PWS - DLA Strategic Cost and Performance Transformation - Final.pdf

Performance Work Statement Support for DLA Strategic Cost and Performance Transformation

1 BACKGROUND

DLA is focused on sustaining Warfighter readiness and lethality and has successfully positioned its capabilities to where the Warfighter needs them most. However, today’s environment is increasingly dynamic with rapidly evolving customer requirements, natural disasters and the COVID pandemic driving additional requirements.

These demands are placing an increasing strain on leadership as well as Agency human and fiscal resources. To ensure that these valuable resources are focused on the most critical current and future initiatives, an objective outside look is being undertaken. This effort, with the support and involvement from the DLA senior leadership, can better assure that tomorrow’s DLA will be better positioned to support the warfighter with comprehensive logistics support.

DLA delivers over $40 billion of goods globally to all branches of the military, many federal agencies, state and local governments and multiple allied nations. It strives for high performance and customer service while managing an increasingly diverse supply chain portfolio, including pharmaceuticals, petrol, construction, and weapons system support. DLA has launched various reform initiatives over the past years and have succeeded in improving service to the customers in the following ways:

- Provided Material availability of 89.7%

- Drove overall backorders down by 14%

- Achieved consistently low Agency cost-recovery-rate of 10-11%

- Increased efforts toward achieving auditability

Since October 2020, DLA has been developing a strategic, executable roadmap and strategic plan to directly address the challenges of today’s environment and continue DLA’s position as a world leader in the provision of agile logistics solutions. The next phase is to develop the supporting strategic plan implementation elements and governance for monitoring the plan.

2 OBJECTIVE

The work effort outlined in this PWS is designed to assist DLA in implementing a strategic executable roadmap and Strategic Plan which will directly address these challenges and continue DLA’s position as a world leader in the provision of agile logistics solutions.

2.1 Specific Tasks and Deliverables:

Period of Performance (March 22, 2021 – September 21, 2021) Specific Tasks Deliverables

3.1 – 3.1.2.5 4.1 – 4.9

3.2 – 3.2.6.1 4.10 – 4.15

3.3 – 3.3.4.3 4.16 – 4.26

3 SCOPE OF WORK

In the performance of this requirement, the contractor shall perform the following:

3.1. Customer Service: Deliver and sustain next generation Customer Support feedback mechanism and assist Program Office in delivering new Customer Service Management Tool

3.1.1. Develop Customer Survey and customer feedback metrics

3.1.1.1. Define what is to be measured for customer feedback metrics to measure key dimensions of the DLA-Customer relationship (e.g., Customer Relationship, Accountability, DLA Effectiveness, Reliability)

3.1.1.2. Develop a customer feedback metrics report that can be repeatably used and contain a visual representation of the data to facilitate leadership review consistent with the DLA customer feedback metric that can be used

3.1.1.3. Provide supporting analysis and information for the metric that would help explain the metric result

3.1.1.4. Review and modify existing questionnaire that was previously approved as required

3.1.1.5. Develop and modify survey questionnaire that are currently in place

3.1.1.6. Upon formal approval, conduct annual survey through designated delivery platform, collect customer feedback, analyze feedback data, make recommendations for improvement

3.1.1.6.1 Collect sufficient customer data that can explain the resultant metric and any future trends

3.1.1.6.2 Allow for segregation of data into areas such as by respondents’ seniority and organizations as well as by the DLA organization the customer identifies, and the major DLA supply chain practices used

3.1.1.6.3 Determine key takeaways from the survey and root causes of the issues raised by customers

3.1.1.6.4 Complete and populate a final customer feedback metric

3.1.1.7. Design repeatable Survey process, secure Governance approval

3.1.1.8. Produce action plans (Process Improvement Plan Implementation) to improve customer support based on feedback

3.1.1.8.1 Determine best way to communicate changes made back to the customers (e.g., website blurb, redesigned Customer Days, any other ideas from PAO, etc.) to ensure customers are aware and recognize the DLA efforts.

3.1.1.8.2 Design a high-level approach to prioritize action plans how DLA should decide which requested changes to prioritize for fixing (e.g., criteria may include the greatest number of customers impacted, level of difficulty to solve, addressed vs. not by ongoing Strategic Objective efforts)

3.1.1.9. Provide Customer feedback analysis

3.1.1.9.1 Interview and brief DLA personnel and leadership to gather feedback and provide interpretive results to the customer feedback survey

3.1.1.9.2 Identify any improvements to the survey questions, methods and metrics

3.1.2. Assist Program Office in developing and delivering new Customer Service Management Tool

3.1.2.1. Provide best practice guidance on leveraging customer service tools to most optimally support customer

3.1.2.2. Determine best approach to direct customers to use new functionality vs. other adhoc outreach, and leverage the use of FAQ functionality (to minimize customer reliance on handbooks, SOPs, etc.)

3.1.2.3. Assist Program Office with proper Change Management methods including a process for asking for customer (and DLA user) feedback during rollout to capture suggested improvements

3.1.2.4. Advise on opportunities to simplify customer support framework and standardize customer engagement

3.2. Strategy Performance Monitoring and Nested Plans: Strategy Performance Monitoring and Nested Plans Development. The contractor will assist the DLA Transformation Strategy & Governance Division with developing and instituting the following:

3.2.1. Nested Organizational Operating Plans. Provide guidance on where and how subordinate plans tie back to the overall DLA Strategic Plan as the MSC and J/D codes develop their own operating plans.

3.2.2. Agency Action Plan. Develop a single product that includes all Line of Effort (LOE)/Critical Capability (CC) objectives, initiatives, milestones and KPIs. This product needs to identify OPR/OCR relationships, planned completion dates and include a matrix to clearly identify the interdependencies between strategic objectives/initiatives across the LOEs/CCs. Additionally, this product needs to clearly integrate risk planning and mitigation actions in accordance with DLA’s Enterprise Risk Management Program.

3.2.3. Visual Performance Monitoring Tool. Develop a visual performance monitoring tool to track the progress of all strategic objectives, initiatives/critical tasks and KPIs. The tool and supporting process needs to be near real-time and include drill-down capability to quickly identify the root cause of an off-track area. It must also provide the capability to provide an executive summary on mitigating actions for off-track areas. Team will work with J6 to ensure elements of the tool can be integrated into the existing DLA dashboard.

3.2.4. Strategy Execution and Governance.

3.2.4.1. Establish a tiered structure to ensure action against the plan and codify strategy performance reviews through senior leader governance forums. This cross-functional structure will facilitate actions to achieve milestones and desired outcomes, monitor progress and be empowered to coordinate directly with LOE/CC OPRs to resolve issues and develop mitigation plans.

3.2.4.2. Develop a one-year governance schedule synchronized with the Agency Action Plan milestones.

3.2.4.3. Ensure the governance plan meets performance review requirements set forth in OMB Circular A-11 and supports the DLA Annual Financial Report development process.

3.2.4.4. Build a standardized reporting/briefing template for use by LOE/Critical Capability/Objective OPRs.

3.2.5. Effective Training Tools. Develop written operating procedures with necessary screen-shot examples, process diagrams, and other alternative training aids to effectively train the workforce in the following areas:

3.2.5.1. Maintaining the Agency Action Plan. Provide details on the process to update the plan.

Business rules need to be included to cover various update scenarios.

3.2.5.2. Updating the Visual Performance Monitoring Tool. Develop detailed procedures for reporting the status of strategic objectives, initiatives and KPIs. Training needs to include specific actions to be taken when an area is off-track.

3.2.6. Leadership Consultation and Industry Perspective with Best Business Practices

3.2.6.1. Periodic advisory meetings with leadership, as requested, to share industry perspectives and best business practices. Support should have a strategic-level view of industry areas relevant to DLA missions and be able to effectively convey impacts and recommendations to senior leaders.

3.3. Metrics: Implement customer-centric performance metrics and predictive problem-solving culture.

Senior Advisor (SA) and Mid-Level Advisor (MLA) will provide:

3.3.1. Initiative 1: DLA will transform into a customer-centric problem-solving (PS) & continuous improvement (CI) culture

3.3.1.1. SA/MLA - Baseline and diagnose current PS & CI culture (3 mo)

3.3.1.2. SA/MLA - Provide applicable industry best-practice examples and guide/assess DLA aspirational culture (3 mo)

3.3.1.3. MLA - Conduct gap analysis and identify behaviors at all levels (3 mo)

3.3.1.4. SA - Provide guidance and recommendations on culture change actions that DLA leadership (MSC and J/D code) can take to address opportunities identified within gap analysis (6 mo)

3.3.2. Initiative 2: Transform DLA’s operating model

3.3.2.1. SA/MLA - Provide applicable industry best-practice examples and guide/assess DLA approach (3 mo)

3.3.2.2. SA - Provide guidance and recommendations on operating model and change management actions DLA leadership can take to address opportunities identified (6 mo)

3.3.3. Initiative 3: Revise PBAs with standard baseline of customer-centric metrics and goals

3.3.3.1. SA - Provide applicable industry best-practice examples of ways organizations most effectively manage large sets of disparate customer requirements (e.g., long tail of PBAs)

3.3.3.2. SA - Provide guidance for tradeoff modeling assessment (3 mo)

3.3.3.3. SA - Advise on update cadence, short- & long-range goals (3 mo)

3.3.3.4. SA - Assess/advise internal metrics alignment and goals (6 mo)

3.3.3.5. SA - Provide industry best-practice examples of root cause analysis (6 mo)

3.3.4. Initiative 4: Share external customer-centric and internal DLA metrics/goals

3.3.4.1. SA - Provide industry best-practice examples of transparent data/metrics sharing, advanced analytics tools and models, and metrics visualizations (3 mo)

3.3.4.2. SA - Assess transparent data/metrics sharing and advanced analytics approaches (6 mo)

3.3.4.3. SA - Advise on visualizations, level of detail and cost linkages (6 mo)

4 DELIVERABLES

The following table (TABLE 4) specifies the deliverables for this initiative. All deliverables will be submitted to the COR:

ID Deliverable Format Due Date Submit to:

4.1. 3.1.1.1, 3.1.1.2 – Develop and define customer feedback metrics that can be repeatably used and contain a visual presentation

Word .doc, Excel .xlsx, PPT .ppt, and and .pdf

NLT 21 JUL

COR and Andy Monday, Andrew.Monday@dla.mil

4.2. 3.1.1.6 – Consolidated customer feedback, analysis of feedback data, and recommendations for improvement

Report Word .doc, Excel .xlsx, PPT .ppt, and .pdf

NLT 21 JUN

COR and Andy Monday, Andrew.Monday@dla.mil

4.3. 3.1.1.7 – Deliver repeatable Survey process, and documented Governance approval

Word .doc, PPT .ppt, and .pdf

NLT 21 JUL

COR and Andy Monday, Andrew.Monday@dla.mil

4.4. 3.1.1.8 – Publish action plans (Process Improvement Plan Implementation) to improve customer support based on feedback

Report Word .doc, PPT .ppt, and .pdf

NLT 21 JUL

2021 (DoD internal Survey)

NLT 20 AUG

(WoG/Inter- Agency Survey)

COR and Andy Monday, Andrew.Monday@dla.mil

4.5. 3.1.1.9 – Provide customer feedback analysis

Word .doc, PPT .ppt, and .pdf

NLT 21 JUL

2021 (DoD internal Survey)

NLT 20 AUG

(WoG/Inter- Agency Survey)

COR and Andy Monday, Andrew.Monday@dla.mil

4.6. 3.1.2.1 – Document recommended industry expertise customer support ways to configure new tool for best results

Word .doc, PPT .ppt, and .pdf

NLT 22 APR

COR and Andy Monday, Andrew.Monday@dla.mil

4.7. 3.1.2.5 – Document opportunities to simplify customer support framework and standardize customer engagement

Report, Word .doc, PPT .ppt, and .pdf

NLT 20 AUG

COR and Andy Monday, Andrew.Monday@dla.mil

4.8. 3.2.1 – Develop guidance for operating plans for each MSC and J/D code with initiatives/goals (internal and nested) aligned with the Strategic Plan.

MS

Word/Adobe

PDF

NLT 30 AUG

COR and Todd Lloyd, Todd.Lloyd@dla.mil

4.9. 3.2.2 – Develop a single product that includes all Line of Effort (LOE)/Critical Capability (CC) objectives, initiatives, milestones and KPIs.

MS

Word/Adobe

PDF

NLT 24 MAY

COR and Todd Lloyd, Todd.Lloyd@dla.mil

4.10. 3.2.3 – Develop a visual performance monitoring tool to track the progress of all strategic objectives, initiatives/critical tasks and KPIs. Tool must integrate into the existing DLA Dashboard.

Automated Visual/Graphi cs application (e.g., MS PowerPoint, etc.)

NLT 24 MAY

COR and Todd Lloyd, Todd.Lloyd@dla.mil

4.11. 3.2.4 – Establish a tiered structure to MS NLT 24 MAY COR and Todd Lloyd, ensure action against the plan and codify strategy performance reviews through senior leader governance forums.

Word/PowerP oint or Visio

2021 Todd.Lloyd@dla.mil

4.12. 3.2.4 – Develop a one-year governance schedule synchronized with the initiative dates in the Agency Action Plan.

Provide guidance to build a standardized reporting/briefing template for use by LOE/Objective OPRs.

MS

Excel/Project/ Word/PowerP oint (Various)

NLT 06 SEP

COR and Todd Lloyd, Todd.Lloyd@dla.mil

4.13. 3.2.5 – Develop written operating procedures to train the workforce on updating/maintaining the Agency Action Plan.

MS

Word/Adobe

PDF

NLT 28 JUN

COR and Todd Lloyd, Todd.Lloyd@dla.mil

4.14. 3.3.1.1 – Baseline and diagnose current problem-solving and continuous improvement culture

PowerPoint

21 JUN 2021

COR and Heather Vickers, heather.vickers@dla.mil

4.15. 3.3.1.2, 3.3.1.3 – Provide applicable industry best-practice examples and guide/assess DLA aspirational cultural.

Provide gap analysis to identify behaviors at all levels

PowerPoint 21 JUN 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.16. 3.3.1.4 – Provide a targeted cultural transformation implementation plan

PowerPoint 21 JUN 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.17. 3.3.2.1 – Provide recommendations on applicable industry best-practice operating model examples

PowerPoint 21 JUN 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.18. 3.3.2.3 – Conduct analysis and provide recommendations on MSC alignment and requirements

PowerPoint 21 SEP 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.19. 3.3.3.1 – Provide recommendations on applicable industry best-practice examples and guide/assess DLA metrics development

PowerPoint 21 SEP 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.20. 3.3.3.2 – Provide a financial tradeoff modeling assessment

PowerPoint 21 SEP 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.21. 3.3.3.3 – Provide an assessment and recommendations on non-baseline metrics efficacy/impacts

PowerPoint 21 JUN 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.22. 3.3.3.5 – Provide an assessment of and recommendation on internal metrics alignment and goals

PowerPoint 21 SEP 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.23. 3.3.4.1 – Provide industry best-practice examples of transparent data/metrics sharing, advanced analytics tools and models, and metrics visualizations

PowerPoint 21 JUN 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

4.24. 3.3.4.2 – Provide assessment of transparent data/metrics sharing and advanced analytics approaches

PowerPoint 21 SEP 2021 COR and Sean Ahrens, sean.ahrens@dla.mil

All final documents must be of sufficient quality to have excerpts included in briefs to senior DoD leadership, including but not limited to the Chief Management Officer, Deputy Secretary of Defense, and Secretary of Defense.

5 PERSONNEL QUALIFICATIONS

5.1. The contractor shall provide certain skilled, experienced, professional, and/or technical personnel to act as key personnel for this requirement. The key personnel shall possess direct and relevant expert knowledge and experience to achieve the tasks within this requirement. The following personnel are considered key personnel by the government: Contract Manager. The contractor shall provide a contract manager who shall be responsible for the performance of the work. The name of this person and an alternate who shall act for the contractor when the manager is absent shall be designated in writing to the contracting officer. The contract manager or alternate shall have full authority to act for the contractor on all contract matters relating to daily operation of this contract.

Qualifications for all key personnel are listed below:

5.1.1. Contract Manager: At least 5 years of experience on a contractor team performing organizational reviews of cost and/or performance, OR, at least 1 year leading a team that was performing organizational reviews of cost and/or performance.

6 PLACES OF PERFORMANCE

6.1. The primary place of performance will be DLA Headquarters (HQ) in Fort Belvoir, Virginia. The contract may require travel to DLA’s field sites and/or customer locations.

6.2. The Contractor must abide by all applicable regulations, publications, manuals, and local policies and procedures with respect to access to installations and any current COVID restrictions.

7 PERIOD OF PERFORMANCE

7.1. The overall period of performance (POP) is March 22, 2021 – September 21, 2021. Within the overall POP, there will be tasks which span the entire six-month period, and some which are intended to be completed sooner. These tasks are delineated in TABLE 4, Deliverables.

8 GOVERNMENT FURNISHED

8.1. Government Furnished Facilities: The Government will furnish workspace.

8.2. Government Furnished Equipment and Supplies: The Government will furnish a computer, all required software, printer, scanner, fax and telephone for use with assigned work and office supplies incidental to assigned work. At the conclusion of the contract period, the contractor shall be responsible for return of equipment in the same condition as received, fair wear and tear acceptable.

8.3. Government Furnished Documents and Data: The Government will provide the contractor with all current governmental data required for completion of each tasking. This will be provided through access to Government data systems and contract files necessary to accomplish the assigned work.

8.4. Records, Files, Documents, Work Papers, Data, and Information Products: All records, files, documents, produced work papers, data collected, and other relevant information provided by the Government or generated in support of this work effort are Government property.

9 SECURITY

9.1. Access to classified information, material, or access to specific facilities will not be required.

9.2. The contractor shall establish and administer personnel and physical security programs in accordance with DoD 5200.2-R. Any specific or unique DoD, Federal, DLA, DLA customer, or industry location Instructions for Security will be provided by the Government upon start of performance or at a time as required. The program shall include requirements and procedures needed to meet PWS and mission requirements within each functional area. Contractor must protect information in accordance with applicable Government regulations. Contractor shall observe and comply with security provisions in effect at all DoD locations, and contractor facilities where work is accomplished under the contract. Any required ID badges shall be worn and displayed at all times.

9.3. All work performed under this contract is the property of the Government and is not to be released to outside parties without express written permission from the DLA Contracting Officer. The contractor shall not establish files and computer software or systems outside the Government offices, except those specifically for use in the development or revision of programs approved by DLA. Software will neither be developed nor procured, nor will hardware be procured for the accomplishment of these tasks without the written permission of the COR and appropriate procurement contracting personnel.

9.4. Physical Security: The contractor shall be responsible for safeguarding all Government property provided for contractor use. At the end of each work period, all Government facilities, equipment, and materials shall be secured.

10 QUALITY ASSURANCE SURVEILANCE PLAN (QASP)

10.1. In fulfillment of this effort, the contractor shall provide the deliverable(s) identified in each section. All deliverable(s) shall be submitted to the Contracting Officer’s Representative (COR) for acceptance unless otherwise stated in the contract or task order.

10.2. Unless otherwise specified, the Government will have a maximum of ten (10) working days from the day the draft deliverable is received to review the document, provide comments to the vendor, and approve or disapprove the deliverable(s). Unless otherwise specified, the vendor will have a maximum of five (5) working days from the day comments are received to incorporate all changes and submit the final deliverable to the Government. All days identified above are intended to be workdays unless otherwise specified.

10.3. The format for the individual deliverables will be determined through consultation between the

COR and the vendor. Products that reflect the vendor’s analysis and opinion (i.e. studies, analyses, etc.) may be in the vendor-preferred format.

10.4. Performance Requirements: The tasks the vendor shall perform are defined in the previous sections. All deliverables will be submitted to the COR for acceptance unless otherwise agreed.

The standard set for all tasks is 100% Satisfactory Completion and 100% COR Inspection is the surveillance method that will be utilized.

10.5. Method of Surveillance: The Government will ensure quality assurance of all tasks and deliverables with 100% inspections performed by the COR. During the inspections, the COR will review for current task and deliverable completion.

10.6. Inspection and Acceptance Criteria: Final inspection and acceptance of all work, reports, and other deliverables will be performed at the place of delivery by the COR, taking into account feedback from action officers overseeing content areas on this contract.

10.7. Surveillance Schedule: The specified checks and measures will be completed monthly, or more frequently as may be required at the discretion of the COR.

10.8. Evaluation Plan: Performance measurement progress will be tracked based on the milestone events of vendor receiving tasking from the COR. Performance evaluation will be based on the complexity and completion of the tasking. The number of completed actions will be balanced against the quality of the output. The vendor is expected to produce documentation and procedures that comply with all major regulatory and process requirements and agency policies and procedures. Receipt and completion of tasking is tracked through email between the COR/COTR and the vendor team lead.

10.9. General Acceptance Criteria: General quality measures, set forth below, will be applied to each work product received from the vendor under this Performance Work Statement (PWS).

10.9.1. Accuracy – Work products shall be accurate in presentation, technical content, and adherence to accepted elements of style.

10.9.2. Clarity – Work products shall be clear and concise. Any/all diagrams shall be easy to understand and be relevant to the supporting narrative.

10.9.3. Consistency to Requirements – All work products must satisfy the requirements of this

PWS.

10.9.4. File Editing – All text and diagrammatic files shall be editable by the Government.

10.9.5. Format – The vendor shall submit work products in media as mutually agreed upon prior to submission. Hardcopy formats shall follow specified Directives or Manuals.

10.9.6. Timeliness – Work products shall be submitted on or before the due dates determined/specified between the COR and contractor or submitted in accordance with a later scheduled date determined by the Government.

10.9.7. Performance Goals/Acceptable Quality Level: The vendor is expected to meet the following goals:

10.9.7.1. 95% of all tasking/documents prepared contain only minor defects or rewrites.

10.9.7.2. 95% of all tasking/documents prepared are processed within the agreed upon timeframe or milestone(s).

10.9.7.3. No major complaints from customer(s).

10.9.8. Performance Review and Payments: Based on the general acceptance criteria and goals, the Vendor will be given a monthly rating by the COR from one of the ratings shown in the table found at 10.11.

10.10. Below are the Performance Standards that will be used in evaluating performance on a monthly basis and in determining the amount of the payment owed to the Vendor.

10.11. Performance standards and ratings are designed to determine if performance exceeds, meets, or does not meet a given metric and acceptable quality level. 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. The following ratings shall be used:

Exceptional – Performance meets contractual requirements and exceeds many to the government’s benefit. The contractual performance of the element or sub-element being evaluated was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective. The COR will make a determination to pay the vendor 100% of the monthly invoice amount.

Very Good – Performance meets contractual requirements and exceeds some to the Government’s benefit. The contractual performance of the element or sub-element being evaluated was accomplished with some minor problems for which corrective actions taken by the contractor were effective. The COR will make a determination to pay the vendor 100% of the monthly invoice amount.

Satisfactory – Performance meets contractual requirements. The contractual performance of the element or sub-element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory. The COR will make a determination to pay the vendor 100% of the monthly invoice amount.

Marginal – Performance does not meet some contractual requirements. The contractual performance of the element or sub-element being evaluated reflects a serious problem for which the contractor has not yet identified corrective actions.

The contractor’s proposed actions appear only marginally effective or were not fully implemented. The COR will make a determination to pay the vendor 85% of the monthly invoice amount.

Unsatisfactory – Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub-element contains a serious problem(s) for which the contractor’s corrective actions appear or were ineffective. Payment for the month will be withheld pending resolution of cure notice(s). Upon satisfactory resolution of issues related to the cure notice(s), payment for the month in question will be made at the Marginally Acceptable rate. If issues are not resolved, no payment will be made. Continual monthly performance at the unacceptable level will be at a level where a termination will be considered if the performance is not improved.

10.12. The performance will be rated each month by the COR and documented on a Monthly COR

Status Report Smart form. These findings will be the basis for the amount paid for that month. The ratings, as described in the table above, will be based on the performance of the vendor on the timeliness and quality of the services provided using the rating scale for each criterion as shown below.

TIMELINESS

Acceptable Meets or exceeds contract requirements in terms of timeliness of delivery

Unacceptable Vendor failed to meet the timeliness requirements. Possible issues include but are not limited to; one or more deliverables not submitted on time or missed milestones. One or more cure notices may have been issued by the Contracting Officer.

Note: A deliverable is either on time or not on time.

10.13. Close-out Report: A close-out report shall be provided to the COR and Program Manager no later than ten (10) workdays prior to the end of the current performance period. The report shall be a summary of overall performance ensuring final products have been completed and delivered and notification of any in-progress work or products have been transferred to and accepted by the respective Government program managers for identified programs. The close-out report can be in the form of a presented briefing and in contractor format.

11 SPECIAL CONTRACT REQUIREMENTS

11.1. Common Access Card (CAC) Procedures. Performance under this contract may require the contractor to obtain a Common Access Card (CAC). If CACs are issued under this contract, the contractor shall complete and comply with the following steps to obtain, control, and turn-in Government-issued CACs, as well as establish procedures to control and account for contractor CACs at all times. This process is only for the issuance and accountability of CACs.

Contractors may be required to provide additional forms and follow additional procedures for other forms of access and/or background/security checks depending on local site/installation requirements.

11.1.1. The contractor has each contractor employee requiring a CAC complete and sign

Sections I and II of the DD Form 1172-2. The instructions for completing the DD Form 1172-2 are located at http://www.cac.mil/docs/1172-2-Instructions.pdf.

11.1.2. For Section II, Block 22 - If the contractor employee signs and the DD Form 1172-2 it is then forwarded by the contractor. This provides verification for the employee information. If the contractor is submitting a DD Form 1172-2 for him/herself (e.g., the owner), with no higher authority above them for verification, then the signature in Block 22 must be notarized to verify identity.

11.1.3. The contractor forwards the DD Form(s) 1172-2 via hand-carry, secure mail, or encrypted email to (NOTE: The contractor may forward these forms individually or as a group):

11.1.3.1. The Contracting Officer’s Representative (COR) for the contract, if a COR was designated.

11.1.3.2. The Contracting Officer (CO) for the contract, if no COR was designated.

11.1.4. Each contractor employee must verify his/her account information upon receipt of an email from the Government containing a username and password for the Trusted Associate Sponsorship System (TASS). The web link for TASS is included in the email.

11.1.5. Each contractor employee will receive an email via TASS when his/her account has been approved. The email will notify the employee to obtain a Government-issued CAC from the nearest Real-Time Automated Personnel Identification System (RAPIDS) http://www.cac.mil/docs/1172-2-Instructions.pdf office. The email will also provide a link that identifies the locations of RAPIDS offices.

11.1.6. Each contractor employee shall obtain his/her issued CAC from the RAPIDS office.

11.1.7. The contractor, within one (1) business day of issuance, provides written notice via email to the COR (or the CO, if no COR was designated) for each contractor CAC issued identifying the contractor employee’s name, the date of issuance, and the date of expiration of the CAC. This notification may be made individually for each contractor employee or together for a group of contractor employees.

11.1.8. The contractor establishes procedures to control and account for Government-issued contractor CACs at all times, to include the following:

Ensure contractor CACs issued for this contract are only used for the purpose of performing under this contract.

Ensure contractor CACs are secured in a manner that precludes unauthorized use and that recognizes the CAC is the property of the U.S. Government.

Ensure contractor employees do not abuse or place holes in their CACs.

Ensure contractor employees do not display their CACs in public.

11.1.9. If a contractor CAC is lost or stolen:

The contractor employee shall immediately notify the contractor that the contractor

CAC has been lost or stolen.

The contractor shall immediately notify the COR (or the CO, if no COR was designated), detailing the circumstances regarding the lost or stolen contractor CAC, as follows:

o In person, followed within one (1) business day by a written notice via email, or o In writing, via email, or o By telephone, followed within one (1) business day by a written notice via email.

o The contractor shall report the lost or stolen CAC card to the local DLA

Police/host installation police, who will provide the contractor a police report. If there are no local DLA Police/host installation police, or no police report is provided, the contractor shall provide information to the COR/CO, as applicable, detailing the circumstances of how the CAC was lost or stolen. The COR/CO will provide a memorandum for the contractor employee to support issuance of new CAC.

The contractor has the contractor employee bring the report/memorandum to the nearest RAPIDS office. If the CAC can be reissued within 24 hours, bring the report/memorandum to the nearest CAC office for reissue. If the CAC cannot be reissued in 24 hours, follow the steps for a new CAC, beginning at Step 1.

11.1.10. If the expiration date for a contractor CAC is prior to completion of the contract and the contractor employee is to continue working under the contract and still requires a CAC, the contractor:

Notifies the COR as follows:

o In person, followed within one (1) business day by a written notice via email, or o In writing, via email, or o By telephone, followed within one (1) business day by a written notice via email.

o No less than two (2) weeks prior to the current CAC’s expiration date, completes and complies with the steps above beginning with Step 2 for issuance of a new contractor CAC for the employee.

o Brings the expiring CAC to the RAPIDS office for turn-in and receives new

CAC.

o Notifies the COR once a new CAC has been issued.

11.1.11. The contractor/contractor employee turns in any found CACs immediately, via hand-carry, to the nearest Federal law enforcement office.

11.1.12. The contractor immediately collects all contractor CAC(s) from the contractor employee(s) at:

Contract completion or termination Termination/Reassignment of an employee (this includes any reason the employee is no longer working for the contractor under the contract or otherwise no longer requires a CAC).

11.1.13. The contractor:

For contract completion or termination – within one (1) business day after collecting the contractor CAC(s), arranges for turn-in via one of the below methods:

o If the COR/CO is co-located or near enough that in-person transfer of CACs can be arranged, the contractor:

• Arranges to meet the COR (or the CO, if no COR was designated) to turn-in the collected contractor CAC(s).

• Hand-carries all collected contractor CACs for turn-in to meet the COR (or the CO, if no COR was designated).

• Completes and signs the Government-Issued Contractor CAC Turn-In

Receipt with the COR (or the CO, if no COR was designated). The contractor is provided a copy of the receipt.

o If in-person transfer of CAC cannot be arranged, the contractor:

• Sends, via certified mail, the CACs to the COR/CO. The contractor includes in the package the Government-Issued Contractor CAC Turn-In Receipt, with signed acknowledgement of contractor turn-in.

• Notifies COR/CO that CACs have been sent via certified mail.

• Receives a completed copy of the receipt from the COR/CO once the

COR/CO has received the CACs.

For termination/reassignment of an employee:

o Immediately notifies the COR (or the CO, if no COR was designated) that the employee is no longer working for the contractor under the contract or otherwise no longer requires a CAC, as follows:

• In person, followed within one (1) business day by a written notice via email, or

• In writing, via email, or

• By telephone, followed within one (1) business day by a written notice via email.

o Follows the turn-in procedures above for contract completion or termination, as applicable.

Contractor Reporting Requirements: The contractor is required to submit, on a monthly basis, to the COR a report of all employees working on the contract who have been issued CACs and a verification of whether each listed employee still requires a CAC. The report must note where changes have occurred (additions or deletions) since the previous month. Contractor employees who already have a CAC related to another DLA or DoD contract must be included in the monthly report. Contractor shall note the issuing organization and the CAC expiration date. Contractor is still responsible for notifying the COR/CO when the individual is no longer working under the subject contract.

The above procedures have been established as a DLA security measure. Contractors are advised that failure to comply with any of the above requirements will be considered a violation of the terms and conditions of the contract and the Contracting Officer may take action to remedy such violations.

Specifically, failure to safeguard, follow these procedures, including reporting requirements, or turn-in CACs within the established timeframes may result in the following actions, which are in addition to other actions the Contracting Officer may take under governing law and regulation and the terms and conditions of the contract:

Immediate work stoppage (issuance of a stop work order), not to be lifted until resolution of CAC issue Disapproval of invoices and delay of payment Withholding of final payment (in accordance with FAR 52.204-9) Documentation of CAC Non-Compliance in the Contractor Performance Assessment Reporting

System (CPARS).

12 POINTS OF CONTACT

Contracting Officer:

Corey Squires Contracting Officer DLA Contracting Services Office Richmond Email: corey.squires@dla.mil Contracting Officer’s Representative (COR):

Jamie Fortier Contracting Officer Representative DLA Reform Management Team Jamie.Fortier@dla.mil mailto:corey.squires@dla.mil mailto:Jamie.Fortier@dla.mil