QASP_MM_PBL.pdf

PR FD2060-13-30382 MATERIAL MANAGEMENT

Quality Assurance Surveillance Plan (QASP)

I. Performance Management

a. Objective: The objective of this effort is for the Contractor to purchase and deliver parts to the field and set up an efficient associated infrastructure; and, also provide technical support to the field. Halvorsens will be located worldwide and subject to deployments and relocations.

b. Results: The Contractor will provide high quality parts very quickly and high quality rapid response technical support to the user when requested. The Multi Functional Team (MFT) will consider this effort a success when the Contractor meets or exceeds the services summary objectives and all of the Performance-Based Work Statement (PWS) requirements.

c. Duties and Responsibilities of Multi-Functional Team (MFT) members.

General:

1) Fostering partnerships with industry to ensure exchanges of information among the service industry and other business experts occur. Ensuring the key stakeholders participate in developing, implementing, and executing the acquisition strategy.

2) Providing support to senior leadership as required (i.e., performance metrics, data, briefings). Making sure that correspondence and presentations are accurate, timely and of high quality. Also, provides reports that provide early warnings of significant variances in cost, schedule, or performance to senior leadership.

3) Researching the commercial market to ensure the multi-functional team is using the most efficient and effective assessment methods, techniques, and best commercial practices in performance of the contract.

4) Developing, implementing, and executing a performance-based acquisition strategy, to include performance metrics that supports a higher level of contractor performance, fosters synergistic partnerships, accommodates changing or unforeseen mission needs and leverages commercial best practices. Ensuring the acquisition strategy aligns mission performance needs with performance-based work statements and acquisition approaches designed to deliver the designed mission support results.

5) Managing risk to ensure mission performance is within cost and schedule constraints.

6) Developing, implementing, and executing a source selection, if applicable, that provides an integrated assessment of the offeror’s proposal and ensures a best value source selection based on the requirements of the Request for Proposal.

7) Planning, programming, and budgeting adequate funds to ensure the execution is within the approved funding baseline.

8) Developing, implementing, and managing milestones to ensure the acquisition supports mission requirements within the approved funding baseline.

9) Completing and reporting annual performance reviews.

10) Identifying opportunities to improve performance throughout the life of the acquisition.

This includes benchmarking against industry, identifying initiatives, assessing the risk associated with these initiatives, using the Performance Plan to implement initiatives, and monitoring the success of implementation.

11) Assessing and managing contractor performance data, to include submitting Contractor Performance Assessment Reporting System (CPAR) reports.

12) Developing, implementing, and executing performance measurement and management in accordance with the Quality Assurance Surveillance Plan.

13) Ensuring the requiring office and contractor understand the unique programs impacting an acquisition, e.g., Air Force Hazardous Materials Management Process (HMMP), safety, security, environmental, etc.

d. Specific Roles and Responsibilities of MFT members:

Designated Official (DO):

The individual authorized IAW the FY02 National Defense Authorization Act (NDAA), Section 2330(a)(2)(A) to exercise responsibility for the management and oversight of the acquisition of services. These responsibilities include certifying services and acquisitions are performance-based; approving, in advance, any acquisition that is not performance-based, and approving the acquisition of service procured through the use of a contract or task order being awarded by an agency other than DoD. He or she is also responsible for performing 30 day and annual contract reviews IAW AFI 63-101, Chapter 4.

Quality Assurance Program Coordinator (QAPC): Assists the MFT in developing clearly stated and enforceable contract requirements, objectives, thresholds, and surveillance methods. Conducts audits of Contracting Officer Representative (COR) documentation and contract surveillance folder. Ensures Functional Commander/Functional Director (FC/FD), COR supervisor and CORs are trained.

Procuring Contracting Officer (PCO): The individual authorized to enter into contracts for supplies and services by obligating the government. Responsible for the overall acquisition process and provides acquisition support to the MFT. Develops and awards a contract based on the MFT requirements and acquisition strategy. Monitors government/contractor communications to assure adherence to contract scope and takes action necessary to enforce contractual requirements. Conducts Contract Specific training for all CORs.

Contracting Officer Representative (COR) (Primary and Alt COR): Assists in the development of the Services Summary and QASP. Conducts surveillance and documents contractor performance in accordance with the PWS and QASP. Identifies opportunities to improve performance throughout the life of the acquisition. This includes benchmarking against industry, identifying initiatives, assessing the risk associated with these initiatives, using the QASP to implement initiatives and monitoring the success of implementation.

Develops, implements, and executes performance measurement and management in accordance with the QASP. Maintains QA assessment documentation in a surveillance folder.

Engineer, Equipment Specialist, Program Manager, and Logistics Manager: All help develop and approve technical requirements. As the technical authority, the engineer provides a completed AFMC Form 807, recommended Quality Assurance Provisions and Special Inspection Requirements, and requests, reviews, and approves Engineering Change Proposal; provides engineering support and coordination. All collect market research data inputs from acquisition team members as appropriate and document the investigation results and findings. All provide the market research report to the program manager for inclusion in the PR package. All review technical information for Performance-Based Work Statement (PWS). All provide pertinent technical inputs that must be considered in the follow-on contract. All prepare technical deliverables from Contract Data Requirements List (CDRLs) and forward to team members.

Contractor: Complies with contract requirements. Identifies problems to the Contracting Officer or MFT and works with MFT to resolve issues. Will provide government with requested data and deliverables from which the contractor will be measured. If the contractor receives a CAR, they will provide a corrective plan of action within ten working days. If the MFT (Equipment Specialist/Engineer) requests support in the resolution of deficiency reports on any of the items produced by the contractor under this contract, the contractor shall aid the government in analysis of the failure.

Functional Commander/Functional Director (FC/FD): The individual who determines whether or not the services requirement is mission essential in accordance with DoDI 1100.22, Policy and Procedures for Determining Workforce Mix, 12 Apr 10. A military member is called a Functional Commander and their civilian counterpart is called a Functional Director.

COR Supervisor: He or she appoints the Contracting Officer Representative, in writing, and reviews contractor performance documentation to ensure contractor compliance based on request of the PCO.

e. Management Strategy: The Tunner/Halvorsen Program Office (T/HPO) will conduct quarterly MFT meetings to discuss contractor performance. The MFT will utilize both positive and negative incentives to ensure contractor compliance of the services requested in this PWS and contract. Positive incentives may include recognition letters, decrease of threshold surveillance, and award of follow-on contract options for acceptable performance.

If the contractor fails to meet the services requested in the PWS, contract negative incentives will be used to correct the contractor’s performance. Possible negative incentives may include increased MFT meetings, increased surveillance and not award follow-on contract options. For continued non-performance by the contractor the COR will request that the PCO invoke the Inspection of Services clause of the contract. Possible remedies may include, re-performance at no additional cost to the Government, reducing the amount of the invoice relative to the degree of service not rendered, charge the cost the Government incurred because of non-performance, and the termination of the contract for default.

f. Metrics: The Halvorsen MFT will review monthly reports and assess compliance per the Services Summary in the Performance-based Work Statement (PWS). The MFT will determine if the parts deliveries are timely and high quality, and technical support is adequate and responsive. The MFT will review data provided by the Contractor and the data provided in the Government OLVIMS system to determine if the Contractor met required metrics.

g. Contract Reviews:

1) Initial contract performance review: The initial evaluation of contractor performance is a joint determination by the MFT that the contractor has successfully started performance, completed transition, is fully operational, and is within the estimated cost, schedule and performance parameters of the contract.

a) Scheduling: The initial performance review criteria shall be included in the Quality Assurance Surveillance Plan and the review shall take place within 30 days after the contractor assumes full performance responsibilities.

b) Reports: For acquisitions greater than or equal to $100M, results of the initial performance review shall be reported by plain text email or other expedient means to the AFPEO/CM. Negative variations in cost, schedule, staffing, and/or performance shall be reported with an assessment of the root causes and corrective action plan.

Special interest items to be included in the initial performance report are significant modifications to the contract made since contract award.

c) Assessment Values:

Green -- no issues Yellow – Issue(s) but contactor has adequate mitigation or corrective action plan in place Red – Issue(s) with inadequate or no contractor’s mitigation or corrective action plan. Any “red” assessment shall include the government proposed actions with respect to the failing contractor.

2) Annual execution reviews: The annual execution review shall, at a minimum, assess progress against required performance metrics and review the summary of evaluations from the Contractor Performance Assessment Reporting System (CPARS). They should be reviewed and updated periodically throughout the year to ensure a smooth response effort to the annual suspense in Nov/Dec of each year.

h. Contractor Performance Assessment Reporting System (CPARS): For contracts over $1M, outline how past performance information will be collected/reported. The Federal Acquisition Regulation (FAR) requires that Past Performances Information (PPI) be collected in accordance with FAR Part 42. CPARS generated PPI is one of the tools used to communicate contractor strengths and weaknesses to Source Selection Officials and Contracting Officers (COs). The Multi-Functional Team (MFT) will use past performance information from the CPARS system throughout the life of the contract. The Government Program Manager will assess the contractor’s performance using the current Air Force CPARS Guide. The Government Program Manager may use contractor performance indicators (or data collected during Contractor performance) maintained in the contract file or COR surveillance folder in paper or electronic format.

i. Green Procurement Program (GPP): GPP is a mandatory federal acquisition program that focuses on the purchase and use of environmentally preferable products and services.

The prime contractor is responsible for ensuring that all subcontractors comply with this requirement.

j. Contractor Safety and Health Program: The Multi-Functional Team (MFT) will provide oversight for compliance of the contractor safety and health plan. The Contracting Officer’s Representative (COR) shall become familiar with the plans of the contractors they are assigned to and report all findings within the surveillance documentation on a regularly scheduled basis. In the event a mishap occurs, the contractor shall provide the Safety Office and contracting officer(s) (PCO/ACO) with all pertinent information. The COR will be ready to assist the safety investigation team, if necessary. The MFT will ensure that the Contract Safety Manager point of contact is known to them and contact this individual for questions regarding contractor safety issues. The MFT may also contact the government Safety Office at 478-926-6271 for any questions that arise in the administration of their contract.

k. Combating Trafficking in Persons: The COR will report any suspected Trafficking in Persons to their Procuring Contracting Officer based upon training found at http://ctip.defense.gov.

II. Assessment Management

a. Services summary chart with method of surveillance.

Performance Objective

PWS Reference Performance Threshold Method of Surveillance

Ensures compliance with Non‐Mission Capable for Supply (NMCS) requirement

4.1.3.1a Not More Than (NMT) 3%

See Attachment (Atch) 23 of contract for metrics determination and incentive fee arrangement.

100% qtrly review of parts data collected by Ktr and review of Gov’t OLVIMS data; determine NMCS per attachment (atch) 23 of contract.

Ensures compliance with Logistics Response Time (LRT) requirements

4.1.3.1b CONUS (in hands of unit):

75% of time, NMT 96 hrs;

97% of time, NMT 144 hrs;

100% of time, NMT 30 days

OCONUS (in hands of unit):

75% of time, NMT 120 hrs, 97% of time, NMT 168 hrs;

100% of time, NMT 30 days

Exceeding WWX criteria (in hands of shipper): 75% of time, NMT 96 hrs; 97% of time, NMT 144 hrs; 100% of time, NMT 30 days

See Atch 23 of contract for metrics determination and incentive arrangement.

100% qtrly review of parts delivery times data and review of OLVIMS data;

determine parts delivery times per atch 23 of contract.

Provides timely Technical Support response to calls from the field

4.3.2 75% of time, NMT 2 hrs during duty hours and 3 hrs during non‐duty hrs; 100% of time, by next calendar day

See Atch 23 of contract for metrics determination and incentive fee arrangement.

100% qtrly review of tech support response times data collected by call center;

determine compliance per atch 23 of contract.

Provides timely Engineering Support response to calls from the field

4.3.2 75% of time, by next business day, and 100% of time, NMT 3 business days

See Atch 23 of contract for metrics determination and incentive fee reporting.

100% qtrly review of tech support response times data collected by call center;

determine compliance per atch 23 of contract.

Provides minimum number of bad parts to the field each month

4.3.1 No more than 0.5% of all

parts delivered each month are bad parts.

100% qtrly review of parts quality data collected;

determine compliance per atch 23 of contract.

b. Surveillance Folder:

TAB A: Contract Documents and all modifications

Copy of the Performance-Based Work Statement Quality Assurance Surveillance Plan CDRLs

TAB B: Appointment and Training COR Training Certification COR Contract Specific Checklist FC/FD Training Certificate COR Supervisor Training Certificate Appointment Letters:

Request for COR Support COR Nomination COR Designation Memorandum Termination of COR Designation Memorandum, as applicable

TAB C: Inspection and Surveillance

Official Inspection Documents- Performance Assessment Report (PAR)

Corrective Action Report (CAR) Customer Complaint Report (CCR)

TAB D: Performance Documentation

Performance Documentation-metrics Contractor reports

TAB E: Other Documentation

MFT Meeting Documentation Miscellaneous correspondence, etc 30-day Designated Official Review Annual DO Review Annual COR Supervisor Review

TAB F: Contractor Plans

Quality Control Plans Safety Plans COR Transition Plan

c. Plan or process for Corrective Action: The COR will document all surveillance performed IAW the QASP Services Summary Chart with Method of Surveillance. Both positive and negative results will be documented on a Performance Assessment Report (PAR). A Corrective Action Report (CAR) will be written for continual non-performance by the contractor. The COR may write a CAR at any time based on the severity of the deficiency, but it will be automatic under the following conditions:

Objective: 2 consecutive Negative PARs will equal a CAR

CARS are initiated by the COR and forwarded through the QAPC to the PCO to the Contractor. The contractor will provide a detailed Corrective Action Plan and return it to the COR through the PCO and QAPC. The COR will either accept the plan or reject it. If it is accepted then it is forwarded to the PCO through the QAPC to be closed out. A copy of the closed action will be provided to the contractor. If the plan is rejected it will be forwarded to the contractor through the QAPC to the PCO to the contractor. At this time the COR may request the PCO to invoke the Inspection of Services Clause of the contract.

d. Method of Acceptance of Services: Requests for acceptance of Services and payment will be made via Wide Area Work Flow (WAWF).