J3 TRANSPORTATION PROCESS SUPPORT

PERFORMANCE WORK STATEMENT

I. INTRODUCTION

A. BACKGROUND

The Defense Logistics Agency (DLA) is working with Department of Defense (DoD) and non-DoD stakeholders, various audit organizations (e.g., the General Services Administration (GSA), the Government Accountability Office (GAO), the DoD Inspector General (DoD IG), and the DLA Accountability Office), and commercial partners (e.g., U.S. Bank) to enhance and improve transportation financial management (TFM) processes and their associated automated tools and controls. The primary goal of this effort is to improve stewardship of transportation expenditures.

DLA’s financial statements are audited annually by an independent public accountant (IPA). During the audit, the IPA may request meetings with DLA to gain a full understanding of DLA processes and may also request that DLA provide information, documents, or answers to specific questions. These requests are called provided by client (PBC). As a result of the audit, the IPA may provide findings called notice of findings and recommendations (NFRs). In response to NFRs, DLA defines corrective actions and schedules for implementation.

Organizations and contractors may perform work on behalf of DLA that impacts DLA’s financial statements. When this occurs, the organizations and contractors are service organizations in relation to DLA, and DLA must obtain assurance that they have effective controls over their respective processes. Organizations and contractors may provide this assurance by engaging an IPA to perform an examination in accordance with the American Institute of Certified Public Accountants (AICPA) Statement on Standards for Attestation Engagements No. 18 (SSAE No. 18) AT-C section 320, Reporting on an Examination of Controls at a Service Organization Relevant to User Entities’ Internal Control Over Financial Reporting. That examination results in a System and Organization Controls (SOC) 1 Type 2 Report that is provided to their user entities. A SOC 1 Type 2 Report is a report on controls at the service organization that are relevant to a user entity’s (such as DLA) internal control over financial reporting. Alternately, or in combination with (if needed for scope coverage), organizations and contractors may provide an overview of their relevant processes and the internal control testing results. Assurance must be provided by August 15th and the time period covered is January 1 to June 30 (nine months), so that the assurance is available for review by the user entity’s IPA. The service organization must provide a “bridge letter” on or before October 8th that addresses any changes in the control environment during the remaining three months (July 1 to September 30).

DLA uses multiple DoD shipper systems (Distribution Standard System (DSS), Warehouse Management System (WMS), Vendor Shipment Module (VSM), Global Freight Management (GFM), Integrated Booking System (IBS)) and carrier systems to arrange shipments and uses the third-party payment system (TPPS) owned by U.S. Bank to pay carrier invoices for a large portion of these shipments. The shipment transactions generated out of DoD shipper systems are assigned transportation account codes (TACs) in these systems. When sent to TPPS, these transactions are currently processed through the Air Force Materiel Command (AFMC) Logistics Tool Suite (LTS)/Tracker Lite application, which converts the TACs into lines of accounting (LOAs) through use of TAC/LOA data in the Defense Finance and Accounting (DFAS) Transportation Global Edit Table (TGET) application. For shipments arranged in carrier systems or arranged outside DoD shipper systems and manually entered in TPPS, TAC/LOAs are assigned using TPPS capabilities or manual inputs. The accuracy of TAC/LOA assignments for DLA shipments is crucial for accurate allocation of transportation expenses. Because DoD organizations may use each other’s TAC/LOAs when authorized to do so, the accuracy of TAC/LOA assignments by one DoD organization may also impact the accuracy of financial reporting by another DoD organization.

The SOC 1 Type 2 Reports include complementary user entity controls (CUEC). User entities (such as DLA) must develop controls to meet the CUECs. Because DLA has a high volume of shipments, DLA controls to meet CUECs often must be supported by reports and capabilities that enable control review requirements. DLA must ensure that any reports and/or capabilities supporting DLA controls provide complete and accurate data. If a service organization generates the reports and capabilities for DLA, the required DLA assurance may be provided through the service organization SOC 1 Type 2 Report or the alternative methodology described above.

B. OBJECTIVES

The contractor will provide the necessary non-personal services and qualified personnel to assist DLA J345 with its use of the TPPS and to assist with audit requirements.

C. SCOPE

The contractor will provide the necessary management, services, personnel, and documentation required to accomplish the tasks described within this performance work statement (PWS).

DLA J345 requires contractor support to assist with its transportation processes and financial improvement and audit readiness (FIAR) goals. Contractor support is required to maintain DLA’s use of the TPPS to develop and generate reports and capabilities for use in DLA controls over its transportation processes and to assist DLA in generating the amounts used in its financial statements for transportation obligations and expenses.

II. PERFORMANCE REQUIREMENTS

FAR Clause 52.219-14, Limitations on Subcontracting will be included in the resulting contract. This clause states that the contractor will not pay more than 50% of the amount paid by the government for contract performance to subcontractors that are not similarly situated entities. Contractors will be required to track and report on subcontracting as part of the monthly status report. Additionally, contractors will be required to provide quarterly updates directly to the contracting officer (KO).

Unless otherwise specified, all references to days are considered business days. The contractor will perform actions as necessary to accomplish the objectives stated above as well as the following tasks and deliverables.

A. ANALYSIS AND SUPPORT

The contractor is required to identify and eliminate the root causes of data issues. This effort will require data analysis and audits of system feeds. Eliminating the cause may require a collaborative effort with various system program offices such as the LTS and the Tracker Lite application (or any resulting system that may be in use), DSS, VSM, WMS, Management Information System (MIS), Enterprise Business System (EBS), General Fund Enterprise Business System (GFEBS), Defense Automated Addressing Systems Center (DAASC)/Global Exchange (GEX), Financial and Air Clearance Transportation System (FACTS), Global Air Transportation Execution System (GATES), GFM, Cargo Movement Operations System (CMOS), United States Transportation Command (USTRANSCOM) Transportation Reference Data Management (TRDM) system, TGET, TPPS (currently U.S. Bank Freight Payment Transaction Processing System (FPTPS)), Integrated Development Environment/Global Transportation Network (IGC), Distribution Component Billing System (DCBS), Transportation Financial Management System (TFMS), and any other current or future systems that support TFM.

The contractor must collect and analyze transportation related data from shipping systems and TPPS. A systematic comparison of this data will identify discrepancies in the flow of essential data. To enable this analysis, the contractor must create monthly data reports and will act upon them in a real-time manner to identify data issues.

The contractor must provide TPPS maintenance and system analysis support. This will require expert level knowledge of the current DoD approved TPPS system and the DoD TPPS business process. The contractor must provide maintenance support as follows:

1. Set up and maintain TPPS configurations related to DLA TPPS shipper organization accounts;

2. Develop reports related to DLA management, control, and use of TPPS using data from all DoD TPPS shipper organization accounts and from other systems as needed;

3. Develop training materials for DLA TPPS users and conduct the training as needed. The contractor must provide training materials, which can be in contractor format. New training material requests must be provided within 30 calendar days from receipt of the request. Training material updates must be provided within 15 calendar days of receipt of the request and are expected to occur no more than five times during a performance period..

4. Perform other maintenance tasks as needed. The contractor must provide recommended process improvements that will make the TPPS process more efficient and effective. The contractor will interface with the commercial TPPS provider, DFAS, DLA, GSA, GAO, and other stakeholders concerning the TPPS process.

The contractor must provide financial analysis and special studies for commercial and working capital fund TFM processes on an as needed basis.

The contractor must perform research to identify incorrect and unauthorized uses of funds. The contractor must report all invalid expenditures and reimbursement data. The contractor must provide feedback to support formulation of policies and procedures pertaining to TFM.

The contractor must inform DLA of updates needed to LTS/Tracker Lite (or any subsequent system) related to processing of DLA transactions therein or to use of DLA TPPS data in LTS/Tracker Lite. For example, LTS/Tracker Lite updates are needed when a DLA organization initially starts using TPPS. The government is responsible for coordinating any required system changes/updates with the Air Force.

The contractor must provide full visibility of transportation financial execution data to include USTRANSCOM and USTRANSCOM component bills, commercial transportation bills, and transportation paid for through manual funds transfers (e.g., MIPRs). This execution data will include billed and unbilled transportation services.

The contractor may be required to provide data for audit and criminal investigation support as needed.

B. FINANCIAL STATEMENT AUDITS

The services performed by the contractor may be relevant to DLA’s financial statement audits. This may result in requests for audit documentation for the contractor’s processes that support DLA. This includes (but is not limited to) controls over contractor processes such as database capabilities, data extraction methodologies, and report capabilities. By August 15 of each fiscal year (FY), the contractor must provide DLA with assurance on the effectiveness of the controls over its processes for the period of December 1 to June 30. The assurances may be made by either or both of the following:

· An examination by an IPA in accordance with AICPA issued SSAE-18, Section AT-C 320 “Reporting on an Examination of Controls at a Service Organization Relevant to User Entities’ Internal Control Over Financial Reporting”. This report must be a SOC 1 Type 2 Report.

· The contractor’s management providing the results of their internal controls testing to DLA. Testing results may be in the contractor’s format.

The scope of the assurance must include:

1. Provision of existing reports/capabilities listed below through their auditable processes, procedures, and controls.

a. Accrual Report

b. TPPS Business Rules Review

c. TPPS Metrics

d. TPPS User Report

e. Statistical Sampling Script and Trending

f. Unique TGET TAC Tool and TPPS Line Level Detail (LLD) TGET Comparison Tool

g. Open Invoice Trending

2. For the base year, the scope of work must include (but is not limited to) the following:

a. Distribution Chart of Accounts (COA) Automated Update,

b. TPPS COA Maintenance Training Document, and

c. Open Invoices Trending Update.

d. Any additional coverage, based on the Order of Precedence in 3 below.

3. For the option years, four/reports/capabilities per fiscal year based on the order of precedence below with 1 being the highest priority.

Report Capabilities Priority 1 Distribution Chart of Accounts Automated (COA) Update TPPS COA Maintenance Training Document Open Invoices Trending update TPPS Chart of Accounts Update Tracker Lite DoD-wide TAC Conversion DLA Tracker Lite TAC Conversion Failure Details TPPS COA Maintenance Training Document DFAS Automated AINs Report

Report Capabilities Priority 2 TPPS Volume Report TGET Validation Report Missing/Invalid DoDAAC Report Foreign Transactions Report Other Service/Agency Use of DLA TACs (TPPS, AMC, SDDC) TPPS Tolerance Bands Report

Report Capabilities Priority 3 TPPS Automatic Payment Approval Review Average Days Approved TAC LOA Action Report TPPS Invoicing Model Report TPPS TAC Execution Report HHG TAC Execution Report with Detail SDDC Ocean TAC Execution Report AMC TAC Execution Report Master TAC Execution Report Master TAC Execution Report Detail TPPS Approvers by Statement Report Document Transmission Information Report TPPS Unauthorized Carrier TPRs TPPS Auto-Approval Outliners Report

DLA will evaluate the contractor’s assurance and may require further testing by DLA’s financial statement auditor.

Additional requirements:

· Bridge letter. By October 8 each year, the contractor must provide DLA with a bridge letter, or the equivalent thereof, describing any changes or updates to it controls for the gap period of July 1 to September 30. The bridge letter may be in the contractor’s format. If the contractor provided an SSAE18 Section AT-C 320 Examination SOC 1 Report and results of the contractor’s internal control testing, the contractor must provide a separate bridge letter for each of these forms of assurance.

· Status update related to SSAE SOC 1 report and remediation. If the contractor pursues an IPA examination, the contractor must provide status updates on AT-C 320/SSAE 18/SOC 1 Type 2 report progress and implementation of any corrective actions. Status updates may be provided in the contractor’s format. The contractor must provide these status updates by the last business day of January and April each year.

· Responses to DLA IPA requests and findings. When requested by DLA, the contractor must provide responses/information for the following DLA IPA requests and findings:

· Requests for on-site visits, information, or supporting information from DLA’s IPA.

· Requests for PBC documentation from DLA’s IPA.

· NFRs from DLA’s IPA related to the contractor’s support under the contract. The initial response is to develop a remediation approach and a schedule for implementation coordinated with DLA. Subsequent responses are to provide updates on progress and upon completion to provide evidence that the remediation is complete and/or results of internal controls testing related to the remediation.

· The contractor must submit the above described responses/information within the timelines directed by the government.

· Crosswalk. If the contractor provides assurance by submission of a SOC 1 Report and that SOC 1 Report contains subservice organization(s), the contractor must provide a crosswalk of contractor controls for relevant subservice organization (SSO) CUECs and of SSO controls for relevant contractor complementary subservice organization controls (CSOC). The crosswalk will include the contractor’s assessment of:

· SSO control exceptions.

· Identification of SSO controls that meet the identified CSOCs to include the mapping of the SSO controls to each CSOC.

· Implementation of SSO identified CUECs to include the mapping of controls to relevant SSO CUECs and for any SSO deemed not relevant a justification explaining why they are not relevant.

· The crosswalk is due annually by June 30 for the current fiscal year.

C. EXISTING REPORT/CAPABILITY REQUIREMENTS

Existing reports/capabilities are reports/capabilities for which the contractor has provided assurance through a SOC 1 Type 2 report and/or control testing as described in paragraph II.B above.

For each existing report and capability, the contractor must provide a functional specification. The functional specification may be in the contractor’s format, but must include the following:

· Report name

· Report description/purpose

· Application (i.e., system) used to generate report including original data source and any intermediary applications as well as report generation application

· Report developer name

· Version of the report

· Assumptions

· Transaction/data type(s) included in the report

· Functional and transactional dependencies (e.g., for each transaction/data type, the original)

· Data sources, any intermediary applications, and any filters applied when pulling data

· Report frequency

· Transaction/data classification/sensitivity

· Detailed description of the functional specification

· Filters used when generating data sets for the report output (e.g., invoices with specified status values)

· Report selection criteria (i.e., fields whose values are manually input before generating report); list each selection field and criteria set-up (single value/multiple single values/range of values) and any value entered into the selection criteria for generation of the report results.

· List of report fields: Provide name of each field and its source system table/field name or source system transaction/name. If a derived field, provide the same information for each field used in the derivation and the derivation logic.

· Report layout: Provide screenshots and explain what is in the default (initial) view versus what additional fields can be accessed and how.

· Test conditions: Provide test condition descriptions and expected results. This must include (but is not limited to) test conditions related to selection criteria, filters (i.e., data pull and report generation filters), correct calculation of derived fields, verification that data generated in the report is accurately traced to source system data, and verification that report results are complete.

· Change log: include the revision date, report version, name of person who made the revision, and description of the revision.

If the report or an underlying report used as source for the delivered report is a US Bank Corp Cognos query, also provide the Cognos query (e.g., download of the Cognos query design).

The following must be provided for scripts:

· Script name

· Script developer name

· Version of the script

· Script description/purpose

· Functionality the script is applied to

· Script user(s) (e.g., general data such as their role)

· Script itself

· Plain English version of the script

· Frequency of use

· Testing: How the script was tested for accuracy and completeness, date of testing, and test results.

· Change log: include the revision date, script version, name of person who made the revision, and description of the revision.

For any other type of capability, provide similar information as described above for reports and scripts.

The contractor must submit the functional specifications electronically within 90 days after performance period start date. If any change is made thereafter, submit the updated report/capability functional specification within 15 calendar days after the update is made.

For TPPS Cognos reports, a screenshot of the parameter values input to generate the Cognos report must be included with the report results each time the report is generated.

D. NEW REPORT/CAPABILITY REQUIREMENTS

For each new report and capability, the contractor must provide a functional specification. The functional specification may be in the contractor's format, but must include the following:

· Report name

· Report description/purpose

· Application (i.e., systems) used to generate report including original data source and any intermediary applications as well as report generation application

· Report developer name

· Version of the report

· Assumptions

· Transaction/data type(s) included in report

· Functional and transactional dependencies (e.g., for each transaction/data type, the original)

· Data sources, any intermediary applications, and any filters applied when pulling data

· Report frequency

· Transaction/data classification/sensitivity

· Detailed description of the functional specification

· Filters used when generating data sets for the report output (i.e., invoices with specified status values)

· Report selection criteria (i.e., fields whose values are manually input before generating report); list each selection field and criteria set-up (single value/multiple single values/range of values) and any value entered into the selection criteria for generation of the report results.

· List of report fields: Provide name of each field and its source system table/field name or source system transaction/name. If a derived field, provide the same information for each field used in the derivation and the derivation logic.

· Report layout: Provide screenshots and explain what is in the default (initial) view versus what additional fields can be accessed and how.

· Test conditions: Provide test condition descriptions and expected results. This must include (but is not limited to) test conditions related to selection criteria, filters (e.g., data pull and report generation filters), correct calculation of derived fields, verification that data generated in the report is accurately traced to source system data, and verification that report results are complete.

· Change log: include the revision date, report version, name of person who made the revision, and description of the revision.

If the report or an underlying report used as source for the delivered report is a US Bank Corp Cognos query, also provide the Cognos query (e.g., download of the Cognos query design).

The following must be provided for scripts:

· Script name

· Script developer name

· Version of the script

· Script description/purpose

· Functionality the script is applied to

· Script user(s) (e.g., general data such as their role)

· Script itself

· Plain English version of the script

· Frequency of use

· Testing: How the script was tested for accuracy and completeness, date of testing, and test results.

· Change log: include the revision date, script version, name of person who made the revision, and description of the revision.

For any other type of capability, provide similar information as described above for reports and scripts.

The contractor must submit the functional specification electronically within 60 days after beginning use of a new standard report (e.g., test period). If any change is made thereafter, submit the updated report/capability functional specification within 15 calendar days after the update is made.

For TPPS Cognos reports, a screenshot of the parameter values input to generate the Cognos report must be included with the report results each time the report is generated.

E. TRAINING

The contractor must provide the government employees with training on TFM tools and processes. Training will be virtual and is estimated to occur on a monthly basis. The contractor will create the training materials using their format, which may require adjustment as determined by the government. All training material must be provided electronically. No printed copies will be required. The training will not change each month. The training will not exceed five times in a performance period.

F. TRANSITION PLAN

If there is a change in contractor or if the operation reverts to DLA, the contractor must provide phase in/out orientation as detailed below.

During the phase-in orientation period, the incumbent contractor will continue to be fully responsible for performance requirements and cooperate to the extent required to permit an orderly changeover to the successor. Weekly status reporting will be required of each contractor. The contractors will be required to keep the contracting officer’s representative (COR) (if assigned) and contracting officer (KO) informed of any problems or issues and their current status.

The contractor is required to submit a transition-in plan within 10 business days of award. This plan should include the following:

1. Process to phase-in key and non-key personnel.

2. Methodology/plan on how the contractor’s team will be able to seamlessly take over all existing procedures and operating processes.

3. Methodology/plan for efficient and effective knowledge transfer from the outgoing contractor.

4. Schedule for completion of all transition activities.

If there is a change in contractor or if the operation reverts to DoD, the contractor must provide phase-out orientation. Phase-out orientation will begin as soon as possible after changeover is directed. During the phase-out orientation period, the incumbent contractor will be fully responsible for performance requirements and cooperate to the extent required to permit an orderly changeover to the successor. Weekly status reporting will be required of each contractor. The contractors will be required to keep the COR and KO informed of any problems or issues and their current status.

Should the contract be terminated for any reason, within five business days after notification of termination the incumbent will submit for approval to the COR and KO a transition plan outlining how knowledge transfer from the incumbent to government and/or contract personnel will take place. This plan must, at a minimum, include the following:

1. Describe how knowledge transfer of all procedures and operating processes will be communicated to the personnel taking over those duties.

2. Describe all documentation that will be turned over and document where it is maintained.

3. Schedule for completion of all transition activities.

4. Describe how contractor personnel will complete out-processing.

G. REGULAR RECURRING MEETINGS

Regular recurring meetings will be held as required. The COR or other designated government representative will determine the date, time, place, agenda, and meeting forum for regular recurring meetings. The contractor’s program lead must attend all recurring meetings.

The contractor must schedule a kick-off meeting within 10 business days of performance start, which must include the KO and the COR or designated government representative. Any kick-off meeting materials must be provided to the government at least two business days prior to the meeting.

H. DELAY NOTICE MEMORANDUMS (DNMs) Should the contractor become aware of any major/minor issues during the execution of the contract, a delay notice memorandum (DNM) will be submitted to document the impact to tasks or deliverables. DNMs will be submitted to the COR or designated government representative. The COR or designated government representative will provide written disposition of the DNM to the KO, who will provide the official written disposition to the contractor. Any DNMs resulting in changes to contract terms will require the issuance of a modification.

Use of DNMs is one method to foster communication, which is a critical success factor to this effort. The DNMs are intended to provide DLA with immediate feedback regarding matters that may pose a potential risk to the contractor’s ability to complete the work as planned (either scope of coverage or timeline), to identify new impediments, or to otherwise communicate critical matters to DLA management that have not been specifically defined as a contract deliverable. The DNMs should provide enough information regarding the background, scope of the issue, condition, and cause and effect to enable decisions to be made regarding alternate or additional procedures.

Format and content for the DNMs will be developed by the contractor and approved by the government.

I. DEFICIENCY REPORTS

The government will provide feedback to the contractor on deficiencies using deficiency reports (DRs), which will be categorized into two areas: minor contract non-conformance and major contract non-conformance.

Deliverables or performance that fail to meet or comply with contractual requirements will be identified as non-conformances with this determination being made by the KO. The COR or designated government representative will provide a summary of the issue referencing the specific task area/PWS requirement that the contractor did not meet as well as the objective evidence that supports the COR’s conclusion no later than two business days after the non-conformance discovery to the KO. If the KO determines a non-conformance has occurred, a DR will be issued.

Minor non-conformance: A minor non-conformance is a non-conformance, which by itself may not adversely impact mission, safety of personnel and/or equipment, performance (quality), schedule (delivery), or cost. A minor non-conformance normally does not increase risk to the government. Minor non-conformance issues may start to become worrisome to the government and could result in a major non-conformance if not resolved in a timely manner. Examples include unauthorized travel, multiple minor spelling or grammar errors in reports, an untimely report, etc.

Major non-conformance: A major non-conformance is a non-conformance that adversely impacts (or has the reasonable potential to impact) mission, safety of personnel and/or equipment, performance (quality), schedule (delivery), or cost. A major non-conformance also increases risk to the government. An example of increasing risk would be a significant number of recurring non-conformances, which indicates inadequate preventive measures or corrective actions, thus lowering the government’s confidence that quality services will be provided on time. Examples include inaccurate or insufficient information in reports, numerous spelling or grammar issues in reports, multiple untimely reports, etc.

The COR or designated government representative must document contractor performance as well as the scope and purpose of any inspections. Documentation of all inspections and acceptances will be maintained by the COR and uploaded into the Surveillance Performance Module (SPM) of the Procurement Integrated Enterprise Environment (PIEE) (if a COR is appointed). The COR will also assess and rate contractor performance as it relates to contract requirements in accordance with the quality assurance surveillance plan (QASP) (see section II.L. QASP). Performance assessment may include emails from the COR or other government personnel, non-conformance notifications, DRs, and annual contract performance assessment reports (CPARs). Each builds on the other and provides a thoroughly documented history of contractor performance.

The government may perform inspection/surveillance at any time during contract performance in accordance with FAR Clause 52.212-4. The results of any inspection/surveillance must be provided to the KO and uploaded into SPM. The COR will retain all contract and inspection documentation through contract close-out.

J. DELIVERABLES

The contractor is required to create and maintain all documentation, records, and schedules described within this PWS, which become the property of the government to include any/all draft documentation.

All deliverables will be inspected for conformance to contract requirements. At the discretion of the government, inspection may include validation of information or testing of the deliverables.

The government requires a period not to exceed 10 business days after receipt of deliverable item(s) for inspection, acceptance, or rejection.

The government will use the following as criteria for accepting deliverables:

· The basis for acceptance will be compliance with the requirements set forth in this PWS.

· See Section II.Q. Contractor Travel for details of what the government will accept for reimbursement of travel costs.

· Reports and document deliverables will be accepted when all discrepancies, errors, or other deficiencies identified in writing by the government have been corrected to the government’s satisfaction.

· The contractor will submit all deliverables electronically to the COR or designated government representative and KO. Electronic copies must also be posted to any identified repository if requested by the COR. The electronic copies must be compatible with Microsoft Office or other applications as appropriate and mutually agreed to by the parties. All documents must be editable by the government.

· For new items or for those where the government has not provided a format, the contractor will propose a best commercial practice and submit for government approval.

· All of the government's comments on deliverables must be adjudicated within review timelines.

For all deliverables, government review will be within 10 business days and resubmission by the contractor within 10 business days after receiving comments. Timelines are based on the receipt of the email. Any email received before noon EST is considered day one of the review period. For example, a deliverable submitted on Monday, January 27, 2024 before noon must have comments received by 5pm EST Friday, February 7, 2024. Emails received after noon EST will have review period starting the following day. Using the same example, a deliverable submitted on Monday, January 27, 2024 after noon EST will have comments required by COB Monday, February 10, 2024. System delays/lag time are not within control of the contractor or government personnel. Deliverables/comments will not be considered late if the emails are timestamped within the appropriate timeframes regardless of when they are actually received on the recipient’s system. For example, if a deliverable is shown to have been sent by 5pm EST on the due date; however, it does not show up in the government’s system until that evening or the next day, the deliverable is considered to be on time.

If government acceptance is not provided in writing within 10 business days, the deliverable is considered ‘accepted’. The government can request additional time for review/comment for initial deliverables only; however, the additional time cannot exceed 10 business days (20 business days total from receipt of the initial deliverable), and the request must be submitted/agreed to in writing prior to the expiration of the initial 10-day review period. The government will have five business days to review deliverable resubmissions. If the government does not provide written acceptance of the resubmittal within five business days, the deliverable is considered ‘accepted’. There will only be one resubmission per deliverable unless agreed upon between the government and the contractor using the following escalation procedures.

Any disagreements between the government and the contractor regarding deliverable acceptance should be escalated to the KO as soon as possible (preferably within the comment/resubmission period). If the COR or contractor has reason to believe a deliverable will not be accepted, or will require multiple resubmissions, the KO should be notified immediately. Issues with deliverables that cannot be resolved between the contractor, COR, and KO will require a meeting that includes the COR’s supervisor. The KO will provide final disposition on the deliverable based on the outcome of the meeting.

K. DELIVERY SCHEDULE

All “days” identified in this PWS are business days unless otherwise specified. If deliverables are inadvertently scheduled for a weekend/holiday, then the due date becomes the next business day. The end-of-day for deliverables is 5pm eastern time.

L. QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

In fulfillment of this effort, the contractor will provide the deliverables identified in this PWS. All deliverables must be submitted to the COR and KO. The government QASP will be used as the basis for reviewing each deliverable.

Final inspection and acceptance of all work performed, reports, and other deliverables will be performed at the place of delivery by the COR. The format for the individual deliverables will be determined through negotiation between the COR and the contractor or as specified in the PWS. Products that reflect the contractor’s analysis and opinion (e.g., studies, analyses, etc.) may be in contractor format, except where the government has provided a preferred format. Electronic documents will be provided in the appropriate Microsoft Office format (e.g., Word or PowerPoint). If appropriate, the government may ask that they be provided in compressed or PDF format.

The QASP may be updated from time to time as necessary. In accordance with the QASP, the government will assign a monthly performance rating to the contractor per the table below. Based on the performance rating, the government reserves the right to reduce invoice payments.

NOTE: The application of these performance ratings or failure of the government to apply these performance ratings does not waive any of the government’s rights to damages under this contract.

Disincentives will be applied for ratings of “Marginal” and “Unsatisfactory” as follows:

Satisfactory = 100% payment

Marginal = -20% disincentive

Unsatisfactory = Payment will be withheld pending resolution of TODR(s) and/or cure notice(s). When payment is made, a -30% disincentive will apply. Termination for cause may result.

Note: Contractors will be required to rework deliverables that do not meet contract requirements. The performance standards/ratings will be used in evaluating performance and for determining the amount of the payment owed to the contractor upon satisfactory resolution of any DR(s) and/or cure notice(s) issued. These ratings will only apply to the firm fixed price (FFP) contract line item numbers (CLINs) on the contract.

M. MONTHLY STATUS REPORTS

The contractor will document the efforts performed in the completion of each task in a detailed monthly status report due to the COR or designated government representative and KO on the 5th of each month detailing the previous month’s performance. The written monthly status report must include, at a minimum:

1. Progress for the period: detailed progress report of activities and accomplishments during the reporting period, variance analysis, and summary of work accomplished during the reporting period.

2. Resource status: detailed report of any staffing issues/turnover.

3. Government-furnished equipment: detailed list of any/all equipment provided (including common access cards (CACs)) to include assigned personnel and serial numbers.

4. Strategy revisions: recommended changes to include any lessons learned (may include a description of prior month’s progress in summary and by task).

5. Review of problems encountered: identification of any problems, issues, or delays and recommendation of resolution and any corrective action that was taken to correct identified problems that may affect the completion of planned projects, schedule, or funding.

6. Identification of risks and mitigation plan.

7. Identify future travel requirements.

8. Activities planned for the next reporting period as well as the status of any deliverables including planned delivery dates and actual delivery dates.

9. If necessary, a weekly review between contractor representatives and the COR and KO may be held to discuss program status and potential problems that may adversely impact program cost or schedule.

N. QUALITY CONTROL PLAN (QCP)

The contractor must submit a quality control plan (QCP) that outlines the processes that the contractor will implement to ensure that the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, and other performance requirements in the PWS are met. The QCP must address what processes will be implemented to ensure that non-conforming deliverables are corrected in a timely manner and the procedures in place to ensure non-recurrence. Additionally, the QCP should document how quality control will become an integral part of the everyday efforts of the contractor and how senior management will be proactive in ensuring quality of performance and deliverables throughout the engagement. The QCP must be submitted within 10 business days after award.

The development and maintenance of the QCP is a specific contractor deliverable. The QCP must be approved by the COR or KO prior to execution. The QCP must contain the tasks that are anticipated to be performed by the contractor during the performance period. It must also outline the scope, methodology, critical success factors, timelines with checkpoints, resource requirements, and any other factors required to ensure the success of the contract. The main purpose of the QCP is to communicate expectations between DLA and the contractor. As such, the QCP will be modified as the work progresses to adjust tasks, timelines, or other elements as circumstances warrant. The QCP must include a detailed timeline that includes a series of agreed upon “checkpoints” that will be used to monitor progress and trigger go/no-go decisions. All changes to the QCP will be agreed upon by the COR or KO and the contractor at task initiation or at any of the designated task checkpoints based upon DLA business rules.

Format and content for the QCP will be developed jointly by the government and contractor.

The contractor must develop, implement, and maintain a comprehensive inspection system that ensures compliance with all requirements of the contract. As part of the inspection system, the contractor must develop and implement procedures to identify, correct, and ensure non-recurrence of unacceptable services/deliverables.

The contractor is required to control the quality of services and offer to the government for acceptance only services that conform to contract requirements.

The contractor must develop and submit a QCP within 10 business days after contract award. The contractor will make appropriate modifications within five business days of the COR or KO’s notification and provide a revised QCP within five business days.

The contractor’s QCP must include any details specific to the contract requirements that outline how the deliverables will be met in accordance with the contract requirements.

At a minimum, the contractor’s QCP must contain the following items:

1. Objectives in Services Summary

a. Review process for each contract deliverable to ensure government acceptance and validation.

b. Non-conformances

2. A description of how records will be kept. Records must document all inspections and any corrective or preventive actions taken.

3. A description of how oversight will be conducted to ensure work meets or exceeds PWS requirements.

The contractor will update the plan as changes occur, and changes must be submitted for review by the COR and KO on an as needed basis.

The contractor will maintain records of inspection that are available to the government throughout the contract performance period and for the period after contract completion until final settlement of any claims under this contract.

O. MANAGEMENT REPORTS

A management report is required at the end of the contract within five business days of the performance end date. Management reports are intended to be a permanent record of all work performed to accomplish the contract objectives and must directly correlate back to the PWS objectives, the final approved QCP, and compliance with socioeconomic participation goals (if applicable).

Format and content for the management reports will be developed by the contractor and agreed upon by the COR or KO. The management reports must include the following subject areas:

· Executive summary limited to three pages

· Background

· Objectives and scope

· Applicable criteria

· Approach and methodology

· Results/findings

· Materiality and prioritization suggestion

· Recommendations and implementation plan

· Other related observations including recommendations for continuing or follow up efforts related to the contract and recommendations for new focus areas.

· Additional information can be included as proposed by the contractor.

· Compliance with socioeconomic goals.

· Early alerts of problems or concerns the contractor is encountering.

P. WEEKLY STATUS REPORTS

The contractor must provide the government with weekly reports detailing the contractor’s activities in support of the tasks outlined in the PWS. The report cannot be consolidated with other reports and must be provided NLT 5pm on Tuesday after each weekly period.

Q. CONTRACTOR TRAVEL

The contractor may be required to travel in support of this contract as authorized by the government. Travel will be reimbursed in accordance with the Federal Travel Regulations (FTR) and based on actuals only. The contractor is not authorized to include any other costs such as G&A, profit, or fee on top of travel costs. The contractor must provide a detailed travel plan to the COR or KO for approval no less than five business days prior to travel. If the government requests travel that does not allow for the five days, the COR or KO can approve a waiver on a case-by-case basis. The travel plan must include the name, location, purpose, dates of travel, and a breakdown of anticipated travel expenses (hotel, rental car, airfare, etc.). The contractor must utilize the most efficient travel method applicable considering all modes of travel. All travel arrangements must be coordinated in advance with the COR or KO. The contractor must utilize the best available commercial lodging rate for the traveling personnel and must utilize the meal and incidental rates based on the area wherein work is performed. The contractor must submit travel receipts as part of the invoice submission for reimbursement. Long term travel, defined as any travel exceeding a cumulative 90 days for an individual, is not anticipated.

Travel expenses without corresponding receipts or documentation will result in a DR.