Matthew R. Williams

Matthew Williams serves as the Program Point of Contact for the Centers for Disease Control and Prevention, playing a critical role in aligning procurement activities with the agency’s public health mission. He facilitates the acquisition of scientific, logistical, and operational support services essential to disease surveillance, laboratory diagnostics, and emergency response initiatives. While not a contracting officer, Williams acts as the primary liaison between program teams and procurement specialists, ensuring that acquisition requirements reflect technical needs in epidemiology, biodefense, and public health infrastructure. His work directly supports the lifecycle of contracts for vaccines, diagnostics, and data analytics tools critical to national health security. Williams maintains consistent working relationships with leading pharmaceutical and medical distribution entities, including Merck Sharp & Dohme LLC, GlaxoSmithKline LLC, Pfizer Inc., Sanofi Pasteur Inc., and McKesson Specialty Distribution LLC. These partnerships typically involve the procurement of biologics, vaccine distribution systems, and cold-chain logistics services essential for national immunization and outbreak response programs. His engagement is characterized by long-term, mission-driven collaboration rather than transactional procurement, emphasizing regulatory compliance, supply chain resilience, and product safety standards. His contracting patterns show a strong preference for unrestricted acquisitions, with 90% of procurements conducted under full and open competition. Only 10% are set aside for total small business participation under FAR 19.5, indicating a focus on technical capability over socioeconomic preferences. While small business participation is present, it is not a primary driver of award strategy. The NAICS codes most associated with his program reflect a focus on human resources consulting, marketing services, research in social sciences, and hospital services—each accounting for 11.1% of activity. These suggest a broad operational support portfolio, including workforce planning, public health communications, and infrastructure partnerships with clinical and research institutions, rather than direct biomedical procurement.