Attachment 2 - Task Order 0001 PWS.pdf

SP3300-22-R-5005

Attachment 1 – Task Order 0001 PWS

PERFORMANCE WORK STATEMENT (PWS) TASK ORDER 1

1. SCOPE

Operational and Functional Areas: DLA Distribution J5/BD requires Program Manager-related functional support assistance in the areas of (1) life cycle logistics and sustainment product support; 2) supply chain and asset management (order fulfillment); (3) provisioning and cataloging; (4) storage, distribution, and transportation; and (5) and disposition. The contractor shall support DLA Distribution’s efforts by providing program management and technical support knowledgeable in these areas, and assist in the development, planning, and execution in these complex efforts involving numerous external organizations (e.g. OSD, Weapons System Program Offices, U.S. Military Services, International Partner and Allied Nations, Foreign Military Sales Customers, etc.).

2. PERFORMANCE WORK STATEMENT

A. PROGRAM MANAGEMENT SUPPORT TASK

a) The contract will provide Program Management support to assist DLA Distribution in the development, execution, and monitoring of currently assigned and future projects aimed at identifying, onboarding and sustaining new customers and their related storage and distribution requirements. This effort directly supports DLA Distribution Program Managers and Project Leads in the development and execution of logistical support for DoD, WoG, and other potential markets e.g.

partner nations during the development and implementation of product support strategies, new storage and distribution missions, modifications to existing storage and distribution missions, and revalidation and reengineering of service support strategies for existing and new DoD and WoG requirements.

Program Management support includes, but is not limited to: performing mission analysis of prospective new customers and missions, developing Business Case Analysis (BCA) for new missions as well as acquisition strategies being considered by Distribution’s sister MSCs, developing associated plan of action and milestones (POAM) for new mission onboarding, creating associated PM-related deliverables (such as Charter documents, fact sheets, Powerpoint presentations, Excel spreadsheets, executive summaries, and reports to Congress and the GAO), and organizing meetings and capturing Working Group and similar meeting minutes. Collaboration with other sites and distribution centers is required.

Distribution programs requiring such PM-related support are diverse and include, but are not limited to: F-35 warehousing and transportation integration, Veteran’s Administration (VA) Personal Protective Equipment (PPE); Public Private Partnerships (PPP) authorized under NDAA 2017 Section 883; S&D contracts transitioning from DLA Land & Maritime and DLA Aviation; WoG opportunities with the USCG, Military Sealift Command, and Forest Service; various Supplier Initiated Order (SIO) PBLs; other PBL models implemented by sister MSCs; and integration with numerous acquisition programs e.g. Future Long Range Attack Aircraft (FLRAA), Armored Multipurpose Vehicle (AMPV), Improved Turbine Engine Program (ITEP), and Light Amphibious Warship (LAW).

B. PRODUCT INTEGRATION SUPPORT TASK

a) The Product Integration Initiative aligns distribution solutions, functions, and customer outcomes with commercial providers. Key tasks include but are not limited to the following:

1. Participate in Business Case Analysis (BCA) Policy Review at the DLA level in order to support optimal Distribution integration outcomes with supported PBAs.

2. Strategize and develop acquisition policy (DoDI 5000) recommendations that ensure optimal use and integration of Distribution’s warehouse network.

3. Strategize and develop Legislative Proposals that ensure optimal use and integration of Distribution’s warehouse network.

4. Identify business processes impacted by new products/offerings.

5. Design new business processes, or modifications to existing processes, to support new products/offerings.

6. Execute analytics support to determine Distribution/Enterprise/Customer impact of institutionalizing process changes. This includes supporting Business Case Analysis (BCA) and the impact to Logistics Response Time (LRT).

7. Conduct a detailed impact analysis on all current processes and standard operating procedures, and provide recommendations for updates and amendments.

8. Compare and quantify the cost of policy compliance and the associated customer impact.

9. Propose streamlined processes by functional area, and associated policy changes, with the objective of reducing cost while achieving required customer performance outcomes.

10. Design and develop new processes and support models to meet the requirements of new customers/products.

11. Engage internal and external stakeholders for new initiatives to support new customers, products, and business processes.

12. Support the re-development of warehousing strategies to align to current and future customers or products.

13. Facilitate information sharing, strategy development, and planning sessions with customers and other related stakeholders regarding new business opportunities and the associated onboarding of new missions.

14. Develop information and decision Powerpoint briefs, Fact Sheets, and similar deliverables to ensure all internal and external Leadership and stakeholders aligned on program status, challenges and way forward

C. NETWORK ANALYSIS, PLANNING AND MODELING TASK

a) The Network Analysis, Planning and Modeling initiative is to reduce the redundant commercial storage and distribution network in the industries that are contracted to provide repair parts and material to the Military Services, and to ensure the DLA Distribution network is properly aligned to current and future operation requirements, inventory profiles and transportation capabilities. Furthermore, as demand levels, stock positioning, and customer fulfillment methods change, the Contractor shall support efforts to quantify the associated network impacts in order to enable a more efficient use of the distribution network.

b) The Contractor shall provide program management, data collection and analytical services to

DLA Distribution to assist with an Optimization project in terms of, but not limited to; DLA, DoD Military Service and WoG-owned and managed stock demand and depth, distribution center locations (both OCONUS and CONUS) distribution centers sizes, distribution center functions, materiel movement, global transportation capabilities and costs, facility reduction or optimization opportunities, budget requirements, resource requirements, execution of project, development and updates to associated POAMs and coordinate with appropriate staff offices.

The Contractor shall understand the United States Transportation Command’s (USTC) various transportation methodologies, to include capabilities, performance and cost, and the Contractor must be very familiar with DLA’s material acquisition models and processes. to develop POAMs for facility reductions or realignment milestones and goals for distribution centers. The Contractor shall prepare an execution strategy of an optimization project. In carrying out this task, the Contractor shall utilize DSS, Query Management Facility (QMF).

c) The Contractor shall evaluate the ability of the organic storage and distribution network to support sustainment strategy for DoD, WOG and Foreign Partners. DLA Distribution has used Llamasoft’s Supply Chain Guru supply chain design software to analyze the capacities and sourcing strategies of the organic network. The Contractor shall develop additional scenarios and perform modeling on an accelerated time frame. Additionally, the Contractor shall perform analysis of the DLA’s Enterprise Business System (EBS) order fulfillment processes to support desired sustainment strategy and identify alternative network modelling strategies based on customer demand patterns and inventory levels and associated business rules.

d) Tasks may include, but are not limited to:

1. Develop a repository of all materials, transportation flows, and costs of the network

2. Update and maintain working network model to continue to capture changes to the network and new customer integration

3. Develop capability to model customer outcomes and operations

4. Develop and execute scenarios to determine the cost, capacity and performance impacts of changes to the network

5. Support the development of recommendations based on these outputs for internal decision-makers, customers and industry partners

6. Providing data analysis of inventory levels and storage by owning Service/Agency to effect drawdown or buildup of inventory, composition of stock in terms of ownership, weight and cube, location occupancy and other categories as required.

7. Reviewing Analysis of Alternative (AoA) and perform analysis and determine AoA feasibility.

8. Understanding partial storage, full storage, sheds and the difference between support space and storage space.

9. Possessing knowledge of Bin, Rack, and bulk along with attainable cubic feet etc.

included in storage space utilization reports.

10. Identifying cube, condition code, quantity, type storage code, stored inside or out, NSN, hazardous/nonhazardous, classified (sensitive, unclassified, pilfer able), weight for materiel (Service Owned & DLA) required to move etc.

11. Performing Inventory Data Analysis.

12. Identifying amount of material to move, how much space will be gained from moving materiel in terms of cube and GSF made available, how many trucks, how long it will take, chart data, and analyze data.

13. Developing Material Movement and Building turn-in timelines.

14. Assisting in Re-Warehousing Plan Development based on Stock Profiling Analysis.

15. Analyzing and estimating resources (labor and non-labor) required to move amount of cube in a designated amount of time and monitor rewarehousing and/or Redistribution Order (RDO) workload between buildings/sites.

16. Tracking and monitoring metrics relevant to material movement initiatives.

17. Analyzing estimates for labor and non-labor resources and recommendations for projects that may involve, but not limited to materiel movement, re-warehousing, consolidation of NSNs (NIINS), and disposal actions.

18. Coordinating with all distribution centers to identify optimization opportunities.

D. DLA WAREHOUSE MANAGEMENT SYSTEM (WMS) AND TRANSPORATION

MODULE TASK

a) Distribution requires support on all aspects of a warehouse management deployment for our worldwide Distribution organization. The contractor may be required to travel during certain phases of the project. Tasks may include, but are not limited to:

1. Evaluate the state of the current pilot. This includes:

i. Conduct workshops and interviews with DLA Distribution pilot users and DLA Distribution

J4 to identify pilot functionality gaps and implementation issues.

ii. Work with stakeholders and conduct analysis to identify business and integration impacts of any pilot gaps.

iii. Document functionality and implementation issues and impact

2. Assess distribution center processes and polices against pilot EWM capability gaps. This includes:

i. Conduct research and collaborate with J4 to identify policy and process disparities between DLA Distribution SOPs and industry standard EWM. capability driving the identified EWM functionality gaps.

ii. Identify policy and process updates needed to support the standard EWM capability.

iii. Define benefits and challenges to adopting these policy and process changes, including DoD and DLA policy, customer, user, and performance impacts.

iv. Document process gaps, potential process changes to resolve, and impact assessment.

3. Make recommendations for system, process, and policy changes to align with EWM. This includes:

i. Recommending a course of action for addressing each identified gap, either with a process/policy change or EWM customization requirement.

4. Develop distribution requirements document, tenets and deployment roadmap

5. Collaborate with DLA Distribution stakeholders to develop tenets for successful EWM deployment which support a seamless transition, successful implementation, and optimized systems and operations.

6. Document requirements for recommended EWM customization and process update recommendations.

7. Prioritize system and process updates based on analysis of current business impact and interviews with key DLA Distribution stakeholders.

8. Document lessons learned from EWM pilot progress to date and recommended resolutions.

E. PRICING STRATEGIES

a) The Pricing Strategy Initiative(s) are to incentivize utilization of the DLA storage and distribution network for new and existing customers. The Contractor shall develop/recommend pricing strategy(s) that provide customers the flexibility to select a level of service and support from DLA Distribution and collect costs accordingly. The Contractor may provide the following services:

1. Review costs incurred by DLA Distribution operations to customer support activities

2. Conduct financial and transaction data analysis to develop pricing options for customer groupings based on support level and unique roles and missions of installation activities.

3. Analyze multiple pricing allocations across customer groups.

4. Conduct sensitivity analysis on projected revenue collections in a working capital fund and Operations and Maintenance (O&M) environment.

5. Conduct sensitivity analysis on projected revenue collections and costs of new customer demand across customer groups.

6. Conduct analysis of customer impacts across all DLA Supply Chains and Military Services to assess financial impacts of proposed pricing changes

7. Simulate cost and revenue impact of adding new customer demand to various support levels and groups to inform business development and financial discussions.

8. Brief results to DLA and Office of the Secretary of Defense (OSD) leadership, as required.

9. Build a pricing tool to maintain and refine cost allocation methodology and customer groupings.

10. Develop an implementation plan for execution of flexible pricing models.

3. LABOR CATEGORIES, FTES, AND LEVEL OF EFFORT

Labor Category

FTEs

Hours

Projected

Total Hours

Lead Mamaging Director .20 372 372 Senior Subject Matter Expect .5 930 930 Program Manager 1.60 2790 2790 Project Management Lead 3.5 6510 6510 Analyst 5.25 9300 9300 Total FTEs 10.55

4. PERIOD OF PERFORMANCE:

The period of performance of this Task Order shall be from January 1, 2023 through December 31, 2023.

5. WORK SCHEDULE:

The Contractor shall perform professional support services required between the core duty hours of 0700 and 1700, Monday through Friday, except for federal holidays. OCONUS Distribution Center support may require work hours scheduling changes to accommodate time zone changes.

6. PLACE OF PERFORMANCE:

The primary place of performance for Contractor resources shall be at the DLA Distribution Headquarters facility located in New Cumberland, PA or authorized telework locations, as directed.

No reimbursement will be made for Contractor resources travel to or sustainment support at this primary place of performance.

7. TRAVEL:

Contractor personnel may be required to travel within the continental United States (CONUS) and outside the continental United States (OCONUS) in support of this contract. All travel by Contractor employees shall be authorized by the KO or COR prior to the travel being performed. When travel has been authorized, the Project Manager shall approve and forward travel requests to the COR for

Government validation within a minimum of ten (10) working days prior to the travel commencement date. Travel requests shall be in writing and contain the dates, locations, and estimated travel costs. The Contractor shall ensure that all travel is IAW the Joint Travel Regulations (JTR). Reimbursements for transportation costs will be limited to allowable expenses for Government directed travel. The Contractor shall be responsible for any costs incurred because of authorized travel which were in excess of that allowed under Federal Acquisition Regulation (FAR) Part 31.205-46 Travel Costs and the appropriate regulations therein.

8. GOVERNMENT-FURNISHED DATA SYSTEMS, EQUIPMENT, MATERIALS,

SERVICES, TRAINING:

A. The Government will provide Contractor personnel on-site office space with furniture, to include desk, chair, telephone, filing cabinets, and access to copier and facsimile machine. The Government will furnish network equipment, desktop hardware, software, and printers required to perform the requirements in the PWS. The Government will also provide general office supplies.

The office space will be located at DLA Distribution Headquarters, New Cumberland, Pennsylvania. The Contractor shall only use Government furnished office equipment, IT assets and general office supplies for performance of work under this contract. The Government will be responsible for the upgrade and maintenance of Government furnished IT assets.

B. The Government will provide access to resources and information to include Government data systems required for performance of work under this contract. The Government will furnish training for Contractor personnel on the Government data systems at no additional cost to the Contractor. Contractor access to Government- Furnished IT data systems shall be granted on a “need- to-know” basis, IAW DLAI 6401 IA Management Controls and IA Technical Controls, to Contractor personnel who will perform data input and retrieval functions and for “clearance special access,” if applicable IAW DoD 5200.2-R. At contract award, the Contractor shall request IT access for employees requiring access and passwords to the Government-Furnished Data Systems. (See paragraph C-1.5.8, Information System Security).

C.

9. CONTRACTOR-FURNISHED EQUIPMENT, MATERIALS, SERVICES,

TRAINING:

A. Title to contractor-furnished equipment shall remain with the contractor. Contractor furnished equipment shall meet the same safety requirements as those established for Government equipment.

B. The Contractor shall furnish supplies not provided by the Government.

C. The Government shall provide the training identified in the table above and any other training that is identified as necessary for Contractor personnel to comply with the contract requirements. The Contractor shall maintain copies of training records for the duration of the contract, designation letters and certificates on site and make them available for the KO or COR to review upon request. The training records shall include, at a minimum, the name of the employee, the name of the course, the source of the training, a description of the training provided and the date the employee successfully completed the training.

10. NON-PERSONAL SERVICE STATEMENT. Contractor employees performing services under this order will be controlled, directed, and supervised at all times by management personnel of the contractor. Contractor management will ensure that employees properly comply with the performance work standards outlined in the PWS. Contractor employees will perform their duties independent of, and without the supervision of any Government official or other Defense Contractor. The tasks, duties, and responsibilities set forth in the task order may not be interpreted or implemented in any manner that results in any Contractor employee creating or modifying Federal policy, obligating the appropriated funds of the US Government, overseeing the work of Federal employees, providing direct personal services to any Federal employee, or otherwise violating the prohibitions set forth in parts 7.5 and 37.1 of the FAR. The Government will control access to the facility and will perform the inspection and acceptance of the completed work.

11. GOVERNMENT MANAGEMENT OVERSITE. Government management will provide general instructions on limitations and deadlines. Additional instructions will be provided for any unusual assignments or those that vary from established procedures. The Contractor’s employees will independently carry out the assignments. Completed work will be spot checked by Government management for adherence to procedures, accuracy, and completeness.