QASP_Norway LTS.pdf

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Quality Assurance Surveillance Plan (QASP) for

ROYAL NORWEGIAN AIR FORCE (RNoAF)

LONG TERM SUSTAINMENT (LTS) SUPPORT

OF

C-130J AIRCRAFT PECULIAR SYSTEMS AND COMPONENTS

PR NUMBER: FD2060-13-30058

Basic Date: 27 March 2013

I. Performance Management –

a. Objective: The objective of the service to be acquired is for Lockheed Martin Corporation, hereafter referred to as the Contractor, to provide Long Term Sustainment (LTS) Support for Royal Norwegian Air Force (RNoAF) C-130J aircraft under the terms and conditions of Foreign Military Sales (FMS) case NO-D-QAT (sustainment) and NO-D- PUA (publications). The period of performance (PoP) for this contract will be for four (4) years, to be contracted as a twelve (12) month basic contract with three (3) one-year ordering options with an overall PoP of 1 Feb 2014 thru 31 Jan 2018.

LTS support is required under Norway’s Letter of Offer and Acceptance (LOA) with the United States Government (USG) and consists of, but is not limited to, the following:

Program Management; Material Management to include C-130J peculiar Procurement and Replenishment of Spares and C-130J peculiar Repair of Reparables; Field Service Representatives such as Ground Maintenance System Administrator (GMSA), Field Service Representative (FSR), and Logistics Support Representatives (LSR); Country Standard Technical Order (CSTO) updates; Sustaining Engineering Services (SES); and modifications.

Sustainment support services are critical to enable RNoAF to effectively and efficiently operate their C-130J fleet in support of their National and North Atlantic Treaty Organization (NATO) commitments.

b. Results: The desired result the Multi-Functional Team (MFT) hopes to achieve from this acquisition is to provide high-quality, cost-effective, and timely LTS support to RNoAF.

Success of the program will be measured in terms of success rate in performing Contractor responsibilities listed in the Performance-Based Work Statement (PWS) and meeting or exceeding performance metric thresholds.

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.

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(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 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. Specific Roles and Responsibilities of MFT members:

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LTS LOGISTICS MANAGEMENT SPECIALIST (LTS):

Program execution, cost and schedule. Acts as primary Contracting COR – reviews the Contractor’s performance utilizing periodic and random inspections or surveys and certifies receipt of deliverables.

PROCURING CONTRACTING OFFICER (PCO):

Contract management; modifies orders as required; provides business advice.

Responsible for approving travel requests.

ENGINEER:

Responsible for all engineering and technical issues of the program. Reviews and provides inputs to changes to the PWS related to his field of expertise and responsibility.

TECHNICAL ORDER MANAGEMENT AGENCY (TOMA):

Responsible for ensuring compliance of Country Standard Technical Orders with style and formatting IAW TMCR 86-01N and TO 00-5-19.

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.

DCMA ADMINISTRATIVE CONTRACTING OFFICER (ACO):

Administers contract.

CONTRACTOR:

Ensures performance.

SERVICES DESIGNATED OFFICIAL (SDO):

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.

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.

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

DATA MANAGEMENT Officer (DMO):

The DMO will search and collect appropriate Data Item Descriptions (DID) during acquisition strategy planning. The DMO will assist in preparation of Department of Defense (DD) Form 1423s, Contract Data Requirements Lists (CDRL) including revisions post contract award and ensure CDRL references match Performance-based Work Statement (PWS) paragraphs. The DMO will review, validate, and serve as the Approving Official (AO) for CDRLs if applicable. For organizations where the DMO is not the CDRL AO, the DMO will ensure the CDRL is signed by the appropriate AO.

The DMO will review draft Purchase Request (PR) packages and CDRL Data Call Worksheets and forward to applicable external organizations. The DMO will schedule the Data Requirements Review Board (DRRB). The DRRB can be held in conjunction with a comparable meeting. The DMO will invite representatives from applicable external organizations to the DRRB. The DMO will co-chair the DRRB with the Integrated Product Team (IPT) or MFT lead.

e. Management Strategy: The team will utilize the Contractor’s weekly reconciliation report, weekly telephonic communications with the customer and Contractor, customer’s monthly consumption report, customer feedback, deficiency reports (DR), quarterly performance assessment reports (PARs), corrective action reports (CAR) and e-mail communications when reviewing contractor performance. The Government shall have the right to inspect contractor performance in accordance with Federal Acquisition Regulation (FAR) 52.246-2, Inspection of Supplies - Fixed Price, 52.246-4 Inspection of Services - Fixed Price, and 52.246-5, Inspection of Services - Cost Reimbursement. Contractor performance will be rated accordingly in the Contractor Performance Acceptance Reporting System (CPARS). The MFT will conduct a semi-annual face-to-face Weapons System Review (WSR) to validate contractor performance and minutes will be recorded.

f. Metrics: The contractor shall meet all task requirements for providing LTS services as defined in the PWS. The following metrics shall be maintained by the COR:

Measurement Area Description Standard

All United States Government established suspense dates

Timeliness of CDRL submission and notification

All United States Government established thresholds

Achieve thresholds for reporting period specified in PWS

All products/documents submitted Timeliness and conformance to standards specified in the PWS

Base Supply Metrics Statistics and Issues reported and discussed during the weekly telephonic conference among customer Logistics Squadron personnel, Contractor, USG FMS LTS Program Manager, Item Manager and Production Manager

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g. Contract Reviews:

(1) Initial Contract Performance Review: The initial evaluation of contractor performance (i.e., 30-day review) 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. The review will take place within 30 days after the contractor assumes full performance responsibilities.

(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.

(3) 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 (CO). The Multi-Functional Team (MFT) will use past performance information from the CPARS system throughout the life of the contract. The (For Example: Program Manager) will assess the contractor’s performance using the current DoD CPARS Guide. The Program Manager may use contractor performance indicators maintained in the contract file or COR surveillance folder in paper or electronic format.

(4) Ongoing Reviews: Contract performance is continuously reviewed to ensure stated mission objectives are met. These reviews include periodic reviews conducted by requiring activity leadership (e.g., COR supervisors, FC/FDs, etc.), the cognizant contracting activity, QAPCs, and CORs. The Consolidated COR Surveillance Folder Checklist for COR Supervisors, FC-FDs, SDO, PCOs, CORs, and-or QAPCs is a useful tool for conducting these ongoing reviews.

i. Other MFT Requirements: During performance management, the MFT must satisfy Environmental Management System (EMS) and Green Procurement Program (GPP) requirements. See contract documents for details

j. Safety Requirements: The MFT must ensure the contractor and its subcontractors (if applicable) promptly report pertinent facts regarding mishaps involving reportable damage or injury to the Air Force and to cooperate IAW AFI 91-204, paragraph 2.12, in any Air Force safety investigation. In the event the contractor notifies the cognizant contracting officer, the contracting officer’s representative, and/or the cognizant program manager of any safety mishap or incident to DoD property entrusted by this contract operation, the multi-functional team must ensure the cognizant Safety office is notified ASAP.

Notifications made after duty hours shall be reported to the appropriate installation Command Post (Note: the Robins AFB Command Post Phone Number is (478) 327-2612, and they can connect with any DoD Command Post worldwide). The MFT should contact the government Safety Office at 478-926-6271 for any safety questions that arise in the administration of the contract.

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k. Combating Trafficking in Persons: The COR will report any suspected Trafficking in Persons to their Procuring Contracting Officer IAW FAR 52.222-50. Training is available at http://ctip.defense.gov, and reporting requirements are available in the DoD COR Handbook.

II. Assessment Management –

a. Services Summary (SS) chart with method of surveillance:

Performance Parameters

PWS

Paragraph(s)

Performance Threshold Method of Surveillance

Meet or Exceed Sustaining Engineering Services Response Times

(SESRT)

Thresholds

Para 4.1.4.2 & 4.1.4.2.1

Priority 1: 16 business hours Priority 2: 24 business hours.

Priority 3: 10 business days Priority 4: 20 business days

Surveillance of all open SESRT will be performed by the Engineer and COR.

Response time will be measured from the time the Contractor receives the request from the RNoAF to the time a draft response is received by the USAF PM. Results will be summarized on a quarterly PAR.

Meet or Exceed CSTOs Response Time and Incorporation Thresholds

Para 4.1.3.2,

4.1.3.5 & 4.1.4

Routine: 45 calendar days response and 365 calendar days incorporation Urgent: 15 calendar day response and 40 calendar days to issue a supplement Emergency: 48 hours response and five calendar days to issue a supplement

Surveillance of CSTO’s response time will be performed by the TOMA and COR. Results will be summarized on a quarterly

PAR.

Meet or Exceed Mission Capability

(MICAP)

Threshold for spares and support equipment

Para 4.1.2.3.12

96 hours averaged across 6 months based on MICAP hours divided by number of aircraft in the fleet that month

Semi-annual surveillance will be performed by the IM and COR via review of monthly reports.

Meet or Exceed Stock Effectiveness at the Unit Level

Para 4.1.2.3.13

90% threshold for the unit stockage effectiveness.

Semi-annual surveillance will be performed by the IM and COR via review of monthly reports.

Deliver Accurate CDRL deliverables on schedule

Para 4.1 90% on time delivery and only one rewrite per quarter.

Surveillance of CDRLs will be performed by the COR. Results will be summarized on a quarterly

PAR.

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b. Surveillance Folder:

TAB Minimum Required Documentation

TAB A:

Applicable Copies of Contract Documents Conformed contract*, PWS, QASP, CDRLs, and the FC/FD written decision on mission essential requirements or signed QASP IAW this template. * A conformed contract is the copy of the contract that incorporates all contract changes made from the basic contract award through the last contract modification into one document.

TAB B:

COR Training/Designation and COR Leader Training

(1) Reference memo to the CORT Tool for the following documentation: COR

“QAPC-led” training documentation, COR “Contract Specific” training, COR nomination memo, COR designation memo, and termination of COR designation memo (if applicable).

(2) Concise memo verifying all cognizant COR leaders (i.e., COR Supervisor and FC/FD) are trained. Robins PEO & Supply Chain Management COR Leader training is centrally tracked on the Quality Assurance SharePoint site.

TAB C:

Applicable performance documentation Applicable government and/or contractor-generated performance documentation (e.g., status reports, applicable CDRL deliverables, CAVAF, DCMA reports, etc.)

TAB D:

Inspection and Surveillance Official contract quality assurance inspection documents (e.g., Performance Assessment Report (PAR); Corrective Action Report (CAR); Customer Complaint Record (CCR), SDO’s Initial Contract Performance Review (a.k.a. 30-Day SDO review), annual SDO review, and the annual COR Supervisor Surveillance Folder Review Checklist) NOTE: see AFMC MP5337 to identify the cognizant SDO. SDO delegations are posted under the Contract Quality Assurance Resources section of the QA SharePoint site.

TAB E:

Other Documentation Payment document or payment memo (e.g., WAWF or alternate approved payment method--see contract terms); MFT meeting documentation (minutes and/or charts);

miscellaneous correspondence; and COR Transition Checklist (when applicable).

TAB F:

Applicable Contractor Plans e.g., Quality Control Plan; Health and Safety Plan;

c. Plan or process for Corrective Action: For Services Summary (SS) items, the PM will monitor actual Contractor performance against stated objectives. A CAR will be sent to the CO/ACO for processing if three repeated failures to meet the objectives occur. The CO/ACO will forward to the Contractor who, in turn, will respond with corrective and preventive actions. Repeated negative PARs lead to a CAR. Notification of the closed CAR shall be provided to the QAPC.

1.1. d. Method of Acceptance of Services: The contractor shall submit payment requests (invoices, receiving reports, or combos) and receipt/acceptance documents using the contract payment terms to the designated government person who will process contractor invoices for receipt/acceptance/payment. CDRL deliverables may be attached to a receiving report and submitted using the acceptance terms provided in the contract. Separately priced CDRLs must be accepted in WAWF in order for the contractor to receive payment. WAWF information is available at https://wawf.eb.mil.

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The COR shall notify the Contractor of any temporary duty assignment (TDY) or conflicting event that will prohibit review within the specified period and establish an alternate reviewing official. Documents will be validated ensuring:

Costs are appropriate Labor hours are appropriate Travel costs are appropriate (e.g. lodging, rental car, fuel, airline ticket, parking fee) Value received for hours worked (quality of performance) Material charges are appropriate (e.g. official telephone and internet connection and usage fees)

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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. By signing below, you are appointed to the MFT for this acquisition and accept the above responsibilities.

By signing below, you are validating the decision documented in the PWS regarding whether or not essential services will continue during crisis.

Scott E. Boyd Functional Director

AFLCMC/WLNI, DSN 472-1343

3/27/2013

X Helen Porter, FD2060-13-30058 478-222-1136 Signed by: PORTER.HELEN.W.1229912450

QAPC, AFSC/PZCA, wralc.qap.pws.pp@robins.af.mil The QAPC signature above acknowledges the support provided to the multi-functional team in the development of contract quality assurance requirements.

Jill M. Thornton Procuring Contracting Officer

AFLCMC/WLKCB, DSN 497-8556

The PCO signature above acknowledges that requirements in this quality assurance surveillance plan are clearly stated and enforceable.

Anthony L. Davis COR Supervisor

AFLCMC/WLNID, DSN 472-5555

Renee L. Rowe

AFLCMC/WLNID, DSN 468-0585

Primary COR/Logistics Management Specialist

Bayani O. Udasco

AFLCMC/WLNID, DSN 468-6481

Alternate COR/Program Manager

Samuel W. Wallace

FMS TOMA - AFLCMC/WLNID, DSN 472-7862

Edwin A. Massey

IM - AFLCMC/WLNEA, DSN 472-4971

Gary O. Jenson Engineering DMO - AFLCMC/EZGEM, DSN 472-3065

Antonio M. Bermudez Engineer - AFLCMC/WLNEA, DSN 468-9428

Leterence R. Colvin

DCMA ACO - DCMAE-ALAA, (770)-494-2016

Contractor