS+ for the first time. 
• The Strategy: 
  • Map Your Projects: Review the 13 domains and map your past performance to the specific NAICS codes and “Function” definitions in the draft solicitation. 
  • Self-Score: Download the draft J.P-1 Matrix from SAM.gov. Be conservative with your scoring—GSA will validate every point. 
  • Prepare for Jan 12: Have your “Qualifying Project” documentation ready. As soon as the solicitation opens on January 12, 2026, you can begin your submission in the Symphony portal. 

4. Strategic Advice: Don’t Mistake “Continuous” for “Later”

A common mistake contractors make with continuous on-ramps is complacency.

Why you should act now:

• The “Flood” Factor: GSA expects a massive influx of proposals in January/February 2026. Submitting early puts you in the queue for evaluation sooner. 
• Task Order Availability: Agencies have been waiting for these new domains (especially Human Capital and Finance). They likely have RFPs ready to drop as soon as the domains are awarded. If you aren’t on the ramp, you can’t bid.

Read More: OASIS+ Phase II: Key Updates and Insights for Contractors

2. SOFGSD

Overview

The Special Operations Forces Global Services Delivery (SOFGSD) contract is a multiple-award, total small business set-aside IDIQ sponsored by U.S. Special Operations Command (USSOCOM) to provide enterprise-wide professional, technical, and mission-support services across the global SOF enterprise. SOFGSD is intended to replace legacy SOF professional services vehicles and consolidate a wide range of support requirements under a single, flexible contract structure. The vehicle is designed to support USSOCOM Headquarters, Component Commands, Theater Special Operations Commands (TSOCs), and subordinate units operating in both CONUS and OCONUS environments. Awards under SOFGSD will be made using a Highest Technically Rated Offer (HTRO) methodology with a fair and reasonable price determination. This signals USSOCOM’s clear intent to prioritize technical capability, operational relevance, and execution maturity over lowest price. The solicitation remains in draft form, with the final RFP currently anticipated in Q2 FY2026, providing industry additional time to prepare, but also raising expectations for proposal quality and compliance.

Scope

SOFGSD’s scope is intentionally broad, allowing USSOCOM to rapidly issue task orders for mission-critical support across a wide range of functional areas. Specific requirements will be defined at the task-order level, but the IDIQ SOW establishes the following core service areas:

• Education and Training Services: Curriculum development, instruction, language and cultural training, translation services, exercises, and mission rehearsal support.
• Management Support Services: Strategic planning, administrative and organizational support, analysis, reporting, and advisory services that enable operational and enterprise decision-making.
• Program Management: Program execution support, operational planning assistance, acquisition lifecycle support, and coordination with USSOCOM leadership and stakeholders.
• Engineering and Technical Services: Systems engineering and technical management support for USSOCOM programs, projects, test facilities, and physical structures; engineering and technical documentation development; technical analysis, evaluation, validation, and testing; data management support; development of plans, architectures, frameworks, and technical guidance; research, studies, and analytical assessments; operations and support development analysis; subject matter expertise; and test and evaluation (T&E) support, including modeling, simulation, and performance assessment.
• Professional Services: Intelligence and operational planning support; HUMINT, GEOINT, and information operations; civil affairs and military information support operations; mission and preparedness planning; exploitation support; signature reduction and theater operational support; strategic communications; multimedia production; television and broadband network content development; public affairs and processing support; and deployable historian expertise in support of CONUS and OCONUS operations.
• Administrative and Mission-Enabling Services: Logistics-related support, communications, intelligence support functions, and other services that underpin SOF readiness and operations.

Task orders may vary significantly in size, duration, contract type, and geographic reach, enabling participation by both emerging and established small businesses—provided they can meet USSOCOM’s security and performance requirements. 

Benefits for Small Businesses

SOFGSD is structured to provide meaningful access for small businesses, but it is not a “low-bar” vehicle. Firms that benefit most will be those that are ready to operate at SOF speed and scale.

• Total Small Business Set-Aside: SOFGSD is reserved exclusively for small businesses under the applicable NAICS code (anticipated to be 541611). This limits competition to similarly sized firms while still allowing robust teaming strategies.
• HTRO Evaluation Rewards Capability: Because awards are based on technical merit rather than price competition alone, small businesses with deep, relevant experience and disciplined execution models can compete effectively—even against highly experienced peers.
• Broad and Sustained Task Order Potential: USSOCOM’s global footprint and diverse mission requirements create sustained demand for services across headquarters, components, and TSOCs. SOFGSD is positioned as a long-term access point to that demand.
• Structured, Transparent Proposal Framework: The draft RFP clearly defines proposal volumes, self-scoring mechanics, work sample requirements, and evaluation criteria. While demanding, this transparency allows prepared firms to compete strategically rather than guess at government priorities.
• Time to Prepare—With Expectations Rising: The extended draft period gives small businesses time to strengthen teaming arrangements, validate security posture, refine work samples, and ensure compliance with updated requirements such as CMMC Level 1 self-assessments.

Latest Developments

USSOCOM’s release of Amendment 03 represents a pivotal shift from conceptual draft language to precision-driven requirements. The changes directly affect eligibility, compliance risk, and self-scoring strategy. 

Government Use of AI in Proposal Evaluation:

The Government has disclosed that it may use AI tools to assist with proposal review activities such as compliance checks and identification of strengths or risks. However, all evaluation judgments and source-selection decisions will remain human-driven, and safeguards are in place to protect proprietary information.

Proposals must be exceptionally clear, internally consistent, and well-structured. Poorly substantiated self-scores or ambiguous narratives introduce unnecessary risk.

Joint Ventures and Mentor-Protégé Teams: Eligibility Clarified:

Amendment 03 clarifies that both the mentor and the protégé in a Joint Venture must possess a Top Secret Facility Clearance at the time of proposal submission. In addition, JV proposals must include both the approved SBA mentor-protégé agreement and a signed JV agreement defining roles and responsibilities.

Some JV strategies that appeared viable under earlier drafts may no longer be eligible. Teams that meet these clarified requirements, however, benefit from reduced ambiguity and protest risk.

Self-Scoring Matrix: Less Flexibility, More Precision:

USSOCOM refined the self-scoring instructions and categories, making clear that accuracy and substantiation are as important as experience. Updates include:

• Explicit Tier 1 and Tier 2 work sample definitions, with compliance consequences for misapplication.
• Adjusted scoring mechanics to ensure JV protégé primes can achieve scoring parity with small business primes.
• Revised geographic concurrency rules (city-based rather than state-based).
• Updated hiring, transition, and retention calculations, including a longer retention measurement period.

Self-scoring is now a high-risk, high-reward exercise. Precision matters, and errors can lead to disqualification. 

SOW and Program Management Expectations:

The SOW now requires contractors to assign a corporate-level IDIQ Program Manager and participate in annual Program Management Reviews. The removal of prescriptive Program Manager qualification tables provides flexibility but shifts responsibility squarely to the contractor to demonstrate governance maturity. 

Labor Category (LCAT) Refinements:

Amendment 03 refines LCAT titles, experience thresholds, and duty descriptions to better align with real SOF operational environments. Several roles now include clearer experience definitions tied to TSOCs, SOF Component HQs, and senior operational planning functions.

Resume mapping and labor alignment must be deliberate. Experience that once appeared acceptable may no longer meet clarified standards.

SOFGSD is a high-value opportunity, but it is not designed for casual bidders. USSOCOM is signaling, through Amendment 03 and the HTRO framework, that it expects disciplined proposals, mature organizations, and verifiable operational credibility.

For small businesses that: 

• Hold a Top Secret Facility Clearance,
• Can substantiate relevant, scalable performance, and
• Are willing to invest in proposal precision and compliance discipline

SOFGSD offers long-term access to mission-critical work across the global SOF enterprise. For others, the draft period is a clear signal to reassess readiness before bidding, not after.

Also Read: Everything You Need to Know about Special Operations Forces General Services Delivery (SOFGSD)

LOGCAP VI 

Overview

The U.S. Army is undertaking a massive strategic pivot in how it delivers global logistics and sustainment. With the upcoming Logistics Civil Augmentation Program (LOGCAP) VI, the Army intends to consolidate its major contracted logistics programs, LOGCAP, the Army Pre-Positioned Stock (APS) program, and the Enhanced Army Global Logistics Enterprise (EAGLE) program into a single, unified platform.

For government contractors, this is more than just a recompete; it is a fundamental restructuring of an estimated $82 billion market. If you are targeting LOGCAP VI, the time to shape your capture strategy is now. Based on the latest industry engagement documents and Requests for Information (RFIs), here is everything you need to know to prepare.

The Strategic Shift: Consolidation and “Setting the Theater”

The Army Sustainment Command (ASC) is restructuring to align with the “evolving dynamics of the Department of War” and the modern operational landscape. The core hypothesis of LOGCAP VI is the consolidation of three massive, distinct efforts (LOGCAP, APS, and EAGLE) into one umbrella.

This consolidation aims to provide a “scalable sustainment capability” that enables freedom of action and extended operational reach for commanders.

Contract Scope – What is within the scope of LOGCAP VI

The scope of LOGCAP VI is immense, designed to support “externally driven operational requirements” with rapid contingency solutions. By combining legacy programs, the Army is looking for vendors who can manage a vast array of services across multiple sites with varying complexity.

The required services include, but are not limited to:

• Engineering & Facilities: Minor construction, refurbishment, roads and grounds maintenance, perimeter fencing, and well maintenance.
• Base Life Support: Billeting, laundry operations, food service operations, janitorial services, and Morale, Welfare, and Recreation (MWR) support.
• Logistics & Supply Chain: Supply Support Activity (SSA), Class I and III yard operations, material handling equipment (MHE) operations, and container/cargo management.
• Transportation: Theater transportation, movement control, transportation motor pool operations, and airfield operations & management.
• Specialized Services: Power generation, water production, HAZMAT management, vector & pest management, and fire fighting & protection services.

This comprehensive scope underscores the need for prime contractors to have deep, diversified capabilities or robust teaming arrangements to cover every functional area.

Expected Evaluation Criteria and Contract Structure

The New Structure: East vs. West SATOCs

Unlike previous iterations that might have used multiple providers in the same region, the Army envisions awarding two massive Single Award Task Order Contracts (SATOCs) for large businesses, split by hemisphere.

• SATOC 1 (East SSA): Covers NORTHCOM (East), EUCOM, CENTCOM, and AFRICOM.
• SATOC 2 (West SSA): Covers NORTHCOM (West), INDOPACOM, and SOUTHCOM.

This “winner-take-all” approach for each hemisphere increases the stakes dramatically. Large primes must demonstrate the ability to handle the entire “East” or “West” Strategic Support Area (SSA).

The Small Business Opportunity

The Army has clarified that small businesses will play a vital but distinct role. While large businesses battle for the global SATOCs, the Army plans to award Multiple Award Task Order Contracts (MATOCs) specifically set aside for NORTHCOM CONUS Small Business requirements.

Furthermore, the large business SATOCs will emphasize “enhancing subcontract opportunities for small businesses,” making teaming strategies critical for mid-tier and niche firms.

Expected Evaluation Criteria

Based on the recent industry engagement questions reveal exactly what the Army is worried about and how they intend to evaluate bidders.

1. Highest Technically Rated Offer (HTRO)

The Army is actively considering a Highest Technically Rated Offer (HTRO) evaluation method using a Self-Scoring Matrix. This moves the evaluation away from subjective reading and towards objective, verifiable metrics. If you cannot substantiate a high score with hard data, you may be eliminated early. 

2. Innovation vs. Cost

There is a tension in the acquisition strategy. The Army acknowledges industry feedback that innovation is often stifled because evaluations ultimately boil down to “cost/price”. They are specifically asking contractors how to structure the evaluation to allow for a “true trade-off where cost/price isn’t ultimately the deciding factor. 

3. Scenario-Based Oral Presentations

Expect to be tested live. The Government is considering scenario-based oral presentations as an evaluation factor. They want to know if this approach is feasible and how to incorporate your oral responses into the final contract to ensure enforceability.

Latest Developments and Timelines

It is critical to stay updated on the shifting schedule. While initial engagements were planned for late 2025, recent updates indicate the Industry Engagement has been rescheduled for January 26–28, 2026, due to government delays.

• Industry Engagement: January 26–28, 2026.
• Solicitation Release (Est.): June 2026.
• Award Date (Est.): February 2027.

Next Steps for Contractors

With the solicitation process moving forward, your immediate focus should be:

1. Assess Your Financial Health: The emphasis on “upfront costs” and “financial stability” suggests the Army is worried about contractor cash flow during massive surges. Ensure your credit lines and DCAA-approved accounting systems are ready.
2. Refine Teaming Agreements:
   • Large Businesses: You need robust small business subcontracting plans to meet the “enhanced subcontract opportunities” requirement.
   • Small Businesses: Target the NORTHCOM CONUS MATOCs and aggressively market your niche capabilities to the likely SATOC primes.
   • Prepare for HTRO: Start building your internal “scorecard.” Specific experience, certifications, and “breadth and depth” in services will likely translate directly to points.

Also Read: LOGCAP VI – What Federal Contractors Need to Know About the Army’s Global Logistics Support Program

Community Care Network Next Generation (CCN Next Gen) Medical Network

Overview

The Community Care Network (CCN) Next Generation Medical Network is a major Department of Veterans Affairs (VA) indefinite-delivery/indefinite-quantity (IDIQ) contract vehicle designed to transform how the VA purchases community-based health care services for Veterans. The CCN Next Gen effort builds on lessons from earlier CCN contracts and the MISSION Act to ensure that Veterans can access the care they need, whether inside VA facilities or through a broad network of licensed non-VA providers, with quality, timeliness, and choice at the center of delivery.

Authorized under 38 U.S.C. § 8153 (Sharing of health-care resources), this acquisition will establish a suite of multiple-award IDIQ contracts to support the delivery of medical, surgical, complementary, and integrative care, durable medical equipment (DME), pharmacy services, and other health care needs that align with the VA’s mission to serve Veterans.

The contract structure is expected to be multiple-award and competitively sourced, encouraging participation from qualified vendors of all sizes, including small businesses, and enabling VA to issue competitive task orders throughout the contract life.

Scope

The CCN Next Gen Medical Network is designed to provide a comprehensive range of health care and supporting services to meet the Veterans Health Administration’s (VHA) mission needs. Key components of the scope include:

• Network Establishment & Maintenance: Build and maintain a national network of licensed health care providers and practitioners for a full spectrum of medical, surgical, and ancillary services.
• Service Delivery: Facilitate delivery of services that drive quality, efficiencies, cost savings, and positive Veteran experiences.
• Regulatory Compliance: Ensure compliance with applicable Federal, State, and local regulations and contract requirements.
• Veteran-Centric Services: Support coordination of care, claims processing, adjudication, reimbursement submission, eligibility data management, and other administrative processes that enable seamless delivery of care.

The contract will enable VA to issue task orders covering the following task areas:

Phase-in of CCN Next Gen will replace legacy CCN contracts and is planned alongside broader VHA organizational changes, including consolidation of regions into two larger service areas (East and West) to streamline operations and oversight.

Evaluation Criteria

The CCN Next Generation Medical Network RFP establishes a best-value tradeoff evaluation approach. Proposals will be evaluated based on the Government’s assessment of how well offerors demonstrate the capability to deliver high-quality, timely, and compliant Community Care Network services in support of the Veterans Health Administration.

The evaluation will consider technical and management capabilities, including the offeror’s approach to executing the Performance Work Statement task areas, managing complex nationwide health care operations, and ensuring compliance with VA requirements for quality, access, data protection, and program integrity. The Government will evaluate the realism, feasibility, and effectiveness of the proposed solution rather than simply compliance with minimum requirements.

The evaluators will also check the offeror’s ability to maintain and manage provider networks, coordinate care, process claims accurately and timely, protect sensitive Veteran information, and support clinical quality and patient safety objectives. Past performance will be assessed to determine the likelihood of successful performance based on relevant prior experience supporting large-scale health care delivery or administrative services.

Price will be evaluated for reasonableness and realism, but award will not based on lowest price alone. Instead, the VA will conduct a tradeoff analysis to determine which proposal represents the best overall value to the Government, consistent with the objectives of quality care delivery, efficiency, and positive Veteran outcomes.

Benefits for Small Businesses

While CCN Next Gen is a large, enterprise-scale VA acquisition, its structure and execution model create meaningful and sustained participation opportunities for small businesses, particularly through teaming, subcontracting, and network support roles.

• Multiple-Award IDIQ Structure: A multiple-award IDIQ model increases the number of contractors eligible to support community care delivery, reducing reliance on a single regional provider and expanding opportunities for diverse industry participants across the life of the contract.
• Task-Order Level Opportunities: The work under CCN Next Gen will be executed through task orders, where small businesses can participate as subcontractors or niche solution providers across clinical, administrative, operational, and technical service areas.
• Subcontracting and Network Participation Pathways: The scale and complexity of CCN Next Gen require extensive provider networks and supporting services, including care coordination, utilization management, claims processing, medical documentation, customer service, IT, analytics, training, and quality management. These requirements create sustained subcontracting and network participation opportunities for qualified small businesses.
• Veteran-Focused and Specialized Capability Alignment: Small businesses with strengths in Veteran-centric care models, specialty medical services, rural or underserved area coverage, data management, program integrity, and clinical quality support can offer differentiated value to prime contractors seeking compliant, mission-aligned solutions.
• Long-Term Program Stability: As the VA’s next-generation replacement for legacy Community Care contracts, CCN Next Gen is intended to support long-term delivery of community care services, providing small businesses with a more predictable pipeline of subcontracting and partnership opportunities rather than short-term, transactional engagements.
• Geographic and Specialty Diversity Needs: Delivering community care nationwide requires coverage across urban, rural, and highly specialized care environments. Small and mid-sized businesses are often critical to filling geographic gaps and specialty niches that large national organizations cannot efficiently serve alone.

Latest Developments

RFP Released for CCN Next Gen:

On December 15, 2025, the VA released a new Request for Proposals (RFP), aiming to improve health care choice and quality for Veterans over the next decade by moving to a modernized IDIQ multiple-award structure.

The new contracts are expected to introduce:

• More Choices for Veterans by allowing multiple national and regional health plans to compete.
• Improved Quality of Care with standards aligned to industry best practices.
• Enhanced VA Oversight through better data and technology integration.
• Contract Flexibility, permitting issuance of multiple competitive task orders and off-ramping underperformers.

The CCN Next Gen Medical solicitation is open with a close date of March 16, 2026 and includes a pre-bid meeting on January 21, 2026, demonstrating VA’s focus on stakeholder engagement before proposals are due.

Regional Reorganization:

Under updated VA strategy, the existing five CCN regions may be consolidated into two major Next Gen regions (East and West) to streamline management and expand reach, potentially covering 50 states and territories across both networks.

These developments signal a major modernization of Veteran community care contracting, emphasizing enhanced quality, choice, and oversight while opening significant federal contracting opportunities across the health care services sector.

Marketplace for the Acquisition of Professional Services (MAPS)

Overview:

After a lull of almost a year, there has been positive activity on the MAPS Contract Vehicle. MAPS is a new Multiple Award Indefinite-Delivery Indefinite-Quantity (IDIQ) contract designed to provide streamlined access to professional services for Army customers, Program Executive Offices (PEOs), DoD agencies, and other federal agencies. This contract vehicle combines the ACC-APG’s Responsive Strategic Sourcing for Services (RS3) and the CHESS’ Information Technology Enterprise Solutions – 3 Services (ITES-3S) contract vehicles. The estimated value of MAPS is $50 billion, presenting a significant opportunity for businesses in these fields to benefit and deliver quality services to various agencies. MAPS will be the Army’s single source for professional services while providing multiple North American Industry Classification System (NAICS) codes to ensure acquisition categories best align with requirements. The new contract also aligns with the Army’s ongoing digital transformation and efforts to implement Agile throughout the acquisition process.

Scope:

MAPS covers a wide range of knowledge-based support services that include: 

1. Technical Services: Engineering, logistics, manufacturing readiness, technology insertion, integration, and interoperability.
2. Research, Development, Test & Evaluation (RDT&E) Services: Basic research, applied research, experimental/developmental research, modeling and simulation, prototyping and fabrication support, and exploratory research.
3. Management and Advisory Services: Acquisition and strategic planning, financial services, training services, education services, program management, quality assurance, and risk management.
4. High-Level IT Services: Intelligent Automation, cloud services, component framework, big data and analytics, quantum computing, business process reengineering, network/systems operation and maintenance, integration and consolidation, cybersecurity, and telecommunications.
5. Low-Level IT Services: Help desk support, independent verification and validation, IT supply chain management, IT management services, business process reengineering, network/systems operation and maintenance, and general IT services.

Benefits of MAPS for Small Businesses:

In the earlier communications, the agency had clearly defined that they intend to make 100 awards in total, 20 per Domain, and each domain has small business reserve requirements. For small businesses, it will be a great opportunity to provide services that include various information technology (IT) and engineering services ranging from technical services like engineering and manufacturing readiness to research, development, testing, cybersecurity, cloud services, helpdesk services, and more.

Latest Developments on MAPS:

On 22nd December 2025, the Contracting Office released a Modification. The purpose of the Modification was to announce that the in-person portion of the Industry Day scheduled for January 28, 2026, is at capacity and that no more in-person registrations will be accepted. The Industry Day scheduled for January 28, 2026, can be attended both virtually and in person. Attendance is voluntary and is not required to propose to any potential solicitation. Registration for the Industry Event will close at 5:00 PM ET on January 23, 2026.

On December 19, 2025, the Contracting Office released a Modification. The purpose of the Modification was to announce that the Government has decided to proceed with the MAPS acquisition. The government will host an upcoming industry event scheduled for January 28, 2026, both in-person and virtual. The presentation is intended to provide information to industry and government without the promise of a current or future contract. Attendance is voluntary and is not required to propose to any potential solicitation. Registration for the Industry Event will close at 5:00 PM ET on January 23, 2026.

Also Read: MAPS Contract Guide: Key Insights for IT and Professional Services Businesses

Going after these contract vehicles can be complex and time-consuming, especially for small businesses. Our team here at iQuasar simplifies the process for you. We have supported and continue to support small businesses bidding on complex contract vehicles such as MDA SHIELD, SEWP VI, OASIS+, and other IDIQs and GWACs. We are constantly tracking updates to these contract vehicles. Our team of experts will supervise the entire process by helping you evaluate your eligibility, increase your readiness levels, prepare a custom-made proposal development strategy for your firm’s unique requirements, and create a high-quality and compliant response to help you win. Please feel free to contact us at [email protected]