DDJF PPC Slide Deck_11 Oct 2023.pdf

The Nation’s Combat Logistics Support AgencyE s t a b l i s h e d 1 9 6 1

WARFIGHTER ALWAYS

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DLA Distribution Jacksonville, FL

Pre-Proposal Conference

SP3300-23-R-5005

October 11, 2023

Controlled by: DLA Distribution J7 CUI Category: PROCURE Distribution/Dissemination Controls: FEDCON POC: Brian Rose

WARFIGHTER ALWAYSWARFIGHTER ALWAYS

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Administrative and Introductions

• Administrative

– Introductions

– Breaks

– Rules of Engagement

• Introductions Headquarters DLA Distribution, New Cumberland, PA

– Daniel Lentz, Contracting Officer

– Brian Rose, Contract Specialist

– Cullen Powers, Supervisor Acquisition Assistance

– Michael Torner, Functional Service Manager

– Korey Leese, Distribution Center Representative

DLA Distribution Jacksonville FL,

– Richard Adderly, Director

– John Simpson, Deputy Director

– Susan Fonteno, Contracting Officer’s Representative

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Administrative and Introductions

• Administrative Remarks

– The written information contained in the final solicitation and amendments overrules and supersedes any information presented at this conference which conflicts with the written documentation.

• The attendance roster, as well as this presentation, will be posted to the SAM.Gov website.

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Administrative and Introductions

• Question and Answer session will not be held at the conclusion of this presentation.

• Written Questions and answers received before the 20 October 2023 deadline will be posted to SAM.Gov via an amendment to the solicitation.

• Attendees are asked to submit their questions in the format specified in Section L-3 of the RFP, to the Contracting Officer and Acquisition Specialist:

– Daniel Lentz (Daniel.Lentz@dla.mil)

– Brian Rose (Brian.Rose@dla.mil)

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Administrative and Introductions

• Timeline of Activities

AbilityOne representatives are here to discuss their capabilities with you at the Networking Event!

Time

Event

0800-1045

DDJF Solicitation Presentation

1100 - 1215

Break & Lunch

12:30 – 4:15

NAS JAX Warehouse tour

4:15 – 4:45

Networking

5:00 pm

End of Day

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DLA Distribution

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Mission Brief Overview

• DLA Strategic Plan

• DLA Distribution Mission, Vision, Values

• Distribution Leadership and Organization Chart

• DDJF Leadership and Organization Chart

• DDJF Business Profile / Facilities

• WMS Introduction

• Contract Overview

• Performance Work Statement Overview

• Solicitation Overview

• Site Tour

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DLA Strategic Plan 2020-2026

MISSION

Sustain Warfighter readiness and lethality by delivering proactive global logistics in peace and war

VISION

The Nation’s Combat Logistics Support Agency... global, agile, and innovative;

focused on the Warfighter First!

PEOPLE AND CULTURE ARE AT

THE HEART OF EVERYTHING WE

DO

WHY

To serve the Warfighter and our Nation!

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DLA Distribution

Our Mission Provide an agile, global DoD Distribution network that delivers effective and efficient distribution solutions which enable readiness and extend the operational reach of the combatant commands, military services, and other valued customers Our Vision An adaptive, innovative organization which always delivers the Right Things… at the Right Place, at the Right Time!

Our Values Leadership, professionalism, and technical knowledge through dedication to duty, integrity, ethics, honor, courage, and loyalty

DoD’s Joint Storage & Distribution Provider!

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Distribution Leadership and Organization Chart

Commander Grafton D. Chase, Jr.

RDML

United States Navy

Deputy Commander Perry L. Knight, SES

Yokosuka, Japan

Tobyhanna, PA

Warner Robins, GA

DLA

Intelligence

Europe

J8 - DLA

Finance

J6 - DLA

Info Ops

J1 - DLA

Human

Resources

Installation Support

Expeditionary

Bahrain

DLA

Central

DLA

Europe

DLA

Pacific

Guam, MarianasKorea

Pearl Harbor, HI

Puget Sound, WA

Red River, TX

Richmond, VA

San Diego, CA

San Joaquin, CA

Jacksonville, FL

Oklahoma City, OK

Norfolk, VA

Commander

Deputy Commander

Cherry Point, NC

Corpus Christi, TX

Hill, UTAlbany, GA

Anniston, AL

Barstow, CA

Equal Employment Opp. / SAPR

General Counsel

Small Business

Chief of Staff

J9 – OM /

Exp. Log.

Business Devel.

J3 Current Ops

J4 Future Ops

J5 Future Plans

J7 Acquisition

Susquehanna, PA

Strategic Distribution Platforms

Regional Commands

Assigned to DLA Distribution

Operationalized Support

Supported Regional Command

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DLA Distribution Jacksonville, FL Director: Mr. Richard Adderly

Deputy Director: Mr. John Simpson

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DLA Distribution - Jacksonville

Director (GS-14) Deputy Director (GS-13)

Management Analyst (GS-9)

Contract Administration - 1 FTE

COR (GS-12)

Accountability – 4 FTEs Accountable Officer/Supv (GS-12)

1 - Lead Supply Techs (GS 7) 2 – Supply Techs (GS -6)

Quality Assurance - 5 FTEs QAE Supv (GS-12)

QAE Transportation/MPC (GS-11) QAE Warehousing (GS-11)

QAE Receiving (GS-11)

QAE PPP&M (GS-11)

Facilities Management - 5 FTEs DFS Supv (GS-12)

Supply Sys Analyst (GS-11) Storage Specialist (GS-11)

Facilities (GS-11) Security Mgr (GS-11)

Operations Site Manager Alt Site Manager

Supervisors Site Support

Customer Service / ESOC Receiving

PPP&M

Retail

Wholesale Transportation

Controlled Items Team Compliance

Quality Control

MPC

F-35

Director Richard Adderly

Deputy Director John Simpson

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Organizational Profile

• Dynamic Operation – Wholesale, Retail, FMS, and MPC

• Worldwide support (1 of 24 Global Distribution Centers)

• Local Presence aboard NAS Jax and NS Mayport

• Workforce is Contracted with Government contract administration and oversight team.

• 12 Buildings and 5 Satellites

• 560K Covered and 146K Uncovered GSF / 3.5M TCF

• 83K NSNs in Storage – 38K Retail

• 150K Total Locations - 118K Occupied, 32K Empty

• $6.4B Inventory Value

• Workload (80% Wholesale / 20% Retail)

• 67,882 Receipts Processed FYTD

• 390,914 Picks Processed FYTD

• 2,752 F-35 Part Numbers in Stock

• ~200 Receipts - ~250 Issues / Monthly

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Business Synopsis

• 469,039 filled in FY22

• 390,914 filled in FY23 (11 months)Issues

• 70,115 in FY22

• 67,882 in FY23 (11 months)Receipts

• 100,278 in FY22

• 70,389 in FY23 (11 months)Transshipments

• 4,816 filled in FY22

• 8,541 filled in FY23 (8 months)Disposals

• 87,325 in FY22

• 31,479 in FY23 (11 months)PPP&M

• 29,681 in FY22

• 18,755 in FY23 (8 months)MPC

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Stock Profile - Product

Navy 25%

DLA

75%

Product by Owner

Owner Product Lines Value Army 110 $81,296,113

Navy 20,731 $4,797,454,116

Marines 0 $0

Air Force 210 $399,580,192

DLA 62,178 $1,096,837,631

Others 26 $2,628,342

Total 83,255 $6,377,796,393

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Stock Profile – Activity (Turns)

LAC # of NIINs # of Eaches # of Locations A 37 105,303 153 B 43 66,233 135 C 285 593,090 876 D 798 2,099,126 2,118 E 8,953 8,128,217 19,443 F 17,291 6,453,573 27,937 G 52,994 6,107,058 66,346

No Data 1,157 123,216 1,273

Grand Total 81,558 23,675,816 118,281

May 2023

LAC 12 Mon Usage LAC 12 Mon Usage

A ≥ 300 E 5 – 24

B 200 – 299 F 1 – 4

C 100 – 199 G 0

D 25 - 99

Slow moving stock (E-G) 87% of inventory @ eaches

97% of inventory @ NIIN

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Stock Profile – Space Utilization

• Recent efforts to modernize storage aids include Vertical Lift Modules, Continuous Length Bulk Racking, Sideros System for bar stock, and Sheet Metal Cassette Storage,

• VLM: Increases vertical space utilization with limited horizontal space required.

o Total Locations: 40,922 o Empty Locations: 20,033 o Occupied locations: 20,890

• Sideros System: 31 Trays, 3-Tons each, 1-8 locations per tray.

• Cassette Storage: Increases Vertical utilization for sheet metal without sacrificing protection of material.

o Total Locations: 722 o Total Empty: 62 o Total Occupied: 661

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NAS Jacksonville - Footprint

= BUILDINGS

= STORAGE LOT

= SATELLITES

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Building 101I; Loading Area Building 101I; Repack/Detrash Area

FRC Satellite #1

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FRC Satellite #2

Building 101U; Loading Area Building 101U; Repack/Detrash Area

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FRC Satellite #3

Building 168A; Loading Area Building 168A; Repack/Detrash Area

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FRC Satellite #4

Building 2180 Building 2180; Repack/Detrash Area

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FRC Satellite #5

Building 795; Loading Area Building 795; Repack/Detrash Area

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NS Mayport - MPC

Building 191; Main Ramp Area Building 191; Office Area

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Building 191; Small Parcel Area Building 191; Pallet Pack Area

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Building 191; Dock Area Building 191; Storage Area

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Building 2023; Warehouse Building 2023; Warehouse

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Building 2028; Gate Guard office Building 191A; Shed Area

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We are modernizing

Transforming management of our processes through WMS

Modernizing our equipment and infrastructure

Incorporating wireless and mobile technologies

Goal: Simplify processes to reduce cost and improve performance

Designing, building, automating around the process

Tenets:

Accuracy Efficiency Visibility Productivity

Crane/MHE Paper pick Fixed station

Industry standard Goods to person Increased productivity Inherent best practices Increased performance & storage Increased accuracy

Strategy: Maximize use of goods to person mechanization leveraging the latest in industrial automation while incorporating the use of wireless and mobile technologies and integrating both innovations with the industry standard and audit ready processes inherent in our new WMS

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Why a new WMS?

• WMS is key to improving:

– Productivity

– Reputation

– Bottom line

– Relevancy

• WMS strengthens:

– Internal controls

– Financial practices, processes, and systems

– Audit readiness

• Records physical inventory counts at bin level

• Supports recording gains/losses to specific owner

• Readily integrates new automation

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WMS

• First WMS update since mid-90’s

• Cobol Industry Standard

• Significant cost savings

• Same platform as EBS

• Interoperable with Services & DoD

• Commercial best practices inherent

• Audit-ready out of box

Why this WMS?

• SAP Cloud-based environment

• Will improve warehousing, depot and transportation functions and processes

• Hosted on the cloud

• Provides global service and support to the

Warfighter and our federal partners

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WMSWMS feedback

Employees appreciate

– Look and feel of the modern system

– Windows drop-down menus easier to learn & conduct transactions

- Easier access to information – can drill down into transactional data

- Fewer decisions needed – systematic storage logic

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Warehouse Management System

(WMS)

• Modernized Software – Accelerated ability to adopt new capability as technologies evolve: Foundation for modern warehouse solutions / R&D efforts – Examples include: Automated Storage and Retrieval, Robotic Arm Picking, Autonomous Guided Vehicle and Augmented Reality

• Challenge status quo and conduct business process reengineering – Streamlined business processes

• Use industry standard to maximum extent possible – Improved auditability / cybersecurity posture

• Agile development – Rapid delivery of capability through co-location of IT professionals, functional

SMEs and software developer to provide daily collaboration

• Cloud Hosting – Reduced infrastructure costsIm pr ov em en ts /B en ef its

Disp. Deployment

STANDARD

CAPABILITY

COMPLETION

DIST

FOC

DIST /

WMS

IOC

Stabilization

CORPUS

CHRISTI

FOC

Stabilization

CORPUS

CHRISTI

MVP / IOC

FY18Q3

D ep lo ym en t

Full Distribution

Template

FY19Q4

Site Specific Capability Custom Capability Standard Capability

TOSC INITIAL

DISP SITE

COMPLETION

DISP

IOC

DISP

FOC

Distribution DeploymentCorpus Christi Pilot

Multiple test events

FY23Q1FY22Q4 FY25Q4 FY26Q1

C ap ab ili tie s

Multiple waves of development and testing

Delivery Processing, Work Scheduling, Shipping & Receiving, Physical Inventory, Reporting & Monitoring, Transportation Management and Disposal

As of August 12, 2021

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WMS Impacts Pick-Pack-Ship DSS vs WMS

EBS send MROS to DSS

Bank

Pick 6 Steps Pack

5 Steps Shipping/Transportation

EBS sends MROS to WMS

Wave

Pick 5 Steps

Pack (26 Steps)

Shipping/Transportation

Warehouse Functions Shipping & Transportation Functions

Clock starts when MRO hits workload

Local Delivery: Clock stops when MRO is picked

Clock starts when MRO hits workload

Local Delivery: Clock now stops when MRO is shipped

DSS Warehouse Functions

WMS Warehouse Functions

Transparent to customer

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WMS Impacts Metrics

In DSS, the mission ship date is set based on rules specific to the mode of shipment, as follows:

• At DSS sites local deliveries are set for “pick to ship” with the mission ship date and time assigned at pick. This is earlier in the process than the departure date and time in WMS.

• For small parcel, the DSS mission ship date and time is assigned at manifest print. This is earlier in the process than the departure date and time in WMS, but assuming that the site starts the TU load process an hour or so before small parcel pickup, the difference between the mission ship dates/times in DSS and the departure dates/times in WMS should be minimal.

• For freight shipments, the mission ship date and time is set at driver pickup. As with small parcel, the site does the TU load process shortly before or when the driver arrives, so the difference between the mission ship dates/times in DSS and departure dates/times in WMS should be minimal.

Of note, the WMS outbound re-design changes (scheduled for release 30 November at DDCT and at other sites TBD) will no longer require local deliveries to go through the pack process so the amount of time to complete/depart locals should be greatly reduced.

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Causative Research: PIES vs All Movements for Product - WMS

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SP3300-23-R-5005

Solicitation Overview

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Section A Solicitation, Offer, and Award

• Key Points

– Ensure the Documents (SF33, SF30, proposal) are signed.

– The Offeror is reminded that the Government reserves the right to award this effort based on initial proposal, as received, without discussions.

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Section B Supplies or Services & Price/Cost

• Contract Type - Period of Performance

– The resultant contract will be Indefinite Delivery/Indefinite

Quantity (IDIQ) Hybrid with Firm-Fixed-Price (FFP), Cost Reimbursement (CR) No Fee, and Cost-Plus-Fixed-Fee (CPFF)

– The resultant contract will have a five (5) year ordering period.

– After the initial year, Task Orders are anticipated to be issued for a one-year period. Special Projects or Surge and sustainment are anticipated as separate Task Orders.

– This acquisition is solicited per FAR subpart 19.8, Contracting with the Small Business Administration (The 8(a) Program).

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Section B Supplies or Services & Price/Cost

• Minimum and Maximum:

– Minimum and Maximum Quantities:

– FAR 52.216-22 entitled “Indefinite Quantity”, the minimum value of services is $1,000,000 (for the entire contract). The maximum value of the services is $60,000,000.

• Ordering:

– Any supplies and services to be furnished under this contract shall be ordered by issuance of delivery orders or task orders by the individuals or activities designated in the Schedule.

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Section B Supplies or Services & Price/Cost

• CLIN 0001

– Firm-Fixed-Price – Labor (Unless specifically identified separately in another CLIN, this CLIN encompasses Attachment J.1 - PWS Sections C-1 through C-6)

• CLIN 0002

– Scheduled and Unscheduled Equipment Maintenance Labor and

Material (PWS Section C-4.4 and its sub-paragraphs)

• CLIN 0003

– Cost Reimbursement (No Fee) – Non–Capital Equipment New or

Replacement Costs (PWS Section C-4.2 paragraphs C & D)

• CLIN 0004

– Cost Reimbursement (No Fee) - Material Support Costs (inclusive of CLINs 0001, 0006, and 0008)

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Section B Supplies or Services & Price/Cost

• CLIN 0005

– Cost Reimbursement (No Fee) - Travel for Training and

Conferences (PWS Sections C-3.3, C-4.6, and C-5.9)

• CLIN 0006

– Cost-Plus-Fixed-Fee - Labor, Recurring Work and/or Special

Projects/Surge & Sustainment (PWS Section C-5.8) (See Attachment J.4, CLIN 0001 & 0006 Labor Rate Table, for applicable labor categories and labor rates)

• CLIN 0007

– Contract Data Requirements Lists (CDRLs) (Not Separately

Priced)

• CLIN 0008

– Firm-Fixed-Price – Services to Perform Transition per C.1.8

(Unless Specifically identified separately in another CLIN, this CLIN encompasses PWS Sections C-1 through C-6)

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Section B Supplies or Services & Price/Cost

• Section B Instructions

– Firm-Fixed-Price (FFP) PRICING ARRANGEMENT – CLINs 0001: All labor shall be paid on firm fixed price per month basis. Offerors shall propose a Quantity * $1.00 (Unit Price) to arrive at a Total Amount.

– Workload fluctuations within the 10% margin will not constitute a basis for a request for equitable adjustment (either upward or downward). Offerors should consider fluctuations within the range of 10% to be part of normal business operations and should price this risk into their price/cost proposals.

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Section B Supplies or Services and Price/Cost

• COST REIMBURSEMENT (NO FEE) PRICING

ARRANGEMENT - CLINs 0002, 0003, 0004 and 0005:

Government has provided an estimated cost exclusive of G&A, Material Handling, or other indirect rate. Offerors shall apply only their applicable indirect rate to this estimated cost to arrive at the Not-to-Exceed (NTE) amount. The Contractor shall be reimbursed for actual cost and their applicable indirect rate only. No fee shall be applied.

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Section B Supplies or Services & Price/Cost

• COST-PLUS-FIXED-FEE (CPFF) PRICING

ARANGEMENT – CLIN 0006:

– Costs for Labor, Recurring Work and/or Special Projects/Surge & Sustainment shall be reimbursed at actual cost plus applicable indirect costs and a fee. Offerors shall enter the Government provided Estimated Cost located in Section L. Offerors shall insert Estimated Cost, Fixed Fee Profit Percentage, Fixed Fee Profit Dollars, and Total Estimated Cost Plus Fixed Fee.

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Section B Supplies or Services & Price/Cost

• REPORTING REQUIREMENTS - CLIN 0007 (NSP):

– Reporting requirements. Not Separately Priced (NSP)

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Section B Supplies or Services & Price/Cost

• FIRM-FIXED-PRICE PRICING ARRANGEMENT - CLIN

• Contract Total: Offeror shall enter an estimated price for the entire contract five-year ordering period.

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Section B Narrative

• Key Points

– IDIQ Task Orders

The Government intends to issue a unilateral task order for each performance period as follows:

Transition

• 3 months transition – FFP (CLIN 0008)

• Price based on staffing level/hours proposed in response to this solicitation. Hourly rates as proposed in Attachment J.4 Labor Rate Table.

Performance Period 1a

• 6 months Full Performance – CPFF (CLIN 0006) and CR (CLINs 0002-0005)

– 3 months to develop time standards and submit J.32 Staffing Matrix

– 3 months to validate and negotiate the time standards and implement into the base contract

• Cost based on staffing level/hours proposed in response to this solicitation. Hourly rates as proposed in Attachment J.4 Labor Rate Table Performance Period 1b

• 3 months Full Performance – FFP (CLIN 0001) and CR (CLINs 0002-0005)

• Price based on the Government estimated workload and the time standards in Attachment J.32 Staffing Matrix. Hourly rates as proposed in Attachment J.4 Labor Rate Table

• Performance Period 2 through 5

• 12 months Full Performance – FFP (CLIN 0001) and CR (CLINs 0002-0005)

• Price based on the Government estimated workload and the time standards in Attachment J.32 Staffing Matrix. Hourly rates as proposed in Attachment J.4 Labor Rate Table

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Section B Narrative

• Key Points

– 0001/FFP Fluctuations in workload - While historical and projected workload is provided, the projected workload is based upon current information and is subject to change based upon surges in need, customer demand shifts, changes in support approaches, changes in regulation, and worldwide events. The Government monitors fluctuations based upon overall workload contained in the projected workload and utilizes more than 10% fluctuation in the overall receipts and issues for more than six (6) months as the benchmark for recalculating current and projected workload. In general, workload fluctuations within the 10% margin will not constitute a basis for a request for equitable adjustment (either upward or downward). Offerors should consider fluctuations within the range of 10% to be part of normal business operations and should price this risk into their price/cost proposals.

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Section B Narrative

• Key Points

– Service Contract Labor Standards

• At Minimum direct labor rate and benefits must be paid

• Offerors may pay higher than SCA rates

• Offerors may escalate SCA rates and benefits

– Invoicing and excess funds

• Invoice within 90 days of performance completion

• Excess funds removed unilaterally after 90 days

– Limitation on Indirect Costs

• The Limitations on Indirect Cost Rates applies to cost type

CLINs. Rates subject to the limitation include fringe, overhead, material handling, and/or General and Administration (G&A).

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Section B Narrative

• Key Points

– Indirect Rates After Award

• If an Offeror fails to identify or disclose as part of its proposal an indirect cost rate that would otherwise be applicable to one of the support or subcontract cost items, it shall not be allowed to invoice for the indirect rate after award since the evaluation of its offer did not include that rate.

– Access to Restricted Solicitation Attachments

• DoD SAFE Site drop-off/pick-up

– Technical Library (including SOPs)

• Provide legal name, email address, company name, and cage code to brian.rose@dla.mil mailto:brian.rose@dla.mil

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Performance Work Statement Review

Key Points

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Section C Performance Work Statement

LOOK OUT FOR CHANGES

• Key points – please read:

– The entire PWS in Attachment J.1

– Site Specific requirements in Attachment J.2

– Technical Exhibits (TEs) – J.5

– Contract Data Requirement Lists (CDRL) – J.7

– Staffing Matrix – J.32 (Post Award)

– Proposed Training Hours – J.33

– The TEs, CDRLs, and other Attachments were posted to SAM.Gov. If you are unable to open any document in SAM.Gov, please contact the Acquisition Specialist immediately

– Technical Library (TL) Documents and site photos will be sent via DoD SAFE site, upon request

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Section C Performance Work Statement

• Scope

– Perform distribution services at DLA Distribution Jacksonville

Florida (DDJF) IAW the requirements in the PWS, Attachments in Section J, and SOPs.

– Located on Navy Air Station Jacksonville and Naval Station Mayport.

– Predominate customer is the Navy and Fleet Readiness Center Southeast (FRCSE).

– Provides direct support using the Material Processing Center (MPC) for the ships home-ported in the Atlantic Southeast. DDJF also supports the Navy through Material Turned In To Stores (MTIS) receipts.

– Performs wholesale material support worldwide

– Performs retail material support to Fleet Readiness Center-

Southeast (FRC-SE).

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Section C Performance Work Statement

• Key Personnel (C-1.3.1) – The resumes of the proposed Key Personnel will be evaluated on how well qualifications and experience align with the position descriptions in this section.

– Site Manager and Alternate Site Manager resumes to be submitted with proposal

– Other Key Personnel resumes are to be submitted NLT 10 calendar days after the start of transition to the KO or designee.

• QC Manager, Supply Systems Analyst, Inventory Manager, Safety and Occupational Health (SOH) Representative, Security Specialist, Transportation Manager, Warehouse Supervisor, Storage Specialist.

• Non-Key Personnel (C-1.3.2)

• – The Government developed their approach for performing the requirements of this contract using the following labor categories as listed in Section C.1.3.2 in developing the Government’s approach for performing the requirements of this contract. This approach does not prohibit the Contractor from using different labor categories.

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Section C Performance Work Statement

• Personnel Clearances (C-1.4.4)

– A favorable Personnel Security Investigations (PSI) required to obtain a Common Access Card (CAC) and for access to the DLA Network and Government Data Systems.

– Every Contractor employee shall obtain and possess a DoD Common Access Card (CAC) and/or an Access ID Badge, as required by HSPD-12 dated 27 September 2012.

– The Government requires T3 Personnel Security Investigations (PSI) to establish that applicants or incumbents either employed by the Government or working for the Government under contract are suitable for the job and are eligible for a public trust or sensitive position.

– Contractor employee(s) shall possess the required Facility Clearance necessary for accessing classified information or material, and initiate PSI for its employees requiring classified access.

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Section C Performance Work Statement

• Personnel Clearances (C-1.4.9)

– Upon favorable review and initiation of the PSI to establish the suitability of an employee for the job and the approval for temporary Information Technology (IT) access pending final adjudication, but not less than fourteen (14) working days prior to the employee’s start date, the Contractor shall request IT eligibility for an employee requiring access and passwords to the Government-Furnished data systems.

– All positions involving computer activities require a minimum IT II category eligibility(IT eligibility categories are defined in Section C-2.1, General Definitions.) The Contractor shall submit a CIR and a DD Form 2875 (See CIR and System Authorization Access Requests (SAAR) document in Technical Library) for temporary IT II eligibility, with final IT II eligibility contingent upon receiving a favorably adjudicated T3 (see paragraph C-1.4.4, Personnel Clearance).

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Section C Performance Work Statement

• Transition Plan (C-1.8)

– Personnel Hiring Actions and Training (C-1.8.1)

• Identify which Personnel on-site during Transition

• Initiate all necessary personnel clearance actions and SAARs using AMPs

• Identify Subject Matter Experts for each Functional Area

• How assessing incumbent employees Trained to Standard

• Completing job offers to attend Distribution Operations Training during Transition

– Government Property – Inventory during Transition (C-1.8.2)

• Cell phones, laptops and/or tablets provided by the Government will be handled as Government Furnished

Property (GFP) IAW applicable clauses. Technical Exhibit (TE) 3.5 will be updated with serial and cell phone numbers during Phase In. The equipment provided will be modern and commensurate with that leveraged by USG personnel. Technical Exhibit (TE) 3.5 will be updated with serial and cell phone numbers during Phase In

– Mission Stock – Only Controlled Inventory during Transition (C-1.8.3)

– Work-In-Process Reviews – Government providing weekly WIP reports during Transition for Contractor planning efforts for full performance (C- 1.8.4)

– Transition Reports (C-1.8.5) IAW CDRL A001 Transition Plan and Weekly Reports

– Required Plans, Programs and Procedures (C-1.8.6)

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Section C Performance Work Statement

• Contractor Training (C-4.6)

– Enterprise Wide Training identified in TE 3.2 will be tracked in the

Learning Management System (LMS).

• List of contract employees include Name, SSN, EDIPI, Job Title –

CDRL A021 Attachment 1, 60 working days after start of full performance and within 15 calendar days for changes, additions or deletions.

– Contractor responsible for determining which courses in TE 3.2 Government Training and the Distribution Operations Course Catalog, contractor employees shall attend to ensure contractor employees are receiving training commensurate to their positions at the right time for Audit Sustainment and passing Independent Public Accountants (IPAs) audits.

– First training status reporting Contractor certification and validation of employee proficiency for performance of distribution operation functions IAW the DLA Distribution SOPs Enclosure 2 NLT 60 working days after start of full performance - Monthly thereafter IAW C-4.6.1.

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Section C Performance Work Statement

• Distribution Operations Training (C-4.6.1)

– For new Contractor employees or employees reassigned to another functional area, provide training (OJT or formal) within 30 calendar days after obtaining system access or date of reassignment

• Validated in a “P” status NLT 30 working days

• Obtain a “Trained” status after 180 days and sustain throughout all performance period.

– Obtain and maintain “Trained” Status for Distribution Operations

Functional Areas for employees using WMS for job functions:

• 65% of within 30 days after the start of full performance, based on the Contractor taking full advantage of the Distribution Operations WMS Training provided during the Transition Period.

• 90% within 60 days after the start of full performance and maintained throughout all performance periods.

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Section C Performance Work Statement

• Hazardous Material and Hazardous Waste Training (C-4.6.2)

– IAW 49 CFR Transportation, Volume II, Part 172.704, Training

Requirements, a new HAZMAT employee, of HAZMAT employee who changes job functions, may perform those functions prior to completion of Contractor or Government provided training and receipt of certification provided that:

• The employee shall perform those functions under the direct supervision of a properly trained and certified HAZMAT employee; and

• The employee shall complete the training within 90 calendar days after employment or a change in job function

– At minimum, the Contractor shall provide the HAZMAT and HW training identified in TE 4.1, Contractor Training.

• Upon successful completion of the HAZMAT Preparer Certification training, the Contractor shall submit a request for an appointment letter.

• If trained Contractor employees leave contractor employment prior to working a minimum of 2 years after receiving and obtaining the HAZMAT Preparer Certification, the Contractor shall be responsible for additional training costs to train and maintain the number or personnel in the Contractor’s accepted proposal.

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Section C Performance Work Statement

• Specific Tasks (C-5)

– C-5.1 Distribution Services and Performance Requirements

– C-5.2 Receiving – Product Receipt/Evaluation

– C-5.3 Warehousing – Stow of Receipted Materiel, Pick and Pack

– C-5.4 Physical Inventory Control – Inventory Functions

– C-5.5 Transportation – Transportation/Traffic Management

– C-5.6 Packaging – Preservation, Packing, Packing, Packaging &

Marking

– C-5.8 Special Projects/Surge and Sustainment

– C-5.9 Conferences

All Section C-5 sections refer to both DSS and WMS references as detailed in the PWS. There may be circumstances where the legacy system DSS is used while the new WMS is modified or stabilized.

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Section C Performance Work Statement

• Distribution Services and Performance Requirements (C-5.1)

– The Contractor shall sustain an auditable environment by performing the daily operations of all warehousing and distribution functions IAW the current versions and all updates of the DLA Distribution SOPs and any communications (e.g., FRAGO) issued that changes the SOP requirements, and all other references as set forth in this contract using the DLA Warehousing Management System (WMS Inventory Requirements apply to both wholesale and retail processes.

• Enclosure 2 of each SOP provides the step by step standard process, ensuring compliance with Audit Sustainment manual controls.

• Process Manuals provide additional details.

– Requires use of WMS or applicable system and WMS changes in the performance of warehouse and distribution operations and shall complete all required transactions in WMS (C-5.1.3.1).

• Use of RF handheld equipment in the performance of all WMS functions when and where the functionality exists.

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Section C Performance Work Statement

• Distribution Services & Performance Requirements (C-5.1)

– Government provides best estimate, but workload factors change constantly

– The Contractor provides the appropriate leadership with management tools and processes to effectively manage the storage and distribution operations to successfully fulfill the DLA storage and distribution requirements to our customers IAW all contract requirements.

– Provides the skills and expertise necessary to perform detailed analysis and monitoring of:

• Physical distribution processes,

• Operations workflow,

• Interrelationships between functions and;

• The actual incoming workload.

– The Contractor assumes the responsibility for meeting all contract terms and conditions upon completion of transition.

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Section C Performance Work Statement

• Distribution Services and Performance Requirements - Audit Sustainment (C-5.1)

– DLA is in Audit Sustainment IAW DoD’s Financial Improvement and Audit Readiness (FIAR) Plan. Key to maintaining auditability is focusing efforts on the continuous standardized end-to-end processes.

• Each time performance of the contract requirements deviate from documented and standardized processes there is an inherent risk to sustained audit readiness.

• As a Contractor entity performing DLA Distribution requirements, the Contractor’s activities impact the integrity of DLA’s and each Military Service’s financial record/general ledger transactions.

• Monthly Audit Assertion Program with the intent of shifting the focus from training to holding employees accountable for adhering to standard procedures

• CDRL A009 Assertion Memo – based on future ability to pass audit in upcoming month

– To be completed, based on the honest and accurate ability of the Contractor operated distribution areas to pass an audit

– Corrective Action Plan Quality CAP required for areas where Contractor cannot assert or can only somewhat assert

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Section C Performance Work Statement

• Distribution Services and Performance Requirements – Period End Inventory Cut-Off Procedures (C-5.1)

• The Contractor implements cut-off procedures IAW DLA Distribution SOP/Guidance/FRAGO on a quarterly basis.

• During Cut-Off, the Contractor shall:

‒ Process all work in progress (WIP) – offloaded, receipted, stowed, picked, packed, offered and physically shipped by end of day for the identified period end cut-off.

‒ Perform a total sweep of all Contract Distribution Center workload and footprint to validate that no inventory is in any state of WIP

‒ Ensure all material is physically and systemically stowed or shipped

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Section C Performance Work Statement

• Quality Control Plan (QCP) (C-5.1.4)

– Requirements to support DLA’s Quality Management System

(QMS) which includes

• Service Provider Quality Control (QC)

• Government Quality Assurance (QA)

• Independent DLA Distribution Review of Performance Data and

QC/QA outcomes

• Independent Public Auditor (IPA) to support Audit Sustainment IAW the Financial Improvement and Audit Readiness (FIAR)

• Managers Internal Control Program (MICP)/Annual Statement of

Assurance (SOA)

– The above outcomes support Distribution’s Audit Sustainment resulting in an audit compliant environment and documented in the Assertion Memo CDRL A009 requirement.

– Be compliant with FAR 52.246-4(b) and IAW CDRL A006

• Quality Assurance Surveillance Plan (QASP)

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Section C Performance Work Statement

• Section C-5.2 Receiving

– The Distribution Center receives material for storage and distribution that is transported by a variety of commercial and Government carriers. Characteristics of material received are included in TE 2.1 Definitions and Acronyms. Dependent upon system functionality and availability. The contractor shall receipt material IAW knowledge, skills, and documents acquired in WMS training and the applicable references

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• Warehousing (C-5.3)

– Updated Requirement - Use of general warehousing best practices for housekeeping during day-to-day processing, such as:

• Clean as you go process to include:

– After completion of stow or pick at location – indoor and outdoor

– After loading or unloading trucks

• Beginning and End of Day MHE Operator checks

– COSIS (C-5.3.3)

• Perform the DD Form 1225 and SF 364 disposition instructions IAW the Priority

Section C Performance Work Statement

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• Physical Inventory Control (C-5.4)

– Contractor performs 1st and 2nd physical count for Inventories.

– Contractor continues to perform; Denial Research: Causative

Research, Location Surveys, Item Data Maintenance and ADHOC Discrepancy Research and Resolution. Exception is if any research results in the WMS record balance to be adjusted, that research is provided to the Government to complete any record adjustments.

– Contractor performs all 3rd physical counts, pre-adjustment research, causative research, inventory adjustment vouchers and any other actions that adjust entries to the accountable record.

– All inventories are now scheduled by Location in WMS vs by

NIIN (DSS).

– Inventory Accuracy APL is measured by EACHES and excludes 5300 material.

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• Transportation (C-5.5)

– Clarification: that Shipment Preparation is completed in the

Warehousing (C-5.3) functions, such as Hazardous Material Certifications, are validated by the Transportation Assistants in the Transportation (C-5.5) functions.

– NOTE: Some Transportation functions are still being completed in the legacy Warehouse Management System DSS until new WMS system updates are completed.

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Section C Performance Work Statement

• C-5.6 Packaging

– The Contractor shall perform preservation, packaging, packing and marking material received, stored and issued to a minimum military packaging IAW applicable guidance. Contractor shall package to level A or B when exception data on the MRO or a disposition instruction from the item manager is received. PPP&M will be performed IAW the referenced SOPs and Regulations within the PWS.

– WMS Pack process under redevelopment. TBD on system change implementation.

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Section C Performance Work Statement

• C-5.8 Special Projects/Surge and Sustainment

– Special projects/surge and sustainment will be directed by the KO or designee and shall relate to the Contractor’s performance of warehouse and distribution operation as set forth in Section C. The Contractor shall perform the special projects/surge and sustainment after the KO or designee provides the detailed requirements in a Statement of Work

(SOW).

– The requirements under this section may include the establishment of or increase in a 2nd and 3rd shift operations to meet customer requirements. The Contractor may be required to provide various equipment, such as different types of MHE to meet emerging/changing mission requirements.

– A monthly cost report for special projects/surge and sustainment will be submitted IAW CDRL A015.

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Section C Performance Work Statement

• Site Specific Distribution Services – Attachment J.2

• Provides pertinent information required to be addressed in the proposal.

– Attachment J.2, are in addition to the requirements listed in the J.1; which includes Customer and Site-specific requirements.

– Contractors need to account for all of the additional requirements in the J.2 during proposal development.

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Section C Performance Work Statement

• Site Specific Distribution Services – Attachment J.2

– The DLA Distribution Jacksonville consists of two sites, one located at NAS Jacksonville and one at NS Mayport. These sites are approximately 37 miles apart. At NAS Jacksonville, DLA Distribution Jacksonville has operations in the North area and South area of the installation. These areas are 2.5 miles apart. Contractors need to account for all of the additional requirements in the J.2 during proposal development.

• 5.2.1.N MATERIEL TURNED INTO STORE (MTIS)

– MTIS allows for the return of material from Navy activities, primarily from ships that have returned to port.

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Section C Performance Work Statement

• Site Specific Distribution Services – Attachment J.2

• 5.7N Material Processing Center (MPC) Operations

– Customer focused distribution support operation that specializes in receiving and processing material for all assigned ships home-ported (See TE 5.6N, MPC Homeport Ships) and visiting ships.

• 5.7.5N MPC Pharmaceutical Prime Vender (PPV)

– Preparation of Medical Materiel Requiring Freeze or Chill Environment for Shipment.

• 5.8.N retail support for Fleet readiness center-southeast

(FRC-SE)

– The Contractor shall perform warehousing and distribution support services of retail materiel to support FRCSE using the WMS.

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Section C Performance Work Statement

• Technical Exhibits and J Attachments

– Provides pertinent information required to be addressed in the proposal

– ALL Technical Exhibits and J Attachments are important and need to be read and addressed in proposals

• Workload Projections, identifies all workload as associated with

Attachment J.1 PWS and Attachment J.2

– Posted on SAM.Gov

• Contract Data Requirements List (CDRL)

– Thirty-Five (35) CDRLs for reports, programs, plans, procedures, cost reports, Standard Operating Procedures (SOP)

– Posted on SAM.Gov

• Technical Library, SOPs, and Site photos

– To be provided on the DoD SAFE Site, upon request

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Section E Inspection and Acceptance

• Key Points

– FAR and DFARS clauses for Inspection of Services

– E-5 Quality/Performance Evaluation

• Government will use a Quality Assurance Surveillance Plan (QASP) to monitor compliance with the contract terms and conditions; identify conforming and nonconforming services to determine appropriate action under the Inspection of Services and Termination for Default contract clauses.

• QASP will be tailored from the Contractor’s QCP and sets forth the method and manner by which the Government intends to conduct surveillance of work under the contract.

• Contractor shall use the Government’s Quality Management software tool (High-Gear) to acknowledge results, propose corrective and preventive actions and timelines as required by the COR and/or respond to surveillance results.

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Section F Deliveries or Performance

• Key Points

– Services shall be performed as prescribed by the

Performance Work Statement (PWS) – Section C

– F-4 Period of Performance – five (5) year ordering period

– F-5 Acceptable Performance Levels

– Technical Exhibit 5.0

– Waiver Process

– Details surrounding waiver and request submitted by 5th working day of the following month

– Submitted to KO or designee and Contract Specialist

– Disposition by 15th working day of the following month

– Late requests may not be considered

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Section F Deliveries or Performance

• Key Points

– F-7 Deductions

– Acceptable Performance Levels (APLs) are tiered IAW F-6

– Each APL will be subject to the applicable monthly deduction based on tier designation

– F-8 Letters of Concern

– Relay contractual compliance issues requiring attention or formal resolution

– KO will determine when a letter will be sent

– Will contain a formal due date and time response

– If no response or Contractor concurs, LOC is finalized

– Contractor may non-concur within the due date

– KO will review and determine if Contractor response is valid and disposition the LOC.

– Section does not limit the ability to pursue deductions

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Section G Contract Administration Data

• Key Points

– This contract will be paid in accordance with G-2

DFARS Clause 252.232-7006 Wide Area WorkFlow Payment Instructions (JAN 2023) as provided in G-3, WAWF INVOICING PROCEDURES

– Section G-4, Invoicing Instructions

– Provides invoice preparation and submission instructions by

CLIN set

– G-6 Payment, Selected Items of Cost Reimbursement

Contracts

– Materials – Contractor provided items (PPE, uniforms, boots, etc.) are to be included in indirect costs.

– No longer reimbursable items.

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Section G Contract Administration Data

• Key Points

– G-7, Contractor Performance Assessment Reporting

System (CPARS) Requirements - The Contractor, in performing this contract, will be subject to a past performance assessment in accordance with FAR

42.15 and the CPARS Guide

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Section H Special Contract Requirements

• Key Points

– H-1 – Competition in Supplies

• Requires the Contractor to obtain competition for items purchased over $3,500 for which reimbursement will be sought under the contract

– H-2 Accounting

• Subject to Accounting Standards

• Requires Acceptable Accounting System

– Att J.35 Accounting System Self-Certification if not DCAA approved

– H-3 Hiring

• Must maintain records

• Made available to the KO or designee upon request

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Section H Special Contract Requirements

• Key Points

– H-4 Substitution or Addition of 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

• No changes in first 180 days except limited circumstances

– H-8 Insurance

• Contractor, at its own expense, provide and maintain insurance during the entire period of performance

• Potential Contractor liability for incidents, including those in the FLIPL process

• Contractor may maintain higher levels

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Section I Contract Clauses

• Key Points

– FAR Clause 52.216-11-Cost Contract-No Fee

(Applies to CLINs 0002 – 0005 only)

– FAR Clause 52.232-20-Limitation of Cost (Applies to

CLINs 0002 – 0006 only)

– DFARS Clause 252.204-7020 – NIST SP 800-171

DoD Assessment Requirements

– Ktr may submit summary level scores of Basic Assessments for posting to SPRS

– DFARS Clause 252.219-7010 – NOTIFICATION OF

COMPETITION LIMITED TO ELIGIBLE 8(A)

PARTICIPANTS—PARTNERSHIP AGREEMENT

– Must meet criteria of SBA's 8(a) Program

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Section J List of Attachments

• Key Points:

– Numerous attachments

– All outlined in Section J

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Section K Representations, Certifications

& Other Statements of Offerors or Respondents

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 $30M

• Response to provisions shall be provided in proposal

Electronic File (E-File) I, Solicitation, Offer & Award Documents, under Tab 3

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Section L Instructions, Conditions & Notices to Offerors or Respondents

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Section L

Instructions, Conditions & Notices to Offerors or Respondents

• Key Points

– DFARS Clause 252.204-7019 – Notice of NIST SP 800-171 DoD

Assessment Requirements

• To be considered for award, if the Offeror is required to implement NIST SP

800-171, the Offeror shall have a current assessment (not more than 3 years old), with scores posted in the SPRS

– Communications Between the Government and Offerors

• Procedure and Deadline for submitting questions

– All questions shall be submitted by electronic mail

– Preproposal and Solicitation question submittal due date is 12:00 P.M.

Eastern Standard Time on October 20, 2023

– Proposal submission

• Only Electronic Copies (DoD SAFE Site) will be accepted

– Request a drop off by October 30, 2023 by emailing brian.rose@dla.mil

– Proposal due date is November 13, 2023 at 12:00 P.M.

Eastern Standard Time.

mailto:brian.rose@dla.mil

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Section L

Instructions, Conditions & Notices to Offerors or Respondents

• Key Points

– Proposal Markings ( in addition to Offeror’s Name and

RFP Number)

• Header: CUI (1ST line); Source Selection Information – see

FAR 2.101 and 3.104

• 1st page of all documents, bottom right corner, CUI

Designation Block

• Footer: CUI

• Markings apply to all documents, including Excel spreadsheets (all tabs)

• Attachment J.36 CUI Marking Guidance has been provided

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Key Points:

• PROPOSAL PREPARATION REQUIREMENTS

– Important proposal instructions regarding such topics as number of copies required, page size/format, page limitations

– Four (4) separate E-Files

– Pages numbered sequentially by file

Section L Instructions, Conditions & Notices

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Key Points:

• Please stay within the page limitations

– 50 for Past Performance

– 100 for Technical Proposal

• Please ensure the table of contents page numbers correlate to the correct pages

• The text shall be no less than 10 point font minimum

• POAMs shall be no less than 10 point font minimum

• Ensure resumes are marked “PERSONALLY

IDENTIFIABLE INFORMATION (PII)”

• Ensure each section is tabbed

Section L Instructions, Conditions & Notices

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E-FILE I

SOLICITATION, OFFER AND AWARD

DOCUMENTS

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E-FILE 1

– Tab 1: Cover Letter, Completed and Signed Standard

Form 33, Signed Amendment(s)

– Tab 2: Completed Section B

• Unit prices no more than 2 decimal places

– Tab 3: Section K - Representations and Certifications

– Tab 4: Accounting System Verification

– Include POC or letter from DCAA showing office information or J.34 Accounting System Self-Certification

– Tab 5: DCSA Facility Clearance Verification

– OCI Certification or Mitigation Plan

E-FILE I

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E-FILE II

PAST PERFORMANCE PROPOSAL

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Evaluation Factor 1: Performance Confidence Assessment

– Limited to 50 pages.

– Evaluated on recency, relevancy, and quality

• Performance within five (5) years of the solicitation issuance date

• Relevance is defined as those efforts similar in terms of scope, magnitude of effort, and complexity.

• Quality of performance on the contracts

– If an Offeror has no past performance, please state this

– Information regarding scope, magnitude, and complexity should be included, as well as a narrative synopsis

– Attachment J.5 Past Performance Questionnaire

• Offeror/Major Subcontractor shall ask their customer to complete the questionnaire and return directly to the Acquisition Specialist.

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Evaluation Factor 1: Performance Confidence Assessment

– Major Subcontractors

• If utilizing major subcontractor experience, the Past Performance Proposal MUST include:

– A signed commitment letter from the Offeror and the Major Subcontractor

– Certifies that if awarded the contract, the parties commit to joint performance as proposed

• 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 prime Offeror and major subcontractors information will be evaluated.

– Other Arrangements

• Affiliate companies, sister companies, teaming arrangements, joint ventures, etc. will be considered provided sufficient documentation is in the Past Performance Proposal.

• Documentation may include: a copy of the documented arrangement such as documented affiliation, a copy of the teaming agreement, a copy of the joint venture agreement, etc.

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E-FILE III

TECHNICAL PROPOSAL

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E-FILE III

Tab 1 – Factor 2: Management Approach

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E-FILE III

Tab 1 – Factor 2: Management Approach

TAB 1 Sub-factor (a): Distribution Operations

– The approach to effectively run a complex storage and distribution center.

– Corporate and on-site methodology, tools, and processes to independently manage distribution operations IAW all contract requirements while working in a controls-based audit environment, achieving and sustaining auditability and supporting customer needs. Offerors will need to address:

• Enforcing adherence to standard operating procedures to maintain inventory accuracy and integrity.

• Planning and prioritization of workload requirements to address challenges with unforeseen circumstances and addressing if more than one shift is required, to include:

– Performing today’s work today considering the fluctuations and…