QASP - 11-30055 - 061011

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

FOR THE

AN/AAQ-24(V) LARGE AIRCRAFT INFRARED COUNTERMEASURES

(LAIRCM) FIVE-YEAR SUSTAINMENT REPAIR CONTRACT

Purchase Request: FD2060-11-30055

DATE: 10 JUNE 2011

LEAD PREPARING ORGANIZATION: 408 SCMS/GULC COMMUNICATIONS

ELECTRONICS COMMODITY COUNCIL (CECC)

ROBINS AFB, GA

FD2060-11-30055 Page 1

I. Performance Management.

a. Objective. This Quality Assurance Surveillance Plan has been developed to aid

Government personnel in providing effective and systematic surveillance of contractor performance. This plan provides for monitoring the services specified in the Performance

Work Specification for depot repair relating to the AN/AAQ-24(V) National Stock

Numbered items. This effort benefits the Government by providing system sustainment, increased aircraft availability, decreased risk to the air crews and equipment, and enhances mission accomplishments.

b. Results. The goal of the Multi-Functional Team (MFT) is to ensure contractor repaired items are accomplished in a timely manner and are free of defects. The MFT strives for zero (0) defects thus increasing mission capability for the war fighter. This contract will facilitate repair capability for the AN/AAQ-24(V) System. Our goals are to improve LRU availability, reduce Mission Impaired Capability Awaiting Parts (MICAPs), provide better response for Routine Supply Surge requirements, and improve customer support.

Achievement of the aforementioned goals constitutes program success.

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, providing 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 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.

FD2060-11-30055 Page 2

(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 QASP 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 QASP.

(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 team members.

(1) DESIGNATED OFFICIAL (DO): The individual authorized in accordance with

(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 Department of Defense (DoD). He or she is also responsible for performing 30 day and annual contract reviews IAW AFI 63-101, Chapter 4.

(2) 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, 12 Apr 10. A military member is called a Functional Commander (FC) and their civilian counterpart is called a Functional Director (FD).

(3) DATA MANAGEMENT SPECIALIST (DMO): The DMO will review the draft

Purchase Request (PR) package and ASD Contract Data Requirements List (CDRL) Data

Call Worksheet and forward them to the external organizations as identified on the worksheet. The DMO will invite the core Integrated Product Team (IPT)

(Program Manager (PM), Equipment Specialist (ES), Engineer (EN), Inventory

Management Specialist (IMS), Production Management Specialist (PMS), Financial

Manager (FM)), Procuring Contracting Officer (PCO), and applicable organizations

(TOM, Quality Assurance Program Coordinator (QAPC), Provisioning, EDMS, Safety, Packaging/Transportation) to attend the Data Requirements Review Board (DRRB).

FD2060-11-30055 Page 3

(4) PROGRAM MANAGER/LOGISTICS MANAGEMENT SPECIALISTS (PM/LMS):

Ensures key stakeholders participate in the development, implementation, and execution of the acquisition strategy. The PM develops reports to provide early warnings of significant variances in cost, schedule, or performance to senior leadership when requested. Plans, programs, and budgets adequate funds to ensure the execution is within approved funding baseline. Ensures the requirement for a Source of Repair Assignment

Process (SORAP) determination is met in accordance with AFI 63-107, Attachment 3.

The PM provides initial input for the acquisition strategy and ensures that the users’ needs are being addressed. If required, develops Justification and Approval (J&A) or

Sole Source Justification (SSJ) based on inputs from the team.

(5) PRODUCTION MANAGEMENT SPECIALISTS (PMS): PMS buyer provides funding documents and production management support. The PMS Seller collects inputs from MFT members. With this data, the Seller develops cost estimates based on the inputs from MFT members, i.e., Best Estimated Quantity (BEQs) and prepares the

Purchase Request (PR) package. The PMS prepares the CDRLs (other than those technical deliverables by other sources).

(6) ENGINEER: Develops and approves technical requirements. Requests, reviews, and approves Engineering Change Proposals. The engineer will provide engineering support and coordination. The engineer shall collect market research data inputs from acquisition team members as appropriate and document the investigation results and findings. The engineer provides the market research report to the PMS Seller for inclusion in the PR package. Also, provides pertinent technical inputs that must be considered in the follow-on contract. The engineer prepares technical deliverable (CDRLs) and forwards to team members.

(7) EQUIPMENT SPECIALIST (ES): Researches 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. The ES provides D043 data information. The ES reviews technical information for

Performance-Based Work Statement (PWS) and manages the Product Quality Deficiency

Reporting system for the acquisition.

(8) ITEM MANAGER (IM): Provides pertinent historical information if available.

Identifies future BEQs and provides data to the PMS. The IM provides supportability data for team decision making (Issue Effectiveness, Stockage Effectiveness, backorders, Mission Capability (MICAP) data, asset position, and turn-around time needs).

(9) CONTRACTING OFFICER’S REPRESENTATIVE (COR):: Assists in the development of the Services Summary and QASP. The COR conducts surveillance and documents contractor performance in accordance with the PWS and QASP. 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. The COR maintains

Quality Assurance (QA) assessment documentation in a surveillance folder.

FD2060-11-30055 Page 4

(10) 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. The PCO conducts Phase

II training for all CORs.

(11) QUALITY ASSURANCE PROGRAM COORDINATOR (QAPC): 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 that the Designated Officials, Functional Commander/Functional Director (FC/FD), COR Supervisors and CORs are trained.

(12) DEFENSE CONTRACT MANAGEMENT AGENCY (DCMA) QUALITY

ASSURANCE REPRESENTATIVE (QAR): The DCMA representative provides acceptance of the repaired assets at the contractor’s facility and participates as a member of the MFT by addressing any non-conforming occurrences during the life of the contract. If DCMA is performing contract surveillance, provides a copy of all surveillance documentation to the requirements office.

(13) 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 Contract Deficiency Report (CDR) or Corrective

Action Report (CAR), they will provide corrective plan of action within ten working days. 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.

(14) ADMINISTRATIVE CONTRACTING OFFICER (ACO): The individual authorized to perform post award functions of the contract. This includes the processing of QA documentation to ensure the contractor takes corrective action when contract performance drops below established performance standards.

(15) COR SUPERVISOR: He or she appoints the primary and alternate Quality

Assurance personnel, in writing, and reviews contractor performance documentation to ensure contractor compliance.

e. Management Strategy.

(1) The multifunctional team will meet monthly. Performance Assessment Reports will be generated monthly for each performance objective. The MFT will use the metrics in the Services Summary to determine if the goals and objectives of the LAIRCM Five-Year

Sustainment Repair Contract are being met. The contractor will maintain and provide monthly reports. The data from these reports will be validated and used as a basis to measure contractor performance. The contractor will receive a positive Performance

Assessment Report (PAR) when the monthly established thresholds and goals are met

FD2060-11-30055 Page 5 and/or exceeded. In addition, beginning with the second Performance Period, and for each subsequent period, the contractor will be provided an opportunity to earn a monetary incentive. Likewise, if the contractor fails to perform at or above the established threshold, a remedy will be imposed.

(2) The circumstances resulting in incentive award or remedy imposition as documented and validated on the Contractor Performance Report are:

(a) Monetary performance incentive for an ordering period is earned when:

1. The USAF Managed LRU average annual performance rating is

GREATER THAN OR EQUAL TO 1.00 and,

2. The DoN Unique LRU average annual performance rating is

GREATER THAN OR EQUAL TO 0.97 and,

3. The Foreign Military Sales (FMS) average annual performance rating is

GREATER THAN OR EQUAL TO0.97.

(b) Not eligible for monetary performance incentive for an ordering period when:

1. The USAF Managed LRU average annual performance rating is LESS THAN

1.00 or,

2. The DoN Unique LRU average annual performance rating is LESS THAN

0.97 or,

3. The Foreign Military Sales (FMS) average annual performance rating is LESS

THAN 0.97.

(c) Monetary remedy will be imposed when:

1. The USAF Managed LRU average annual performance rating is

LESS THAN 0.97. The Government will consider metric relief if one or more of the following conditions occurs: Repair of LRUs stopped due to an

Obsolescence or Diminishing Manufacturing/ Material Shortage and/or work stoppage due to non-serviceability of all test equipment used to test a given

LRU.

f. Metrics.

(1) Metrics will be collected and measured from the information reported in the Monthly

Status Reports as directed by CDRL A008, DI-MGMT-80227(T).

(a) 1 st Metric. Provide Quality Repairs will be measured against the validated

Product Quality Deficiency Reports (PQDRs) for each LRU Type. Valid PQDRs will be extracted from the Joint Deficiency Report System (JDRS) and compared to the allowable PQDR percent per LRU as identified in the PWS. Measuring valid PQDRs

FD2060-11-30055 Page 6 will help determine if the contractor is performing quality repairs, thus reducing workload for the warfighter.

(b) 2 nd

Metric. Provide USAF Managed LRU Timely Repairs measures the required monthly LRU deliveries against the actual monthly LRU deliveries. The contractor will enter applicable information on a government supplied spreadsheet on a monthly basis. When the contractor meets or exceeds the required number of LRUs output each month, it will ensure adequate LRUs are being repaired and sent to supply organizations, thus reducing the amount of time the warfighter has to wait for a serviceable LRU.

(c) 3 rd

Metric. Provide Unique Department of Navy (DoN) Repairs measures the required monthly LRU deliveries against the actual monthly LRU deliveries. The contractor will enter applicable information on a government supplied spreadsheet on a monthly basis. When the contractor meets or exceeds the required number of LRUs output each month, it will ensure adequate LRUS are being repaired and sent to supply organizations, thus reducing the amount of time the warfighter has to wait for a serviceable LRU.

(d) 4 th

Metric. Provide FMS Timely Repairs measures the required monthly LRU deliveries against the actual monthly LRU deliveries. The contractor will enter applicable information on a government supplied spreadsheet on a monthly basis.

When the contractor meets or exceeds the required number of LRUs output each month, it will ensure adequate LRUS are being repaired and sent to the FMS customers, thus reducing the amount of time the customer has to wait for a serviceable LRU.

(e) 5

Metric. Support Mission Impaired Capability Awaiting Parts (MICAP)

Requirements/Routine Supply Surges tasks the contractor to satisfy MICAP and

Routine Supply Surges within five (5) business days for the specific LRU NSNs identified in the Metrics Tracking Workbook on the MICAP Tab. The contractor will provide pertinent shipping information on a monthly basis which in turn will be validated to ensure delivery of assets within the established criteria. When the contractor supplies an item within the five (5) business days, the warfighter will be able to return a non-mission capable aircraft to a mission ready status within one day after receiving the LRU.

(f) 6

Metric. Prompt Data deliverables measures the contractor’s ability to provide required deliverables within the required time period. When deliverables are received on time, Government Program Managers are able to review, validate, and measure contractor performance within established monthly parameters.

(2) Initial Contract Performance Reviews

(a) Scheduling: The initial performance review will consist of comprehensive reviews of the contractor deliverables at the end of the third month of performance.

The contractor is allowed three calendar months from the first day of the initial Period of Performance to establish initial baselines and to create a work in progress flow. At

FD2060-11-30055 Page 7 the end of the third month, the Government will review the contractor deliverables and provide an initial assessment of the contractor’s ability to be fully operational.

This assessment will be accomplished by using the monthly contractor deliverables, comparing their actual performance with the established metrics. The Government will assess their capability to provide the required LRU availability as reported on the

Government Supplied Contractor Performance Report. The same report will be used to assess their ability to remain on schedule by again comparing the required LRU deliveries with the actual LRU deliveries as identified on the Government supplied

LRU Reports. In addition, the Government will review the Monthly MICAP/Surge

Report contained in the Metrics Tracking Workbook to determine if required MICAP and Surge requirements are being met. PQDR performance will be measured in the

Metrics Tracking Workbook by comparing actual PQDR results in the Joint

Deficiency Reporting System (JDRS) against establish allowable percentages per

LRU. The Government will assess the contractor’s ability to provide monthly deliverables within the established time period by noting if the deliverables were received by the 10 day of each of the first three months of the performance period.

(b) Reports: The results of the initial assessment will be briefed to the Program

Executive Officer (PEO) for Air Mobility Command via video teleconferencing using a PowerPoint Slide Presentation. The following assessment values will be used to rate operational effectiveness; schedule and performance. NOTE: Cost will not be measured since the contract is Firm Fixed Price.

Assessment Values

Green – No issues

Yellow – Issue(s) but contractor 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.

(3) Annual Execution Reviews: The Annual Execution Review shall, at a minimum, assess progress against approved monthly performance metrics, validated PQDRs and the review of the summary of evaluations from the Contractor Performance Assessment

Reporting System (CPARS). The annual review charts from the previous years can be provided by the 408 th

GULA LAIRCM Program Manager. 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. The Assessment values identified above will be applied to each metric.

g. Contractor Performance Assessment Reporting System (CPARS).

(1) 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 MFT will use past performance

FD2060-11-30055 Page 8 information from the CPARS system throughout the life of the contract. The

408th/GULA LAIRCM Program Manager will assess the contractor’s performance using the current Air Force CPARS Guide. The 408th/GULA LAIRCM Program Manager may use contractor performance indicators contained in Monthly Reports, Program

Management Reviews, Award Fee Determination, e-mails and other written records maintained in the contract file or COR surveillance folder in paper or electronic format.

(2) Each month, as part of the assessment process, the Program Manager will review and forward electronic copies of the contractor provided monthly program reports and monthly Performance Assessment reports to Multi-Functional Team (MFT) members for review and comments. These reviews maybe extended to every six months if satisfactory or better performance is achieved for three (3) consecutive months. In the event problems are identified, the contractor will be notified in writing to provide explanations/comments. If identified problems are not corrected, or goals and objectives are not met, the COR shall document applicable performance using the PAR.

In the event of continued poor performance, the MFT may meet to discuss problems and recommend solutions, or the PCO may be instructed to invoke the applicable Inspection of Services clause IAW FAR 52.246.

(3) In addition, the monthly Performance Assessment Report (PAR) will be used to document positive or negative comments based upon how well the Performance

Objectives identified in the Services Summary are met. These monthly PARs will be considered by the LAIRCM Program Manager when using CPARS to measure the contractor’s performance.

h. Environmental Management System (EMS).

IAW 1 Aug 07, AFMC/CV Policy Letter, Conformance with AF Environmental

Management System (EMS) Requirements for Contracts Performed on AF Installations and the 11 Dec 06, Secretary of the Air Force (SAF) Policy Letter, Conformance with AF

Environmental Management System (EMS) Requirements for Contracts Performed on AF

Installations. All contractors who physically perform work on Robins AFB (RAFB) must receive EMS 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.

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.

FD2060-11-30055 Page 9

II. Assessment Management.

a. Services Summary.

Performance

Objectives

PWS

Para.

Performance

Threshold

Method of Surveillance

Provide Quality

Repairs 4.2.2.1

Validated Product

Quality Deficiency

Reports (PQDRs) by line replaceable unit

(LRU) type; shall not exceed the calculated allowance per LRU for each period of performance.

Yearly COR review of the number of valid PQDRs in the Joint Deficiency

Reporting System (JDRS) compared to the percentage of allowable PQDRs (by LRU

Type) for each period of performance.

Provide USAF

Managed* LRU

Timely Repairs

4.2.2.2.1

Deliver the monthly requirement, per CLIN, as calculated by the

“Required Monthly

Output” cells of the

Metrics Tracking

Workbook.

Monthly COR review of

Contractor Performance

Spreadsheet starting at the end of the 3rd month of the first period of performance.

Provide Unique

Department of Navy

(DoN) LRU Timely

Repairs

4.2.2.2.2

Deliver the monthly requirement, per CLIN, as calculated by the

“Required Monthly

Output” cells of the

Spreadsheet starting at the end of the 3rd month of the first period of performance.

Provide FMS Timely

Repairs 4.5.2.2.3

Deliver the monthly requirement, per CLIN, as calculated by the

“Required Monthly

Output” cells of the

Spreadsheet starting at the end of the 3rd month of the first period of performance.

Support Mission

Impaired Capability

Awaiting Parts

(MICAP) MICAP

Requirements/Routine

Supply Surges

4.3

On time shipment of serviceable LRUs to satisfy requirements.

Spreadsheet starting at the end of the 3rd month of the first period of performance.

FD2060-11-30055 Page 10

Prompt Data

Deliverables 4.16.4

On-time deliverables required with no more than one late delivery per month.

Contractor Data Deliverables starting at the end of the 1st month of the first period of performance.

* USAF Managed LRUs includes all common LRUs used jointly between the USAF and other federal agencies and LRUs unique to USAF applications. Common LRUs are defined as those

LRUs commonly shared by the Air Force, Navy and Other US Government Agencies. Navy

Unique Items are defined as LRUs unique to the Navy. FMS LRUs are those LRUs owned exclusively by the FMS customers. For accountability purposes, all FMS repairs (regardless of country) are grouped together.

+ See Appendix A for Sample Contractor Performance Spreadsheet

b. Surveillance Folder.

TAB A:

Contract Documents and all modifications

Copy of the Performance-Based Work Statement

QASP

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:

FD2060-11-30055 Page 11

Performance Documentation

Performance Documentation-metrics

Contractor reports

COR Supervisor Annual Review Documentation

DO 30 day and Annual Review Documentation

TAB E:

Other Documentation

MFT Meeting Documentation

Miscellaneous correspondence, etc

TAB F:

Contractor Plans

Quality Control Plans

Safety Plans

COR Transition Plan

c. Plan or Process for Corrective Action.

All monthly surveillance positive and negative will be documented on a PAR. All CDRLs performed by the contractor shall be reviewed in accordance with the CDRL delivery schedule for accuracy and completion by the COR. Late CDRL deliveries, caused by the contractor, will be documented on the PAR. Deficiencies will be managed by the PAR along with information collected through customer feedback reports on this contract. The contractor will contact the COR if repairs cannot be completed within the period of performance specified by the contract. If the COR cannot accept the revised delivery date then a negative PAR will be submitted. The COR will initiate a Corrective Action report

(CAR) after three repeat negative PARS. COR will send that CAR to the QAPC office for review and control number, forward to PCO for issuance to the contractor. The contractor shall respond to the CAR with a plan for corrective action within 10 business days.

Unacceptable contractor performance will be document by the COR and the CAR will be coordinated through the Procuring Contracting Officer. The documentation will be available to the MFT members upon request. The DCMA designated QAR will monitor contractor performance with respect to contract administration. A final copy of the CAR will be sent to the QAPC office for tracking purposes.

d. Method of Acceptance of Services.

Invoice received via Wide Area Work Flow (WAWF) by Government (DCMA) signature on

DD-250 via Wide Area Work Flow and Data will be received by the COR.

FD2060-11-30055 Page 12

III. SIGNATURE PAGE: This is a customer-focused team instituted under the authority of the

Air Force Executive Leadership. The team is composed of stakeholders in the acquisition and is responsible for the acquisition throughout the life of the requirement.

6/9/2011

X

SHERRL COONFIELD

QA Program Coordinator

WR-ALC/GRLA, DSN 497-6585

6/9/2011

X

ALAN COONCE

CECC Program Manager

408 SCMS/GULC, DSN 497-3615

6/14/2011

X

SHARON C. BROUGHTON

Procurement Contracting Officer

408 SCMS/GULC, DSN 497-3614

6/10/2011

X Lisa Adame

LISA ADAME

LAIRCM Program Manager, COR

408 SCMS/GULA, DSN 468-9720

6/13/2011

X Bonita Faulks

BONITA FAULKS

Data Management Specialist

408 SCMS/GULA, DSN 468-3791

FD2060-11-30055 Page 13

6/10/2011

X Jacquelyn W. Jordan

JACKIE JORDAN

Production Management Specialist, Alt COR

408 SCMS/GULA, DSN 468-7472

6/13/2011

X Brian Dunford

BRIAN DUNFORD

Engineer

408 SCMS/GULC, DSN 497-3586

6/10/2011

X Randy Bearden

RANDY BEARDEN

Equipment Specialist

408 SCMS/GULA, DSN 468-7058

6/10/2011

X George W. Jacobs III

GEORGE JACOBS

Item Manager

408 SCMS/GULAP, DSN 468-3435

X

MARGARET PADGETT

Functional Director

408 SCMS/CL, DSN 468-3979

6/22/2011

X Keith Yeager

KEITH YEAGER

Site Manager Northrop Grumman Technical Services, 478-929-7380

FD2060-11-30055 Page 14

6/22/2011

X Larry D. Pittman

LARRY PITTMAN

Program Manager Northrop Grumman Technical Services, 478-329-2050

6/21/2011

X Joseph C. McElroy

JOSEPH MCELROY

Senior Contracts Administrator Northrop Grumman Technical Services, 478-464-2753

DCMA Quality Assurance Representative

Administrative Contracting Officer

FD2060-11-30055 Page 15

Appendix A - Sample Contractor Performance Spreadsheet

8659 SLTA LRU Report

SLTA (8659) Report (includes 2311, 3285, 8141)

Period BEQ Reps

Received

Reqd Monthly Output

Overflow

WIP

Actual Deliveries

Metric Met

Perf Rating

May 13 20 20 23 8 22 NO 0.957

Jun 13 20 26 23 10 22 NO 0.957

Jul 13 20 19 23 8 22 NO 0.957

Aug 13 20 7 23 11 23 YES 1.000

Sep 13 20 14 23 7 23 YES 1.000

Oct 13 20 24 14 0 15 YES 1.071

Nov 13 20 19 13 1 13 YES 1.000

Dec 13 20 27 23 9 16 NO 0.696

Jan 14 20 16 23 5 23 YES 1.000

Feb 14 20 18 23 9 23 YES 1.000

Mar 14 20 21 23 2 23 YES 1.000

Apr 14 20 23 20 0 20 YES 1.000

PoP 2 Total 234 245 0.970

Period: Period of Performance in calendar months for each ordering period

BEQ: Best Estimated Quantity - Estimated repair requirements for the ordering period per month

Repairable Received: Total number of reparables received

Required Monthly Output: The monthly number of required deliveries based upon inputs received and the LRU specific repair throughput time. It is capped at 15% above the Monthly

BEQ amount per ordering period

Overflow WIP: Work In Process in excess of delivery cap

Actual Deleveries: The actual number of serviceable assets submitted to WAWF each month for DCMA approval

Metric Met: Calculated by comparing the Actual Deliveries to the Required Deliveries. If

Actual deliveries are greater than or equal to Required Deliveries, then Metric is met. If Actual

Deliveries is less than Required Deliveries, then Metric is not met.

Performance Rating: Used to determine percentage in which the contractor has met deliveries.

Calculated by dividing the Actual Deliveries by Required Deliveries