24._FA8522-13-R-00139_RFP_Atch_QASP.pdf

FD2060-13-00139 QASP Page 1

Quality Assurance Surveillance Plan (QASP) Purchase Request Number: FD2060-13-00139

Date: 30 November 2012

I. PERFORMANCE MANAGEMENT.

a. Objective: The objective of the QASP is to provide management oversight of the contract and to assess the contractor’s performance in the repair of AN/AAQ-13/14 LANTIRN System Components to support the 407th Supply Chain Management Squadron. The following NSN’s are listed on the Performance-Based Work Statement:

NOUN NSN

CEU 1270-01-417-4143

Center Section 1270-01-493-3690 Center Section 1270-01-483-0550 Center Section 1270-01-380-4813 Center Section 1270-01-417-1826

NSESA 1270-01-474-1287

Roll Section 1270-01-373-2769 Tgt SPS 1270-01-363-9487AY

TSPS 6130-01-362-9049AY

FINS 5855-01-413-8962AY

NSPS 6130-01-350-9124AY

b. Results: This effort will lead to an increase of war-fighter support, by decreasing backorders, MICAP hours and customer wait times.

c. General Team Duties and Responsibilities:

(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.

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(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 Quality Assurance Surveillance 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. Roles and responsibilities of Multi-Functional Team (MFT) members:

(1) Program Manager/Logistics Management Specialist (PM/LMS): USAF and FMS functional representatives who will work with team members to develop the government’s requirements and insure they are presented in an acceptable format. Will serve as the lead for the MFT and will assign tasks to team members as necessary to resolve any problems.

(2) Production Management Specialist (PMS): The USAF PMS will work closely with the Inventory Management Specialist (IMS) and Defense Contract Management Agency (DCMA) to ensure compliance with repair contract. They will utilize the Commercial Asset Visibility (CAVAF) system to monitor delivery schedules throughout the life of the contract.

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(3) Engineer: Will assist in developing the government’s requirements and ensure they are presented in the correct format. Will assist in surveillance of the contractor.

(4) Equipment Specialist (ES): Will provide technical assistance to the MFT, to include the analysis of deficiency reports as necessary.

(5) Inventory Management Specialist: Will confirm repaired assets are being reported in

D035 and will confer with the PMS when items are not being produced in sufficient quantities to support user requirements. If units are being produced IAW contract, but are not in sufficient quantities, the IM will notify the MFT which will consider modification of contract or other appropriate action.

(6) Contracting Officer Representative (COR): USAF and FMS government representative who will monitor contractor performance to ensure compliance with the technical requirements of the contract. The COR is responsible for the surveillance folder as outlined in Section II. The COR(s) will review CAVAF and DMPR data at least quarterly and present a summary of findings to the MFT. The COR(s) will also review JDRS data for MDRs/PQDRs and Supply Discrepancy Reports (SDRs) at least quarterly and present a summary of findings to the MFT.

(7) 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, including the submission of the COMPLETED Services Data Input form for metrics tracking. 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 prior to contract award and keeps the contractor updated with the identity and the responsibility of the COR.

(8) Quality Assurance Program Coordinator (QAPC): Acts as the liaison between contracting and customers by providing guidance and assistance on the QA program. Assists the MFT in developing clearly stated and enforceable contract requirements, objectives, thresholds, and surveillance methods. The QAPC conducts audits of COR documentation and contract surveillance folder. Ensures Designated Officials (D.O), Functional Commander/Functional Director (FC/FD), CORs, and COR Supervisors are trained. Signs and maintains records of the Contract Specific Training checklist. Collects and maintains required metrics of the Quality Program.

(9) DCMA Quality Assurance Representative (QAR): The DCMA representative will provide the acceptance of the repaired assets for the government at the contractor’s facility and will also (as part of the MFT) address any non-conforming occurrences during the life of the contract.

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(10) Contractor: Shall perform contracted repair. Shall provide the government with requested data IAW CDRLs. If the MFT (ES/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. If the determination is made that the contractor did not comply with established and invoked requirements, same will correct deficiency at no additional cost to the government.

(11) 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.

(12) FUNCTIONAL COMMANDER/FUNCTIONAL DIRECTOR (FC/FD):

The Functional Commander/Functional Director is 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, and DFARS 237.76, Continuation of Essential Contractor Services. A military member is called a Functional Commander and their civilian counterpart is called a Functional Director.

(13) 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.

(14) DATA MANAGEMENT Officer (DMO): The DMO will review the draft PR package and CDRL Data Call Worksheet and forward them to the external organizations as identified on the worksheet. The DMO will invite the core IPT (PM, ES, EN, IMS, PMS, FM), PCO and applicable organizations (TOM, CORC, Provisioning, EDMO, Safety, Packaging/Transportation) to attend the Data Requirements Review Board (DRRB).

e. Management strategy:

The QASP is intended to be a “living document” and the primary tool of the MFT to implement its management strategy. The MFT is responsible for contract management and monitoring of the contractor’s performance throughout the life of the contract. Quality Assurance surveillance of the contract will be a responsibility of the appointed COR and the entire MFT. The MFT will meet and conduct quarterly program reviews to discuss contractor performance in meeting mission objectives. Minutes will be recorded at meetings and kept in the COR folder. Any required changes to the QASP resulting from those meetings shall be incorporated into the plan as circumstances warrant throughout the contract period.

Positive: For performance that consistently exceeds performance expectations; the government may recognize such accomplishments through letters of appreciation, recognition at commander’s call or other such venues as appropriate, decreased surveillance, reduced meeting frequency, and positive Contractor Performance Assessment Reporting System (CPARS).

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Negative: For performance that does not meet standards the government may increase surveillance, increased meeting frequency, and negative/neutral CPARS. The Government may invoke the FAR 52.246-4, (Inspection of Services Clause) which provides the following remedies:

re-performance at no additional cost reduce the prices of the contract relative to the degree of service not rendered the right to charge the contractor for work performed by the Government due to the contractor’s non-performance terminate for default

f. Metrics: The COR(s) and the MFT will monitor contract performance by using PARs backed up by quarterly review of CAV AF reports from the contractor, and a Joint Deficiency Reporting System (JDRS) review of Material Deficiency Reports/Product Quality Deficiency Reports (MDRs/PQDRs) for the NSNs listed in the PWS for compliance with the Service Summary (SS).

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 approved 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 each year.

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h. Contractor Performance Assessment Reporting System (CPARS): 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. Program Manager will assess the contractor’s performance using the current Air Force CPARS Guide. Program Manager will also use contractor performance indicators contained in Monthly Reports, Program Management Reviews, e-mails and other written records maintained in the contract file or COR surveillance folder.

i. ENVIRONMENTAL MANAGEMENT SYSTEM (EMS):

(1) IAW 1 Aug 07, AFMC/CV Policy Letter, Conformance with Air Force Environmental Management System (EMS) Requirements for Contracts Performed on Air Force Installations and the 11 Dec 06, SAF Policy Letter, Conformance with Air Force Environmental Management System (EMS) Requirements for Contracts Performed on Air Force Installations All contractors who physically perform work on Robins Air Force Base (RAFB) must receive EMS General Awareness Training. All prime contractors must complete the training prior to beginning work on RAFB and must ensure that all subcontractors comply with this requirement.

78 CEG/CEV has already developed EMS training and it’s a requirement for military and civilians working on Robins. The policy letter made it mandatory for contractors working on Robins to complete EMS Training.

There are three ways contractors can complete EMS training:

• With CAC, go to 78 CEG/CEV website and click on EMS General Awareness Training, choose Option 1 https://geobase.robins.af.mil/emstraining/EMSTrainingOptions.aspx

• Without a CAC, request a copy of EMS training from 78 CEG/CEV Workflow

Mailbox.

• If a company is ISO 14000 certified, the contractor does not have to complete Robins AFB EMS General Awareness Training; however, the contractor must submit documentation to the Contracting Officer (CO) stating ISO 14000 Certification.

(2) The prime Contractor shall ensure subcontractors comply with the EMS requirement

j. Green Procurement Program: 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.

https://geobase.robins.af.mil/emstraining/EMSTrainingOptions.aspx

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k. Safety:

Contractor Safety and Health Program. The MFT will provide oversight for compliance of the contractor safety and health plan. The 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.

l. 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

OBJECTIVES

PWS Para. PERFORMANCE THRESHOLD Method of Surveillance

1. Provide on-time delivery of assets

4.11.5

100% on time repair of all items IAW applicable drawings and specifications.

Repairs shall be completed within 60 or 240 days after receipt of asset as specified in the applicable CLIN’s.

USAF - Periodic Inspection, Quarterly review of CAV AF data by PM and PMS FMS – Periodic Inspection, Quarterly review of Maintenance Production Reports by PM and PMS

2. Maintain accepted quality standards.

4.11.16

No more than three valid Material Deficiency Reports/Product Quality Deficiency Reports (MDR/PQDR) per 100 units produced. Deficiency Rate (DR) of 3% or less.

USAF - Periodic Inspection, Quarterly review of MDRs/PQDRs by NSN from JDRS by PM and

PMS

FMS - Periodic Inspection, Quarterly review of SDR’s by PM and PMS

3. Submit accurate data on time

3.2 & 4.10 Submitted on time. Errors shall be reworked within three business days.

USAF - Periodic Inspection, Quarterly review of CAV AF data by PM and PMS FMS - Periodic Inspection, Quarterly inquiry of Maintenance Production Reports by PM and PMS

4. Mishap Notification and Reporting

4.6.2 No more than one instance of

late mishap notification per year

COR Records Review of mishap reports Quarterly http://ctip.defense.gov/

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5. Conduct acceptable Contractor Safety Program

4.6.2 No more than two Class C

mishaps per contract year.

Zero Class A or B mishaps

COR Records Review of mishap reports Quarterly

b. Surveillance Folder: Minimum Surveillance Folder components

TAB A: Contract Documents and all modifications Copy of the Performance-Based Work Statement Quality Assurance Surveillance Plan (QASP) CDRLs Functional Commander/Functional Director’s written decision on Mission Essential Requirements

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 Payment document or payment memo 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 Checklist

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c. Plan or process for Corrective Action:

The COR conducting surveillance will fill out a PAR during all inspections (both positive and negative). In the event the customer (407 SCMS/GULC) finds the repaired items to be inoperable when installed in the next higher assembly, Product Quality Deficiency Reports will be generated. The MFT (ES/Engineer) will then engage the contractor in analysis of the failure in an effort to prevent future occurrences. All technical, schedule, and programmatic concerns will be discussed. If performance thresholds are not met, required rework will be specified by the MFT. Repeated failures, time and/or quantity discrepancies or product deficiencies (two times after two negative PARs) of not meeting performance threshold will be documented on a Corrective Action Report (CAR) and forwarded to the QAPC office for a tracking number, and then to the PCO for formal contracting action. The PCO will forward the CAR to the contractor for preventive and corrective action. The contractor shall have 10 business days to respond with their written Corrective Action Plan. The CAR remains in the contract file as documented evidence of non-performance. The MFT reserves the right to issue a CAR at any time based on contractor performance. CARs are to be closed thru the QAPC office.

d. Method of acceptance of service:

Wide Area Work Flow-Receipt and Acceptance (WAWF-RA) shall be used for the acceptance of services. DCMA personnel will be responsible for acceptance of repairs and the COR will be responsible for acceptance of data. Information regarding WAWF-RA is available on the Internet at https://wawf.eb.mil.

https://wawf.eb.mil/