AttJ.3_Tech_Eval_Criteria(08R6BX415).doc

HSCG85-08-R-6BX415

ATTACHMENT J.3

HSCG85-08-R-6BX415

ATTACHMENT J.3

TECHNICAL EVALUATION CRITERIA (MULTI-SHIP, MULTI-OPTION - MSMO)

1. Technical proposals should describe how the offeror plans to meet the requirements of Section C and the specification and be consistent with the requirements of Section L of the solicitation. Specifically, the offeror must address each of the elements listed below. As stated in Paragraph M.6.4 of the solicitation, the technical elements are equally weighted. Past performance will be evaluated as stated in paragraph M.6.5 of the solicitation. Consistent with paragraph L.10.2.1 of the solicitation, offers that do not present sufficient information to permit complete technical evaluation by the government may be determined to be technically unacceptable.

2. Technical proposals will be evaluated separately from the cost proposals and should be clearly labeled as the “Technical Proposal”. Cost shall not be discussed in the technical proposal unless in specific response to criteria elements.

3. Submit information as detailed below for the following Criteria Elements:

Page Limit

A.

Scope of Responsibilities / Facilities

B.

Accounting / Cost and Schedule Performance

C.

Purchasing / Subcontracting

D.

Recommendations for POLAR Class Maintenance

E.

Past Performance None

ELEMENT A: SCOPE OF RESPONSIBILITIES / FACILITIES

A.1 Plant: Every year, at least one of the two vessels will be drydocked.

(1) Provide information outlining your firm’s drydock capabilities that demonstrate the ability to drydock POLAR class vessels. Include certifications, engineering analyses, and calculations that satisfy the drydock requirements outlined in CLIN 0006, Attachment J.1, Item D-28 (MLCPAC Standard Specification 997, Rev -, 3/29/2004; Drydocking). Indicate whether your drydock(s) is owned, leased or rented.

(2) Discuss your firm’s near and long-term plans for maintaining the drydock(s) certification(s) and ability to drydock POLAR class vessels. This includes, but is not limited to: maintenance and capital investment plans as well as inspection and maintenance schedules.

(3) Discuss technically challenging dockings your firm has conducted on your current drydock(s) during the past 3 years (exclusive of Coast Guard contracts), that demonstrate an ability to creatively solve stability, strength and loading issues.

(4) Discuss whether your firm’s piers (and associated berth draft) can support mooring a fully-loaded POLAR class vessel, particularly during extreme weather conditions. Vessel’s draft at full load is 33 feet. Discuss the various ship services that your pier facility currently possesses for use on POLAR class dockside work. Does your firm own the pier or is it leased? Is it co-located with the rest of the shipyard?

A.2 Production Facilities: The work in the eventual contract will require a wide range of production equipment.

(1) Provide a list of the 10 most significant pieces of equipment that would be used in performing CLIN 0006, and document whether they are owned, leased or rented. List equipment brand and model, ratings, age. Exclude drydock(s) and GFE in this solicitation.

(2) Discuss equipment recapitalization efforts that have taken place over the past 3 years. Discuss equipment recapitalization plans for the next 3 years.

A.3 Planning: CLIN 0001 describes planning efforts for scheduled vessel availabilities.

(1) Provide an organizational chart of your prospective planning organization, with delineation to upper levels of management.

(2) Explain your firm’s familiarity with the planning function outlined in CLIN 0001 (without reference to Coast Guard projects).

(3) Provide examples of planning similar to what is described in CLIN 0001, that your firm has accomplished on commercial, state or federal projects (exlusive of Coast Guard projects).

(4) Discuss factors that your firm considers are of highest importance in a planning process such as is described in CLIN 0001 (exclusive of reference to Coast Guard projects).

(5) Describe and explain improvement initiatives that your firm has made in the planning function for customers (exclusive of the Coast Guard). Include such features as engineering recommendations, material substitutions or production process improvements that have been adopted by your customers. Provide customer POC(s) and phone numbers.

(6) Acknowledging that an approved repair and alteration worklist is likely to change after planning is initially authorized, discuss your firm’s strategy in dealing with such changes while staying within the negotiated planning budget. Provide examples, excluding Coast Guard projects).

(7) Discuss your firm’s ability to work cooperatively with government agencies (exclusive of Coast Guard projects) to change configuration/design features on vessels. Discuss whether your firm possesses in-house engineering support or whether it is subcontracted. Provide 3 EA examples of vessel design changes that your firm has developed and executed (exclusive of Coast Guard projects) during the past 3 years. Provide the customer POC name and telephone number for each design change.

A.4 Execution: CLIN 0005 describes execution of scheduled vessel availabilities.

(1) Provide an organizational chart of your prospective production organization, with delineation to upper levels of management.

(2) Explain your firm’s familiarity with the type of vessel maintenance approach outlined in CLIN 0005 (without reference to Coast Guard projects).

(3) Explain your firm’s ability to flexibly respond to changes in vessels’ industrial availability schedules. Provide 3EA historical examples (exclude Coast Guard projects).

(4) Based upon the notional CLIN 0005 and 0006 work packages and the respective DS/DD schedules outlined in Section F, discuss what effect would result from performing nearly concurrent work on both POLAR vessels (without reference to historical Coast Guard projects).

(5) Describe how and at what level your production organization receives its authority from management. Discuss historical supervisory rates on work of the type contemplated in this procurement. Provide the rate, and what category of personnel are included in the rate. Describe how your firm structures, achieves and maintains production control throughout a project. The offeror’s response to this paragraph shall exclude reference to Coast Guard projects).

A.5 Personnel and Workload: The awardee’s responsibilities in the resultant contract will not require year-round involvement by the program management/planning staff.

(1) For the first two planning CLINs (0001 and 0004) and without reference to historical Coast Guard projects, outline how your firm would intend to assemble, utilize and then reassign the planning staff after each planning option completes.

(2) For the first two execution CLINs (0005 and 0006) and without reference to historical Coast Guard projects, outline how your firm would intend to assemble, utilize and then reassign the program management staff after each availability option completes.

(3) Explain your firm’s future ability to obtain adequate craft labor resources for performance of DS/DD work. Discuss the source of your craft labor (and its reliability). Discuss current or anticipated craft shortages over the next 3 years.

(4) For CLIN 0002 and without reference to historical Coast Guard projects, outline how your firm intends to maintain a control point for initiation and management of non-scheduled work and how your firm intends to acquire the workforce to perform the production effort.

ELEMENT B: ACCOUNTING / COST AND SCHEDULE PERFORMANCE

B.1 Accounting System: Performance on the resultant contract will depend heavily upon the awardee’s ability to record accurate and organized cost data in a timely manner.

(1) Discuss your firm’s cost accounting system. In this discussion, address the currency and level of cost data that the system records. Does it integrate payroll and purchasing? How often is your firm’s accounting system audited? Who performs such audits? What government agencies, if any, have oversight responsibilities on your accounting system? What have been the results of their oversight during the past 3 years?

(2) Discuss your firm’s billing system. How often is your firm’s billing system audited? What government agencies, if any, have oversight responsibilities on your billing system? What have been the results of their oversight during the past 3 years?

(3) Provide historical evidence that your firm proposes final contract direct costs and indirect rates within the six-month interval prescribed by FAR 52.216-7.

B.2 Cost and Schedule Performance: The eventual contract will direct most maintenance into short (90-day) labor-intensive repair availabilities. This will necessitate accurate and timely cost performance reporting by the program management team.

(1) Does your firm utilize an Earned Value Management System? If affirmative, describe its structure and capabilities. Discuss to what degree your EVMS complies with ANSI/EIA Std 748. If your firm does not utilize an EVMS that is fully compliant with ANSI/EIA Std 748, provide evidence that your firm possesses the capability to interrelate progress, schedule, budget and scope factors in a system that permits an accurate computation of SPI, CPI and EAC. Define the work breakdown structure and reporting level that you envision utilizing on the eventual contract. Define to what level of indenture your WBS would be driven on the resulting contract. What would a normal control account in your EVMS consist of?

(2) Which government agencies, if any, have oversight responsibilities on your EVMS? What have been the results of their oversight during the past 3 years? Provide documentary evidence of such oversight as attachments to your technical proposal.

(3) As attachments, provide three cost performance reports on a single, non-Coast Guard project that your firm has performed during the past three years. The first report shall be the Performance Management Baseline, the second will reflect project performance at approximately 50% complete, and the third will be the final report when all direct charging to the project is complete. Provide a single-page narrative as an attachment to accompany the second and third reports, detailing the notable issues that may have caused divergence from the baseline, such as efficiencies/inefficiencies, delays, rework, etc. The point of this exercise will be to determine if your firm has been able to utilize your system to identify and analyze adverse (or favorable) cost/schedule trends on previous projects and make effective corrections.

(4) Vessel repair availabilities such as those described in CLIN 0005 are of short duration and provide little time to correct adverse expenditure trends. List practical experience in ship repair contracts where actions taken by your firm have recovered from overexpenditure conditions. Exclude reference to Coast Guard projects.

(5) As an attachment, provide a Performance Management Baseline for CLIN 0006 based upon the Section F schedule and your proposed costs for that CLIN. Provide the entire supporting EVM structure, down to the control account level.

ELEMENT C: PURCHASING / SUBCONTRACTING

C.1 Internal Procedures: Private sector procurement policies on major government contracts must conform to federal regulations.

(1) Provide evidence that your firm has been subject to federal, state or local government procurement system reviews. Such evidence will be checked against records available from the agency with plant cognizance. Discuss this oversight/review process and the most recent results of that process.

(2) Provide a listing of internal purchasing/subcontracting procedures (with latest revision date) for procedures that your firm utilizes on federal government contracts. The Source Selection Authority may need to obtain individual procedures for evaluation.

(3) Provide a copy of your firm’s policy for ensuring that internal procurement procedures are kept current with changes in federal procurement regulations.

(4) Provide a current copy of your firm’s signature authority for purchasing/subcontracting personnel.

(5) Provide as an attachment your firm’s written procedure for pre- and post-award subcontractor/vendor performance evaluation. Discuss your firm’s pre-award and post-award policies for subcontractor/vendor evaluation.

C.2 Management of Purchasing/Subcontracting:

(1) For subcontracted packages >$50,000, discuss your firm’s approach to source selection. Provide functional examples.

(2) Discuss your firm’s approach to performing price and cost analysis. Provide functional examples of each.

(3) Using CLINS 0005 and 0006 as representative specifications, discuss the types of work that your firm would subcontract. Explain why.

(4) Discuss your firm’s procedures for post-award management of subcontracted work. In so doing, discuss the following factors: scheduling the work, change management, negotiations with vendors, integration into the production control system, interface with ship and prime contractor workforces.

(5) Discuss your firm’s policies and procedures for negotiating changes with subcontractors. Provide evidence that your firm evaluates subcontractor/vendor pricing before such pricing is provided to customers.

(6) Discuss the inclusion of flow-down provisions in your firm’s purchasing/subcontracting actions. Provide specific examples.

ELEMENT D: RECOMMENDATIONS FOR POLAR CLASS MAINTENANCE

D.1 Special Qualifications/Capabilities: The POLAR class vessels are now 30 years old. Both are expected to operate in the world’s most unforgiving maritime environments. Proposals within the Government range from outright decommissioning and replacement to comprehensive service life extension. This Element contemplates a five-year time horizon. Shipchecks will assist in developing your responses.

(1) Using Section C, Item 0001 as the baseline approach, and drawing upon your experience on federal, state or commercial vessel maintenance projects (excluding Coast Guard projects), list both strengths and weaknesses of the prescribed government/contractor planning phase of the anticipated contract. Provide detailed recommendations for the planning phase.

(2) Using CLINs 0005 and 0006 as representative samples of scheduled maintenance, and drawing upon your experience on federal, state or commercial projects involving heavily-used research or military vessels (excluding Coast Guard projects), list both strengths and weaknesses of the prescribed scheduled and non-scheduled execution phases of the anticipated contract. Provide detailed recommendations for the execution phase.

(3) By specific ship system and drawing upon your experience with federal, state or commercial projects (excluding Coast Guard projects), outline in general terms what five service life-extending projects would deliver the highest return on investment for these two thirty year-old vessels. Explain your recommendations fully.

(4) By specific ship system and drawing upon your experience with federal, state or commercial projects (excluding Coast Guard projects), outline in general terms what five reliability improvements would make most sense to institute during the next five years (presuming each ship will conduct an icebreaking mission per year).

ELEMENT E: PAST PERFORMANCE

The government will avail itself of all completed federal (DoD and non-DoD) past performance information for a given offeror on contracts whose performance period completed no earlier than 3 years prior to the solicitation issue date. This shall include relevant CPARS (DoD) and CPS (non-DoD) data available, with relevance determined by the source selection authority. Preference will be given to these two (federal) types of past performance information over information submitted via questionnaire in the evaluation process.

In the event that your firm has not been evaluated under either the CPARS or CPS systems (for instance, contracts exceeding $100,000 with states, commercial firms, local governments), you are required to submit information to the issuing office from customers through the attached questionnaire. Fill out the first two (2) blocks and submit to customers to complete, utilizing the attached Rating Guidelines. Have the customer scan and submit the completed questionnaire directly to the individual identified in Block 10 of the SF 33. Offerors are advised that incomplete or poorly supported information will be considered to be non-relevant in the evaluation process. The source selection authority will confirm questionnaire findings through contact with customer POCs. Offerors shall not seek confirmation of receipt from the issuing office. Furthermore, offerors shall not ask customers to supply completed questionnaires on projects for which a report already exists in the federal system.

Consistent with FAR 15.306(a) & (b), offerors may provide information on adverse past performance information to which the offeror has not previously had an opportunity to comment.

PAST PERFORMANCE CUSTOMER QUESTIONNAIRE

(POLAR CLASS MAINTENANCE)

HSCG85-08-R-6BX415

(2 pages)

1.OFFEROR FIRM/ORGANIZATION:

2.

PERIOD OF PERFORMANCE: (from)

(to)

GOVT CONTRACTING OFFICE:

CONTRACT NUMBER: TASK NO:

CUSTOMER ORGANIZATION:

CUSTOMER POC:

ADDRESS:

CITY: STATE: ZIP CODE:

CONTRACT AWARD DATE:

CONTRACT VALUE (final value): $

TYPE OF CONTRACT:

DESCRIPTION OF REQUIREMENT (Title):

QUALITY OF PRODUCT OR SERVICE: (Rating ___) Comments on Rating:

TIMELINESS OF PERFORMANCE: (Rating ___) Comments on Rating:

COST CONTROL (Rating ____) Comments on Rating

BUSINESS RELATIONS: (Rating ___) Comments on Rating:

Signature (Customer)

RATING GUIDELINES FOR CUSTOMERS

Summarize contractor performance in each of the rating areas. Assign each area a rating of

0 (Unsatisfactory)

1 (Poor) 2 (Fair)

3 (Good) 4 (Excellent)

5 (Outstanding)

Use the following instructions as guidance in making these evaluations.

· Compliance with contract requirements

· Accuracy of reports

· Effectiveness of personnel

· Technical excellence

· Met interim milestones

· Reliability

· Responsive to technical direction

· Completed on time including wrap-up and contract administration

· Met delivery schedules

· No liquidated damages assessed

· Effective management, including subcontracts

· Reasonable/cooperative behavior

· Responsive to contract requirements

· Notification of problems

· Flexibility

· Pro-active vs reactive

· Effective small/small disadvantaged business subcontracting program

· Promptly and accurately report expenditures

· Promptly and accurately report cost projections

· Cost effective utilization of budget

· Effectiveness of personnel and management systems

5 - Outstanding - The contractor has demonstrated an outstanding performance level in any of the above four categories that justifies adding a point to the score. It is expected that this rating will be used in those rare circumstances when contractor performance clearly exceeds the performance levels described as "Excellent."