APPENDIX_B_SOLICITATION_DEFINITIONS.doc

APPENDIX B

SOLICITATION DEFINITIONS

1.1 Business Requirements and Advisory Group (BRAG). A business solution team that consists of cross-functional personnel that plan and manage service contract outcomes to the satisfaction of its customers.

1.2 Benchmark. A measurement or standard that serves as a point of reference by which process performance is measured.

1.3 Benchmarking. A structured approach for identifying the best practices from industry and government, and comparing and adopting them to the organization’s operations. Such an approach is aimed at identifying more efficient and effective processes for achieving intended results and suggesting ambitious goals for program output, service quality and process improvement.

1.4 Best Practices. The processes, practices and systems identified in public and private organizations that performed exceptionally well and are widely recognized as improving an organization’s performance and efficiency in specific areas. Successfully identifying and applying best practices can reduce business expenses and improve organizational efficiency.

1.5 Centralized Performance Management Office. The office handles all service contract quality assurance issues for the installation whether it is for a large base operating support requirement or a single function. The office has performance management responsibilities. Members conduct inspections as required, receive customer service complaints whether by phone, fax or e-mail and review contractor developed metrics. The office may also review contractor-supplied metrics for input into the BRAG. Benefits of a full time performance management center include:

1. Manpower efficiencies in managing performance over multiple contracts to include reviewing metrics.

2. Proficiency in many monitoring techniques.

3. Improved and consistent documentation.

4. Quality assurance personnel are no longer pulled away to perform other duties (whether through exercises or functional demands.

5. The installation develops an experienced team for managing contractor performance and BRAG input.

6. Effective on-the-job training is provided to the workforce by a knowledgeable, interested supervisor.

1.6 Contracting Officer Representative (COR). A government person responsible for surveillance of contractor performance.

1.7 Discrepancy. A service output that does not meet the standard of performance associated with it in the Services Summary (SS) Table.

1.8 Defect. Error based on published standard maintenance practices and technical data procedures.

1.9 Functional Director (FD). The person responsible for a functional area. For example, the Senior Logistics Manager is assigned as the Functional Director assigned to maintain oversight of all contracts.

1.10 Lot. The total number of service outputs in a surveillance period, as defined in the Method of Surveillance Column of the SS.

1.11 Partnering. Is the creation of a government-contractor relationship that promotes achievement of mutually beneficial goals. It involves an agreement in principle to share risks involved in completing the project and to establish and promote a nurturing partnership environment. Partnering is not a contractual agreement, however, nor does it create any legally enforceable rights or duties. Rather, partnering seeks to create a new cooperative attitude in completing government contracts. To create this attitude, each party must seek to understand the goals, objectives and needs of the other—their “win” situation-and seek ways that these objectives can overlap.

1.12 Performance Threshold. The points that divide acceptable, marginal and unacceptable performance.

1.13 Performance Objective (PO). Identifies the key service outputs of the contract that will be evaluated by the government to assure contract performance standards are met by the contractor.

1.14 Quality Assurance. Those actions taken by the government to assure services meet the requirements of the Statement of Work (SOW).

1.15 Quality Assurance Surveillance Plan (QASP). An organized written document used for quality assurance surveillance. The document contains specific methods to perform surveillance of the contractor.

1.16 Quality Control Plan. Those actions taken by a contractor to control the production of goods or services so that they meet the requirements of the SOW.

1.17 Quality Assurance Program Coordinator. Base level individual, normally from the contracting activity, selected to coordinate the Quality Assurance program. Depending on the installation service contract workload, the Air Force standard is for this to be a full-time funded position.

1.18 Random Sampling. A sampling method in which each service output in a lot has an equal chance of being selected.

1.19 Nuclear Weapons Related Materiel (NWRM) Responsible Officer (RO). Appointed by the squadron commander. This person must be a government representative and ensures custody, care, safe keeping, and security over NWRM entrusted to his or her possession.

1.20 Sample. A sample consists of one or more service outputs drawn from a lot. The number of outputs in the sample is the sample size.

1.21 Sampling Guide. The part of a surveillance plan, which contains all the information, needed to perform surveillance of the service output(s).

1.22 Statement of Work. Means a performance-based description of the services required by a functional activity. A service SOW may also be termed a Performance Work Statement (PWS), Statement of Need (SON), Statement of Objectives (SOO), Technical Requirements Document (TRD) or work statement.

1.23 Strategic Sourcing. A business approach that ties commercial business activity to the installation business goals. It includes methods in combining functional activities to get economics of scale and scope, manage risks, and induce continuous improvement.

1.24 Services Summary (SS). A summary of the performance objective and performance threshold required by the government in contractor performance. Also known as a Performance Requirements Summary or Services Delivery Summary or Performance Requirements Document.

2 TECHNICAL DEFINITIONS PECULIAR TO THIS PWS. Definitions of special terms and phrases used in the PWS are included in AFI 23-101, AFMAN 23-122, AFH 23-123 Volume 1-4, AFMAN 23-110, AF1 23-201, AFP 23-221, DOD 4140.25 M and DESC publications with the addition of those outlined below.

2.1 Accountable Officer. A government person appointed to keep auditable records of property in numbered stock record accounts.

2.2 Air Force Stock Fund. A revolving fund or working capital fund which finances inventories of required material and generates income by selling such material to the requiring activity/customer.

2.3 Cannibalization. The authorized removal of a specific component or assembly from an item of equipment to install on another item of equipment.

2.4 Contracting Officer (CO). A government person responsible for administering the contract. The CO is also the only person authorized to contractually obligate the government.

2.5 Defense Reutilization and Marketing Services (DRMS). The Defense Logistics Agency (DLA) organizational entity having accountability for and control over reusable property.

2.6 Fair Wear and Tear. The deterioration of items attributed to normal usage.

2.7 FB. Refers to Supply accounts.

2.8 In-Line. The Standard Base Supply System (SBSS) computer is available for processing transactions.

2.9 Limited Technical Inspection (LTI). An inspection performed using AFTO Form 91 to determine the current condition of a vehicle or equipment.

2.10 Maintenance. All actions required to keep a vehicle or piece of equipment serviceable. This includes inspection, testing, servicing, repairing, overhauling, rebuilding, remanufacturing, cannibalizing, and reclaiming parts, accessories and end items.

2.11 Material or Quality Deficiency Report (MDR). A report of material failure, equipment malfunction, design deficiency, or unsafe or otherwise unsatisfactory conditions.

2.12 Off–Line. The computer is operational but not available for processing transactions.

2.13 OPLAN. The Operational Plan (OPLAN) that identifies the most stringent requirement indicated to support a particular location. A single location may support multiple OPLANs, but only the most stringent single OPLAN tasking is identified as the BPWRR for that location.

2.14 Peacetime Operating Stock (POS). The amount of peacetime operating stock that is allocated to be held at a location. POS consists of the Safety Level, the Augmented Safety Level, the ERQ and the Unobtainable inventory

2.15 PMEL. Precision Measurement Equipment Laboratory.

2.16 Post-Post. A time when the SBSS computer is not operational.

2.17 Preventive Maintenance. The care and servicing by personnel to maintain equipment and facilities in satisfactory condition by providing for systematic inspection, detection, and correction of incipient failures, either before they occur or before they develop into major defects.

2.18 Scheduled Maintenance. Periodic prescribed inspections or servicing of equipment accomplished on a calendar mileage or hours-of-operation basis.

2.19 Standard Base Supply System (SBSS). An automated inventory accounting system designed to provide timely supply support to base level activities. The system consists of a computer for storage and maintenance of records and for generation of management reports as well as manual procedures and interfacing computer programs.

2.20 Standard Reporting Designator (SRD). Identifies the type of aircraft, major end item, or system.

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