Taiwan_Industry_Day_Slides.pptx

Anthony Agullard, AETC Program Manager Kerry A. Kelly, 338 SCONS Contracting Officer Gwen Mayhue, 338 SCONS Contract Specialist

F-16 Aircraft Maintenance for Taiwan Air Force at Luke AFB, AZ Industry Day and Site Visit

24 June 2014

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

Air Force Installation Contracting Agency Be America’s Best…War-Winning Capabilities, on Time, on Cost

Overview

Welcome/Introductions Rules of Engagement Organizational Conflict of Interest HQ AETC PWS/Requirement Overview Q&A Discussion (Submitted prior to Industry Day) Acquisition Strategy Anticipated Source Selection Process Teaming Arrangements Points of Contact

This is an overview of what will be discussed today.

Welcome

Welcome Market Research Platform for open discussion/exchange ideas Facilities/Parking

The purpose of today is to gather information as part of our market research.

It is an opportunity for everyone to discuss, exchange ideas, and ask questions regarding this particular requirement.

If you have any questions, please don’t hesitate to ask at anytime.

Location of Bathrooms Refreshments Emergency exits Please arrive 15 minutes before one-on-one sessions Parking is not a problem

Rules of Engagement Written Questions Question forms provided Questions will be collected at end of session All Q&As will be recorded and posted on FBO after Industry Day This event is an open exchange with Industry; any verbal question/answer SHALL NOT be binding COST specific questions will not be addressed

Individual Break-Out Sessions Sessions are in order as acknowledged in email and posted at sign-in Time Limit: 30 Minutes One (1) spokesperson per Contractor group Questions posed during individual break-out session may be posted on FBO after Industry Day, unless otherwise requested by Contractor

We have question forms available. If proprietary information you must explain why.

Provide your cell phone # to contact you in case we finish early with any breakout sessions.

Organizational Conflict of Interest Comply with FAR 9.5 Organizational and Consultant Conflicts of Interest Manage OCI in a consistent and efficient manner Identify and evaluate potential organizational conflicts of interest as early in the acquisition process as possible Avoid, neutralize, or mitigate significant potential conflicts before contract award Reduce Conflict of Interest

If you have any questions, contact the contracting office. If needed, we will request additional guidance from legal

HQ AETC PERFORMANCE WORK STATEMENT OVERVIEW

Tony Agullard

AETC/A4PM

Aircraft Maintenance Program Manager

Overview

Why Are We Here Today?

Performance Work Statement (PWS) Overview Questions

To provide maintenance support for 14 F-16 Block 20 aircraft for the Republic of China (Taiwan) Air Force’s 21st Fighter Squadron (FS) Organizational-level (O-level) Maintenance and Taiwan’s Foreign Military Sales (FMS) Supply Warehouse support at Luke AFB, AZ.

Why Are We Here Today?

PWS/Requirement Overview Provide Taiwan F-16 Block 20 O-level aircraft maintenance support (56 MXG will perform certain maintenance tasks as identified in the PWS) and maintain Taiwan’s Foreign Military Sales (FMS) Main Supply Warehouse support to meet the 21 FS’s mission requirements.

Perform AFI 21-101 O-Level Aircraft General, Avionics, Electro-Environmental, Weapons, Engine maintenance (to include selected Intermediate-level tasks) support functions, and a Quality Control function.

Provide Aircraft Maintenance General support including: servicing, scheduled and unscheduled maintenance, pre-flights, thru-flights, basic post-flights, special inspections, corrosion control, cleaning to include wash rack support, ground handling, launch and recovery of aircraft, troubleshooting and adjustment, on-equipment repairs (limited off-equipment), pneudraulics and component removal and replacement.

Provide all recovery and repair of off-station and cross-country aircraft. The Contractor shall be responsible for recovery and repair 21 FS not mission capable (NMC) aircraft anywhere in North America and if required, shall provide in-route maintenance support to or from Taiwan.

PWS/Requirement Overview Avionics maintenance support: Responsibilities shall include, but are not limited to, the O-level maintenance of radar system, flight control system, communications systems, navigation systems, electronic warfare systems to include electronic countermeasures pods, and Pathfinder navigation and Sharpshooter targeting pods (if available).

Electro-environmental maintenance: Consists of liquid oxygen system, bleed air system, and all aircraft electrical systems repairs.

Weapons maintenance support: Includes loading and unloading any munitions authorized configured on the Taiwan F-16 block 20 aircraft. The weapons support shall also include on-equipment weapons related scheduled and unscheduled maintenance repairs. Also, provide arm/de-arm procedures.

Propulsion maintenance support: Includes performing F-100-220 installed O-level repairs. The Contractor shall also perform select uninstalled I-level Jet Engine Intermediate Maintenance (JEIM) work including component replacement, repairs, tests, runs, and adjustments.

PWS/Requirement Overview Establish, perform and manage support functions: Including, but not limited to: -21 equipment, maintaining technical orders, bench stock, hazmat, tools, support and test equipment and control test, measurement, and diagnostic equipment.

Implement a Composite Tool Kit (CTK) program: Controlling the CTK with the Government provided TC-Max Tool Control and Accountability Program.

Establish a maintenance debrief function: Ensure pilots are fully debriefed on any aircraft malfunction encountered during sorties or flying attempts resulting in ground aborts.

Provide a quality control function, plans, scheduling, and documentation function, engine management function, maintenance management analysis function, maintenance debriefing function, aircraft phase inspection function, maintenance supply support function, end of runway immediate to flight inspection and Government furnished property and equipment management function.

PWS/Requirement Overview Perform and manage the Taiwan FMS Main Supply Warehouse (Bldg. 420) operations.

Provide services meeting the unique FMS supply, material, and equipment requirements of the 21 FS. Supply support includes all processes involving procurement requirements, receiving, warehousing, storage, distributing, asset management and storage of Taiwan owned support equipment and materials.

The Contractor shall perform facility up-keep on Government provided 21 FS maintenance facilities, grounds, and work areas as outlined in the PWS.

Questions???

Q & A Discussion (Submitted Prior to Industry Day)

Tony Agullard

AETC/A4PM

Aircraft Maintenance Program Manager

ACQUISITION STRATEGY

Gwen Mayhue

338 SCONS/PKB

Q&A Review Q&A Submitted by Industry (prior to Industry Day)

Questions/Answers will be posted on FBO post Industry Day List of Attendees will be posted on FBO post Industry Day

Company Name/Address/POC/Phone Number will be included

Q&A Submitted by Industry during Industry Day will be answered and posted on FBO after Industry Day

At sign-in you provided an email and phone # that you would like posted on FEDBIZOPPS. If need to change this information, please let me know.

Initial Contract Considerations Anticipated Acquisition Strategy

Full and Open Competition or Small Business Set-Aside (To Be Determined) Inclusion of Options Anticipated Five (5) to Eight (8) Year Period of Performance Single Award Firm Fixed Price and Two (2) Cost CLINs

Please keep in mind that this is only an anticipated source selection process

Anticipated Source Selection Process Source Selection Anticipated Tradeoff Process Competitive best value source selection in which competing offerors’ past performance history will be evaluated on a basis significantly more important than cost or price considerations Evaluation Factors Factor 1: Technical Factor 2: Past Performance Factor 3: Cost/Price Factor 4: Small Business Subcontracting Plan

Please keep in mind that this is only an anticipated source selection process

Anticipated Source Selection Process (cont.)

Factor 1: Technical

Anticipate Evaluation on a Pass/Fail basis with assigned ratings:

Acceptable: Proposal clearly meets specified minimum performance/capability requirements necessary for acceptable contract performance Unacceptable: Proposal does not clearly meet specified minimum performance/capability requirements necessary for acceptable contract performance without a major rewrite or significant revision of the proposal

Either meets or does not meet minimum requirements.

Anticipated Source Selection Process (cont.)

Factor 2: Past Performance Evaluation Recency/Relevancy

Anticipate focusing on past performance that is recent and relevant to the requirements in the solicitation

Recency will be identified in the solicitation. For example, last 3 years, 5 years, etc.

Very relevant – same scope, magnitude of effort, and complexities

Relevant – Similar scope, magnitude of effort, and complexities

Somewhat relevant – some of the scope, magnitude of effort, and complexities

Not relevant – little or none of the scope, magnitude of effort, and complexities

Anticipated Source Selection Process (cont.)

Factor 2: Past Performance Evaluation (cont.)

Confidence assessment rating is established through an integrated analysis of the offerors recent, current and relevant past performance information

We will use questionnaires

PPIRS – Past Performance Information Retrieval system

FAPPIS – Performance and Integrity Information System

Interviews with Cos and PMs

All information gathered will help to determine confidence ratings as defined here.

Anticipated Source Selection Process (cont.)

Factor 3: Cost/Price Prices will be evaluated to determine if proposed prices are reasonable and balanced Reasonableness will be evaluated using proposal analysis techniques described in FAR 15.404-1 Unbalanced pricing exists when, despite an acceptable total evaluated price, the price of one or more CLINs appears to be significantly overstated or understated

Could also include large variations from year to year

Proposal Analysis Techniques

Comparison of proposed prices received in response to the solicitation. Normally, adequate price competition establishes a fair and reasonable price

Comparison of proposed prices to historical prices paid, whether by the Government or other than the Government, for the same or similar items.

Comparison of proposed prices with independent Government cost estimates.

Analysis of data other than certified cost or pricing data (as defined at 2.101) provided by the offeror.

Anticipated Source Selection Process (cont.)

SMALL BUSINESS SUBCONTRACTING PLAN and SDB PARTICIPATION TARGETS In accordance with DFARS 215.304, if the offeror is other than a small business, the offeror’s Small Business Subcontracting Plan submitted in accordance with 52.219-9 will be evaluated to determine how each offeror will meet the goals established for this acquisition to receive an Acceptable rating on this factor. A corporate commitment between parties in providing subcontracting opportunities for small businesses, small disadvantaged businesses, HUBZone small businesses, women-owned small businesses, veteran-owned small businesses, service disabled veteran-owned small business concerns and historically black colleges and minority institutions IAW DFARS 252.219-700

Goals, expressed in terms of percentages of total planned subcontracting dollars, for the use of small business, veteran-owned small business, service-disabled veteran-owned small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns as subcontractors.

The offeror shall include all subcontracts that contribute to contract performance, and may include a proportionate share of products and services that are normally allocated as indirect costs. In accordance with 43 U.S.C. 1626:

Source Selection Process (cont.)

All proposals will be evaluated in accordance with FAR 19.1202 as to the participation of small disadvantaged business (SDB) firms whether as joint venture partners, team members, or subcontractors. The SDB targets provided by the offerors will be incorporated into and become a part of the contract. The successful offerors will be required to provide reports on SDB subcontractor participation in accordance with FAR clause 52.219-25.

The offeror’s proposed approach represents achievable goals.

All proposals will be evaluated in accordance with FAR 19.1202

SDB targets provided will be part of the contract

Provide reports on subcontractor participation

Anticipated Source Selection Process (cont.)

The proposal will be evaluated for the commitment to use SB, VOSB, SDVOSB, HUBZone, SDB, WOSB, and HBCU/MIs In order to be found “Acceptable,” an offeror’s subcontracting plan must provide achievable targets (past performance information on complying with subcontracting plan goals, if available, will be used to validate whether the offerors’ proposed targets are achievable).

Note: DoD subcontracting goals are provided for general reference only: SB 36.7%; VOSB 3%; SDVOSB 3%; HUBZone 3%; SDB 5%; WOSB 5%; HBCU/MIs “Best Effort” (for reference see the Small Business Act Public Law 85-536, as amended).

The offeror demonstrates, as a minimum, compliance with Air Force Goals

How specific subcontracting percentages and goals were met

Best Value Assessment All proposals will be evaluated for technical acceptability All “technically acceptable” proposals will be evaluated to determine whether the price is fair and reasonable and balanced, then ranked by total evaluated price (TEP), lowest to highest TEP will be the sum of all Firm Fixed Price CLINs to include Option Years Lowest priced offeror’s past performance will be evaluated. If past performance is “Substantial Confidence,” evaluation is complete If lowest priced offeror’s past performance is not “Substantial Confidence,” the next lowest priced offeror’s past performance will be evaluated Evaluation of next lowest priced offeror’s past performance will continue until an offeror is rated “Substantial Confidence” or until all offerors are evaluated The Source Selection Authority shall then make an integrated assessment best value award decision

For example, receive 5 offers.

The first and second lowest TEP offers have less than “substantial confidence”

But 3rd lowest TEP offer has “substantial confidence” the SSA will then make integrated assessment of the 3 lowest offers

Teaming Arrangements Contractor Team Arrangements FAR 9.6

FAR 9.602

Two or more companies form a partnership or joint venture to act as a potential prime contractor; or A potential prime contractor agrees with one or more other companies to have them act as its subcontractors under a specified Government contract or acquisition program

FAR 9.603

The Government will recognize the integrity and validity of contractor team arrangements; provided, the arrangements are identified and company relationships are fully disclosed in an offer or, for arrangements entered into after submission of an offer, before the arrangement becomes effective. The Government will not normally require or encourage the dissolution of contractor team arrangements

Instructions/requirements will be posted in the solicitation

Sections L&M provide instructions and evaluation methods

Points of Contact Ms. Gwen Mayhue Contract Specialist

(210) 652-3816 gwen.mayhue@us.af.mil

Ms. Kerry A. Kelly Contracting Officer

(210) 652-3226 kerry.kelly.2@us.af.mil

Mr. Myles Rellstab Chief, International Contracting

(210) 652-7695 george.rellstab@us.af.mil

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