AttJ.3(TechEvalCriteria)(09R6BX020).doc

HSCG85-09-R-6BX020

ATTACHMENT J.3

HSCG85-09-R-6BX020

ATTACHMENT J.3

TECHNICAL EVALUATION CRITERIA

1. Technical proposals from offerors will be evaluated by the Source Selection Organization (SSO) to determine if they meet current and forecasted requirements. Cost or price shall not be discussed in the technical proposal unless in specific response to criteria elements.

2. 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 following criteria elements listed below. Past performance will be evaluated as stated in Section M.6.4.1.4 of the solicitation. Criteria elements are weighted as indicated in Section M.6.4. Consistent with Sections L.9.3.2 and M.3 of the solicitation, offers which do not present sufficient information to permit complete technical evaluation by the government may be determined to be technically unacceptable.

3. Technical proposals will be evaluated separately from the cost proposals and should be clearly labeled as the “Technical Proposal”.

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

Page Limit

A.

Planning Phase Responsbilities B.

Execution Phase Responsbilities C.

Contractor Facilities

D.

Past Performance None

ELEMENT A: PLANNING PHASE RESPONSIBILITIES

A.1 SPECIFICATION DEVELOPMENT/AVAIL PREP Section C describes management and administrative requirements to support planning for annual ship availabilities as well as non-scheduled availabilites.

(1) As an attachment, provide an organization chart of your firm’s intended staffing and management of the planning phases of this contract. Comment on whether your firm considers a core planning group necessary and if so, what your recommendation would be for utilizing those employees when not engaged in HEALY planning.

(2) Explain your firm’s understanding of and familiarity with the planning function as outlined in Section C.

(3) Provide evidence that you have accomplished this function (or a reasonably comparable effort) on commercial, state or federal projects (for instance, producing specifications and/or designs for such customers) since August 30 2006.

(4) Describe and explain improvement initiatives that your firm has made as part of the planning function for customers since August 30 2006. Include suggested material substitutions or production process improvements that your customers have adopted. Provide 3 EA such examples and customer points of contact for each (with current phone number).

(5) Explain your firm’s approach to managing the 150-day planning interval with the given scope of planning (CLIN 0001).

(6) Demonstrate your firm’s familiarity with Coast Guard specification development, the policies and procedures outlined in the Naval Engineering Manuals (COMDINST M9000.6E & MLCPACINST M9000.6E), and SFLC’s Acquisition Team Process that collectively serve as the foundation for HEALY maintenance package development.

(7) Acknowledging that an initial repair and alteration worklist is a dynamic document, discuss your firm’s strategy in dealing with changes in planning scope without having to request an equitable adjustment.

(8) Provide evidence that since August 30 2006 your firm has accomplished substantial pre-fabrication of system components (piping, structural) in anticipation of installation shipboard. Describe 3 EA such pre-fabrication efforts and provide customer POCs with telephone numbers.

A.2 PURCHASING/SUBCONTRACTING: As part of the planning function, HEALY maintenance preparation involves significant and repetitive involvement of major sole source subcontractors. In addition, considerable material procurement may occur under CLIN 0003.

(1) As an attachment, provide a purchasing/subcontracting department organizational chart. Discuss the supervisory and/or approval levels of review involved in issuing purchase orders or subcontracts (for both pre- and post-award actions).

(2) Since your firm’s procurement policies on this contract must conform to federal procurement regulations, povide a listing of your firm’s internal purchasing/subcontracting procedures (with latest revision date). Your submitted list may be checked against current versions of the procedures during the source selection process.

(3) Indicate whether your firm’s purchasing sytem has been evaluated by a federal agency or sub-agency with cognizance of your firm (such as the USN or DCMA). Describe the results of that evaluation. Such evidence may be checked against records from the pertinent agency.

(4) Describe and discuss your source selection techniques. Discuss whether your firm has a rating system for subcontractor/vendor performance, and if so, describe that rating system and how it is maintained and utilized in source selection.

(5) Discuss your firm’s training programs with regard to the purchasing/subcontracting function.

A.3 TECHNICAL/CONFIGURATION SUPPORT The private sector is regularly called upon to assist SFLC in moving engineering/design projects from the conceptual stage to production.

(1) Provide 3 EA examples of vessel or system design changes that your firm has generated for customers from inception since August 30 2006. Provide customer points of contact and telephone numbers.

(2) Discuss your firm’s ability and approach to translating a customer’s 3rd party designs into production level detail. List five (5 EA) examples of such efforts since August 30 2006 and provide the name and telephone number of the respective customers.

(3) Discuss whether your firm possesses in-house engineering expertise or whether it is subcontracted. Indicate how many professional engineers (PE) your firm has on staff. Indicate their engineering discipline.

(4) Discuss your firm’s management of integrated logistics support data, including but not limited to: Provisioning Technical Documentation, engineering work products (drawings, drawing changes), technical and operating manuals, weight and moment data. Discuss how these data and products are generated, organized, stored and accessed at your firm.

ELEMENT B: EXECUTION PHASE RESPONSIBILITIES

B.1 EXECUTION OF ANNUAL AVAILABILITIES: Section C describes execution of annual ship availabilities.

(1) As an attachment, provide an organization chart of your firm’s intended staffing and management of the production phases of the contract.

(2) Explain your firm’s ability to flexibly respond to schedule changes in the ship’s industrial availability schedule, such as short summer mid-mission availabilities or working around other prime contract providers during the annual winter availability. Provide 3 EA historical examples where your firm has surmounted significant industrial schedule changes and provide respective customer points of contact with phone numbers.

(3) Explain your firm’s ability to obtain adequate craft and management resources for performance of dockside work. Identify the source of your firm’s craft and management resources and comment upon the depth of those resources. Discuss your ability to absorb surge requirements by recruiting additional craft personnel on short notice. Provide historical examples.

(4) Describe your firm’s recruitment process for craft personnel. Indicate whether you are a union shipyard or not. Comment upon whether your firm possesses in-house training or apprentice programs for craft personnel.

B.2 EXECUTION OF NON-SCHEDULED AVAILABILITIES: HEALY regularly requires support outside of its annual availabilities, whether in its homeport or while on mission in Alaskan waters.

1) Provide detail on your firm’s history of working at:

a. ISC Seattle or other local, state and/or federal government facilities.

b. Public facilities, piers

c. Alaskan ports.

2) Provide details on the largest of your remote marine work efforts since August 30 2006. Provide details in a matrix as follows

3) Explain your firm’s ability to quickly mobilize an assessment team to accomplish underway shipchecks (in Alaskan waters or in Alaskan ports), generate a specification and pricing, and obtain adequate craft and management resources for performance of such off-site Non-Scheduled Repairs (CLIN 0002). Provide 3 EA examples of off-site mobilizations by your firm since August 30 2006, indicating the type, location and price of the work accomplished. Provide customer points of contact and phone numbers.

4) Discuss your firm’s management of short duration (1-3 week) production efforts at remote locations (including HEALY’s homeport). Based upon your experience, outline what sort of supervisory oversight you employ on such projects.

(5) Explain what you consider key to your success in conducting remote interavailability work.

(6) Explain how your project teams establish and execute work plans when operating outside of the Puget Sound area (for instance, what arrangements your firm makes for acquiring craft resources).

(7) Explain whether your firm possesses a remote site performance plan. Provide as an attachment if affirmative.

B.3

EXECUTION PHASE MANAGEMENT OF PURCHASES/SUBCONTRACTS:

(1) Describe the total volume of purchases/subcontracts your firm issues company-wide per year (in number and dollar value). Describe the 10 EA largest purchase orders your firm has issued since August 30 2008, in tabular format as follows:

Vendor/Sub Purchase Description $Value/#Amendments Customer

(2) Discuss your firm’s procedures for post-award management of subcontracted work. Discuss scheduling, change management, negotiations with vendors, production control, interface with ship and prime contractor workforces.

(3) Discuss your firm’s policies and procedures for negotiating changes with subcontractors, particularly with sole source providers. Provide evidence that your firm conducts a technical and pricing evaluation of subcontractor/vendor proposals before such proposals are provided to customers.

B.4 PRODUCTION CONTROL – ANNUAL & NON-SCHEDULED AVAILABILITIES: A major risk factor in HEALY maintenance is in meeting the ship’s aggressive mission schedule.

(1) Describe the IT system and/or software you employ to track budget, expenditures, progress and schedule on large ship repair contracts. Comment on the level of activity detail tracked by your system or software.

(2) Explain your firm’s ability to research and write specification changes (work requests) for Coast Guard review as part of your execution phase responbilities (Sect. C, Option Item 0004, Paragraph g.).

(3) Quantify the level of supervision you employ on ship repair projects involving approximately 30,000 prime craft manhours. Provide detail on what composes that supervision rate.

(4) How often and how does your firm compute progress on ship repair projects involving approximately 30,000 craft manhours?

(5) The Puget Sound area regularly experiences extended periods of sub-freezing temperatures, requiring cessation of certain production work. Describe how your firm would recover from such events. Provide actual examples.

(6) On a single off-site ship repair project since August 30 2006, what is the largest number of subcontractors you have engaged? What was the total value of all subcontracts on that particular project? Was that subcontract package managed at the project site or from your home office?

(7) Discuss your procedures for material procurement and control when working at off-site locations.

ELEMENT C: CONTRACTOR FACILITIES

C.1 ANNUAL & NON-SCHEDULED AVAILABILITIES: The production work in the resultant contract will be performed at the Coast Guard’s Integrated Support Center, Seattle. The Coast Guard has limited resources and time to devote to off-site inspections.

1) Identify the location(s) (address) where your firm possesses its shop facilities. Indicate whether that location(s) is/are currently owned, rented or leased.

2) For those same facilities, describe the composition and scale of shop equipment and capabilities at each. Address each of the following as part of that overall description:

Inside Machine Shop:

Unobstructed work area (Sq Ft).

Overhead lifting capability (SWL)

Machine Lathe, (swing x deck measurements)

Machine Mill, (swing measurement)

Hydraulic Press, (ton rating).

(Provide photographs as attachments)

Inside Preservation Facility:

inside blasting and coating facility w/controlled environment capability (Cu. Ft.)

Pipe Fabrication:

Pipe fabrication capability copper-nickel pipe (pipe diameter)

3) Describe your storage facilities Government and Contractor furnished equipment. Identify their locations.

4) Provide detail on your firm’s mobile repair facilities. The Coast Guard is interested in determining how adept your firm is at performing vessel repair with limited on-site shop facilties.

ELEMENT D: PAST PERFORMANCE

The SSO will evaluate all completed federal past performance information (PPI) for a given offeror on contracts >$100,000 whose performance period completed no earlier than 3 years prior to the solicitation issue date. The evaluation shall place a priority on relevant PPI. A relevant report shall be one that documents performance meeting 3 of the following 4 conditions:

1) Scope of contract roughly equivalent to anticipated CLIN 0004 (30,000 manhours or approximately $5M total)

2) Offeror performed as prime contractor on a ship repair project

3) Advanced planning was included similar to that anticipated under CLIN 0001

4) Contract was performed away from the offeror’s primary production facilities

Preference will be given to official federal past performance information over information submitted via questionnaires (see below) in the evaluation process.

In the event that your firm has not been officially evaluated by a federal agency (for instance, contracts exceeding $100,000 with states, commercial firms, local governments), you are invited to have those customers submit information to the issuing office through the attached questionnaire. Fill out the first 2 blocks and submit to customers to complete, utilizing the attached Rating Guidelines. Have the questionnaire sent directly to the issuing office. Offerors are advised that incomplete or poorly supported information will automatically be considered non-relevant in the evaluation process. Respondents are responsible for ensuring that questionnaires reach the issuing office through confirmation with customers. Respondents shall not seek confirmation of receipt from this issuing office. Furthermore, respondents shall not ask customers to supply completed questionnaires on projects for which a report already exists in the federal system. SFLC will discard such (duplicative) questionnaires.

The Coast Guard reserves the right to evaluate PPI that does not qualify as completed federal PPI since highly pertinent information may exist that is of critical relevance to the procurement. In such an event, and in accordance with FAR 15.306(a) & (b), an offeror may provide input on adverse past performance information to which it has not previously had an opportunity to comment.

PAST PERFORMANCE CUSTOMER QUESTIONNAIRE

(HEALY MULTI-OPTION SHIP REPAIR PROCUREMENT)

HSCG85-09-R-6BX020

(2 pages)

1.

OFFEROR FIRM/ORGANIZATION:

2.

PERIOD OF PERFORMANCE: (from)

(to)

CONTRACTING OFFICE:

CONTRACT NUMBER: TASK NO:

CUSTOMER ORGANIZATION:

CUSTOMER POC:

CUSTOMER PHONE NO.

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 ___) Additional Comments on Rating:

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

COST CONTROL (Rating ____) Additional Comments on Rating

BUSINESS RELATIONS: (Rating ___) Additional 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

· Mett 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."