SP330023SS5005 - DRAFT PWS.pdf

Special Notice#: SP3300-23-SS-5005

DRAFT

SECTION C - PERFORMANCE WORK STATEMENT

C-1 GENERAL INFORMATION

C-2 SCOPE OF WORK

C-3 SPECIFIC TASKS

C-4 ACCEPTABLE PERFORMANCE LEVELS (APLs)

C-5 CONTRACTOR PERSONNEL REQUIREMENTS

C-6 GOVERNMENT PROVIDED FACILITIES, EQUIPMENT, TRAINING, AND

SERVICES

C-7 CONTRACTOR PROVIDED FACILITY, EQUIPMENT, TRAINING, AND

SERVICES

C-8 PLANS AND PROGRAMS

C-9 SECURITY INFORMATION

C-10 FINANCIAL INFORMATION

C-11 APPLICABLE DIRECTIONS, PUBLICATIONS, AND INSTRUCTIONS

C-12 CONTRACT DATA REQUIREMENTS LISTS

C-13 TECHNICAL EXHIBITS

C-14 DEFINITIONS

C-15 ACRONYMS

C-1 GENERAL INFORMATION

A. DLA Aviation at Warner Robins, GA requires a Third-Party Logistics (3PL) service provider to provide Chemical Management Services (CMS) in direct support of their customer, Warner Robins – Air Logistics Complex, and their aircraft maintenance depot and production lines for their hazardous material requirements.

B. The primary mission of DLA Aviation at Warner Robins, GA is to serve as the depot supply organization for nearly all logistical support, required by the WR-ALC for their mission needs. DLA Aviation provides aircraft and exchangeable parts to the ALC maintenance groups from DLA, Air Force, contractor, other services, and locally manufactured sources. DLA accomplishes this supply support by embedding personnel within each of the aircraft planned/scheduled depot level maintenance lines in the ALC back shops. DLA Aviation Warner Robins plans for, stocks, stores, and delivers material that is needed by the maintenance groups. The DLA Aviation Warner Robins team is integral to the success of the WR-ALC’s Periodic Depot Maintenance.

C. Warner Robins – Air Logistics Complex is responsible for depot maintenance, engineering support and software development to major weapon systems (F-15, C-5, C-130, C-17 and SOF aircraft).

Availability and management of hazardous material is critical to the Complex's ability to meet these mission demands and support America's warfighters.

1.1 PLACE OF PERFORMANCE

DLA Aviation Warner Robins located at Robins Air Force Base, GA

1.2 HOURS OF WORK AND FEDERAL HOLIDAYS

A. The Contractor shall ensure access to off-base services during normal duty hours to include shift work and weekends. All other days and times for emergent requirements only.

B. The Contractor shall adjust work schedules to meet all operational commitments. Situations that may require the Contractor to adjust work schedules include, but are not limited to production surges, work stops, backlogs, contingency operations, or weather emergencies. Such scheduling may require work to be accomplished at times other than normal working hours. The Contractor shall provide a call-back roster with contact information. The Contractor shall include this contact information in the Customer Relationship Plan (See CDRL A001). The Contractor shall respond to any request for support from the KO or designee outside normal duty hours within two (2) hours of the notification.

C. When unforeseen installation closure occurs on a regularly scheduled day of work, the Contractor shall have the option to reschedule the work to be performed on the following workday or reschedule the work on any day acceptable to the Government. Installation closures or curtailment of activities may include, but are not limited to natural disasters, inclement weather, and heightened security conditions. Base or installation closure notification is provided by radio, television, or base telephone information systems.

D. In the event the Government issues notification during the workday that production work will cease due to inclement weather, the COR and/or TPOC will notify the Contractor’s Site Project Manager with instructions.

E. Federal holidays generally observed by the Government include New Years’ Day, Martin Luther

King Day, Presidents Day, Memorial Day, Juneteenth Day, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day, and Christmas Day.

F. In the event an Executive Order (EO) issued by the President of the United States declares Agencies of the Federal Government closed for a regularly scheduled workday, the COR will determine and advise the TPOC and Contractor on whether services are required for that day. The customers do not have the contractual authority to direct the Contractor to work or not work.

C-2 SCOPE OF WORK

A. The Contractor shall provide CMS and 3PL support services for DLA Aviation in support of their customer, WR-ALC. CMS/3PL is a business model that requires the contractor to be responsible for all aspects of the chemical management lifecycle including demand planning and forecasting, supplier research and market analysis, material availability analysis, procurement, receipt and storage, inventory management, quality control, delivery and distribution, warehouse management, customer service support, monitoring and reporting, training, disposal, and continual process efficiency; each which poses its own costs and risks.

B. The main objectives for managing the CMS Program include:

1. Purchasing HM in appropriate volumes.

2. Procuring HM in the unit of issue and unit of measure required by the customer.

3. Reducing customer wait time.

4. Storing and issuing IAW First-In, First Out (FIFO) procedures.

5. Maintaining an accurate inventory and ensuring HM containers are clearly identified and tracked accurately by serial number (cradle to grave).

6. Reducing compliance and liability burden on the Government.

7. Decreasing purchase and waste disposal costs.

8. Centralizing purchasing, maintaining visibility across all sites to avoid duplicated purchases, if managing more than one site.

9. Sustaining accurate data management.

10. Maintaining visibility of HM in-transit.

11. Lowering inventory management costs.

12. Redistributing excess HM to avoid disposal costs.

13. Ensure Federal, State, and local regulatory compliance.

14. Continuously seek opportunities to reduce risk, waste, and lifecycle costs.

15. Ensure dependable, on time supply of quality chemicals required by the customers.

16. Cultivate a large diverse supply base and develop strategic alliances.

17. Reduce purchases and inventory costs.

18. Standardize materials and processes.

19. Sustain accurate HM data management.

20. Continuously optimize resources to save costs.

21. Reduce hazardous waste through innovative approaches to minimizing HM.

22. Recognize the practices that are impacting the waste streams and execute corrective actions.

C-3 SPECIFIC TASKS

3.1 TRANSITION

A. The Contractor shall participate in a transition period not to exceed 6 months The incumbent Contractor will continue to perform the work until the last day of transition.

B. The Contractor shall perform the following transition tasks at a minimum:

1. Procure all HM identified in the Government’s Initial Inventory Plan in TE 5.1. Procurement shall commence NLT 30 calendar days after start of transition period. Due to global events, lead times for most sole source products can be 12-16 weeks or more. See C-5.2 Inventory Management.

2. The Contractor shall be prepared to begin placing procurement orders for HM that may include but is not limited to emergent requirements, HM that historically has long lead time deliveries, new products approved by AUL, and any orders approved by the COR where the incumbent Contractor cannot guarantee delivery before the end of the current contract, NLT 120 calendar days prior to the start of full performance to avoid gaps in customer support. The Government estimates the quantity of orders could range from 400 – 500. The Contractor may be required to physically issue HM to the customer before the start of full contract performance. In addition, the COR will provide a listing of any HM ordered by the incumbent, but not received by the end of Transition for establishing an agreement with the incumbent Contractor to purchase or cancel.

3. Coordinate HM procurement with incumbent Contractor to ensure appropriate HM inventory is maintained to avoid excessive or insufficient amounts of inventory are on hand. This coordination and communication is to prevent/reduce material supportability shortfalls in the transition period.

4. The Contractor shall maximize the efforts to purchase demand supported 3PL HM from the incumbent Contractor. The COR will provide a listing of the available inventory on hand;

however, negotiation of agreements to purchase shall be between the successor and predecessor contractors. Any HM procured from the incumbent with a shelf life of 12 months or longer shall have a minimum of 180 days shelf-life remaining before expiration. Any agreement(s) to purchase the predecessor’s 3PL HM shall be completed NLT 30 days prior to the start of full performance. The Contractor is responsible for physically accounting for all HM procured from the incumbent Contractor to ensure availability. If the successor Contractor purchases any of this available HM at a lower price, the lower price shall be charged to the Government for any future issues of this material under this contract until completely issued. The Contractor shall provide a list of the HM purchased indicating the prices that are paid NLT five (5) business days prior to the start date of full performance. (See CDRL A008).

5. Plan for procurement and receipt of 3PL HM identified in TE 5.1 Government’s Initial Inventory

Plan prior to the start of full performance.

6. The Contractor shall complete a face to face 100% validation of the inventory levels NLT 30 business days after contract award. The TPOCs and ALC POCs will validate.

7. Establish long term agreements with manufacturers before the start of full performance (i.e., PPG, Hentzen, 3M, Henkel).

8. Recruit and hire personnel to fill staffing requirements as proposed in the Technical Proposal.

The Contractor shall commence hiring actions NLT 30 calendar days after contract award and shall have completed hiring actions to include personnel clearances and training NLT the 5 business days prior to full contract performance. The Contractor shall take advantage of using Job Fairs, Military Transition Offices, local employment offices, and any resources available to recruit candidates for positions.

9. Prepare and submit DL 1728s for all personnel to include any incumbent personnel being hired.

See C-TBD Security-Personnel Clearances. The Contractor shall conduct an initial background check on all personnel before submitting the DL 1728. The personnel clearance process can take ten (10) business days or more for incumbent employees and 20 business days or more to complete for candidates without prior Government contract work history.

10. Schedule appointments for CAC issuances for all personnel to include any incumbent personnel being hired. CACs will expire for incumbent employees before the end of the current contract.

Appointments are scheduled on a first come, first serve basis. The Contractor is required to escort employees to the RAPIDS Office if a first-time issuance.

11. Ensure all available employees who start work during transition and will use EESOH-MIS in the performance of the requirements complete this training prior to the start of full performance. The Contractor shall identify to the COR a minimum of four (4) personnel who will serve as the training CADRE during the course of the contract for EESOH-MIS. (See C-TBD Contractor Personnel).

12. Provide workspace off-base for interviewing and training employees.

13. Establish sources of training, locations, and providing all training IAW C-TBD Contractor

Training and TE 4.1 Contractor Training.

14. Establish and acquire the necessary off-base facilities, supplies, equipment, IT systems, and the management and quality systems needed to manage the HM supply chain IAW the contract. (See C-TBD Off-Base Distribution Facility.)

15. Complete all personnel actions to include personnel security clearances, CAC issuances, government data systems access, and mission essential training NLT the first day of full contract performance.

16. Meet throughout transition with DLA Aviation, ALC Business Office, Production Controllers, and Shop Supervisors. The Contractor shall conduct weekly meetings with these personnel throughout transition and more often if required. The Contractor shall develop minutes from these meetings and provide to the TPOC and COR NLT two (2) business days after the meeting.

(See CDRL XYZ).

17. Meet face to face with each complex POC during transition to build a relationship, establish a communication battle rhythm, share pertinent information to the mission and the complex’s requirements, and identify any sole manufacturer products required.

18. Conduct a walk-through of all workspaces with the TPOC and preparing a workspace assessment.

The Contractor shall document (may take photos to assist with documentation) the conditions of the designated workspaces that includes, but is not limited to, equipment, doors, storage racks, floors, damages from leaking containers or spills, and outside storage areas. (See CDRL A006).

19. Conduct a wall-to-wall physical inventory of all Government-Owned HM in the HTAs by container number. Upon completion of the inventory, the Contractor shall be responsible for the HM in the HTAs and verify it is in EESOH-MIS. (See CDRL A033).

20. Update and execute the Transition Plan of Action and Milestones (POAM) submitted with the

Technical Proposal. (See CDRL A006).

21. Participate in a weekly conference call with the Government Team.

22. Prepare and submit a Weekly Transition Status Report (See CDRL A007).

23. The Contractor’s PM shall monitor the POAM tasks and dates and immediately report to the KO or designee any problems that negatively impact the dates proposed.

C. Prior to completion of the transition period, the KO, COR, and TPOCs will assess the Contractor’s ability to perform the contract requirements and ensure the Contractor has completed all transition tasks and is prepared to begin full performance. If the Contractor fails to successfully complete all tasks required under Transition, the KO reserves the right to extend Transition without additional costs to the Government until all tasks are completed.

3.2 PROGRAM MANAGEMENT

A. The Contractor’s Program Manager (PM) shall manage the total work effort associated with the services required in the PWS to meet the performance objectives and standards. Program Management tasks may include planning, scheduling, coordination, interface with the Government, cost accounting, report preparation, establishing and maintaining plans, and quality control.

B. The PM shall be available to the COR and TPOC during the Government’s regular business hours and shall respond to any communications within one (1) hour of notification.

C. The PM shall meet the qualifications and experience requirements in TE 1.3 Key Personnel

Requirements.

D. The PM is responsible for the following functions:

1. Management, implementation, coordination, and completion of all activities needed to execute the contract.

2. Providing CMS and 3PL services that meet the customer’s needs.

3. Identifying and applying resources required to meet scheduled requirements.

4. Assigning responsibilities for tasks and actions required by the contract.

5. Communicating appropriate information in a timely manner.

E. The PM shall perform the following duties and be responsible for the following tasks at a minimum:

1. Effective development and timely submission of required contract deliverables. The PM is responsible for the content and accuracy of all reports.

2. Seek opportunities to improve HM supply availability.

3. Execute procurement practices that consistently meet the APLs.

4. Establish a working rapport with all customers and Government POCs and facilitate continual communications. The PM, customer, and TPOCs will establish a meeting time and frequency that best suits the needs of the mission and availability of the parties.

6. Execute and promote compliance with all Safety Compliance Programs.

7. Foster a cost-conscious and process-oriented culture to ensure efficient, effective, and reliable operations.

8. Assess problem areas and implement corrective actions as needed.

9. Manage personnel recruiting programs, interviewing, and hiring.

10. Manage employee training development and execution of training and cross-training programs.

11. Implement and Manage Continuous Process Improvements and Innovative Approaches to achieve best value logistics solutions.

12. Successfully executing the Contractor’s Transition Plan and Plan of Action and Milestones

(POAM) to Full Operating Capability.

13. Compliance with all contract clause requirements, reporting requirements, and Federal, State, and local regulations, directives, and instructions.

14. The PM shall develop and submit Site Specific Standard Operating Procedures specific to the requirements in this contract. (See CDRL A041).

15. Develop, execute, and oversee compliance with a robust Quality Control Program.

16. Prepare and submit a Monthly Status Report (MSR) (See CDRL A015). The burden is on the

Contractor’s PM to ensure completeness and accuracy. The PM shall explain the root cause of any failures to meet a performance standard or APL and the corrective actions implemented to return performance to an acceptable level. A root cause is a factor that caused a nonconformance and the cause is corrected through corrective actions or process improvement.

17. Manage contract costs and identify key factors affecting costs that includes, but is not limited to, continual monitoring of HM prices, documenting cause for increases and providing rationale why cost savings cannot be realized, documenting best practices that resulted in cost under-runs, and reporting during a Program Management Review (PMR).

18. Schedule, plan, and facilitate Performance Management Reviews (PMR) and other face-to-face meetings as requested by the Government.

3.3 DEMAND PLANNING AND FORECASTING

A. The WR-ALC mission is not static. Perform accurate demand planning and forecasting as the basis for setting and sustaining inventory levels while providing flexibility to adjust for changing production schedules that meets mission demands and warfighter needs.

B. Establish internal metrics using an Inventory Management and Business Intelligence tools capability to measure and improve inventory accuracy based on actual demands and forecasted demands;

precision in procurement planning; and satisfaction of customer demands.

C. Continuously monitor and adjust demand projections to leverage buying power with manufacturers and suppliers that meet the customer’s needs.

D. Establish goals that demonstrate demand planning accuracy and goals for leveraging buying power with manufacturers/suppliers.

E. Develop and execute a strategic sourcing plan (ex: leveraging purchasing arrangements) to meet the mission and contract requirements that saves money and to reduces waste. The strategic sourcing plan’s status shall be reported in the Monthly Status Report to track success in achieving material availability and commodity price reductions.

F. Monitor procurement lead times to quantify the average time to procure material from commercial suppliers.

G. Understand operating requirements, customer ordering habits, and chemical use and waste patterns.

H. Be proactive in making changes to demand planning and forecasting based on new or updated information (ex: – customer information, manufacturer or supplier issues, global changes, etc.)

I. Continuously analyze usage and notify the COR and TPOC of usage trends where demands have decreased or increased.

J. Continuously monitor backorders and sustain due-in to excess at no more than 15% of the inventory value. Excess is defined as quantities above the inventory levels or with no recurring demands. The Inventory Program Manager (IPM) shall perform a quarterly reconciliation of EESOH-MIS orders to as a minimum, confirm the customer still requires the material, transactions are posted correctly, and that the EESOH-MIS transactions are in sync with the Contractor’s Inventory Management Tool(s).

K. Generate and provide required reports on demand.

L. Provide the inventory stocking levels to the COR, TPOCs, and customers monthly during the first six months of full performance and quarterly thereafter. (See CDRL TBD).

M. Provide a weekly inventory replenishment report. (See CDRL TBD)

N. Provide a weekly Contractor 3PL inventory on hand report. (See CDRL TBD)

3.4 INVENTORY LEVELS AND INVENTORY LEVELING

A. The Government’s Initial Inventory Plan with required levels are in TE 5.1. The Contractor shall procure 100% of the HM identified in the plan and 100% of the HM shall be on hand on the first day of full contract performance. The Contractor shall begin procurement actions for the HM identified in Government’s Initial Inventory Plan no later than 30 business days after contract award.

B. The Contractor shall use this plan as the starting point for building its inventory plan. After the start of full contract performance, the Government will not be responsible for the inventory plan or for monitoring or adjusting inventory levels. The Contractor shall capture demands and adjust the levels accordingly to meet the customer’s requirements, production schedules, and APLs. The Government will not reimburse the Contractor for inventory expired due to deviations from the Government’s Initial Inventory Plan (See TE 5.1).

C. The Contractor shall establish reasonable operating levels (quantity of stock intended to sustain normal operations during the interval between receipt of replenishment and submission of subsequent replenishment orders), safety levels, and reorder points based on order and ship time (OST) to avoid any zero balances and work stoppages. The Contractor shall adjust inventory levels as needed to reduce the risk of stocking HM lines that have no forecasted demand or probability of future demands. The IMPM shall prepare and submit a report of new orders received during the month that could not be fulfilled due to HM not immediately available and is backordered. (See CDRL A026). A backorder is that portion of a customer order that HM is not immediately available for issue (also referred to as a due-out).

D. The 3PL HM product range and depth may fluctuate at any time during the performance of this contract. The Contractor shall take into consideration customer specific manufacturer approved HM, sole manufacturer requirements, long lead time requirements, shelf-life considerations, known surge requirements, known seasonal variations/trends, and local availability when establishing inventory levels. The customer’s production schedules can be accelerated at any time, which may require the Contractor to immediately order quantities or adjust inventory levels commensurate with the types and quantities of aircraft and components scheduled.

E. Monitor inventories to reduce levels of under desired products and seek opportunities to redistribute.

F. Conduct in depth reviews of inventory lines with no demands and adjust inventory levels to avoid stocking items that have no forecasted demand and little or no probability of future demand.

G. Ensure inventories are visible and accessible by the TPOCs, COR, and customers.

3.5 INVENTORY MANAGEMENT

A. The Contractor shall retain as a minimum, 30 days of operational inventory in sufficient quantities to support production. As the CMS/3PL Service Provider, the Contractor accepts all risks associated with 3PL Inventory to include accurate inventory leveling, procurement, availability, shelf-life management, quality, quality control, care of material while in storage, handling, delivery, and waste disposal.

B. The Contractor shall designate an Inventory Management Program Manager (IMPM) who shall be located at the Contractor’s off-base storage facility and is responsible for managing all aspects of 3PL Inventory Management that includes, but is not limited to, Demand Planning, Forecasting, Inventory Leveling, Procurement Process Performance and Execution, Supplier Performance, and accurate invoicing for HM.

C. Execute effective demand analysis and inventory leveling that consistently meets the APLs and continuously satisfies the customer’s requirements.

D. Maintain a positive inventory posture and the accuracy of the inventory, systems data integrity, proper warehousing processes and procedures, and a robust shelf-life management program.

E. The Contractor shall provide a monthly Direct to Order (DTO) to Stock / Stock to DTO adjustment report. (See CDRL TBD). This report will include when material is moved from a “Stocked” status to a “DTO” status and vice versa. Each change in status must be accompanied by a justification for why the action was taken.

F. The Government will not reimburse the Contractor for HM that expires due to poor inventory leveling, inability to adapt to the customer’s ordering patterns and production schedules, or ensuring there is 85% shelf-life on HM when received.

3.6 POINT OF SALE / INVENTORY MANAGEMENT TOOL

A. The Contractor shall provide a fully functional and proven automated web-based capability to manage the flow of HM through the Contractor’s procurement and inventory management processes. The capability must have been used to manage HM. The minimum capability shall include the following functionality:

1. Demand forecasting, trend analysis, customer order monitoring, and reporting.

2. Ability to link between primary and alternate stock numbers.

3. Inventory visibility, automated inventory replenishment based on reorder points and known fluctuations in production schedules, 100% view of inbound and outbound inventory tracking with real-time detailed status.

4. Electronic bidding capability.

5. Order processing, customer receipt documents, recording sales, and invoicing.

6. Real time status of customer orders. Real time status consists of where the order is in the process of procurement, transportation, receipt, and delivery to the customer at any given time.

7. Reports tools to generate and provide reports on demand. The Government reserves the right to request additional reports not identified by CDRL that is estimated to be five (5) per performance period.

8. Allows the Government access to contractor Point of Sale (POS) system, to include but not limited to transaction details, historical data query, backorder mitigation actions, estimated delivery dates, current actions being taken to fill order, limiting factors, supportability issues, real-time status, etc.

B. The Government will not reimburse the Contractor for costs to develop a capability or for direct labor to maintain its functionality.

C. The Contractor shall ensure that the capability’s firewalls do not prevent designated DLA and other Government personnel from accessing it from the Government’s network (e.g., DLA, Air Force Network).

D. The Inventory Management Tool will not be authorized to interface with Government’s data systems due to information security regulations unless the capability already exists.

3.7 PROCUREMENT OF HAZARDOUS MATERIALS

A. The Contractor shall:

1. Build and maintain strong relationships with industry and critical suppliers to deliver on-time, quality, and cost-effective innovative solutions.

2. Obtain competition for all HM which reimbursement will be sought under this contract and maintain documentation to demonstrate prices are fair and reasonable. (See C-4 DLAD Procurement Note C08: Tailored Logistics Support Purchasing Reviews (FEB 2017)).

3. Continuously assess the strength of supplier capabilities and conduct performance assessments.

Use of qualified and reliable suppliers is as important as cost. Suppliers must deliver HM intact according to required specifications. The Government emphasizes the benefits of establishing long term contracts with manufacturers (i.e., PPG) to meet customer requirements. Suppliers that cannot deliver on time and consistently miss promised delivery dates shall not be used.

4. Develop mechanisms for reporting supplier performance to the Government in the Monthly Status Report (CDRL A015).

5. Procure HM that has been approved on the approved work center’s Authorized Use List (AUL) or items coded hazardous and on the exempt list.

6. Procure HM using Government Sources of Supply to the extent that material is readily available for shipping and will meet the customer’s production schedules. The Contractor will be granted authorization to order from Government Sources of Supply. The Contractor shall ensure that HM procured by NSN is accurate to the approved manufacturer cited in the AUL. To the extent that Government Sources of Supply cannot satisfy the customer’s requirements, the Contractor shall use its network of qualified manufacturers/suppliers that meet all requirements for qualifications as a source of supply under Government contracts such as the Qualified Products List (QPL) or other quality assurance demonstration.

7. The Contractor’s procurement decision shall demonstrate the most advantageous combination of material availability, cost, quality, and past performance to meet the customer’s requirements.

The Contractor shall confirm as part of the procurement decision that HM is readily available and can be delivered to meet the customer’s requirement, production schedules, or does not negatively impact the Contractor’s requirement for replenishing 3PL demand supported inventory levels. The Contractor shall maintain real-time order status and follow-up as often as warranted to ensure on time delivery.

8. Verify before placing an order with Government Sources of Supply that NSNs with multiple manufacturers are all approved on the AUL for usage. The Contractor shall check the Safety Data Sheet (SDS) in EESOH-MIS before placing the order to ensure any manufacturer in the FLIS record is approved for use on the AUL. If the SDS on the AUL is specific to one manufacturer, the Contractor shall place the order through a commercial supplier and make record of this for all future procurement actions. PHMs assigned to HM are specific to the manufacturer and the Contractor shall not deviate from these approved manufacturers.

9. Contractor shall notify the COR and TPOC, prior to purchase, of any price increases over 50% of the previous purchased price. Contractor shall provide COR and TPOC with details regarding the price increase, any alternative options for procurement, and Contractor’s plan for providing required HM. The COR and TPOCs may request details of any notable price increases at any time.

10. Demonstrate an ability to employ effective measures to control costs and ensure costs for HM can be traceable to receipt by the customer. This includes shipping costs.

11. Place procurement actions for non-recurring demand HM within five (5) business days. Non-recurring demands are orders made for a request known to be a one-time or sporadic occurrence.

Historical information available for non-recurring demand HM is located in the designated Technical Exhibit. The Contractor shall prepare and submit a report of new non-recurring orders received during the month. (See CDRL A027).

12. Procure HM in the exact quantity, size, and type of container that minimizes material losses and costs. When HM procured requires a Minimum Order Quantity (MOQ), the customer is not obligated to accept the entire quantity of product. The Contractor shall make every effort to find a supplier that can provide the exact quantity, size, and type of container required by the customer. If there are no other alternatives, the Contractor shall issue the quantity requested by the customer and place the remaining quantity in the 3PL inventory to fulfill future orders or redistribute to other users.

13. Prepare and submit a Daily Work in Progress (WIP) report (See CDRL A028). The Contractor shall maintain real-time status in EESOH-MIS/POS to provide the customers with visibility of open orders.

14. Recommend alternate, substitute or replacement product for approval by the designated Environmental and Materials Lab when suppliers for sole source procurements cannot meet their promised delivery dates, or material is obsolete and no longer available. The Contractor shall identify a primary NSN or part number and confirm supplier availability before recommending as a suitable substitute. The Contractor shall obtain any approval in writing and provide to the COR and TPOC.

15. Obtain environmentally preferred “Green” product to the maximum extent possible when approved in writing by the designated Environmental POC.

16. Ensure suppliers provide HM that is labeled with the full chemical name, potential hazards associated with the content (e.g., corrosive, flammable, toxic). All labels shall be in English with precautionary statements and pictograms.

17. Ensure distributors/suppliers provide the manufacturer’s most current SDSs with each shipment.

18. Ensure that procurement agreements for HM requiring cold chain management include requirements to ship the HM using approved shipping containers, gel packs, and temperature tag materials IAW materials specification.

19. Establish procurement agreements with qualified suppliers for regular and recurring refills of compressed gas cylinders, bulk gases, and vat chemicals by delivery schedule to mitigate work stoppages. Schedules may require deliveries outside of normal business hours. Services may include compressed gas cylinder leasing arrangements. (See Technical Exhibits for Site Information). The types of gases required include, but are not limited to, Oxygen, Acetylene, Propane, Carbon Dioxide, Nitrogen, Hydrogen, and Helium. The customer will be responsible for compensating for any lost, damaged, or unserviceable leased cylinders.

20. Establish procurement agreements with sole source manufacturers for items that have been identified as sole source.

21. Ensure agreements with suppliers include the requirement that all delivery drivers have the appropriate credentials for base access. The Government will not be responsible for sponsoring delivery drivers who require access to the installation.

22. Insert into commercial purchase agreements and purchase orders that HM has no less than 85% shelf-life period remaining when received by the contractor and that any HM received with less than 85% percent shelf-life remaining may be rejected. The Contractor may request TPOC approval for items received with less than 85% shelf-life to use for immediate use or alleviate a work stop.

23. HM ordered through a Government Source of Supply may have less than 85% shelf-life when received into the contractor’s warehouse. The Contractor shall request approval in writing from the TPOC to provide HM with less than 30 days shelf-life remaining.

24. Insert into commercial purchase agreements and purchase orders that the supplier will ship all HM to the destination with a hardcopy of the most recent Safety Data Sheet (SDS). Material Safety Data Sheets (MSDS) are no longer acceptable IAW DoDI 6050.05 DoD Hazard Communication Program.

25. Document and report any non-compliant suppliers in the Contractor’s performance report provided in the MSR.

26. Disclose the Contractor’s purchasing procedures and policies in the SOP for Purchasing Procedures. (See CDRL XYZ).

27. Minimize unnecessary purchases to reduce waste and ensure purchasing policies are followed.

B. The Government will establish a contractor specific DODAAC and the contractor shall have the ability to procure the inventory contained in the Government Sources of Supply when necessary to order HM under this contract.

C. The Contractor’s onsite primary Procurement Specialist shall provide support that includes but is not limited to:

1. Managing purchasing activities and establishing strategic purchasing processes and procedures.

2. Performing research using purchase descriptions, Military, Federal, or standard commercial or manufacturer specifications. HM may only be available from a limited number of suppliers;

therefore, an understanding of technical requirements and the capability of the industrial base is critical to ensuring the right product is procured.

3. Performing market research, identifying potential suppliers, and initiating purchasing actions for critical item purchases to prevent work stoppages, delays, production rescheduling, and unforeseen zero inventory levels.

4. Working with the customer to refine requirements or to discuss deliveries.

5. Coordinating with technical or quality personnel to ensure supplier compliance with the item description.

6. Continually monitoring inventory levels, availability, and inventory in the procurement pipeline to ensure material availability.

7. Cultivating strong relationships with manufacturers and suppliers and negotiating contracts/agreements to support the WR-ALC HM requirements.

8. Evaluating and analyzing purchasing trends and price trends to minimize costs.

9. Monitor facility projection charts, production schedules, and program metrics as required.

10. Applying DLA Procurement Note C08: Tailored Logistics Support Purchasing Reviews (FEB 2017) to procurement decisions.

11. Maintaining documentation IAW DLAD Procurement Note C03: Contractor Retention of Supply Chain Traceability Documentation (JUN 2020).

12. Responding to customer inquiries IAW the timelines established in TE 1.1 Performance Standards and APLs.

13. Obtain approval from the TPOC for any changes in or substitution or replacements of HM. The Contractor may make recommendations; however, no alternate, substitute, or replacement product shall be procured and furnished unless the TPOC and customer provides acceptability and the 3952 approval has been processed for adding to the AUL. The Government is not obligated to accept the Contractor’s recommendation.

14. Provide TPOC’s with status of backorder mitigation and resolution actions both taken and in work, including but not limited queries of alternate vendors, DLA stock, alternate sizes, alternate material, order expedite requests, and lateral support within the ALC. (CDRL A026)

3.8 SOLE MANUFACTURER PROCUREMENT AND JUSTIFICATION

A. The customer’s HM requirements include numerous sole manufacturer procurement items. The customer may require procurement of new material that only one manufacturer is approved for use.

The customers are required to provide written justification IAW FAR, DFARS, and DLA Acquisition Directives (DLAD). Situations qualifying for sole manufacturer procurement may include but are not limited to OEM specifications, incompatibility, safety of flight, cost of production, local environmental limitations, manufacturers’ warranties; and United States Food and Drug Administration (FDA) and Environmental Protection Agency (EPA) approved products.

B. The Contractor shall refrain from initiating any sole manufacturer procurements without written justification approved by the TPOC and only after the requirement(s) is coordinated and accepted with the designated customer.

3.9 OFF-BASE WAREHOUSE MANAGEMENT

A. The Contractor shall develop and implement a warehouse management strategy that facilitates local on-site production, storage, and subsequent selection and containerization of the various types and container sizes of HM. The Contractor shall:

1. Implement inventory control measures to ensure HM is received, stored, , quality checked, labeled, delivered, and transferred in EESOH-MIS to meet the WR-ALC’s requirements and the contract’s requirements.

2. Manage incoming new receipts to ensure timely visibility and accountability for meeting the established APLs.

3. Perform (KCC) kind, count, and condition inspections.

4. Verify that HM received has no less than 85% of shelf-life remaining (applicable to commercial purchases only) IAW DoDM 4140.27, Volume 1, July 6, 2016 Change 2, December 11, 2019 Section 4: Shelf-Life Program Acquisition 10 a.

5. Process receipt of HM into EESOH-MIS IAW the Robins AFB Installation Hazardous Material Management Plan (HMMP.)

6. Store HM to ensure 100% visibility and accountability.

7. Develop, execute, and sustain a viable, continuous shelf-life program IAW DoDM 4140.27, Volume 1, July 6, 2016 Change 2, December 11, 2019 Section 4: Shelf-Life Program Acquisition 10 a.

8. Manage and maintain HM requiring constant freezing or temperature control in commercial grade freezers and refrigeration.

9. Process customer orders received in EESOH-MIS and transfer the HM by container number.

10. Deliver HM to the customer on-base IAW the Performance Standards and APLs in TE 1.1.

11. Establish and implement procedures for receipt and delivery of gas cylinders.

12. Prepare and continually update the Daily Critical Items Status Report (CISR) . (See CDRL

A035).

13. Prepare and continually update Estimated Delivery Dates (EDD) and other information for open customer orders on the Work in Progress (WIP) Report and in EESOH-MIS. (See CDRL A028).

14. Prepare and submit a report of daily orders/transfers of HM each business day for the preceding day’s physical transfers and orders requiring procurement actions. (See CDRL A036).

15. Prepare and submit a monthly report of all HM transferred by work center. (See CDRL A037).

B. The Contractor employees shall be familiar with the material hazards, proper safety precautions, proper procedures for handling, and emergency response procedures. Inventory control procedures are important to reducing management costs and potential hazards associated with excess, off-specification, and expired HM.

3.10 ON-BASE SITE MANAGEMENT

A. The Site Project Manager shall be the Contractor’s overall on-site manager and coordinator for all tasks, activities, and issues relating to Contractor performance; however, this does not relieve the PM from overall responsibility for the performance at the site level.

B. The Site Project Manager shall:

1. Be the Contractor’s single point of contact for the Government to communicate, clarify, and resolve contractual performance issues, and to escalate problems or issues relating to performance.

2. Be responsible for motivating the site personnel to perform in the most effective manner resulting in an efficient, reliable operation.

3. Work on-base during the Government’s regular working hours.

4. Ensure Contractor operations adhere to the objectives of this contract and other specified sustainability requirements affecting this contract.

5. Develop, implement, and monitor strategies, policies, programs and plans that promote sustainable process improvements while ensuring compliance with Federal, State, and local regulations.

6. Plan and prioritize routine workload requirements and fluctuating workload so that todays’ work is completed today; allocating resources to respond to unforeseen and accelerated production schedules; coordinating resources and workload between shifts to ensure uninterrupted support, and cross-training personnel to meet resource requirements. Staggered daily work schedules shall be required to ensure adequate coverage for the entire site operation.

7. Ensure all personnel handling, storing, and transporting HM are provided training IAW DLAI

4145.11 Storage and Handling of HM and 29 CFR and 49 CFR, on the characteristics of the materials and proper safety precautions as detailed on the SDS. All Contractor employees shall be familiar with the SDS for the material handled and shall have unrestricted access to the SDSs at all times.

8. Notify the COR and TPOC of any mishaps, accidents, damages to Government property, or hazardous material spills within one (1) hour of the incident and submit a DL 1591 within two (2) business days. (See CDRL A031).

9. Verify each business day to ensure personnel are wearing and using the appropriate PPE. The Site Project Manager and staff shall wear safety shoes IAW the workplace specific bio-survey.

Any employee not wearing or using PPE shall be removed from the workplace until such time as the employee complies. (See C-1.2 Contractor Personnel)

10. Update the Site Management Plan submitted with the Technical Proposal NLT 30 calendar days after the start of full contract performance. (See CDRL A043). The Site Management Plan shall be updated and submitted NLT 10 business days after the start of each performance period or whenever there is a modification to the contract.

3.10.1 ON-BASE DELIVERIES

A. The Contractor shall deliver HM to designated on-base locations.

B. The Contractor shall:

1. Use Contractor-Provided vehicles to accomplish deliveries. The Contractor shall not transport HM in Privately Owned Vehicles (POV).

2. Establish delivery schedules to consistently meet the performance standards and APLs in TE 1.1.

3. Adapt work processes to accommodate regular and recurring deliveries throughout the workday.

4. Develop a schedule and delivery routes and publish in the Customer Relationship Plan (See

CDRL A001)

5. Deliver HM requiring a constant frozen state in vehicles equipped to maintain freezing at the required temperatures.

6. Comply with DoT and state regulations for transporting HM over public roads and highways to include applying the appropriate placard to the vehicle.

7. Ensure that HM being delivered is processed in EESOH-MIS and barcode labeled.

8. Load the material onto the delivery vehicle checking the integrity of the containers and ensuring containers are segregated and compatible on the vehicle.

9. Secure containers with straps and/or bracing to prevent movement or displacement during transport.

10. Provide a HM spill kit on the vehicle appropriate for the HM being transported.

11. Maintain a log of all on-base deliveries. (See CDRL A046). The Contractor shall provide this log to the TPOC immediately upon request.

3.10.2 HTA, POINT OF USE (POU) CABINETS AND CHEMICAL CABINET MANAGEMENT

A. The Contractor shall manage assigned HTA, POU cabinets, and Chemical Cabinets IAW CMXG, MXSG, and EMXG requirements.

3.10.2.1 HTA MANAGEMENT

A. Contractor employees shall be familiar with the material hazards, proper safety precautions, proper procedures for handling HM and emergency response procedures. HTA’s shall be managed and operated IAW the Robins AFB HMMP.

B. The Contractor shall manage and operate assigned HTA IAW the schedules in paragraph C-3.10.2.2.

Each HTA will vary significantly in types and quantities of HM stocked, stored, and issued. All HM transferred from the Contractor’s off-base warehouse and accepted into the HTA is Government- Owned upon acceptance in EESOH-MIS.

3.10.2.2 ASSIGNED HTA

A. The Contractor is not required to operate any HTA located within AMXG; however, AMXG will order HM from the Contractor’s 3PL inventory in EESOH-MIS - HDSC 125, HDSC 59, HDSC 50, HDSC 91, and HDSC 20137. The Contractor shall process these orders IAW the performance standards and APLs in TE 1.1 and deliver HM to each HDSC location.

B. The HTAs below shall be manned 100% of the time with Stock Clerks (SCA) during the HTA Hours of Operation specified.

1. The Contractor shall staff a working Stock Clerk Lead for each shift.

2. The working Stock Clerk Lead shall perform all aspects of an HTA operation fulltime and be responsible for oversight of the other HTA’s operated by the Contractor during the assigned shift

3. Duties include but not limited to ensuring HTA are manned IAW the operating hours; training to the HTA SOPs; and compliance to contract requirements.

4. The Contractor shall not deviate from the required schedules.

Complex Building Location Days of week Hours of Operations

CMXG-HDSC149 149* Mon-Fri 0700-1530 CMXG-HDSC169 169 Mon-Fri 0700-1530 CMXG-HDSC180 180 Mon-Fri 0700-1530 CMXG-HDSC670 670 Mon-Fri 0700-1530 CMXG-Robins North A1 Mon-Fri 0700-1530 *Personnel will work out of HDSC 169 **Personnel are allotted 30 minutes for lunch Complex Building Location Days of week Hours of Operations MXSG 321* Mon-Fri 0600-1600 MXSG 20042 Mon-Fri 0600-1430 MXSG 31 Oil House/Shed** Mon-Fri 0600-1600 Complex Building Location Days of week Hours of Operations EMXG B20645 Mon-Fri 0600-1430 All Contractor personnel working in or accessing B20645 shall possess a Secret Clearance.

Personnel are allotted 30 minutes for lunch

C. The Contractor shall perform HTA services using Stock Clerk Rovers on the business days, shifts, and operating hours specified. The Contractor shall staff at least two (2) Stock Clerks (SCA) per shift, one that should be designated as a Lead Stock Clerk to perform roving services and designate a back-up position for rover personnel on lead. The Stock Clerk Rover shall cover multiple HTA during the shift and be available by Contractor provided cellphone at all times.

ROVER SERVICES

Complex Workdays Hours Requirement CMXG-MXSG Monday – Friday 1530-2330 Rover Services CMXG-MXSG Saturday 0700-1530 Rover Services

D. The Contractor shall perform Physical Inventory Control within the HTA that meets the Performance

Standards and Acceptance Performance Levels (APL) in TE 1.1 which includes, but is not limited to:

1. Accurate acceptance of all HM received from the Contractor’s warehouse within one (1) business day. Proper receiving procedures will prevent acceptance of HM which are off-specifications, incorrect, improperly packaged, avoidance of unnecessary spills, and reduction of unnecessary waste generation nearing expiration dates. The volume of HM received will vary in types and quantities depending on the intensity of the production schedules, and mission urgency.

2. Validation of material COC/COA, manufacturer labeling, shelf-life expiration dates, and container integrity. All HM received shall be marked with the appropriate labels revealing the chemical name, manufacturer, lot number and batch number, manufactured/packaged/shipped date, expiration date, precautionary statements, and pictograms.

3. Inspection upon receipt to ascertain if cold chain material (material requiring freezing) was maintained at the required temperature during delivery to the HTA. The Contractor shall place frozen material in designated freezers immediately upon arrival.

4. Receipt and validation of a current SDS and ensuring EESOH-MIS is updated with the most up to date SDS.

5. Receipt acceptance and delivery…