M67004-18-R-0014_0006_RFP_Amendment.docx

M6700418R0014

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION C - DESCRIPTIONS AND SPECIFICATIONS

The following have been modified:

UNITED STATES MARINE CORPS

BLOUNT ISLAND COMMAND

STATEMENT OF WORK (SOW)

FOR THE

MARINE CORPS PREPOSITIONING PROGRAM

LOGISTICS SERVICES CONTRACT

STATEMENT OF WORK

CONSTRUCT

3.0 MAINTENANCE ACTIVITIES

5.0 MEDICAL

7.0 SHIPBOARD

11.0 MANAGEMENT SUPPORT SYSTEMS

SECTION C.1 MCPP PROGRAM REQUIREMENT OVERVIEW

(FIRM FIXED PRICE CLINS X001)

1.A BACKGROUND

1.A.1 The Maritime Prepositioning Ships (MPS) program was initiated by the Secretary of Defense in August 1979 creating a new option for increasing the responsiveness of Marine Corps operating forces requiring immediate and rapid deployment. The program requires the prepositioning of equipment and supplies aboard 12 Navy owned ships strategically located around the world. These 12 ships are divided into two squadrons of six ships each, designated Maritime Prepositioning Ships Squadrons (MPSRONs). MPSRON-2 and MPSRON-3 are located in the Indian and Pacific Oceans respectively. Maritime Prepositioning Force (MPF) is a term utilized to describe the combat capability derived when combining a Marine operating force and associated fly-in echelon (FIE) with the assets loaded aboard the MPSs. Each squadron carries roughly a Marine Expeditionary Brigade (MEB) (18,107 Marines and Sailors) worth of equipment that includes M1A1 tanks, amphibious assault vehicles (AAV), light armored vehicles (LAV), artillery, ammunition, rations, medical supplies, fuel, water-- everything the MEB might need for up to 30 days of sustained combat. A smaller third prepositioned set of equipment and supplies (E/S) is maintained in six caves in central Norway as part of the Marine Corps Prepositioning Program – Norway (MCPP-N). Additionally, a non-Program of Record (POR) theater-specific tailored set of equipment is prepositioned in the Middle East as part of the Marine Expeditionary Unit (MEU) Augmentation Program – Kuwait (MAP-K). Continental United States (CONUS) based support for this entire program is conducted at Blount Island, Jacksonville Florida.

1.A.2 The breadth and depth of the E/S prepositioned (over 11,000 national stock numbered items totaling slightly over 36 million pieces) provides significant capability and flexibility, enabling the combatant commander to conduct numerous crisis response missions. The concept of combining the speed of strategic airlift with the storage capacity of prepositioned sealift has greatly reduced force closure times in response to contingency scenarios. Under the MPS concept, the squadron will be staged, in advance, near the vicinity of a possible crisis area. If deployment is ordered, the ships would move to a rendezvous point to link up with Marine Corps personnel flown to the area by the U. S. Air Force’s Air Mobility Command. The equipment would be quickly downloaded and assigned to combat and support units which then would proceed to the objective area. On 12 March 1983, the Commandant of the Marine Corps (CMC) directed the Marine Corps Support Base, Atlantic, hereinafter referred to in its present name, the Marine Corps Logistics Command (LOGCOM), to contract for logistics services in support of prepositioned assets. Therefore, a contracted civilian maintenance crew living aboard the ships and at a CONUS industrial facility, would be responsible for performing the full range and depth of logistics functions such as preventative and corrective maintenance (up to 4th echelon maintenance), equipment modifications, stock rotation, calibration, inventory management, management of support systems, supply support, asset visibility and transportation management to include in-transit visibility. The MPS Program requires logistics efforts to be accomplished aboard ship, in port areas around the world, and at an industrial facility located on Marine Corps Support Facility Blount Island (MCSF-BI), Jacksonville, Florida during the MPF Maintenance Cycle (MMC). The Statement of Work (SOW) is applicable to both port areas and shipboard activities. The two MPSRONs are considered identical, however minor differences exist in the types and quantities of equipment loaded, care-in-stores packages, and ships complement of support tools.

1.A.3 In 1981, the United States and the Kingdom of Norway signed a bilateral agreement establishing the Norway Air-Landed Marine Expeditionary Brigade (NALMEB) prepositioning program. The NALMEB program reached initial operating capability (IOC) in January 1990 with the prepositioning of E/S in three equipment caves, three ammunition caves, and two above ground storage hangars. Shortly thereafter, the collapse of the Soviet Union lessened the military threat to the North Atlantic Treaty Organization (NATO) northern flank and the program’s relevance in its intended role became less critical. Subsequently, the program's role and importance to Norway continued to grow and in 1995, Norway assumed a 50% cost sharing arrangement with the Marine Corps. Throughout the 1990’s the program was used to support NATO out of area missions in support of operations in the Balkans and the first Gulf War. NALMEB assets were withdrawn beginning in 2003 through 2005 in support of Operation Iraqi Freedom, MPS reconstitution, and to address home station shortfalls for garrison based Marine forces. In January 2005, the Commandant announced that a prepositioning program would remain in Norway, continue to maintain support to defend Norway, and be capable of deploying globally. The approved name was changed to the Marine Corps Prepositioning Program – Norway (MCPP-N). The Secretary of Defense and the Norwegian Minister of Defense signed a new Memorandum of Understanding Governing Pre-stockage and Reinforcement of Norway on 8 June 2005. MCPP-N serves multiple activities and missions capable of global support to all Geographic Combatant Commanders (GCCs). E/S are stored for selective withdrawal and movement and can be tailored to meet multiple tasks. Logistics services conducted in Norway are performed by Norwegian Ministry of Defense (MOD) personnel from the Norwegian Defense Logistics Organization (NDLO) with one exception. Section C.8 details Marine Corps Maintenance Contractor (MCMC) support for Key Management Infrastructure (KMI) stored in Norway. The MCMC also provides inventory management, and shipping and receiving services in support of assets being shipped to or returned from Norway. Maintenance services are provided on the Norway assets stored on or passing through MCSF-BI. In addition, the MCMC may be tasked to provide specialized equipment expertise to and/or assist in increased maintenance or supply requirements in support of the NDLO personnel.

1.A.4 In order to meet emerging crisis response and theater engagement requirements worldwide, the Marine Corps may explore options to initiate other land based prepositioning programs overseas (e.g. the Marine Expeditionary Unit (MEU) Augmentation Program – Kuwait (MAP-K) a non-Program of Record (POR) effort included in this SOW). The MCMC may be tasked to provide logistics services in support of these initiatives, such as maintenance, supply/inventory management, and transportation/distribution.

1.A.5 In 1990, all 13 prepositioning ships existing at the time were downloaded in preparation for the first Gulf War in Saudi Arabia. The downloads in Southwest Asia left the workforce at Blount Island idle, which resulted substantial reduction of the MCMC CONUS support requirements and subsequent Partial Termination for Convenience. Upon conclusion of the conflict, approximately 45% of the skilled artisans did not return to the program resulting in several adverse consequences and extended the recovery time of the program by several years. In an effort to mitigate that situation from recurring, all subsequent contracts including this procurement contain provisions for the MCMC to provide Other Logistics Services to the Marine Corps.

1.A.6 The primary effort of all work shall be accomplished at the Marine Corps Support Facility Blount Island (MCSF-BI), Jacksonville, Florida utilizing Government provided facilities, Government-furnished equipment/materials (GFE/M), and MCMC employee provided common hand tools (reference CBA Section 11.16). The MMC facilities are Government Furnished Facilities (GFF) and are located at MCSF-BI, Jacksonville, Florida. Facility maintenance of the acreage and buildings is the responsibility of the MCSF-BI which has contracted through the Navy Region Southeast service provider for roads, grounds, and building support. The Commanding Officer (CO), Blount Island Command (BICmd) is also the CO, MCSF-BI. The MCMC performs Government Furnished Equipment (GFE) maintenance, repair and self-help efforts as delineated in this SOW. The MCMC shall not use Prepositioning Objective (PO) or Forward Positioned Equipment List (FPEL) equipment and supplies for the purpose of organic support without prior government approval. The list of GFF is in Attachment C.1-1. The list of GFE is in Attachment C.1-2. Contractors are responsible for the efficient and economical use of the facilities and equipment provided by the Marine Corps in the performance of contractual tasks. The MCMC shall coordinate new requirements for space, modifications to existing assigned space, changes to the facilities and/or equipment with the Facility Planning Committee, BICmd/MCSF-BI. The MCMC is responsible for operations which provide support to all organizations on the Installation, e.g., wash rack and fueling, and will be required to share, with Government coordination, some facilities with other Installation organizations, e.g., Corrosion Repair Facility and some staging areas. MCMC is expected to exhibit workplace organization and hygiene in the appearance of their assigned workspaces and is responsible for maintaining professional workplace appearance commensurate with that expected on a United States Marine Corps (USMC) installation. Additionally, the MCMC is responsible for user level maintenance in those facilities where they operate which includes pickup of trash/debris and placement in appropriate receptacles, emptying of most receptacles in industrial areas, and occasional dusting, sweeping, wiping, and cleaning of industrial workspace floors, walls, and other surfaces. Sweeping, mopping, and trash receptacle pickup for administrative areas are provided by the Government.

1.B OVERALL MCPP SCOPE. The MCMC shall provide a full range of logistics services in support of the three Marine Corps’ Prepositioning Programs: the MPS Program, MCPP-N and the MAP-K. The MCMC shall provide all management, supervision, administrative/clerical equipment, supplies, consumables, and personal protective equipment required for all personnel performing under this effort (except GFP); cost associated with administrative/clerical equipment, supplies, consumables, and personal protective equipment shall be included in CLIN X001. This SOW delineates work to be performed by the MCMC for maintenance of equipment and materiel management such that required assets are attained, preserved, packaged, and available in support of the Marine Corps Prepositioning Programs (MCPP) and deployed forces world-wide. In addition to prepositioning support, the MCMC shall provide operational logistics services to engaged Marine Corps and Department of Defense (DoD) operating forces. These services shall enable the operating forces to rapidly and successfully conduct and quickly recover from assigned missions across the full spectrum of expeditionary warfare. Attachment C.1-3 MMC Notional Plan of Action & Milestones (POA&M) defines the phasing of MMC operations conducted separately and jointly by the MCMC and Government for both Marine Corps and Navy equipment. Tasks assigned to the MCMC are not limited to materiel management and maintenance as there are specific support activities necessary for sustainment of this program (e.g. wash rack operations, fuel station, etc. as described in this SOW). This SOW also defines some tasks performed by the Government. Government tasks described are provided to ensure a clear understanding of the total program and to help define the division of responsibilities and necessary interfaces between the Government, other contractors and the MCMC in this unique program. BICmd has been designated as Executive Agent for the MCPP by the Marine Corps and as such shall be the organization, which shall provide all guidance, direction, oversight, and liaison required for the prepositioning programs. The maintenance level to be accomplished at the MMC facility or to equipment prepositioned aboard ship is dependent upon availability of special tools, proximity of established facilities (Marine Corps/Navy maintenance facilities), and the availability of funds. Further scope specifics are provided as follows:

1.B.1 MMC. The MPS rotations are scheduled to meet American Bureau of Shipping (ABS) requirements for hull inspections and ship certifications. As such, ship schedules and MMC time frames are generally available several years in advance and are tied to dry dock periods (see Attachments C.1-4 MMC-12 Schedule, C.1-5 MMC-13 Schedule, C.1-8 Proposed MMC-14 and -15 schedule, and C.1-9 Navy Watercraft Plan). The MCMC work effort is extremely time sensitive for several reasons. First, the MMC effort must be accomplished during the ship's dry dock period and secondly, when the ship is out of its area of responsibility (AOR) the squadron is in a degraded status, i.e., one sixth of the squadron's capability is not available to the regional GCC. Determination of logistics requirements is an ongoing process which shall be conducted in accordance with this document. MCMC shall provide logistics services in support of the program directives found throughout this SOW. MCMC shall, primarily in government owned CONUS based facilities, perform equipment maintenance and materiel management operations required to accomplish up to and including intermediate level maintenance of ground combat support equipment.

1.B.2 Program Sustainment. MCMC shall provide logistics services in support of the program directives found throughout this SOW. MCMC shall perform primarily in government owned CONUS based facilities, those materiel management operations required to sustain MPS, MCPP-N and MAP-K operations. Toward this end, these materiel management operations are described throughout the SOW and include; but, are not limited to quality control, organic supply, and environmental and safety compliance. Also, in the event there is a delay in the starts of either the Joint Production Cycle phase (see Attachment C.1-3 MMC Notional POA&M) or embarkation, the MCMC shall plan for materiel management of government assets in a Care of Supplies in Storage (COSIS) status. COSIS services include preventive and corrective maintenance, application of equipment modifications, and equipment preservation.

1.B.3 Shipboard Operations. Shipboard work performance required by this SOW shall be accomplished aboard deployed MPSs. In addition, maintenance may be required ashore at the off-load site during exercises and contingencies as authorized by the Task Order. Shipboard logistics requirements are specified in Section C.7. The MCMC shall place necessary personnel aboard each ship to perform COSIS on the embarked equipment and materiel.

1.B.4 Navy Support Requirements. The Navy effort includes the Navy Support Element (NSE), Naval Construction Element (NCE) and Expeditionary Medical Facility (EMF) equipment outlined in their respective Tables of Allowance (TOA) assigned to support the MPF Program, including rotational spares and Navy organic equipment. The MCMC provides the maintenance, repair and logistical services for the Navy mission as detailed in the SOW. The MCMC’s Navy support organization shall provide optimal equipment readiness while meeting limitations associated with cost and funding, production requirements and schedule timelines. The MCMC shall deliver Navy products and services in accordance with standards identified in Section C.6 of the SOW and all applicable Navy and Marine Corps orders and directives.

1.B.5 OCONUS Operations

1.B.5.a MAP-Kuwait. The MCMC shall perform logistics services in support of Marine Expeditionary Unit (MEU) Augmentation Program (MAP) operations in Kuwait (and other U. S. Central Command (USCENTCOM) AOR locations as identified), and combat replacement equipment in support of Marine operating forces. Specifically, in conjunction with the government, the MCMC shall develop and execute processes to facilitate Marine Corps custody, supply chain management, distribution management, and maintenance/management of MAP-K assets in Kuwait. In accordance with DODI 3020.37 section 6, all services contained in the MAP-K SOW are considered mission essential and will be performed by the MCMC during a time of crisis, aboard Camp Arifjan, the Indoor Storage Facility (ISF) located north of Camp Arifjan, or other locations in the USCENTCOM AOR as required. MCMC requirements unique to only the MAP-K Program are specifically called out in respective subsections of the SOW.

1.B.5.b MCPP-N. The USMC has prepositioned equipment in MCPP-N that contains communications security materiel/controlled cryptographic items (COMSEC/CCI) used to provide cryptographic security of US Department of the Navy communications. Due to the sensitivity of COMSEC/CCI, this equipment requires U. S. personnel to account and maintain the equipment while it is prepositioned. BICmd has established a MCPP-N KMI Local Element (LE) subaccount that the MCMC shall maintain. This requires a two person integrity rule to be maintained during normal NDLO/MEB working hours. The U. S. MCMC personnel shall be responsible for all COMSEC materiel held by the LE account to include the following:

· Administration and management, security, accountability and daily operations of the LE account to include the conduct of inventories

· Storage/handling/disposition: safe storage and positive control of all COMSEC materiel and conduct inspections to determine that proper physical security and control are provided

· Transportation: proper physical security measures during transport of COMSEC materiel

· Maintenance of all communication/electronic equipment

· Establish, test, and maintain Emergency Action Plan (EAP) for COMSEC materiel

· Maintain all records and files in Norway, required by EKMS-1, using computer hardware and software supplied by the Naval Communications Security Materiel System (NCMS)

1.B.6 Over and Above Work IAW DFARS 252.217-7028 (CLINs X014)

1.B.6.a USMC and Navy Over & Above Requirements. The MCMC shall perform "over and above work" in accordance with DFARS 252.217-7028 “Over and Above”. "Over and Above support" requires separate pricing and negotiation. This CLIN would consist of labor, special tools, other direct costs (to include subcontractor support) and equipment, and any other material required for the work effort.

1.B.7 Military Contingency Support Worldwide

1.B.7.a Deployed. During the period that equipment is downloaded in support of a contingency, equipment is no longer available to rotate through the maintenance cycle. The MCMC, if requested, shall be required to provide in-theater operational level logistics services to free up the operating forces to focus on contingency operations. Operational logistics support could include such services as Principle End Item (PEI) rotation, sustainment support, retrograde operations, management, and maintenance of equipment pools, providing field service representatives, management of reparable issue points, preservation/packaging and packing services, equipment maintenance, supply chain services, and program management. As an essential part of national mobilization, there is a requirement for the MCMC to be prepared to divide the current workforce (or provide immediate supplementation of current workforce) and deploy to an off-load site/arrival and assembly area (AAA) in support of a potential contingency, or to a mature theater to provide operational logistics support to deployed Marines, and/or to a MPS regeneration site to refurbish and reload MPS after a contingency. The MCMC shall sustain operations during periods of extended deployment. Planning cannot be specific as contingency requirements are generally not known until just before execution, however, there shall be a requirement for maintenance personnel, supply expertise, container packing supervision, and container repair at two or more Outside CONUS (OCONUS) sites to support deploying units participating in contingency operations.

1.B.7.b Continental United States (CONUS) Based Support. With Marine forces engaged in contingencies, BICmd may be tasked to perform similar services such as maintenance on Remain Behind Equipment (RBE) at CONUS installations (e.g. Camp Lejeune, NC or Camp Pendleton, CA) and provide overflow maintenance support to Marine Corps and other service depots. Other unforeseen circumstances such as ship schedule changes or the transition from current legacy ships to future ships may result in reduced logistics requirements at the Blount Island facility. During these periods, the Marine Corps Program Management team may bring in additional Marine Corps or DoD overflow maintenance from depots or intermediate maintenance activities to maintain work force skills and to avoid layoffs of the program's skilled artisans.

1.B.8 Exercise Support. The MCMC shall provide Exercise Support as indicated in respective Exercise Support Letter. Exercise Support includes the deployment of personnel and BICmd resources in direct support of Marine Corps/Navy Operating Forces utilizing MCPP prepositioned assets. For MPS exercises, the MCMC shall source shipboard personnel to meet the requirements identified in the respective Exercise Support Letter. For MCPP-N exercises, personnel support identified in the Exercise Support Letter, i.e., ordnance mechanics, may be resourced from MCMC assigned to MCSF Blount Island. The duration of exercise support varies from weeks to months dependent upon the concept of operations. Exercise support includes Overtime, Materials (inclusive of subcontractor support), Other Direct Costs, and Travel. Labor augmentation from the MCMC assigned to MCSF Blount Island must be approved by the Government.

1.C WORK REQUIREMENTS. The work requirements of the MCMC are categorized into two overarching areas of support; Sustainment Operations and MMC Operations. The MCMC shall post required reports for these two categories to a government furnished common access location whereby both the Government and MCMC may access this information. The timing associated with these postings are specified herein. Further, the quality of the services and products delivered by the MCMC is documented in the joint Quality Management Support System (QMSS) used by both MCMC and BICmd.

1.C.1 Sustainment Operations. The MCMC is charged with logistics support operations that are needed to sustain the core MMC operations requirements of this contract addressed below. Facilitating these core requirements requires a stable sustainment base of support operations which are specifically addressed throughout the SOW. In many cases the status of management effectiveness, quality, and cost control in these areas are already captured in cyclical reports specified in each SOW section. The MCMC is required to post the required reports in a common access location (available for Government review); the MCMC identify and proactively address issues affecting long term sustainment of the program such as budget (associated with CPFF CLINs), product delivery and quality, and regulatory changes. In this manner, the prepositioning enterprise (BICmd and MCMC) are best able to assure a firm effective and efficient underpinning of sustainment for the core MMC missions.

1.C.2 MMC Operations. The MCMC is responsible for supporting the Government requirements defined in the SOW sections that specifically support materiel management and/or production of refurbishment, replacement, or restocking of MPF combat equipment and materiel. These activities are monitored via weekly through Government led Production Meetings and bi-weekly Government led Business Process Quality Review Boards (BPQRB). At the BPQRB the status of performance is collected, addressed and mediated by the CO or Deputy.

1.C.3 Aviation Ground Support Equipment (AGSE). NOTE: AGSE is maintained by a separate contractor and shall not be the responsibility of the MCMC. The Government will monitor and arbitrate joint use of facilities and support requirements between these two contractors.

1.D PROGRAM COMPLEXITY

1.D.1 Program Interdependencies. The MCPP operates in an inherently complex environment characterized by levels of detail complexity and dynamic complexity which are so integrated that the MCMC must maintain an appropriate span of control over operational and programmatic complexities to mitigate operational and program management risks. Paragraph 1.D is provided as historical background.

1.D.2 Detail Complexity

1.D.2.a Per the government-approved strategic three-year plan developed by the separate Plans & Data Support (P&DS) contract, MPSs rotate one at a time, every 36 months, through BICmd aboard the Marine Corps Support Facility Blount Island (MCSF-BI) in Jacksonville, Florida to go through its respective, time-constrained MPF Maintenance Cycle (MMC) which averages 75 days across the fleet and encompasses all three segments of the MCPP. Once the ship is offloaded via the Stevedoring & Related Terminal Services (S&RTS) contract, it is here that the MCMC performs the full range of sustainment, refurbishment, replenishment and specialized preservation logistics services that ensure the combat readiness of equipment and supplies for subsequent years of forward deployed long-term storage.

1.D.2.b During this period (generally either 60 or 90 days depending on the class of MPS), the MCMC is required to thoroughly refurbish all Marine Corps and Navy ground tactical military equipment by performing preventive and corrective maintenance, applying modifications, recalibrating Test Measurement and Diagnostic Equipment (TMDE), inventorying/replacing collateral equipment, and exchanging obsolete equipment with newly fielded assets. The MCMC’s responsibility is to ensure that the materiel a Marine war fighter requires to operate independently in a completely expeditionary environment for 30 days of sustained combat is attained, maintained, and in a ready-to-issue status prior to re-embarkation aboard the respective MPS. MCMC sustainment efforts for the ashore sites (supply support, stock rotation, Service Upon Receipt (SUR) for newly fielded equipment) is integrated with the concurrent production of each individual ship’s MMC.

1.D.2.c Each ship contains an average of 25,485 Principal End Items (PEI), including the full range of communications and electronics equipment; ordnance (M1A1 main battle tanks, amphibious assault vehicles, artillery, light armored vehicles, weapon systems, optics equipment, etc.); motor transportation (armored cargo trucks/High Mobility Multi-Wheeled Vehicles (HMMWVs), MRAPs, refuelers, wreckers, etc.); and engineering equipment (forklifts, cranes, container handlers, generators, bulldozers, scrapers, graders, fuel/water systems, etc.). The specialized logistics services performed under this program include inspection, servicing, corrosion control, corrective maintenance (as required), armoring, application of any required modifications, association of collateral equipment and mobile loaded cargo, integration of communications/ electronics equipment, application of Total Asset Visibility (TAV) Radio Frequency Identification Tags (RFID), preservation for long-term storage and documentation of all of these actions in the Global Combat Support System – Marine Corps (GCSS-MC).

1.D.2.d Additionally, each ship averages 673 shipping containers loaded with 11,671 items of sustainment supplies to include rations; packaged Petroleum, Oils, and Lubricants (POL); barrier/fortification materiel; medical equipment/supplies, and spare repair parts/sub-assemblies. The MCMC performs supply and transportation support, such as inventory management, stock rotation (for rations, shelf-life expiry items), calibration, corrosion control /prevention, total asset visibility marking/tracking, and transportation management. A single ship’s MMC production requirements generate approximately 11,000 supply requisitions.

1.D.2.e Finally, once the equipment and supplies have been back-loaded aboard each MPS via the separate S&RTS contract, the MCMC maintains custody, provides COSIS for this materiel while forward deployed in their respective assigned GCC Area of Responsibility (AOR), and prepares/issues it to Marine commanders for MPF exercises, Theater Security Cooperation (TSC) events, Phase 0 operations, and actual crises. In addition to providing specialized logistics services for the largest density of operational MRAP vehicles in the Marine Corps as well as other tactical ground equipment to support training and contingencies in the U.S. Central Command’s AOR, the MCMC also maintains a small subset of the equipment and supplies outside CONUS that are strategically prepositioned in Norwegian storage caves in support of MCPP-N (specifically M1A1 main battle tanks and sensitive communications equipment that the Host Nation military is not allowed to maintain for the USMC).

1.D.2.f The Program description above in paragraph 1.D.2 illustrates a prescriptive and interdependent process involving thousands of variables or moving parts which in a friction and fog free environment all come together at the right time and place. The sheer volume of materiel processed over such a short time is a balancing act of program and project management as it applies to risk.

1.D.3 Dynamic Complexity

1.D.3.a The very nature of the strategic MCPP is centered on responding to the unknown with a credible capability in short-to-no notice time frames. Therefore, BICmd’s operational mandate is to: 1) attain 100% of the Commandant of the Marine Corps’ stated prepositioning objective for equipment and supplies; 2) configure and maintain all of the prepositioned materiel to 100% combat readiness; and 3) to maximize the forward deployed “on station” time in support of the GCC’s war plan requirements. This cuts to the core mission of the Marine Corps and creates an environment of dynamic complexity in the MCPP by the countless stakeholders who directly and indirectly influence the day-to-day pre-planned and programmed MMC activities. Significant dynamic complexities are introduced by those external entities directing operational mission and/or program management changes that create program-wide resource loading ripple effects which must be assessed (within unyielding time and facility constraints) and adjusted to in-stride by the Program Management team and the MCMC.

1.D.3.b The common element in this injected dynamic complexity is that the origins of change – natural or manmade – fall completely outside of the BICmd’s ability to forecast or influence them. Some examples and their impacts to on-going MMC production operations follow:

· Combat and HA/DR Contingency Operations: Crisis response missions require the task organization and deployment of Technical Assistance & Advisory Teams (TAAT ) which draw government and MCMC personnel away from the Blount Island MMC to prepare and issue prepositioned materiel to Marine and Navy operating forces. Subsequent post-contingency reconstitution efforts are based on the scope of sustainment items consumed and the damage to combat equipment that must be reset to 100% readiness for the next contingency. Historically, reconstitution has been executed in theater (post DESERT STORM when half of BICmd and the MCMC deployed forward) or at Blount Island (nine ships worth of equipment retrograded to BICmd post IRAQI FREEDOM I).

· Exercises/TSC/Phase 0 Ops: The past 16 years have witnessed the quadrupled usage of prepositioned material for Marine Corps operating force training, engagement opportunities with foreign countries and their militaries, and deterrence operations. The number and scope of these activities are generally only determined by the GCCs and Marine Corps a year ahead of time; therefore, the MCPP contract must be flexible enough to meet this demand signal while concurrently executing MMC operations. Post exercise corrective maintenance (CM) opportunities are typically deferred to the next scheduled MMC opportunity due to time, space, resource and schedule constraints. Therefore the actual CM requirements are unknown until the ship is offloaded at BICmd and the equipment is fully assessed, further impacting the MMC.

· New Doctrine and Employment Concepts: USMC efforts to develop doctrine to counter and destroy a constantly evolving enemy threat results in perpetual “reshaping” of the prepositioned combat capability sets produced by the MCPP. Changes in doctrine often occur faster than they can be implemented due to the three year maintenance cycle process to actually access the prepositioned materiel. This process is further complicated by the necessity to “roll-down” assets from one ship to another in order to place it on the correct platform to meet operating force requirements. Therefore, in a perfect world it would take at least two full MMCs to fully realize comprehensive support of new doctrine and/or concepts of employment. The Blount Island prepositioning program enterprise is currently working to produce Crisis Response Force Packages (CRFP) to achieve the Seabasing doctrinal capability requirements. Additionally, the Marine Corps is mitigating the shortfall in amphibious lift by utilizing MPSs as alternative platforms to deploy small Marine units for engagement operations. As stated above this too requires deployment of TAATs with the resulting impacts to the MCPP contract.

· Combat Equipment Modernization: The MCPP includes nearly 66,000 line items of combat materiel that span virtually the entire equipment inventory of the Marine Corps. Modernization is constantly ongoing and fielding for larger scale weapons systems is generally forecast early enough to be included in deliberate MMC plans. That said the rule is that newly fielded equipment (modernized or in response to operating forces Urgent Needs Statements) arrives throughout the MMC and must be integrated into the combat sets in-stride. This often requires New Equipment Training (NET) for the workforce, directly impacting current operations. Additionally, equipment modernization occurs along programmatic lines with varying speed, prioritization and resourcing at the enterprise level, further complicating MCPP planning and execution.

· Ship Platform Modernization: Military Sealift Command (MSC) modernization programs (e.g. the transition from legacy prepositioning ships to LMSRs; MPF ships reaching end of service life; etc.) have resulted in significant changes to the MMC production activities to configure equipment for long term storage (e.g. mobile loads, truck cabs up or down, etc.). The introduction of two T-AKE sustainment ships to the prepositioning fleet necessitated a complete MMC production methodology change requiring palletized loads for those specific platforms vice using Twenty Foot Equivalent Unit (TEU) ISO shipping containers for the prepositioned sustainment assets on all other Roll-On/Roll-Off (RO/RO) MPSs.

· Ship Availability: Periodically MPSs fail to return to BICmd for backload per the MMC calendar due to extended shipyard availability periods that are caused by ship alterations/modifications driven by operational capability needs, or to address maintenance issues. The typical impact to the MCPP is an unprogrammed, additive COSIS requirement for that ship’s capability set of prepositioned materiel by the MCMC until the outgoing ship can be scheduled for backload. These COSIS efforts impact MMC production for the next ship in the cycle by drawing on resources to meet this unprogrammed requirement.

· Weather: Lost MMC production days due to destructive/severe weather conditions (e.g. loss of six calendar days during two hurricanes in 2016) must be made up to meet ship backload and GCC on-station requirements.

1.D.3.c A review of the most recent MMCs reveal major schedule changes that resulted in significant second/third order effects to the MCPP as follows: MMC-9 (2007-2010) 26 changes; MMC-10 (2010-2013) seven changes that included two complete revisions of the MMC plan; and MMC-11 (2014-2017) 15 changes. These major program changes are heightened by literally hundreds of individual changes to equipment and supplies being processed during each ship’s MMC. The impact of changes to the MCPP driven by the combined effects of these detail and dynamic complexities has a logarithmic effect resulting in an inherent complexity that must be mitigated. Given the sacrosanct war fighter expectation that no harm is done to the viability of the operational capability sets or to the GCC expectations regarding on-station time, the MCPP enterprise must be flexible enough to adjust to the imposed changes “in stride” with ongoing MMC and overseas operations.

1.E PROGRAM OPERATIONAL GOALS

1.E.1 Effectively Meet Program Operational Goals. The primary goal of the MCPP is to effectively perform all SOW actions necessary to ensure the expectations of our external customers, the Marine Corps Operating Forces (OPFOR), are met. Full attainment of the Prepositioning Objective (PO)/Forward Positioned Equipment List (FPEL); combat readiness of the prepositioned materiel and accurate/reliable data visibility is the end-state of this effort. The PO is published in the NAVMC 2907 and it establishes the approved inventory list for MPF and MCPP-N. The FPEL is published in message format by Headquarters, U. S. Marine Corps (HQMC) and it establishes the approved inventory list for the MAP-K.

1.E.2 Efficiently Meet Program Operational Goals. No less important, the second goal of the MCPP is to ensure the Marine Force (MARFOR)/Marine Expeditionary Force (MEF) requirements are met in the most cost efficient manner possible while remaining in conformance with this SOW. MCMC shall use the Government provided Enterprise QMSS (currently IQS) to assist with external and internal tracking, trending, and tracing of performance. Upon identification of unsatisfactory trends the MCMC shall correct/report the causes of nonconformance to Contracting Officer (KO), Contracting Officer’s Representative (COR), and Contracting Officer’s Technical Representatives (COTRs) through the QMSS as directed in Section C.2. NOTE: The Government will also use the QMSS to evaluate the quality of the MCMC products and services.

1.F ORGANIZATIONAL RESPONSIBILITY. The MCMC shall be directly responsible for execution of the contract and SOW requirements. MCMC, when exercising the requirements of this SOW and communicating with other DoD organization(s) on behalf of the BICmd, shall notify the Government when external Government organizations are not responsive thereby causing delays that may harm meeting contract requirements. The dynamic nature of the MCPP effort as described above calls for close daily communication and coordination between the MCMC and Government. Figure 1 depicts the organizational lines of communication necessary for Program success. Although informal communication takes place on a daily basis between the two contracted parties, directive authority rests with the KO IAW the contract and the Federal Acquisition Regulations (FAR).

Figure 1: Organizational Lines of Communication

1.G CONTRACT AUTHORITY. MCMC shall respond only to those directives given by Government personnel assigned by the KO. When questions as to the authority of Government personnel arise, the MCMC shall contact the KO before acting on the direction. Figure 2 depicts the lines of contract authority applied to this contract. The KO will appoint a COR and designate COTRs in various functional areas to allow for more efficient and effective communication on requirements compliance.

Figure 2: Contracting Lines of Authority

1.H PERSONNEL

1.H.1 General Personnel Requirements. MCMC personnel shall be United States citizens. The MCMC and all MCMC personnel shall abide by pertinent state, local, and host country regulations as required. The MCMC shall exercise due diligence and best practices to ensure compliance with the Host Nation(s) Labor Laws. The MCMC and all contract personnel located in Host Nation(s) shall be subject to the rules and/or regulations of the Base Commander in all matters relating to or affecting the operation, safety, and discipline within the base. The MCMC shall also comply with standards of conduct, applicable federal regulations, local laws and any other regulations that apply.

MAP-K Specific: The MCMC shall provide a daily JPERSTAT report to the BICmd Personnel Office and Marine Coordination Element Kuwait (MCE-K) NLT 0900 EST. The JPERSTAT Report includes all MCMC personnel in Kuwait that are supporting the mission, to include any Government/MCMC personnel that may be in country to support program efforts.

MAP-K Specific: Other Country National (OCN) MCMC personnel may be hired on a case-by-case basis provided that Government approval is provided in advance and that the position held does not expose personnel to classified information/equipment.

1.H.2 MCMC Personnel, Disciplines, and Specialties. The MCMC shall accomplish the assigned work by employing and utilizing qualified and skilled personnel with the minimum combinations of education, training, certification and experience as identified in Attachment C.1-7 Employee Qualifications.

MCMC shall provide an on-site Program Manager (PM) with a minimum of 15 years of experience with demonstrated responsibility for overall management and coordination of relevant logistics management services.

Subordinate Managers shall have a minimum of 10 years’ experience in the respective areas of responsibility and four years of Supervisory experience.

Supervisors shall have a minimum of six years’ experience in their respective areas of responsibility.

Quality notwithstanding, all personnel requiring special certifications (i.e. PMI, IT Certifications, etc.) shall have maintained such certifications for the most recent three years. The management team (Key Personnel IAW 1.H.2.d) shall have member(s) with appropriate PMI certifications.

Quality personnel shall possess or must obtain ASQ certifications within two years of contract award and have requisite 10 years’ experience in the quality profession.

DAWIA and FAC certifications may be submitted as an alternative to PMI and ASQ certifications.

1.H.2.a The MCMC shall provide personnel fully trained in their specialty skills in accordance with applicable Marine Corps Orders and directives, the NAVMC 1200.1C (Military Occupational Specialties Manual), Department of Defense guidance and directives, Federal, State and Local laws and regulations, industry standards, and other technical documentation.

1.H.2.b MCMC is responsible for ensuring all personnel are trained to perform required duties as stated within the SOW and maintain such training requirements with minimal impact to production schedules in accordance with applicable Command Orders and Technical Manuals. The MCMC shall maintain training documentation for all employees and shall make training records/certifications available to the government upon request. Training for all MCMC personnel shall not be a direct charge under this contract; the MCMC shall internally manage/coordinate and process all training and associated travel to meet the requirements of this contract. Additionally, MCMC employees shall complete government required training on an annual basis as outlined in Attachment C.1-6.

1.H.2.c The MCMC shall provide an Organizational Chart and Personnel Roster of all MCMC personnel. The Organizational Chart and Personnel Roster must differentiate individuals dedicated to supporting each of the MCPP efforts and those supporting Navy Operations. The Personnel Roster must include titles and assigned numbers (if applicable). Vacant billets shall be filled within 60 calendar days with qualified personnel.

1.H.2.d Key Personnel

(i) Certain experienced personnel are essential to provide the requisite professional/management oversight and technical expertise necessary to assure successful accomplishment of the effort to be performed under this contract. These positions are defined as "Key Personnel" which have been defined as all personnel that report directly to the Program Manager and/or the Deputy Program Manager. In addition, Squadron and Shipboard Supervisors are considered Key Personnel. The MCMC agrees that such personnel shall not be removed from the contract work or replaced without compliance with paragraphs (2) and (3) herein.

(ii) If one or more of the "Key Personnel" for whatever reason becomes, or is expected to become unavailable for work under this contract for a continuous period exceeding 30 or more calendar days, or is expected to devote substantially less effort to the work than indicated in the technical proposal or initially contemplated, the MCMC shall immediately notify the Contracting Officer and shall, subject to the concurrence of the Contracting Officer or his authorized representative, promptly replace such personnel with personnel of at least substantially equal abilities and qualifications. The MCMC shall provide the government a letter of succession which identifies individuals authorized to act in the capacity for Key Personnel who are not available.

(iii) Key Personnel Nominations, to include required resume, must be submitted in writing at least 15 days in advance and provide a detailed explanation of the circumstances necessitating the proposed substitution(s)/new hire(s). The Contracting Officer will forward the Key Personnel Nomination package to the Contracting Officer’s Representative for evaluation and upon completion of such evaluation the Contracting Officer will promptly notify the MCMC of Government approval or disapproval in writing.

(iv) Resumes for Key Personnel shall be required for all assignments not currently on staff and any substitutions shall be in the format shown in paragraph (1.H.2.f) below. All proposed substitutions shall meet the equivalent position classifications standards/qualifications of the job standards listed below:

0. U.S. Office of Personnel Management Handbook of Occupational Groups and Families, May 2009, (https://www.opm.gov/policy-data-oversight/classification-qualifications/classifying-general-schedule-positions/occupationalhandbook.pdf), Part I and Part II,

1. Office of Personnel Management Qualification Standards for General Schedule (GS) Positions (https://www.opm.gov//policy-data-oversight/classification-qualifications/classifying-general-schedule-positions/);

1. Job Grading System for Trades and Labor Occupations (WS, WL and WG) (https://www.opm.gov/policy-data-oversight/classification-qualifications/classifying-federal-wage-system-positions/); and

1. Military Occupational Specialties Marine Corps Manual, MCO 1200 (www.marines.mil/news/publications/MCPEL/Custompubstatus/3000/)

1.H.2.e The MCMC agrees that the Program Manager assigned shall have overall responsibility for this program. Each squadron (MPSRON- 2 and 3) shall have a senior supervisor responsible for that squadron. Each ship shall have a person assigned authority for his personnel on that ship.

1.H.2.f Format. Resumes shall be prepared on 8.5 x 11 inch paper. Each resume shall contain the following:

1.H.2.g All personnel assigned shall be U. S. citizens unless otherwise approved by the Government.

1.H.2.h The MCMC shall…