Attachment_2_Power_Point.pptx

DLA Distribution J-7 Pre-Proposal Conference DLA HQ/DLA Aviation Chemical Management Services Fleet Readiness Centers

SP3300-16-R-5001

DEFENSE LOGISTICS AGENCY

AMERICA’S COMBAT LOGISTICS SUPPORT AGENCY

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

AGENDA

Administrative Ground Rules for Questions Solicitation Review Meg Ross, Contracting Officer Nancye Deem, Project Manager Acquisition Specialist Joni Stephens

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Ground Rules for Questions Questions will not be accepted during or upon conclusion of the solicitation overview Attendees are asked to submit their questions to Joni Stephens, Acquisition Specialist, via e-mail at joni.stephens@dla.mil Questions and Answers will be posted to FBO in an amendment Allows those who could not attend to see all Q&A

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Solicitation Overview Solicitation SP3300-16-R-5001 Posted to Federal Business Opportunities (FBO) (http://www.fbo.gov) Section A (SF 33) Sections B through M Attachments Technical Exhibits PowerPoint Presentation and Attendance List will be Posted to FBO

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Solicitation Schedule Solicitation Released: November 24, 2015 Questions are due: December 18, 2015 at 1:00 PM EST Submit to Joni Stephens, Acquisition Specialist (joni.stephens@dla.mil) Date and hour for receipt of offers is January 7, 2016 at 1:00 PM EST Hard copy offers must be received at the office provided in Section L, L-20 (pg. 72) Hand deliver of proposal must be coordinated with Acquisition Specialist by contacting the Acquistion Specialist via e-mail (joni.stephens@dla.mil) at least one (1) business day in advance to coordinate the proposal delivery.

Electronic submission (e.g., facsimile, email) not accepted Offerors shall sign and submit amendments to the solicitation with their proposals Extensions are unlikely for any amendments issued against the solicitation

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section A Solicitation, Offer, and Award Key Points Ensure Blocks 12 through 18 are completed Ensure the Document is signed The Offeror is reminded that the Government reserves the right to award this effort based on initial proposal, as received, without discussions.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section B Supplies or Services and Price/Costs Key Points CLIN X001, X004, X007 is Firm Fixed Price (FFP) - CLIN for all labor to perform the contract CLIN 0001AA, 0004AA, 0007AA – Phase-In Period CLIN 0001AB, 0004AB, 0007AB – Full Performance CLIN X002, X005, X008 Hazardous Materials is Cost Plus Fixed Fee (CPFF) CLIN X003AA, X006AA, X009AA Material Support costs - Cost Reimbursement (CR) – No Fee CLIN X003AB, X006AB, X009AB- Travel and Training - Cost Reimbursement – No fee CLIN 0010 is Not Separate Priced for all reporting (CDRLs) Amount in Section B must match amount in the Cost Proposal (Volume IV) IAW Section L-21 Section B Instructions (page 17) contains additional details for pricing instructions.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA Aviation / FRC Review

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

“We are DLA”

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA

DLA Aviation

DLA Aviation Cherry Point

DLA Aviation North Island

DLA Distribution J7 (Contract Support)

DLA Aviation Jacksonville

DLA AVIATION

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA Guiding Principles

Warfighter needs guide us Integrity & Quality defines us Diversity strengthens us Excellence inspires us Safety transcend us

“We Are One DLA”

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA AVIATION

Jacksonville Naval Air Station Jacksonville, FL

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA Aviation at Jacksonville is located on Naval Air Station Jacksonville, Florida.

Our command directly supports Defense Logistics Agency’s worldwide mission of supply chain support to the warfighter.

In Jacksonville, DLA Aviation serves as a single point of contact responsible for the daily operations of all supply chain management for Fleet Readiness Center-Southeast .

About DLA Aviation Jacksonville

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Our Aviation team in Jacksonville works alongside DLA's customers at FRC-Southeast, Mayport, and Cecil Field, Florida where we provide critical aviation supply chain management and help them sustain scheduled and unscheduled depot-level maintenance, repair and manufacturing processes.

We also support FRC Mid-Atlantic in Norfolk and Oceana with small containers of hazardous materials.

Aviation TEAM

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Our civil service and contracted employees provide support for:

F/A-18 Hornet, P3 Orion , H60 Seahawk, T6, T34, & T44 Trainers, F404 & TF34 engines;

Manufacturing; and all the major hydraulics and avionics components repair programs.

SUPPORTING OUR CUSTOMER

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Building 792

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Building 101X Compressed Gas Storage

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA AVIATION

San Diego Naval Air Station Coronado, CA

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

ABOUT US

DLA Aviation at San Diego is located on Naval Air Station Coronado (North Island) in California.

Our command directly supports Defense Logistics Agency’s worldwide mission of supply chain support to the warfighter.

In San Diego, DLA Aviation serves as a single point of contact responsible for the daily operations of all supply, storage and distribution support for Fleet Readiness Center-Southwest.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

OUR TEAM

Our Aviation team in San Diego works alongside DLA's customers at FRC-Southwest where we provide critical aviation supply chain parts and help them sustain scheduled and unscheduled depot-level maintenance, repair and manufacturing processes.

Also supports FRC field teams located at other sites.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Our civil service and contracted employees provide support for:

F/A-18 Hornet E-2 Hawkeye C-2 Greyhound SH-60 Seahawk CH-53 Super Stallion H-1 Cobra AV-8B Harrier aircraft LM2500 engines Manufacturing; and all the major hydraulics and avionics components repair programs.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

FRC Southwest Customer Production Support

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Good to go…

DLA AVIATION

Cherry Point Marine Corps Air Station (MCAS) Cherry Point, NC

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA AVIATION CHERRY POINT

Fleet Readiness Center East (FRCE)

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

ABOUT US

DLA Aviation at Cherry Point is located on Marine Corps Air Station (MCAS) Cherry Point.

Our command directly supports Defense Logistics Agency’s worldwide mission of supply chain support to the warfighter.

In Cherry Point, DLA Aviation serves as a single point of contact responsible for the daily operations of all supply, storage and distribution support for Fleet Readiness Center - East

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

OUR TEAM

Our Aviation team in Cherry Point works alongside DLA's customers at FRC-East where we provide critical aviation supply chain parts and help them sustain scheduled and unscheduled depot-level maintenance, repair and manufacturing processes.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Our civil service and contracted employees provide support for Osprey V-22 Joint Strike Fighter (JSF)

F-18 BEAUFORT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Main Hazardous Materials Warehouse

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Container Breakdown Area - Government Operated

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Office Area

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Inside Warehouse Receiving Deck

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Inside Warehouse Bay Area

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

DLA Aviation Hazardous Materials Warehouse

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Gas Cylinder (acetylene, argon, nitrous oxide, helium, oxygen, nitrogen, hydrogen, halon, carbon dioxide) Storage Areas (approx. 17 Storage Locations)

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Performance Work Statement Review

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Key points Please Read:

The entire PWS in Attachment J.1 and Attachment J.2 Technical Exhibits – Attachments J.4 – J.17 Contract Data Requirements Lists (CDRLs) identified in Section J - Attachment J.18

Section C Performance Work Statement

LOOK OUT FOR CRITICAL REQUIREMENTS

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

For those that have submitted proposals to us in the past, there are many changes to this PWS from the last solicitation.

For those that have not submitted proposals to us in the past, please ensure you read the entire PWS to include Technical Exhibits and CDRLs.

The PWS includes all the work that COULD be done.

Many requirements in the PWS have been moved to the CDRLs.

CMS concepts and business practices are designed to enhance mission readiness using the latest technologies, expertise, and business practices for improved logistics and environmental support Improve logistics and operational mission performance by controlling and reducing the acquisition, use, handling, and disposal of HM and generation of HW Provide volume purchase discounts and more efficient operations that generate cost savings through reduced HM usage and HW disposal costs Implement purchasing methods and processes geared towards best-value purchasing to obtain, when practical, the lowest delivered costs for HM and services Implement standardized and consistent CMS practices to provide optimum, timely, and flexible support capabilities for the FRCs.

Chemical Management Services (CMS) Objectives

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Scope Apply Chemical Management Services (CMS) concepts and business practices to perform End to End Supply Chain Management and Inventory Management in support of the Fleet Readiness Centers (FRC) Perform demand planning and forecasting, data management, order processing and fulfillment, procurement and purchasing, customer service, receipt, storage, and issue, issue center management, cart and locker management, delivery, shipping, local transportation, HW disposal preparation and HM tracking and environmental reporting for HM used by the customers

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Scope continued:

Comply with a broad range of Federal, State, and local environmental rules and regulations and mandated procedures to minimize, control, and track HM at the constituent level throughout is life cycle.

Sustain mission readiness by managing efficiencies and capture savings using standardized business practices and optical use of HM 3PL end-to-end supply chain processes to reduce inventory investment costs Comply with Pollution Prevention (P2) mandates to reduce the amount of HM procured, stocked, distributed, and disposal

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Customers span all military services.

Scope continued:

Support and perform the full range of CMS requirements Innovative methods of reducing total ownership costs Continuous process improvement of customer service and product delivery;

Establishment of an integrated chemical products end-to-end supply chain for HM Reduce negative impacts on HW streams through redistribution of excess HM Promoting Procurement of Sustainable Goods and Services (formerly DoD Green Procurement Program) Fulfilling minimum units of measure aligned maintenance requirements Constant marketing and redistribution of reuse

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Task Orders will drive the requirements.

There will be multiple locations/task orders for performance of this contract

Scope continued:

Continually plan, execute, control, and monitor sourcing, procurement, and logistics management synchronizing supply with demand, and measuring performance to satisfy all planned and emergent HM to prevent work stoppages due to material support deficiencies End-to-end supply chain management strategies shall include processes and procedures that meet rapidly changing demand and supply and procurement patterns Methodology used to perform the requirements is at the discretion of the Contractor so long as it is effective and efficient without increasing cost or risk to mission performance Hazardous Materials Management System (HMMS) is the program of record used in the performance of the contract

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There will be multiple locations/task orders for performance of this contract

Government Interaction Primary interaction with the Government is through the DLA Contracting Officer and Contracting Officer’s Representative (COR) Each site has a DLA Aviation Technical Point of Contact (TPOC) Current duty hours Specified in Attachment J2 – Site Specific Requirements

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

PWS is governed by standardized processes, which facilitate obtaining and maintaining audit readines FIAR Plan.

SOPs include references to specific Government labor categories. Labor catégories in Section C-1.3 take precedence The major key change is DLAs efforts to obtain and sustain audit readiness IAW with DoD’s Financial Improvement and Audit Readiness Plan.

The contractor shall also support data gathering efforts and other support as directed by the designee to support all independent audits and testing of the standard processes.

Key Personnel (C-1.4) – Certain experienced, professional, and/or technical personnel who are essential for successful accomplishment of the work to be performed under this contract.

Key personnel as those persons who resumes are submitted to the KO or designee for determination of acceptability Program Manager (PM) Third Party Logistics (3PL) Program Manager Environmental, Safety, and Occupational Health (ESOH) Compliance Specialist Site Manager – shall be located onsite at each location where services are being performed

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

PWS is governed by standardized processes, which facilitate obtaining and maintaining audit readines FIAR Plan.

SOPs include references to specific Government labor categories. Labor catégories in Section C-1.3 take precedence The major key change is DLAs efforts to obtain and sustain audit readiness IAW with DoD’s Financial Improvement and Audit Readiness Plan.

The contractor shall also support data gathering efforts and other support as directed by the designee to support all independent audits and testing of the standard processes.

Labor categories (C-1.4.2) Logistics Analyst Material Coordinator (SCA) Quality Control Specialist Stock Clerk (SCA) Supply Technician (SCA) Truck Driver (SCA) Warehouse Specialist (HM) All employees working on this contract require a National Agency Check with Local Agency Check and Credit Check (NACLC) IAW DLAD 52.204-9000 Contractor Personnel Security Requirements (July 2015) All positions involving computer activities require an IT II category eligibility

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Emphasize the qualifications for the Key Personnel.

Experience must be clearly articulated in the resumes submitted and how the candidates experience directly relate to the effort.

DoD Common Access Card (CAC) (C-1.5.5) Every employee requiring physical access to an installation or access to Government IT systems shall obtain and possess a DoD CAC If employment of a Contractor employee does not meet any of the criteria stated in C-1.5.5 paragraph A, the Contractor shall obtain a local installation credential (i.e., Rapid Gate) Quality Control Plan (C-1.7) A site specific QC Plan is required IAW Section L Shall cover all areas of performance to include demand planning and forecasting; data management; HM procurement; order fulfillment; invoicing; receipt, storage, and issue of HM; delivery; issue center operations; locker and cart management; and disposal preparation and all APL and non-APL requirements.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Training team training already scheduled.

Phase-In Contractor shall participate in a period of phase-in that will commence upon execution of the contract and will continue for a minimum of 30 days and not to exceed 120 calendar days Phase-in actions include:

Recruitment and hiring to fill staffing requirements Validation of AULs and required inventory stock levels Performance of inventories of HM and transfer of Government-owned HM at all three sites Performance of inventories of Government-Equipment Facilities and Environmental Assessment (CDRL A002) Completion of Government-Furnished and Contractor-Furnished training Development and acceptance of plans required IAW CDRLs Procurement and delivery of 3PL HM

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Training team training already scheduled.

Phase-In (C-1.8) A weekly written report on the status of the tasks outlined in the Phase-in Plan IAW CDRL A028 Site Specific Weekly Phase-in report Purchase of Incumbent 3PL Service Provider Owned Stock (C-1.8.1) Contractor shall maximize efforts to purchase demand supported 3PL HM from the incumbent Contractor DLA KO and COR or designated POC will facilitate the discussions between the Contractors and provide pertinent information necessary to make informed decisions Agreement to purchase the incumbent’s 3PL HM shall be completed NLT 60 days prior to the start of full performance

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Training team training already scheduled.

Inventories of Hazardous Materials (C-1.8.2) Successor Contractor shall perform 100% wall-to-wall inventory of all Government-Owned HM jointly with the Government NLT 30 days prior to the beginning of full contract performance Incumbent Contractor is responsible for performing any causative research and reconciling all database records in HMMS NLT 10 working days prior to the end of phase-in Government Facilities – identified in Attachment J2 Site Specific Requirements Government Equipment – identified in Technical Exhibits 3.1, 3.2, and 3.3 Contractor-Furnished Material include operating supplies to ensure uninterrupted accomplishment of work and services Spill kits; stretch wrap; metal banding; absorbent pads; HW drums and containers; wooden skids/pallets; labels, ribbons, and paper; office supplies; operator supplies to maintain MHE

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Training team training already scheduled.

Contractor 3PL Waste Disposal Contractor shall be responsible for the disposal costs of Contractor-Owned 3PL for transfer to the waste disposal service provider Contractor shall make payment arrangements with the waste disposal service provider (i.e., DLA Disposition) or a licensed HW Service Provider for disposal of 3PL HM Contractor shall not request to dispose of 3PL HM as Government waste due to poor demand planning and forecasting Contractor-Furnished Training (C-4.6) Comply with statutory training and certification requirements for personnel who handle, package, and transport HM and who perform Emergency Response functions C-4.6 states the minimum training requirements for this contract Hazardous Materials Preparer Certification Training – 80 hour course Required for DLA Aviation Jacksonville and North Island

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section C-5 Specific Tasks C-5.1 – Requires Site Specific Standard Operating Procedures (SOP) IAW CDRL A006 C-5.1.1 – Requires a Customer Service Plan IAW CDRL A007 C-5.2 – Contractor Point of Sales (POS) System – must be fully functional on first day after contract award and include online functionality as described in this paragraph.

C-5.3 Hazardous Materials Management System (HMMS) – Government’s Program of Record for control and tracking HM and HW disposal preparation Tracking is accomplished down to the individual issue center, cart, work center, locker, or artisan All HM used in the performance of this contract shall be managed in HMMS and ensure data base integrity of 95% accuracy A contingency plan is required IAW CDRL A008 in the event of a power, network, or systems outage

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There are special qualifications in these 3 labor categories that must be considered and addressed in your proposal for personnel.

The training is addressed in TE 4.1 contractor training

Section C-5 Specific Tasks C-5.4 HM Procurement Procure HM through Federal Supply System (FSS) or commercial sources, whichever is most cost effective unless otherwise required by the KO or designee which will be based upon customer mission requirements and Required Delivery Date (RDD) Contractor will be granted authorization by the KO to order directly through Government supply systems for selected commodities Does not relieve the Contractor of the responsibility of continuously seeking the best possible price on all HM Procure AUL approved 3PL HM in the unit of measure requested to meet operational needs DLAD 52.217-9017 Tailored Logistics Support Purchasing Reviews Contractor shall obtain competition for which reimbursement shall be sought under this contract and shall maintain documentation to demonstrate prices are fair and reasonable

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There are special qualifications in these 3 labor categories that must be considered and addressed in your proposal for personnel.

C-5.4.3 Acceptable Performance Levels HM Procurement Net Supply Effectiveness - > 95% on average each month Just-in-Time Deliveries - > 95% on average each month High Demand (Never Out) HM – Stocked in sufficient quantities to fill requests 100% of the time Direct Turn Overs (DTO) – HM is placed on purchase order within 72 hours on average 95% of the time Work Stoppages – No more than one (1) work stoppage per month

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There are special qualifications in these 3 labor categories that must be considered and addressed in your proposal for personnel.

C-5.5 Material Management Amount of HM retained in the HM Center shall be limited to the minimum necessary to support approved customers Levels of material maintained on hand shall be established by historical demand, seasonal variations, and manufacturer’s production schedules Contractor shall determine stock levels that best serves the customer base at each site and shall be demand based Demand based criterion shall be at the Contractor’s discretion; however the Contractor shall take into consideration available HM reuse, long lead times, seasonal variations, production schedules, and shelf-life considerations Methodology used to determine stock levels is at the discretion of the Contractor so long as it is effective and efficient without increasing cost or risk to mission performance.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There are special qualifications in these 3 labor categories that must be considered and addressed in your proposal for personnel.

C-5.5 Material Management Contractor assumes responsibility and accountability for all Government-Owned HM (if applicable) on-hand at the start of full performance 3PL HM product range and depth may be adjusted at any time during the performance of the contract based solely on customer requirements, changes to AULs, or technological changes.

C-5.1.1 Authorized User Lists (AUL) Contractor shall maintain the AULs and perform a face-to-face review of all AULs at least annually.

Contractor shall establish reasonable reorder points and safety levels based on order and shipping times to avoid zero balances Contractor shall only manage HM listed on the approved AULs

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There are special qualifications in these 3 labor categories that must be considered and addressed in your proposal for personnel.

C-5.6.1.1 APLs Receipt processing – Receipt to Stow – 95% of receipts are processed and labeled on time against a 3 business day standard C-5.6.2 Storage HM shall be stored IAW Hazard Characteristic Code s (HCC) and:

DLAI 4145.11 Storage and Handling of Hazardous Materials DLAI 4145.25 Storage and Handling of Liquefied and Gaseous Compressed Gases DLAI 4145.4 Stock Readiness DoD 4140.27M Shelf Life Management Manual DoD 4145.37 Shelf-Life Management for Material Quality Control Storage Standards

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There are special qualifications in these 3 labor categories that must be considered and addressed in your proposal for personnel.

C-5.6.2.7 – APLs for Storage Shelf-life inspections in HMMS are generated at the beginning of each month and completed NLT 30 days from the date the inspection was generated 98% of the time C-5.6.3.2 APLs for Physical Inventory Control Government-Owned HM – 98% accuracy Location Accuracy – 99.5% accuracy C-5.6.4 Issue Hazardous Materials Perform issue activities including processing customer requests, updating HMMS, and preparing material for delivery to the customer as required C-5.6.6 APLs for Issue Issue correct HM, quantity, and condition code > 97% on monthly average Demand Fill Rate - > 95% monthly average Not Carried in stock is filled IAW customer’s priority/RDD >95% monthly average

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

There are special qualifications in these 3 labor categories that must be considered and addressed in your proposal for personnel.

C-6.4 Mandatory Reports CDRLs A001 – A030 have specific format, data, and reporting timelines C-7 Technical Exhibits – Important for Proposal Development TE 5.1 FRCSW Order Information CY 2013 – CY2015 to Date TE 5.1A FRCSW Safety Data Sheet Information TE 5.2 FRCSE Order Information CY 2013 – CY2015 to Date TE 5.2A FRCSE Safety Data Sheet Information TE 5.3 FRCE Order Information CY 2013 – CY2015 to Date TE 5.3A FRCE Safety Data Sheet Information TE 5.5 Never Out List FRCSE TE 5.6 Never Out List FRCE TE 5.7 Never Out List FRCSW

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section C – Performance Work Statement (PWS) – Site Specific Requirements

5.8 DLA Aviation Cherry Point

5.8.1 - Current Duty Hours

5.8.2 - Government Facilities

5.8.3 – Bulk and Compressed Gases

5.8.4 – Handling of Performance Based Logistics (PBL)/Incidental HM

5.8.5 – Historical Workload

5.9 DLA Aviation Jacksonville

5.9.1 – Current Duty Hours

5.9.2 – Government Facilities

5.9.3 – Hazardous Materials Locker Management – listed in paragraph H

5.9.4 – Bulk and Compressed Gases

5.9.5 – Issues to Off-Base FRCSE Activities – FRC Mid-Atlantic

5.9.7 – Historical Workload

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section C – Performance Work Statement (PWS) – Site Specific Requirements

5.10 DLA Aviation San Diego

5.10.1 Current Duty Hours

5.10.2 Government Facilities

5.10.3 Issue Centers, Carts, Kits, and Locker Management Supporting Production Lines – HM carts/kits to be managed are in paragraph D

5.10.3.1 Dispensing and Decanting

5.10.4 Bulk Compressed Gases

5.10.5 Bulk Hazardous Materials – locations identified in paragraph C

5.10.6 Laser Cartridge Program

5.10.7 Lease and Recycle Program

5.10.8 HM Shipment to Other Government Installations/Activities Including FRCSW Field Service Teams

5.10.9 Historical Workload

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Solicitation Overview

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section D Packaging and Marking There are no applicable packaging and marking clauses for this requirement.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section E Inspection and Acceptance Key Points FAR and DFARS clauses for Inspection of Services The Government will use a Quality Assurance Surveillance Plan (QASP) IAW FAR 46.401, to monitor compliance with contract terms and conditions, identify conforming and non-conforming services to determine appropriate action under the terms of the contract. The Government will use a web-based Quality Management Tool (QMT) application to schedule, document, report findings, observations, and recommendations, and file surveillance results. The QMT will also be used to provide completed surveillance documentation to the contractor. The Contractor shall use the QMT to respond to all nonconforming surveillance results.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section F Deliveries or Performance Key Points Services shall be performed as prescribed by the Performance Work Statement (PWS) – Section C One year base period with four one year option periods

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section G Contract Administration Data Key Points This contract will be paid by DFAS as provided in G-2, WAWF Invoicing Procedures G-4, Invoicing Instructions Provides invoice preparation and submission instructions G-6, Contractor Performance Assessment Reporting System (CPARS) Requirements Requires the contractor, in performing this contract, to be subject to a past performance assessment in accordance with FAR 42.15 and the CPARS Guide

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section H Special Contract Requirements Key Points

H-1, Accounting System, Requires the contractor to have an acceptable accounting system which permits timely development of all necessary cost data

- H-3, Substitution or Addition to Key Personnel, Requires contractor to notify the KO prior to any contractor personnel changes Any removals/replacements for contractor’s convenience shall be at no cost to the Government Key Personnel identified in PWS, Section 1.4

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section I Contact Clauses Key Points Applicable clauses incorporated by reference and full text 52.217-9017, Tailored Logistics Support Purchasing Reviews The Contractor shall seek competition to the maximum extent practicable for all purchases Contractor purchases of any supplies or services shall solicit a competitive quotation from at least two independently-competing firms.

The request for quotations shall, to the extent practical, solicit offers from different manufacturers or producers.

The Contractor shall maintain records subject to this clause for not less than 3 years after the contract final payment.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section J List of Attachments Attachment J.1 – Section C – PWS Attachment J.2 – Site Specific Requirements Attachment J.3 – DOL Wage Determinations Attachments J.4 – J.17 – Technical Exhibits Attachments J.18 - CDRLs Attachment J.19 – Sample Template for Offeror’s Intended Socioeconomic Participation Attachment J.20 – Past Performance Questionnaire

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section K Representations, Certifications, & Other Statements of Offerors Key Points:

The North American Industry Classification System (NAICS) code for this acquisition is 493110 - General Warehousing and Storage The Small Business Size Standard is $27.5M Response to provisions shall be provided in proposal Volume I, Section 3

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section L Instructions, Conditions, & Notices to Offerors Key Points:

L-20 Communications Between the Government and Offerors Procedure and Deadline for submitting questions All questions shall be submitted by electronic mail Questions shall be received NLT 1:00 PM EST December 18, 2015 Proposal submission and deadline Only hard copies submitted to the address in paragraph 2 of section L-20 will be accepted Proposals due NLT 1:00 PM EST January 7, 2016

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Key Points:

L-21 PROPOSAL PREPARATION REQUIREMENTS

Important proposal instructions regarding such topics as number of copies required, page size/format, page limitations All pages of submittals shall include the statement “SOURCE SELECTION SENSITIVE INFORMATION – SEE FAR 2.101 & 3.104” Detailed instructions/requirements for each of the five proposal volumes Volume I - Solicitation/Offer/Award Volume II – Technical Proposal Volume III – Past Performance Proposal Volume IV – Socioeconomic Proposal Volume V – Cost/Price Proposal

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Volume I Section 1 – Cover Letter and Completed Standard Form 33 Signed acknowledgements of amendment(s) Section 2 – Section B Completed CLIN Price/Cost Information in the Schedule of Supplies/Services Section 3 – Representations and Certifications Completed Certifications IAW Section K Accounting System Verification Contact Information for cognizant DCAA Office

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Volume II Technical Proposal Limited to 200 pages (excludes resumes and letters of intent) Section 1: Chemical Management Services Approach Sub-Section 1.1: Chemical Management Services Sub-Section 1.2: Demand Planning and Forecasting Approach Sub-Section 1.3: Supply Chain Management Approach Section 2: Management and Organizational Approach Sub-Section 2.1: Management Approach Sub-Section 2.2: Staffing Approach Sub-Section 2.3 Phase-In Approach (Transition Plan) Section 3 Quality Control Plan

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Technical Proposal Section 1 – Chemical Management Services (CMS) Approach Sub-Section 1.1 CMS Provide a comprehensive plan for managing HM IAW CMS concepts and objectives Describe in detail the standardized and consistent CMS processes and procedures that will be implemented Approach shall be in sufficient detail to demonstrate a complete understanding of the total work effort Describe in detail how the proposed processes and procedures will result in optimum, timely, and flexible support capabilities Describe in detail efficiencies that will be implemented to capture savings and describe the quantitative savings to the Government that the proposed efficiencies will garner.

Describe in detail the approach to reducing HM and HW disposal costs for the FRCs

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 1 – Chemical Management Services (CMS) Approach Sub-Section 1.2 Demand Planning and Forecasting Approach Provide a comprehensive plan that describes the processes and procedures that will be implemented for demand planning and forecasting.

Describe in detail the approach that will be used to manage all HM required for the FRCs using CMS concepts and business practices to perform demand planning and forecasting Describe the procedures that will be used for determining and maintaining demand based inventory levels in support of the FRC customers.

Provide the actual formula that will be used to calculate demands and the inventory stock levels that will be applied for each site Provide a comprehensive description of the Point of Sales (POS) System and its functionality as a tool for demand planning and forecasting.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 1 – Chemical Management Services (CMS) Approach Sub-Section 1.3 Supply Chain Management Approach Provide a comprehensive plan describing the approach that will be used to perform end-to-end Supply Chain Management.

Provide a comprehensive description of the POS System and its functionality for use in supply chain management.

Describe in detail the approach for managing the total work effort associated with 3PL supply chain and inventory management.

Describe in detail the procurement process that will be used and address the requirement to comply with DLAD 52.217.9017 to seek competition to the maximum extent practicable for all purchases.

Describe in detail how the proposed approach will reduce HM costs and state the associated savings this approach will garner – provide sufficient details to support the proposed savings Submit a proposed stockage level plan for each NSN/LSN in TE 5.1, 5.2, and 5.3

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 2 – Management and Organizational Approach Sub-Section 2.1 – Management Approach Describe in the approach (1) organizational structure; (2) Corporate approach; (3) management structure for performing the requirements Describe how overall program management of the three sites will be performed for customer driven levels of services and address each requirement in paragraph B Provide resumes for Key Personnel Define the proposed organizational structure by function Describe the approach to meet an increased or accelerated performing of the requirements

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 2 – Management and Organizational Approach Sub-Section 2.2 – Staffing Approach Provide a comprehensive staffing approach to perform all requirements defined in the PWS (both Attachment J1 and J2) Include labor categories proposed, number of labor hours for each labor category per year, number of personnel assigned to each labor category, and their authority and responsibility and functions to be performed Include the skill mix and the leadership skill mix Include labor hours for management and supervisory positions and describe how the supervisory and/or lead positions are sufficient to adequately manage day-to-day performance of the requirements.

Describe in detail how staffing levels will be adjusted in response to fluctuating or surge requirements to prevent negatively impacting performance.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 2 – Management and Organizational Approach Sub-Section 2.3 Phase-In Approach Describe the approach to phase-in that sets forth actions, plans, and procedures and timelines necessary to ensure a smooth phase-in to meet full performance start date Include a clear and feasible plan for obtaining all resources (e.g., personnel, 3PL HM, equipment, operating materials and supplies) Detail the processes and procedures for procurement of HM stocked in sufficient quantities on the first day of full performance.

Provide a Plan of Action and Milestones (POAM) using MS Project or equivalent to describe the steps/activities to be taken, anticipated start and end dates and estimated duration.

Determine labor hours that are required for completion of the Phase-In requirements and ensure all labor hours are clearly identified in Sub-Section 2.2 Staffing Approach

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 3 – Quality Control Plan Provide a comprehensive site specific quality plan IAW C-1.7 Quality Control and CDRL A003 that describes the processes and procedures that will be used to perform quality management for all functions:

End to end Supply Chain management Demand Planning and Forecasting Order Fulfillment Procurement Invoicing Inventory Management Receipt, Storage, and Issue Issue Center/locker management Disposal Preparation Customer Service ESOH Training and Compliance to Federal, State, and Local regulations

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 3 – Quality Control Plan Address in detail the methods for monitoring performance of all requirements and performance standards as stated in Attachment J1 and J2 Address in detail processes, techniques, and tools that will be used for performing quality control to ensure performance requirements are met and/or exceeded for quality and timelines

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Volume III – Past Performance Proposal Limited to 40 pages The data must be relevant. This is defined as those “similar in terms of complexity, magnitude of effort, and scope. Additionally, the performance must have occurred during the last five (5) years.” If an Offeror has no relevant experience, this must be stated.

Data must be provided for Offeror and any major subcontractors. This is defined as “those providing twenty percent (20%) of total dollar threshold AND/OR twenty-five percent (25%) of total man-hour effort”. Only major subcontractors information will be evaluated.

Past Performance Questionnaires shall be forwarded to the offerors’ customers, who shall complete and return directly to the Acquisition Specialist.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Volume IV – Socioeconomic Proposal Limited to 40 pages Section 1 Socioeconomic Participation

- Whether or not required to submit a subcontracting plan by the clause FAR 52.219-9, all offerors shall submit a Socioeconomic Proposal in accordance with DLAD 52.215- 9002.

A large business submission in accordance with DLAD 52.215-9002 shall be a subcontracting plan. Any small business submission will be a socioeconomic plan.

Both large and small business should use template at Attachment J.19

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Section 2 Use of Ability One Entities

- Offeror shall discuss its intended use of Ability One entities. Offeror shall provide narrative , with accompanying spreadsheet providing proposed percentages based on total estimated cost, discussing proposed subcontracting of supplies and services with Ability One entities.

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Volume V – Cost Proposal Key Points:

Projected workload are estimates, no guaranteed workload Offerors shall provide copy of Forward Pricing Rates, if applicable. If rates are not negotiated forward pricing rates, basis of the rates shall be discussed.

If the offeror decides to cap rates, it should be indicated in the cost proposal.

Certified Cost and Pricing Data is not required at this time. However, KO reserves the right to require it at a later time, if necessary.

Offerors shall describe their accounting system in sufficient detail to demonstrate its acceptability

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Subcontractor Summary Table

(Y or N)

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT

Volume V – Cost Proposal Key Points:

Submit all required tables in MS EXCEL. Do not hide formulas or cells on CD.