PROS_V_Pre-Proposal_Conf_Deck_Final.pdf

Air Force Security Assistance and Cooperation Directorate

Advancing national security by building global partnerships one case at a time

AFLCMC … Providing the Warfighter’s Edge

Welcome to the Parts & Repair

Ordering System V Pre-Proposal Conference

15 April 2015

Hilton Garden Inn Dayton/Beavercreek

FBO Solicitation Number: FA8630-14-R-5030

Integrity Service Excellence

Segment 1 - Opening Remarks

Mr. Chris Hoff PROS V Acquisition Program Manager

Air Force Security Assistance and Cooperation Directorate

Purpose

To provide interested parties a venue to learn about the PROS V business opportunity, & clarify Revised

Draft RFP requirements.

Event Agenda

Time Agenda Segment Speaker(s)

8:15 - 8:30am 1 – Opening Remarks Mr. Chris Hoff

8:30 – 9:00am 2 – AFSAC Mission Brief Mr. Rick Amos

9:00 – 9:30am 3 – PROS Program Overview Mr. Chad Vorhis

9:30 – 10:00am 4 – Acquisition Strategy Overview Mr. Chris Hoff

10:00 – 10:15am Break – Collect Questions

10:15 – 10:30am Responses to Questions Team

10:30 – 11:00am 5 – MIS Operations Overview Ms. Tracy Dinoff

11:00 – 11:30am 6 – RFP Review – General Layout & Contracting

Ms. Tracy Riley

11:30am – 1:00pm Lunch on your own - Collect Questions

Agenda Review (continued) Time Agenda Segment Speaker(s)

1:00 – 1:15pm Responses to Questions Team

1:15 – 2:00pm 7 – RFP Review – PWS Mr. Chad Vorhis

2:00 – 2:30pm 8 – RFP Review – Technical Volume Mr. Chad Vorhis

2:30 – 2:45pm Break – Collect Questions

2:45 – 3:00pm Responses to Questions Team

2:30 – 3:00pm 9 - RFP Review – Price Volume Mr. Chris Hoff

3:00 – 3:30pm 10 - RFP Review – Past Performance Volume

Ms. Tracy Riley

3:30 – 3:45pm Responses to Questions Team 3:45 – 4:00pm 11 - What’s Next & Closing Remarks Mr. Chris Hoff

Admin / Housekeeping

• Facility Considerations

• Emergency Procedures

• Restrooms & Breaks

• Materials & Name Tags

• Lunch

• Attendee List

Wi-Fi Passcode is “daybc3500”

Q & A Protocol

• No roaming microphones

• Submit Questions in writing on notecards provided

• Questions answered here or following event

• Reference agenda Segment # or RFP section/page in top left corner

• Submit to Pam Craft or place in bins in back of room

At Event

Email (after event)

• Type question in email

• Reference presentation Section # or RFP section/page

• Send to: tracy.riley@us.af.mil

Agenda Item Speaker(s) Segmt Opening Remarks Mr. Chris Hoff 1

AFSAC Mission Brief Mr. Rick Amos 2

PROS Program Overview Mr. Chad Vorhis 3

Acquisition Strategy Overview Mr. Chris Hoff 4

MIS Operations Overview Ms. Tracy Dinoff 5

RFP Review: General Layout & Contracting

Ms. Tracy Riley 6

RFP Review: PWS Mr. Chad Vorhis 7

RFP Review: Technical Mr. Chad Vorhis 8

RFP Review: Price Mr. Chris Hoff 9

RFP Review: Past Performance

Ms. Tracy Riley 10

What’s Next & Closing Remarks

Mr. Chris Hoff 11 and Cooperation Directorate

Segment 2 – AFSAC Mission Overview

Mr. Rick Amos Branch Chief – International Logistics

AFSAC

Mission and Vision

Mission: Advancing National Security by building global partnerships one case at a time

Vision: The best Security Assistance organization in the world

Speed with Discipline Unity of Purpose Trust and Confidence

Cradle-to-Grave Support…

For a Full Range of Weapon Systems…

And More

Breadth of Mission http://www.af.mil/search/media.asp?mediaID=7183&mediaType=1

Foreign Military Sales (FMS)… The Big Picture

• Security Assistance

– Building Partnership Capacity

– It’s About Relationships

• Why Do We Do It?

– Provide For Interoperability

– Promote Mutual National Security

FMS Enterprise Why It’s Important

Nuclear Deterrence Ops Air Superiority

Space Superiority Cyberspace Superiority Global Integrated ISR

Global Precision Attack Special Operations

Rapid Global Mobility Personnel Recovery

Agile Combat Support Building Partnerships

USAF Core Functions Global Vigilance, Reach, Power

Arms Export Control Act Foreign Assistance Act

COUNTRIES: 13

REGIONAL ORG: 1

CASES: 189

VALUE: $1.37 B

COUNTRIES: 2

CASES: 88

VALUE: $1.24 B

TOTAL ACTIVE FMS

COUNTRIES: 105

NATO ORGS: 7

REGIONAL ORG: 1

CASES: 2,710

VALUE: $155.8 B

COUNTRIES: 38

NATO ORGS: 7

CASES: 1117

VALUE: $44.4 B

COUNTRIES: 21

CASES: 111

VALUE: $2.82 B

COUNTRIES: 15

CASES: 509

VALUE: $63.4 B

COUNTRIES: 16

CASES: 696

VALUE: $42.3 B

13 As of 2 Mar 15

USAF FMS Portfolio

CY13 CY14 CY15

# Average Time # Average

Time # Average Time

401 63.2 353 45.0 44 44.2

679 124.2 804 113.6 82 120.8

39 345.6 42 263.5 6 143

55 68.3 68 55.5 3 76

1,174 108.1 1,267 96.4 135 96

AFSAC Production

#: Number of LOA, Amd, Mod Actions Average Time: Average Processing Time

A B C D

600+ actions in work at any one time

(as of 1 Jul 14)

TOTAL ACTIVE FMS

COUNTRIES: 105

NATO ORGS: 7

REGIONAL ORGS: 1

CASES: 2,710

VALUE: $155.8 B

As of Mar 15

Anticipated Offer Date (AOD)

Case Closure Certification

FMS Enterprise Process Pre LOR Case Development

Case Preparation Case Offered

LOR

Receipt Requirement

Definition

Case Execution

Case Closure

Requisitions Initiated

Closure Certificate Issued

Materiel Supply & Shipment

Case Reconciliation

TITLE TRANSFER

POINT

Goal: Close within 2 years of NSSC

Time Depends on Country, Type Case and Completeness of Request

Requisitions Extract

Consumables Spares Repairs

No Requisitions Until Now

Transition to Source of Supply

Transportation Issues

Contract Award Contract Definitization/ Execution

Major Platform Initial Support Delivered

Major System Acquisition

Updated Oct 13

DSCA Goal: Group A < 30 days, Group B < 30 days, Group C 90 days , Group D (Pseudo Cases) 30 days

Case Implementation

Enterprise Management

Case Execution

A Leader in the FMS Enterprise

Mission

• FMS Customer / Partner Requirements (LOR)

• Case Development, Management, & Execution (LOA)

• Foreign Disclosure Office (FDO) / Export Licensing

• FMS Policy Review and Dissemination

• FMS POM/Budget/Execution

• FMS Resources Advocacy and Allocation Mission Support

• AFLCMC Functional Management

• FMS Civilian Employment Plan (CEP) Requirements

• Organizational Senior Functional Responsibilities

• Security Cooperation/Security Assistance Training

The Organization

Director’s Action Group

Ops Div (WFO) AFSAC Directorate (WF)

Communications/Info Div

(WFS)

Comptroller Div

(WFC)

Central Div

(WFM)

Enterprise Planning & Requirements Div (WFN)

Contract Exec Div

(WFG)

International Div

(WFI)

Regional Support Div

(WFA)

Robins AFB GA Military: 0 Civilian: 12 Contractor: 5

FLO: 6

Hanscom AFB MA

Civilian: 7 Contractor: 1

WPAFB OH

Military: 19 Civilian: 467 Contractor: 67 FLOs: 48 Tinker AFB OK

Military: 0 Civilian: 7 Contractor: 0

Hill AFB UT

Civilian: 7 Contractor: 0

Cairo, Egypt Military: 0 Civilian: 3 Contractor: 0

AFSAC

Locations and Demographics

Saudi Arabia Military: 0 Civilian: 5 Contractor: 0

Foreign Liaison Officers

• Wide range of countries served by

AFSAC

– FMS customers from 6 of 7 continents

– Represent multitude of languages, cultures, & customs

– About 45 FLOs assigned to AFSAC

– Typically on station for about three years

– Varying computer equipment & capability

Summary

AFSAC Directorate…

- Building Global Partnerships

- Promoting National Security

- Leading the Foreign Military Sales Enterprise http://projects.daytondailynews.com/cache/galleries/photos/1491322/ and Cooperation Directorate

Segment 3 – PROS Program

Mr. Chad Vorhis PROS Deputy Program Manager

• Background

• PROS Mission

• Program Overview

• Customer Expectations

• Summary

Outline

• Origination of PROS − Prior to 1990, 60% of FMS requisitions cancelled due to lack of organic support

• Purpose of PROS

– PROS is a major procurement contract

• Tri-Service program for 100+ FMS customers

• Managed by the AFLCMC, AFSAC, Wright-Patterson AFB OH

• 5th Generation contract and over 24 years of successful support

• Currently, less than 10% of requisitions cancelled due to inability to locate qualified source

Contract PoP Orders Processed Est’d Value Actual Value

NIPARS 1990-1996 100,000 $250M $470M

PROS I 1996-2001 174,652 $750M $900M

PROS II 2001-2006 184,968 $2B $1.9B

PROS III 2006-2012 142,678 $1.5B $943M

PROS IV 2012-2016 70,834* $975M $899M*

PROS V Source Selection In Process

*Data as of 4 March 2015

Background

• Mission: Provide FMS customers world-class logistics support for non-standard & hard-to-support standard item requirements

- Non-standard Item = NOT actively managed, procured, stocked, stored or issued w/in USAF Logistics System

- Standard Item = Actively managed, procured, stocked, stored or issued w/in USAF Logistics System

• Commitment: Provide customers best value by focusing on:

- Competitive pricing

- Timely support (contract award timeframe & shipments)

- Superior service (responsiveness to customer)

- Quality program management

PROS Mission

1950s A-37 T-33 T-37

C-7 T-38 A-7 F-104 1960s

C-130 F-111 F-4 F-5 707 1970s

1990s and beyond 767 C-17 JSF

1940s C-47

F-16 F-15 E-3 KC-135 1980s

PROS Mission FMS Aircraft Supported http://www.af.mil/search/media.asp?mediaID=822&mediaType=1

PROS Mission FMS Material/Value Supported

• Types of Materiel (list not all-inclusive):

- Clothing

- Computer equipment

- Electronics

- Aircraft components

- Navy ship components

- Engine components

- Tactical vehicles

- Fire trucks

- Support equipment

Program Overview

• Contractor Responsibility: Ensuring FMS customer receives quality material and services

- Nonstandard items:

• Open competition

• Award to qualified sources - OEM/OEM approved source, FAA/JAA approved source, assigned US CAGE Code, possession of ISO 9000 certification or compatibility

• OEM traceability documentation

- Standard Items:

• AF items - Use only USAF approved sources

• Navy and Army items – To be treated as non-standard (i.e. open competition, qualified sources, documented traceability to OEM)

- One-year warranty for all parts and repair

Service Areas

The PROS Team contracts for the procurement of spare parts and end items.

Includes package buys and Price and Availability (P&A) and any other associated efforts with supply contract actions.

The PROS Team contracts for repair, overhaul, upgrade, modification, calibration/testing and Test, Teardown and Inspection (TTI)

The PROS Team provides support for studies, analysis and technical services which may include minimal material items or maintenance support in conjunction with other requirements

SERVICE AREAS

• Non-Standard Items

- Any item that is not actively managed by USAF Source of Supply

(SoS) is a potential candidate for PROS

- Input by the FMS customer directly to PROS

• Hard-To-Support Standard Items

- Any item that is actively managed by the USAF is a potential candidate for PROS IF the USAF SoS is unable to provide support

- Customer routes requisition to the applicable USAF SoS, customer is given the option to pass to PROS

• USAF SoS must include approved source data

Supply Area Eligibility

Supply Process Flow

Ctr researches rqmt - within scope, IDs unique rqmts, NTE, 2B, suggested sources, etc.

SAMIS

sends

A05/A01 record to

Ctr

Ctr acknowledges receipt - BD

Ctr initiates procuremnt cycle - BZ

Quotes received?

Ctr posts price quote -

PQ

Ctr cancels - CG

Process ends

YES

NO

Contract awarded –

BV/ESD

SAMIS

financial status –

OK/OH

Price approval required

- X5

YES

NO

Cancellation fee processed

Customer approval –

R5

NO

YES

Ctr tracks ESD to

Shipment

Ctr confirms shipment

- AS3

Ctr submits invoice

AFSAC

PMO/CO

certifies payment

DFAS

pays bill/ delivery reported in SAMIS

Solicit quotes, process RFQ to directed/ suggested sources

Process ends

• Non-Standard Items

- Any item USAF SoS does not provide maintenance support for is a potential candidate for PROS

- Input by the FMS customer directly to PROS

• Hard-To-Support Standard Items

- Any item actively managed by USAF is a potential candidate for

PROS IF USAF SoS unable to provide support

- ALL PROS standard repair requisitions are input by AFSAC PROS

Program Management Office (PMO) and include USAF approved source data

• All maintenance efforts are repair and return

- Same item returned to customer that was shipped for maintenance

Program Overview Maintenance Service Area Eligibility

Material shipped to customer -

AS3

Ctr Researches -within scope, identifies unique rqmts, suggested sources, etc.

SAMIS sends C0R record to

Ctr

Ctr acknowledges receipt - BD

Ctr initiates procurement cycle - BZ Quotes received?

Ctr sends

IQ to SAMIS for TTI

Ctr cancels –

CG

Process Ends

YES

NO

Ctr sends IV/ECD for

TTI to

SAMIS

SAMIS

financial status -

OK/OH

NO

Cancellation Fee

Processed

Customer Approve

NO

YES

Vendor completes

TTI &

provides quote for full effort

Ctr submits invoice

PMO/CO

certifies for payment

DFAS Pay/ delivery reported in

SAMIS

Solicit quotes, process directed RFQ to directed & suggested sources

Ctr sends X8 shipping instruction

Price approval required -

X5

YES

YES

NO

Customer Approve

NO YES Cancellation Fee

Processed

Price approval required -

X5

Process Ends

Process Ends

Vendor completes repair

Program Overview Maintenance Process Flow

• Provides customers with a means to procure specialized support

• Task Order Examples:

- Used to fund contractor to support country logistics management reviews

- Technical writer for country regulation revisions

- Equipment installation by skilled technician

- Site surveys prior to buying major equipment

Task Orders

Customer submits requirement to AFSAC

AFSAC PMO

determines supportability

See supply/maint process flow

Use existing

PROS

supply/maint processes

Input requirement as Task Order

AFSAC negotiates/ approves contractor’s proposal/support plan or

Contractor defines method of supporting the requirement

SOO forwarded to PROS contractor

Customer approves support plan and price

Task Order Executed

Program Overview Task Order Flow

• Current Breakout of Orders

- Little or no customer forecasting of future requirements

- Most requirements for low order quantities

PROS Program Overview Statistics

Requisition Type Count Percentage Supply 56,920 80% Urgent 28,763 Routine 28,157 Maintenance 13,803 19% Urgent 13,625 Routine 178 Task Orders 36 <1% Price & Availability 75 <1% Total 70,834 100%

Data as of 4 March 2015

• Contractor compensated through fill fees

- Customers choose HLS, Urgent, or Routine Level of Service

(LOS)

PROS Program Overview Parameters

Material Cost ($) HLS Fill Fee Urgent Fill Fee Routine Fill Fee

0.00 – 3,000.00 $$$ $$$ $$$ 3,000.01 – 100,000.00 $$$ $$$ $$$ 100,000.01 – 700,000.00 $$$ $$$ $$$ 700,000.01 – 5,000,000.00 $$$ $$$ $$$

5,000,000.01 AND UP $$$ $$$ $$$

• Funding

– Requisitions are paid by FMS customer using country funds or USG provided Foreign Military Financing (FMF)

– Funding process

• Funds applied to customer Case/Line

• Customer inputs requisition, funds are pulled from applicable

Case/Line

• Requisition contract awarded, obligates funds

• Upon shipment, contractor invoices for material, transportation costs, and associated fees (fill fee, research fee, cancellation fee, etc.)

• USG processes payment to contractor

Funding

Customer Expectations

• Timely, thorough communications

• Active management of requisitions to contract award/shipment

• Competitive prices for material/services

• Reasonable fill fees

• Quality products/services

• Effective Supply Discrepancy Report (SDR)

Management

Summary

ULTIMATE GOAL

Provide FMS partners with a contracting vehicle which:

1. Fulfills non-standard and hard-to-support standard requirements at reasonable prices

2. Provides exceptional customer support

PROGRAM FACTORS

Potential bidders must consider:

1. Highly labor intensive program

2. Non-standard material

3. Limited vendor base http://www.impactcommunicationsinc.com/presentation-communication-skills/whats-your-objective/attachment/12-05_what_is_your_objective/ and Cooperation Directorate

Segment 4 – Acquisition Strategy Overview

Acquisition Objectives

• Team sought to achieve these general objectives:

– Promote competition - Reduce information technology obstacles to bidding on PROS V

– Realistic & achievable performance metrics - Adjustment to on-contract goals

– Further increase customer satisfaction & responsiveness

• Transition/overlap period between incumbent & new awardee to manage requisition flow

• Higher Level of Service (HLS) to support critical requirements

• Extended Period of Performance (PoP)

– Incentivize continuous improvements - Fill Fee/Objective Performance Incentive (OPI) restructuring

Acquisition Strategy Overview

• Contract Vehicle: Single Award Indefinite Delivery / Indefinite Quantity

• Competition: Full and Open

• Duration: Fifteen years total

• Contract Ceiling: $4.2B

• Contract Type: Fixed Price and Cost Reimbursable

• Minimum Order: $10K

(continued)

• Rationale for longer PoP

– Large ramp up investment to support contract this size

– Need deep vendor base to support spectrum of purchases

– Major learning curve, manually intensive, unique program

• 90 Day Transition Period

– PROS IV & V run in parallel but no contractor interaction

– 30 days to train staff, 60 days to manage requisition flow

• Five Year Base Ordering Period

• Five One-Year Option Ordering Periods

– Exercise considers performance, competition, & SB goals

– Last order sent to contractor on last day of ordering period

• Five Year Close-out Period

– Commences at conclusion of ten year ordering period

– Allow for shipment of supplies & repairs, and completion of all SDRs

– Continued processing requisitions to award

44 * Dates are subject to change

Contract Periods Dates Activities

Transition / Overlap 23 February 2016 – 23 May 2016

IT systems training (Days 1-30) Manage requisition flow (Days 31-90)-

Certain requisition types only Base Ordering Period 25 March 2016 –

24 March 2021 Processing all requisitions

Options 25 March 2021– 24 March 2026

Processing all requisitions

Closeout 25 March 2026 – 22 February 2031

Processing requisitions, completing shipments, resolution of SDRs

Post-Award Requirements & Oversight

• Post Award Orientation ─ Constitutes minimum order amount of $10,000 ─ Estimated one week duration, to coincide with training ─ PMO/contractor review of contract clauses, PWS, CDRLs, Section J Attachments

• Semi-Annual Program Management Review ─ Review status, metrics, open issues, improvement efforts ─ Answer questions from USAF and FMS customers

• Other Recurring Forums ─ Weekly teleconferences with PROS PMO ─ Semi-annual meetings with Navy, ALC, & FMS customers ─ World Wide Reviews (F-15, C130, F-16/Proven)

• Performance Requirements

• Service Summary items listed in PWS

• Data gathered via automated SAMIS reports, PMO audits/site visits, SDR reports, etc.

• Rewards

─ Positive CPARS ratings, Exercise of options ─ Full fill fee and OPI achievement

• Remediation ─ Negative CPARS ratings, Options not exercised ─ Corrective Action Report, Show Cause, Cure Notice, etc.

─ Terminate for Cause/Default/Convenience ─ Reduction in fill fees, lower OPI realization

Post-Award Requirements & Oversight (continued)

Contractor Benefits

• Long term revenue opportunity

– Revenue generated through 15 year contract

• Increasing volume over time

– Many countries sustaining aged aircraft

• Long term relationship with USAF & FMS countries

– Program Management Reviews (PMRs) and regular communication forums

15 Minute Break

Agenda Item Speaker(s) Segment Opening Remarks Mr. Chris Hoff 1 AFSAC Mission Brief Mr. Rick Amos 2 PROS Program Overview Mr. Chad Vorhis 3 Acquisition Strategy Overview Mr. Chris Hoff 4 MIS Operations Overview Ms. Tracy Dinoff 5 RFP Review: General Layout & Contracting

Ms. Tracy Riley 6

RFP Review: PWS Mr. Chad Vorhis 7 RFP Review: Technical Volume Mr. Chad Vorhis 8 RFP Review: Price Volume Mr. Chris Hoff 9 RFP Review: Past Performance Volume Ms. Tracy Riley 10

What’s Next & Closing Remarks Mr. Chris Hoff 11 and Cooperation Directorate

Segment 5 – MIS Operations

Ms. Tracy Dinoff PROS MIS Lead

USG MIS Systems

• Security Assistance Management Information System (SAMIS)

– Official system of record for logistics, accounting & management of requisitions for FMS customers

• AFSAC Online Applications

– USG IT System: Contractor’s main interface to input & receive requisition transactions with customers

– SDR-A: Means for contractor to view all SDR information & input remarks

– Customer Communication Tool: AF FMS customers means to provide responses & submit questions to contractor

• WebSDR

– Means for contractor to input all detailed status transactions in response to SDRs

• Security Cooperation Information Portal (SCIP)

– Navy FMS customers means to provide responses & submit questions to contractor

• Defense Automated Message Exchange System (DAMES)

– Direct means of communication between three FMS customers and the PROS contractor

Current MIS Structure

• Requires PROS Contractor to develop internal system and translation technology to interface with AFSAC Systems

• Disadvantages:

− Significant investment to develop and maintain − Daily transaction files process via data translation software to convert to contractor format or process through SAMIS − Allows inaccurate data & duplicate transactions to process in SAMIS resulting in errors & re-work

Future MIS Structure

• Modifying AFSAC Online to allow contractor to input transactions directly − Contractor not required to create custom interface between its procurement system & AFSAC systems − Advantages

• No investment in addt’l equipment, staff, development, & maintenance

• Transactions will be input directly for batch processing

• Immediate error checking eliminating inaccurate data & duplicate transactions

Contractor Requirements

• Personnel Access:

− Submit Form DD2875 for AFSAC Online access − Secret Clearance or acceptable National Agency Check with Inquiries (NACI) − Complete information assurance training (Gov’t provided)

• Minimum system requirements* − Operating system: Microsoft Windows 7 or greater − Browser: Microsoft Internet Explorer 11 or greater − Network speed: Business class − Software:

• Microsoft Office 2010 or greater

• Adobe Acrobat XI Pro

• Java – latest version

53 * Subject to change through life of contract

USG IT System Training

• Contractor will be provided training on USG systems after award − Format: Instructor-led, classroom based

• USG will provide instruction and guides

• In-person demonstration vs. individual computer based training

− Location: Contractor facility − Schedule: Will be coordinated at contract award − Duration: One time, minimum of five days

• USG available for continuous support for duration of contract

• Future training of new personnel is contractor’s responsibility

Questions Asked by Industry

• Will the USG IT systems be available during holidays?

− Response: USG IT system will be available 24/7 except during maintenance periods.

• Is there a 24/7 help desk?

− Response: No, there will not be a 24/7 help desk.

• Is the contractor now responsible for double data entry?

− Response: Daily transaction files will be accessible for contractor to import if needed.

• Is there any compensation for USG IT system downtime?

− Response: Any USG IT system downtime that negatively impacts performance metrics will be taken into consideration.

• Will the contractor be able to make system changes to increase efficiencies in processes?

− Response: The contractor will not be permitted to make system changes but the USG will welcome requests for changes & suggestions for improvement. 55 and Cooperation Directorate

Segment 6 – RFP Review:

General Layout & Contracting

PROS V Contracting Officer

Uniform Contract Format

• IAW FAR 15.204-1 the contract will be structured as follows:

– Part I -- The Schedule

A Solicitation/contract form B Supplies or services and prices/costs C Description/specifications/statement of work D Packaging and marking E Inspection and acceptance F Deliveries or performance G Contract administration data H Special contract requirements

Uniform Contract Format

• Part II -- Contract Clauses

– I Contract clauses

• Part III -- List of Documents, Exhibits, & Other Attachments

– J List of attachments

• Part IV -- Representations and Instructions

– K Representations, certifications, & other statements of offerors or respondents

– L Instructions, conditions, and notices to offerors

– M Evaluation factors for award

RFP Organization – Page Limits

Volume Section L Paragraph

Number

Volume Title Copies Paper / Electronic

Page Limit

I 4.1 Executive Summary 3/1 3 II 4.2 Technical 3/1 125 (excludes Table of

Contents & Attachment 2 - Scenario Matrix)

III 4.3 Past Performance 3/1 5 (excludes Table of Contents, List of

Entities, Questionnaires, PPI

Tool Output, & Consent & Authorization Letters)

IV 4.4 Price 3/1 Unlimited (Attachment 5 – Pricing Matrix)

V 4.5 Contract Documentation 3/1 Unlimited

RFP Layout

• Section A: Standard Form 33 (Pg. 1)

– General scope, contact information

– Complete Blocks 12-18 and sign

• Section B: Contract Line Item Number Descriptions (Pgs. 2- 35)

– Adequate Price Competition anticipated

• Certified cost and pricing data not required

– Data not separately priced

– IAW FAR 52.216-22 USG will order a minimum of $10,000;

satisfied by post-award orientation meeting (task order)

• Sections C and D: N/A

• CLIN Structure*

*CLINs repeat for each option year

RFP Layout (continued)

CLIN / Description CLIN / Description

0001 Fill Fee 0006 Material Costs (Vendor Only) 0001AA Supply 0006AA Supply 0001AB Maintenance 0006AB Maintenance

0002 Cancellation Fee 0006AC Supply PCH&T and Storage 0002AA Supply 0006AD Maintenance PCH&T and Storage 0002AB Maintenance 0007 Data

0003 Task Orders 0008 Expedite Fee 0004 Travel Costs 0009 Contingency Operations Fee 0005 Research Fee 0010 Objective Performance Incentive (OPI)

0011 Price & Availability Fee

RFP Layout (continued)

• Section E: Inspection & Acceptance (Pg. 39)

– Clauses pertaining to inspection and acceptance

– FAR 52.246-15 Certificate of Conformance (APR 1984)

• Section F: Deliveries or Performance (Pg. 40)

– Clauses pertaining to deliveries and performance

– Stop Work Order, Government Delay of Work

• Section G: Contract Administration Data (Pg. 41)

– No clauses or provisions in this section

• Section H: Special Contract Requirements (Pgs.

42-44)

– Explanation of Objective Performance Incentives

• Section I: Contract Clauses (Pages 45-65)

• Clauses for reference and incorporated in full text

• Section J: Attachments (Page 66)

1. Performance Work Statement

2. DD Form 254 and Continuation Sheet

3. Small Business Subcontracting Plan

4. SDR Process

5. Pricing Matrix

6. Specs and Standards

7. Wage Rate Determination

• Section K: Representations, Certifications, & Other Statements (Pages 67-82)

– Complete “i” or “ii” checkbox on pg. 67

– Identify changes not reflected in current SAM entry on pg. 70

– Recommend Economic Purchase Quantities on pgs.70 and 71

– Indicate active federal contracts in item (b) on pg. 72

– Certify exemption from Service Contract Labor Standards at item (a) on pg. 72

– Identify changes not reflected in current SAM entry on pg. 75

– Indicate POC for disclosure of foreign ownership on pg. 76

– Identify unpaid delinquent tax liability (pgs.77- 79)

– Indicate corporate felony criminal violations in item (b) on pgs. 78 & 79

– List any derivative military articles containing specialty metals pg. 80

– Identify restrictions on technical data, provide POC, date, & signature

pg. 81

General Section L Requirements

• Section L: Instructions, Conditions, & Notices (Pgs. 83-85)

– Listing or text of applicable FAR solicitation provisions

– Separate attachment contains Instructions to Offerors on items required to submit in proposal:

• Executive Summary – Volume 1

• Technical – Volume 2

• Past Performance – Volume 3

• Price – Volume 4

– Contact Contracting Officer for errors/ omissions

– Electronic proposals also required - Attachment 7 –

Electronic Format Instructions

– Adhere to format requirements & page limitations

– TOC for each volume but Price & Executive Summary

• Section M: Evaluation Factors (Page 86)

– Listing or text of applicable FAR solicitation provisions

• Ex. Evaluation of options

– Separate attachment describes how Offerors will be evaluated

• Relative order of importance

– Technical Capability

• Acceptable

• Unacceptable

– Tradeoff procedures

• Among technically acceptable proposals, Past Performance or

Price may be traded off

• Past Performance is approximately equal to Price

90 Minute Lunch (On Your Own)

Agenda Item Speaker(s) Segment Opening Remarks Mr. Chris Hoff 1

AFSAC Mission Brief Mr. Rick Amos 2

PROS Program Overview Mr. Chad Vorhis 3

Acquisition Strategy Overview Mr. Chris Hoff 4

MIS Operations Overview Ms. Tracy Dinoff 5

RFP Review: General Layout & Contracting

Ms. Tracy Riley 6

RFP Review: PWS Mr. Chad Vorhis 7

RFP Review: Technical Volume Mr. Chad Vorhis 8

RFP Review: Price Volume Mr. Chris Hoff 9

Q & A

Agenda Item Speaker(s) Segment Opening Remarks Mr. Chris Hoff 1 AFSAC Mission Brief Mr. Rick Amos 2 PROS Program Overview Mr. Chad Vorhis 3 Acquisition Strategy Overview Mr. Chris Hoff

Ms. Tracy Riley

MIS Operations Overview Ms. Tracy Dinoff 5 RFP Review: General Layout & Contracting

Ms. Tracy Riley 6

RFP Review: PWS Mr. Chad Vorhis 7 RFP Review: Technical Volume Mr. Chad Vorhis 8 RFP Review: Price Volume Mr. Chris Hoff 9 and Cooperation Directorate

Segment 7 – RFP Review:

Performance Work Statement

Contract Solicitation

• Contracts awarded to vendors to fulfill requisitions must:

– Achieve competition unless LOA sole source / USG approved source (standard items)

– Obtain fair and reasonable prices

– Direct RFQs to suggested sources (not LOA sole source)

– Document pertinent requisition information from receipt through shipment in contracting file

Contract Award Objectives

• Three Service Areas:

– Supply, Maintenance, & Task Orders

• Customer-driven Levels of Service (LOS):

– HLS, Urgent, & Routine

• Contract Award Objectives

– Based on Service Area and LOS

– Requirement ranges from Objective (target) up to 150 days (threshold)

Level Of Service (LOS)

Supply Contractor Days to Award

Maintenance Test Teardown and Inspection (TTI) Contractor Days to Award

Maintenance Contractor Days to Award after PQ for Maintenance

HLS 21 Days 24 Days 5 Days

Urgent 40 Days 60 Days 10 Days Routine 60 Days 80 Days 15 Days

• Contractor compensated through fee structure

• Contractor fill fees based on meeting contract award objectives by level of service (HLS, urgent, routine)

• If contractor does not meet contract award timeframes, fill fee will be reduced in accordance with the below matrix Add’l Efforts Fee Research TBD

Expedite TBD

P&A TBD

Contingency Operations TBD

Material Value Fill Fee ($) Cancellation Fee ($)

HLS Urgent Routine HLS Urgent Routine

0.00–3,000.00 TBD TBD TBD TBD TBD TBD

3000.01–100,000.00 TBD TBD TBD TBD TBD TBD

100,000.01–700,000.00 TBD TBD TBD TBD TBD TBD

700,000.01–5,000,000.00 TBD TBD TBD TBD TBD TBD

5,000,000.01 AND UP TBD TBD TBD TBD TBD TBD

CONTRACTOR DAYS

Contract Award Goal Timeframe

At/Before Contract Award Requirement Timeframe

1-15 Days Late 16-30 Days Late >30 Days Late

Fill Fee Earned 100% 90% 75% 60%

Contractor Fees

Estimated Ship Dates

• ESDs supplied to customer for each individual requisition

• Supply:

– ESDs provided to customer at time of contract award

• Maintenance:

– For TTI portion of maintenance, ESD signifies estimated completion date

– ESDs provided to customer at time of contract award for actual repair

• Customer expects accurate ESDs for their planning purposes

Invoicing cannot occur until materiel shipment

Communication

• SAMIS is official repository for all communication

– All contractor messages must be documented in SAMIS narratives (via AFSAC Online)

– English not primary customer language - all communication must be clear & concise

– Contractor shall use AFSAC Online to communicate with customer as much as practicable

• Email and DAMES

– Notification of delay status codes must be provided via email or DAMES

• Response Requirements

– Contractor must respond to customer questions w/in 7 days

– Customer must respond w/in predetermined timeframe

Supply Discrepancy Reports (SDRs)

• Contractor must attempt to obtain one year warranty on all materials and workmanship

– Warranty timeframe begins at title transfer to customer at time of shipment from vendor

– Customer submits warranty claims via SDR process

• WebSDR and SDR-A are official systems for documenting SDR status

• Contractors not responsible for:

– SDRs submitted after warranty expiration

– Requisitions with total value of $200 or less

Service Summary

PERFORMANCE

CRITERIA

PERFORMANCE

THRESHOLD (Standard)

SURVEILLANCE

METHOD

*REMEDY

SS-1 Fair and Reasonable Pricing

90% of memos determining fair & reasonable price pass USG inspection on 1st review per quarter.

Random sampling of requisition files

Re-performance required by next USG site visit.

SS-2

Communication

Accurate & complete resolution to customer inquiries 90% of the time w/in 7 calendar days.

Combination of random sampling & surveillance via

SAMIS

Contractor must provide “get well” plan to PMO w/in 5 calendar days after missing threshold. CO files CAR & documents CPARS.

SS-3 Supply Discrepancy Reports

90% of SDRs contain investigative documents, incl.

requisition history, that correlates w/ contractor SDR validity recommendation.

Combination of random sampling and PMO-specified SDR files

Contractor must provide “get well” plan to PMO within 5 calendar days after not meeting threshold.

Contracting Office files CAR and documents in CPARS.

SS-4 Contractor Cancellations

Years 1-10 - Not more than 25% of requisitions cancelled due to inability to locate qualified source (CG)

100% surveillance through SAMIS

Contractor must provide “get well” plan to PMO within 5 calendar days after not meeting threshold.

Contracting Office files CAR and documents in CPARS.

SS-5 Contract Award Objectives

Contract Awards for each requisition made within 150 days

100% surveillance through SAMIS

10% reduced fill fee for 1-15 days late, 25% for 15-30 days late, & 40% for more than 30 days.

Contractor receives no fill fee for contractor cancellations

Objective Performance Incentives

PERFORMANCE

CRITERIA

PERFORMANCE

OBJECTIVE

SURVEILLANCE INCENTIVE

Communication (Semi-Annual)

Years 1-10 - Provides accurate & complete resolution (RQ) to customer inquiries (XQ) w/in 5 calendar days at least 90% of time

100% surveillance via SAMIS

>95% = $200K 90-94% =$100K

Minimize Contractor Cancellations (Semi- Annual)

Years 1-10 - Not more than 8% of all requisitions cancelled due to inability to locate a qualified source

(CG)

100% surveillance via SAMIS

< 8% = $50K

Contract Award Objectives (At end of specified timeframe)

Days 1-120 of ordering period - At least 50% of all awards meet contract award objectives for all levels of service (PWS Table 2.1.A)

Day 121-Year 2 - At least 70% of all awards meet contract award objectives for all levels of service (PWS Table 2.1.A)

Years 3-5 - At least 70% of all awards meet contract award objectives for all levels of service (PWS Table 2.1.A)

Years 6-10 - At least 70% of all awards meet contract award objectives for all levels of service (PWS Table 2.1.A)

100% surveillance via SAMIS

>60% = $500K >50% = $300K

>90% = $1M

>80% = $900K >70% = $800K

>70% = $800K

>70% = $800K

SDR Prevention (Annual)

Years 1-15 - No more than ten valid SDRs for incorrect items, wrong quantity, or unacceptable substitutes

100% surveillance via SDR-A

0-4 = $35K 5-10 = $10K

SDR Status (Annual)

Years 1-15 - 80% of SDRs in status 20 have accurate and detailed status input to SDR-A within 45 days of SDR receipt or USG/customer input

100% surveillance via SDR-A

>90% = $65K 80-89%=$30K

Objective Performance Incentives (continued)

Communications (Semi-Annual)

Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Y11 Y12 Y13 Y14 Y15

SDR Prevention (Annual)

Contract Award Objectives (At end of specified timeframe)

$35K

$1M $1M $1M

$400K $400K $400K $400K $400K $400K $400K $400K $400K $400K

Contractor has potential to earn up to $10M over 15 year PoP

Max $525K

Max $3.5M

Max $4M

$500K for Days 1-120

Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10

Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10

$35K $35K $35K $35K $35K $35K $35K $35K $35K

$35K $35K $35K $35K $35K

Day 121-Year 2

Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Y11 Y12 Y13 Y14 Y15

SDR Status(Annual) $65K Max

$975K $65K $65K $65K $65K $65K $65K $65K $65K $65K $65K $65K $65K

$65K $65K

$100K $100K $100K $100K $100K $100K $100K $100K $100K $100K Max $1M Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10

Cancellations (Semi-Annual)

Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10

Contract Delivery Requirements List (CDRLs)

CDRL Title of Data Item Subtitle A001 Small Business Subcontractor Report Small Business Subcontracting Plan A002 Data Accession List (DAL) Data Accession List (DAL) A003 Technical Report-Study/Services Task Order Study/Analysis Report A004 Contract Summary Report Task Order Completion Report A005 Contractor Progress, Status & Mgt Report Task Order Monthly Status Summary Report A006 Quality Assurance Program Plan Quality Assurance Plan A007 Operations Security (OPSEC) Plan Security Management Plan A008 Contract Invoicing & Payment Report Interim Payment Request A009 Status Report SDR Report A010 Phase-Out Transition Plan Contract Closeout Plan A011 Status Report Program Mgt Review & Other Mtg Support A012 Conference Minutes Teleconference & Meeting Minutes A013 Receipt of Government Materiel Report Warehouse Report A014 Risk Management Status Report Organizational Conflict of Interest Report A015 Source/Vendor List/Foreign List Vendor List 79

• Fifteen plans/reports due over course of contract

– One due at proposal submission (Small Business Subcontracting Plan)

– Not separately priced

– Delivery frequency listed in CDRL, content described in PWS

Section J Attachments

• Eight total Section J Attachments:

– Attachment 1 - PWS

– Attachment 2 - DD Form 254

– Attachment 2A – DD Form 254 Continuation Sheet

– Attachment 3 - Small Business Participation Plan

– Attachment 4 - SDR Process

– Attachment 5 -Pricing Matrix

– Attachment 6 - Specs and Standards

– Attachment 7 - Wage Rate Determination

• Attachments 2 and 2A - DD254

– Clears contractor facility for classified material handling & storage

– Gov’t & contractor complete at Post-Award Orientation (no later than 60 days after contract award)

• Attachment 4 - SDR Process:

– Contractor reference of process flow, touch points, & timeframe requirements

• Attachment 6 – Specs & Standards

– Contractor reference of various compliance requirements

• Attachment 7 - Wage Rate Determination

– Contractor reference in hiring/managing labor force

• Attachment 3 - Small Business Subcontracting Plan

– Submit as CDRL A001 as part of proposal

• Becomes binding part of contract upon award

– Contractor measured against ability to meet overall small business subcontracting goals

• Factor considered in exercising option periods

Category Goal Small Business 36.7% Small Disadvantage Business 5% Women-Owned Business 5% Veteran-Owned Small Business 5% Service Disabled Veteran-Owned Small Business 3% HUBZone 3% and Cooperation Directorate

Segment 8 – RFP Review:

Technical Volume

Technical Volume Submission

• What are you required to submit?

– Technical Volume should include five items:

• Table of Contents per Section L, Para 3.4 (Page 5)

• Completed Attachment 2 – Scenario Matrix – Tab 1

• Subfactor 1 – Process Performance narrative – Tab 2

• Subfactor 2 – Program Management plans – Tab 3

• Subfactor 3 – Small Business Participation narrative – Tab 4

– No more than 125 pages excluding Table of Contents & Attachment 2 – Scenario Matrix

Requirements (continued)

• What are you required to submit (continued)?

– Completed Section L, Attachment 2 – Scenario Matrix

• What constitutes “Completed”?

– All yellow cells contain valid data in these worksheets:

• Tab 1-Supply (Routine)

• Tab 2-Supply (HLS)

• Tab 3-Maintenance (Urgent)

1. Identify SAMIS status code for task (ex. “P2”)

2. Reference appropriate PWS para (ex.

“9.1.2”)

3. List labor mix to complete task

(ex. “Logistician

- 2.5 FTEs”)

4. Describe task in bullet form

5. Show # hours to complete task (ex. “2.5”)

1 2 3 4 5

Section L, Attachment 2 – Scenario Matrix

• Subfactor 1 – Process Performance

– Nine total narratives describing how contract award objectives will be achieved for each of 3 LOS & 3 Service Areas

– Include associated effort and contractor days required to award contracts

– Describe actions to be taken if objectives cannot be achieved

– Include as Tab 2 of the Technical Volume

• Subfactor 2 – Program Management

– Seven total plans that address how contractor will perform specific aspects of the contract:

• Contract Start-Up

• Staffing

• Vendor Qualification

• Quality Assurance

• Organizational Conflict of Interest

• Security Management

• Contract Close-out

– Submit as Tab 3 of Technical Volume

• Subfactor 3 – Small Business Participation

– Narrative describing contractors current & planned initiatives for utilizing small businesses

– Submit as Tab 4 of the Technical Volume

Technical Evaluation

• How will we evaluate your Technical Volume?

– Factor evaluated on Pass/Fail basis - rated either

Acceptable or Unacceptable

– All subfactors must be rated Acceptable for offerors to pass at Factor level

– Subfactor 1 – Process Performance

• Completed Attachment 2 (Scenario Matrix) for each requisition process step

• Contains 9 narratives with required information demonstrating the offeror’s understanding of process

– Subfactor 2 – Program Management

• Contains 7 plans with required information demonstrating the offeror’s ability to meet plan requirements

Technical Evaluation

• How will we evaluate your Technical Volume (continued)?

– Subfactor 3 – Small Business Participation

• Contains narrative with required information

• Demonstrates offeror’s ability to promote & maintain small business participation

• Tips:

– Proposals should be clear, concise and detailed

– Do not include pricing/past performance information in this volume

– Remember page restrictions and formatting

– Completely fill out MS-Excel spreadsheet – Attachment 2

(Scenario Matrix)

15 Minute Break

Agenda Item Speaker(s) Segment Opening Remarks Mr. Chris Hoff 1 AFSAC Mission Brief Mr. Rick Amos 2 PROS Program Overview Mr. Chad Vorhis 3 Acquisition Strategy Overview Mr. Chris Hoff 4 MIS Operations Overview Ms. Tracy Dinoff 5 RFP Review: General Layout & Contracting

Ms. Tracy Riley 6

RFP Review: PWS Mr. Chad Vorhis 7 RFP Review: Technical Volume Mr. Chad Vorhis 8 RFP Review: Price Volume Mr. Chris Hoff 9 and Cooperation Directorate

Segment 9 – RFP Review:

Pricing Volume

Price Volume Submission

• What are you required to submit?

– Pricing Volume containing completed Section J, Attachment 5 – Pricing Matrix

• What constitutes “Completed”?

– All yellow-filled cells contain valid price data in these worksheets:

• 5 Year Base Period

• Option Yr1

• Option Yr2

• Option Yr3

• Option Yr4

• Option Yr5

Pricing Overview

Review RFP Requirements & Estimated Requisition Quantities

Develop Comprehensive Fill & Service Fees

Enter Fees in Pricing Matrix

Total Evaluated Price (TEP) Automatically Calculated

Pricing established at IDIQ Contract Level as a firm fixed price by LOS and service type

Pricing Development

• What should consider in developing your Fill and Service Fees?

– Labor, equipment, facility, material, handling & storage, data, overhead and profit necessary to meet contract requirements

– Consider future changes in those costs:

• Material costs increase due to market conditions

• Labor costs increase to comply with Federal or State legislation

Pricing Matrix Walkthrough

1. Worksheet Instructions

3. Enter Service Fees Here

2. Enter Fill Fees Here

5 Year Base Period Worksheet

Final Fill Fees Worksheet

TEP Worksheet

1. Worksheet Instructions

2. Review Totals Here

Pricing Evaluation

• How will we evaluate your Pricing?

– Review TEP for Reasonableness

• Comparison to past offers, other offerors on this solicitation, TEP average, or other analysis techniques

– Review CLIN prices for Balance

• Unbalanced if CLIN prices significantly overstated or understated

• Appears offeror attempting to manipulate TEP & prices pose an unacceptable risk to Government

• How will we determine award?

– Rank technically acceptable offerors by TEP

– Approximately equal (can be traded -off with Past Performance

PROS V

RFP

Technical Price

Total Evaluated

Price (TEP)

Past Performance

Price Past Perf.

and Cooperation Directorate

Segment 10 – RFP Review: Past Performance Volume

PROS V Contracting Officer

Past Performance Volume Submission

• What are you required to submit?

– Past Performance Volume should include five items:

• Table of Contents per Section L, Para 3.4 (Page 5)

• Completed Past Performance Information (PPI) Tool output(s) –

Tab 1

• Signed copies of Section L, Attachment 5 – Subcontractor Teaming

Partner Consent Letters – Tab 2

• Signed copies of Section L, Attachment 6 – Client Authorization

Letters – Tab 3

• Up to 5 page narrative on organizational change history, & list of entities receiving past performance questionnaires – Tab 4

Past Performance Overview

Document past performance in Past Performance Information Tool

Provide Past Performance Questionnaires to Clients

Clients submit past performance questionnaires to Gov’t

Provide narrative in past performance volume

Identify three recent, & relevant contracts as examples

Obtain partner consent for release of information

Obtain client authorization for release of information

Gov’t evaluates information

Subcontractor or Teaming Partner Consent Letter(s)

• Why:

– Consent of significant subcontractors, teaming partners, joint ventures, & suppilers of prime to disclose past performance information via PPI Tool & Questionnaires

• Who:

– Provided to & signed by significant subcontractors, teaming partner, joint venturer, & suppilers of prime

– Submitted by prime to Gov’t

• How:

– Instructions & Sample provided in Section L, Attachment

5 – Subcontractor/Teaming Partner Consent Letter

– One for each entity

– To be included in Past Performance Volume as Tab 2

Past Performance Information Tool

• Why:

– Record of relevant & recent past performance of prime & significant subs, teaming partners, joint ventures, & suppliers

• Who:

– Completed by prime for all entities above

– Output submitted to Gov’t

• How:

– Instructions included in Section L, Attachment 3 – Past

Performance Information Tool

– Provide printed output in Past Performance Volume Tab 1

– Electronic copy to be included on CD/DVD-ROM using filenaming convention – “XYZcompanyFA8630-14-R- 5030.accdb”

Client Authorization Letters

• Why:

– Authorization of prime & significant subcontractors, teaming partners, joint ventures, & suppliers for clients to release past performance information to Gov’t

• Who:

– Sent by prime & significant subcontractors, teaming partners, joint ventures, & suppliers to clients

– Copies provided by prime to Gov’t in proposal submission

• How:

– Instructions & sample provided in Section L, Attachment

6 – Client Authorization Letter

– Include in Past Performance Volume as Tab 3

Past Performance Questionnaires

• Why:

– Independent record of relevant & recent past performance of prime & significant subcontractors, teaming partners, joint ventures, & suppliers from customer perspective

• Who:

– Sent by prime, subcontractors, teaming partners, joint ventures, & suppliers to their clients

– Completed by clients & returned directly to Gov’t

• How:

– Each entity authorized up to three

– Attachment 4 – Past Performance Questionnaire

Past Performance Narrative

• Why:

– Identify history of mergers, acquisitions, reorganizations, divestitures, etc. that may have impacted the company’s past performance

• Who:

– Completed by offeror

• How:

– Limited to 5 pages

– Include in Past Performance Volume as Tab 4

Past Performance Evaluation

• Volume & completed questionnaires due 15 calendar days before receipt of proposals

• Recency

– Contracts completed not more than 5 years ago

– Contracts completed or in progress with at least one full year of performance history

• Relevancy

– Contracts of similar scope and magnitude

– Rated Very Relevant to Not Relevant

Past Performance Evaluation

• Other Sources:

– Data from other sources such as PPIRS, EPLS, interviews, etc.

• Past Performance Quality

– Evaluates quality of work performed indicated via questionnaires & other sources

– Includes extent of utilization of small businesses & compliance with small business subcontracting plan goals

• Past Performance Confidence

– Assessed at Factor Level after considering Recency, Relevancy, & Quality

– Overall rating from Substantial to Unknown Confidence

Q & A

Agenda Item Speaker(s) Segment Opening Remarks Mr. Chris Hoff 1 AFSAC Mission Brief Mr. Rick Amos 2 PROS Program Overview Mr. Chad Vorhis 3 Acquisition Strategy Overview Mr. Chris Hoff 4 MIS Operations Overview Ms. Tracy Dinoff 5 RFP Review: General Layout & Contracting

Ms. Tracy Riley 6

RFP Review: PWS Mr. Chad Vorhis 7 RFP Review: Technical Volume Mr. Chad Vorhis 8 RFP Review: Price Volume Mr. Chris Hoff 9 and Cooperation Directorate

Segment 11 – What’s Next & Closing Remarks

Next Steps

• Near-term activities

– Gov’t posts participant listing to FBO by 4:00pm Eastern, Friday, April 17

– Final RFP expected to be posted this Friday, 17 April

– Submit final questions via email to tracy.riley@us.af.mil by

4:00 Eastern on Friday, 24 April

– Responses posted to FBO on Friday, 1 May

– Offerors develop and submit proposals by deadline – 18

May for Past Performance Volume & 2 June for all others

• Long-term activities

– Gov’t evaluates proposals & conducts Exchanges if necessary

– Gov’t awards contracts in/around February 2016

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