20230808 - Final - CoMSupCen-Industry Day Slides-1.0.pdf

Approved for Public Release: Distribution Unlimited

Consequence Management Support Center

(CoMSupCen)

Agenda

Agenda (8 Aug 2023)

• 0900 – 1000: Arrival / Check In

• 1000 – 1010: Admin Brief / Disclaimer / Rules of Engagement

• 1010 – 1020: Kickoff / Opening Remarks

• 1020 – 1100: CoMSupCen Operational Overview

• 1100 – 1110: Break

• 1110 – 1200: CoMSupCen Solicitation Overview

• 1200 – 1300: Lunch

• 1300 – 1400: Group A Warehouse Tour

• 1400 – 1415: Break

• 1415 – 1515: Group B Warehouse Tour

• 1515 – 1530: Break

• 1530 – 1600: Wrap Up / Question & Answer Period

Admin Notes

Admin Notes

• Building Exit

• Restrooms

• Refreshments

• Name Tags

– Name Tags with a Blue Border are for individuals affiliated with the Government (i.e., military / civilian)

– Name Tags with a Red Border are for individuals affiliated with the Acquisition Support Contractor for NGB‐AQ‐C

– Name Tags with a Green Border are for individuals affiliated with 8(a) Companies – i.e., can submit a proposal as a Prime Contractor

– Name Tags with a Yellow Border are for individuals affiliated with non‐8(a) Companies – i.e., cannot submit a proposal as a Prime Contractor

• Boundaries

– At no time are contractor personnel permitted “unescorted” access to any part of the CoMSupCen warehouse facility, with the exception of the restrooms and outside of the front of the building, adjacent to the parking lot.

– Contractor personnel who attempt to gain or are found to have accessed off‐limits areas will be removed from the building.

Disclaimer

Disclaimer

• This Industry Day briefing is for informational purposes only and does not constitute a solicitation; obligate the Government to issue any solicitation;

or otherwise create any contractual relationship with any entity.

• All information released during and after this Industry Day briefing is to be considered “draft” and “for information only” and may change prior to any RFP release.

• The Government is under no obligation to revise any aspect of this Industry Day briefing should any information provided herein change. The Government will provide any additional information and issue any solicitation via the https://www.sam.gov/ website only.

• Any costs or expenses associated with participating in this Industry Day or for information provided by the participants to the Government in association with this Industry Day are at the participant’s sole expense and will not be reimbursed by the Government.

Disclaimer

• Please be advised that Western Door Federal, LLC., a knowledge‐based support contractor, is assisting the Government with this program and has representatives present at this virtual Industry Day briefing.

• In the event that you have any issue with Western Door Federal, LLC employees being present at this Industry Day, please identify your concern(s) now.

• Otherwise, your continued participation in this Industry Day Briefing constitutes your acquiescence to the Western Door Federal, LLC employees presence and participation in this Industry Day.

Rules of Engagement

Rules of Engagement

• All attendees AGREE with the Government’s subsequent disclosure of their contact information to all prospective offerors that are interested in this proposed acquisition.

No video or audio recording and no recording/recording devices are permitted.

Silence cell phones.

Informational brief only (see disclaimer).

Submit all questions in writing to Mr. Erik Halverson via email at erik.k.halverson.civ@army.mil on or before XX September 2023. The Government will answer questions it deems are appropriate at its sole discretion and provide any answers to questions it deems appropriate to all prospective offerors that are interested in this proposed acquisition via the https://www.sam.gov/ website.

Rules of Engagement

• The Contracting Officer is the ONLY person authorized to direct, obligate, or commit the Government in any manner.

• Any solicitation will be issued via the https://www.sam.gov/ website only.

• All information released by email and during this Industry Day is to be considered “draft” and “for information only” and may change prior to any RFP release.

• Industry attendees shall not attempt to engage individual Government personnel in private discussions.

• NO phone calls will be accepted by Government personnel after this Industry Day. All communication to the Government must be in writing via email to Mr. Erik Halverson erik.k.Halverson.civ@army.mil on or before XX September 2023.

Rules of Engagement

• To maintain a fair competition, non‐proprietary information discussed at any part of this Industry Day (including any one‐on‐one sessions with the Government) that is applicable to this proposed acquisition will be publicized on the https://www.sam.gov/ website.

• Government with industry participant discussions are permissible as long as the Contracting Officer is present. Information received during these discussions will be noted and any non‐proprietary information applicable to the proposed acquisition will be publicized on https://www.sam.gov/ website.

• Please ensure that proprietary information is conspicuously labeled and identified as such.

• Please advise if any part of your one‐on‐one discussion is considered proprietary by your company, so that the one‐on‐one room can be cleared if you prefer only Government personnel at your session.

Kickoff / Opening Remarks Mr. David M. Vanuch

Senior Contracting Official (SCO) Acquisitions Directorate, National Guard Bureau

(NGB‐AQ)

CoMSupCen Operational Overview

Tiger Study

• Commissioned by: Senators Nunn, Lugar and Domenici

• Purpose:

The Defense Against Weapons of Mass Destruction Act of 1996 sponsored by Senators Nunn, Lugar, and Domenici mandates the enhancement of domestic preparedness and response capability for terrorist attacks involving nuclear, radiological, biological, and chemical weapons. The Legislation provided funding to improve the capability of the federal, state and local emergency response agencies to prevent and, if necessary, respond to domestic terrorist incidents involving weapons of mass destruction (WMD).

Senator Sam Nunn Senator Richard Lugar Senator Pete Domenici

National Guard

CBRN* Response Enterprise (CRE)

• WMD Civil Support Teams (WMD‐CST) ‐ 57

• CBRN Enhanced Response Force Packages (CERFP) ‐ 17

• Homeland Response Forces (HRF) ‐ 10

• CERFPs & HRFs Air Force Components:

–Medical Units ‐ 27

– Fatality Search & Recovery Teams (FSRT) ‐ 27

– Joint Interoperability Site Communications Capability – 27

*Chemical, Biological, Radiological & Nuclear

Weapons of Mass Destruction Civil Support Teams (WMD‐CSTs)

Mission:

• Assess a suspected nuclear, biological, chemical, or radiological (NBC/R) event in support of a local incident commander;

• Advise civilian responders regarding appropriate action, and;

• Facilitate requests for assistance to expedite arrival of additional state and federal assets to help save lives, prevent human suffering and mitigate great property damage.

Configuration of the WMD‐CSTs

Personnel: 57 teams

Organization: The WMD‐CST is made up of active Soldiers and Airmen.

Each Team consists of six elements: Command, Operations, Administrative/Logistics, Medical, Communications, and Survey. Each element has a specific mission which supports the overall WMD‐CST.

WMD‐CST Equipment

• Approximately 17% is Green Gear

– Issued by the support center except for weapons

– State supported after initial fielding

• Approximately 83% is commercial off the shelf (COTS) –All COTS equipment is supported through the CoMSupCen except for the Unified Command Suite (UCS) and the Advanced Liaison Vehicle (ADVON)

WMD‐CST Locations

Chemical, Biological, Radiological, Nuclear, Enhanced Response Force Package (CERFP) Mission:

On order, respond to a Chemical, Biological, Radiological Nuclear (CBRN) or natural disaster incident and assist local, state, and federal agencies in conducting consequence management by providing capabilities to conduct personnel decontamination, casualty search and extraction, emergency medical services, fatality recovery and perimeter security.

Configuration of the CERFP

Personnel: 17 teams

Organization: The CERFP is typically made up of Active Duty and M‐DAY Soldiers and Airmen.

The Team consists of six elements: Search and Extraction, Decontamination, Medical, Command & Control, Fatality Search and Recovery, and Communications. (JISCC)

CERFP Equipment

• Approximately 14% is Green Gear

– Issued by the support center except for weapons

– State supported after initial fielding

• Approximately 86% is commercial off the shelf (COTS)

– All COTS is supported through the CoMSupCen

CERFP Locations

Configuration of the HRF Personnel: 10 teams

• One HRF team per FEMA Region

• Nine CERFPs were converted to HRFs with the addition of one new HRF

(Utah) Organization: The HRF consists of a Brigade Staff, a CBRN‐TF that is similar to a CERFP, a JISCC Team, and the CBRN Assistance Support Element (CASE).

Homeland Response Force (HRF)

Mission:

On order, respond to a Chemical, Biological, Radiological or Nuclear (CBRN) incident and conduct operations to save lives and to reduce human suffering due to the CBRN event. The HRF has the Brigade HQ level leadership and staff, activated to provide centralized Command and Control on incidents where multiple CBRN Response teams are involved.

HRF Equipment

• Utilizes the same equipment as a CERFP, only the quantity of chemical PPE is increased due to the additional personnel.

HRF Locations

Each set of colors represents a FEMA region The HRF resides in the state highlighted in each FEMA region

Fatality Search & Recovery Team (FSRT)

Mission:

The FSRT is activated in response to mass fatality operations or accidents that may require support to local, tribal, state, or federal agencies.

The FSRT is not only associated with natural or man‐made disasters, but may include military aircraft mishaps and military mass casualty operations.

Configuration of the FSRT Personnel: All Air National Guard Personnel (27 Teams)

FSRT / Medical Locations

ANG Medical Logistics

• Stores and manages Medical resupply packages for CERFPs & HRFs

• 8 – 972J – Patient Care

• 8 – 972K – Formulary (Non‐narcotic)

• Provides 24 / 7 support to CERFPs & HRFs

• Trains Medical Logistics personnel (Supply Chain Management)

• Provides first‐tier maintenance on medical equipment

• Provides JSG Logistics Personnel to deploy with supplies upon request

“ALWAYS READY, ALWAYS THERE”

Scope of Project

• The CoMSupCen overall concept of operations is based on carrying out five major support areas to NGB’s CBRNE Enterprise: (1) Operations, (2) Maintenance, (3) Purchasing and (4) Information Technology (IT) and (5) Facility.

• In addition, the contractor provides logistics support, equipment maintenance support (above operator‐level maintenance), training and help desk support toward a mission goal of greater than 90% operational readiness rates for COTS equipment.

• The logistics support contractor is tasked with ensuring all systems perform at levels meeting or exceeding the original system requirement as defined in the Original Equipment Manufacturer (OEM) manuals and performance requirements.

• The contractor provides trained, qualified and (where required) OEM‐ certified personnel to provide supply, maintenance and Subject Matter Expert (SME) support.

CoMSupCen

• State of the art facility – 200,000 sq. ft.

– The initial step toward a centralized support center focusing on the overall requirements for the CRE, by increasing our storage capacity and training capabilities

• 132,000 sq. ft. – Warehouse

– 7,144 bin locations

• 18,000 sq. ft. – Maintenance Bays

– New 1A1 Bay Construction – $1.6M (12,500 sq. ft.)

– Equipment Maintenance Bay (5,500 sq. ft.)

• 50,000 sq. ft. – Office, conference rooms & training classrooms

– Training areas and capabilities increased over 500%

– The main conference area splits into four (4) individual rooms

– Two (2) hands‐on training rooms

– Each room has independent audio & video capabilities

• Annual Cost with Utilities Included ‐ ~$1,050,000

– Blended office & warehouse space cost is $4.85 per sq. ft.

– Utility cost is ~$200,000 less per year than initially estimated

Ribbon Cutting 31 Jan 2014

Future Contract Summary

• IDIQ Solicitation #: W9133L‐24‐R‐3801

• Period of Performance: Max 10 Year Ordering Period

• Ceiling: Apx $1,000,000,000.00

• Industry Day: Tuesday, 08 Aug 2023

Types of Funding:

Army Air Force/Air Guard Joint Staff from Special Events Germany 773rd Army and Air Guard Funding Combined

Activity Summary

• General Operation Cost:

– $1.2 million

• Supplies & Equipment:

– 6,600 Purchase Orders

– 11,000 Documents

– $56.1 million

• Repairs:

– 6,000 Work Orders

– $4 million

• Shipments & Receipts:

– Approximately 14,500

– $1.6 million

• Training & Travel:

– 40‐50 Trips for Operational SMEs & DSO Reps

– 40‐50 Trips for Analytical SMEs

– $200,000

Inventory Summary

• Inventory Value:

– $222.5 million

– Over 571,000 stock items

• Number of Catalog Line Items: 2,709

• Number of Green Gear Line Items: 11

• Authorized Stockage Level:

– Reviewed by NG J3/4/7 Bi‐Annually

– Approximately 402 Line Items

– $8 million

• Inventory Accountability:

– 99.998% Annual Accuracy Rate

• 10% inventory monthly

• 100% inventory performed annually

• 25% GFE inventoried quarterly

Warehouse Storage:

– 6,200 Warehouse Locations

– 186 AF Medical

– 622 J3/4/7 PPE

– 136 Special Events

– 7,144 Total Locations

Helpdesk

Program Management Supply

Support Activity

FAST

Warranty Management

GSA Fleet Management

ANG

Medical Logistics

Special Events Support

Training Help Desk

Acquisitions

Procurement

Subject Matter Experts

Vehicle & Trailer Mods

Repair

Return

Transportation

Web Site

Direct Support

Operations

Integrated Team

Capabilities

• Capable of operating 24/7 with a built‐in backup generators for power outages.

• Operate as the Consequence Management Crisis Response Center during major training exercises and periods of national emergencies.

• Establish/deploy Forward Area Support Teams (FAST) to coordinate and provide on‐site logistics & repair support to deployed CRE teams.

• Operate the Support Coordination Center/Help Desk. Provide on‐call technical support to the teams and coordinate maintenance for all fielded equipment.

• Procurement and Maintenance of Operational Stocks including all repairs, warehouse stock purchases, training sets, FAST packages, etc.

Forward Area Support Team (FAST)

• FAST can support several events simultaneously with the capability to be on ground within 12 hours CONUS and 24 hours OCONUS of notification

• FAST requests are submitted to and approved by NG

• FAST packages for each team type are palletized and on the shelf:

– WMD‐CST (6) – 24 pallets

– CERFP (2) – 92 pallets (Includes Medical FAST)

– HRF (2) – 110 pallets (Includes Medical FAST)

– Medical (8) – 15 pallets

– RAD (4) – 10 pallets

• PUSH Package can be customized for the event

• Typically includes 3 personnel:

– DSO Rep

– Operational SME

– Analytical SME

Direct Support Operations (DSO)

• Serve as a liaison for information and actions between the support center and the teams

• Provide 24 / 7 logistical support

• Communication with the LOGNCOs, USP&FOs, Property Book Officers and Commanders as necessary

• Process and status all requisitions for supply and maintenance for all Teams

• Initial fieldings are processed through each USP&FO to the unit

• Provide Forward Area Support Teams (FAST) as required by NG

• Maintain the Forward Area Support Packages

Technical Support

Total support for all the COTS equipment

• Consumables

• Calibration as required

• Repairable Exchange program (RX) •Maintenance

• 24/7 Helpdesk

• Training

Analytical Lab Suite 1A1 ‐ International MV607 ‐ Agilent GC/MS ‐ Hydrogen Generator ‐ Spectrometer RMX ‐ Spectrometer FTX ‐ PR2 1800A Windows 10 ‐ Baker Glove Box & Filtration

System ‐ Computer Sub System ‐ Film Array

Analytical Lab Suite BLK 2

‐ GMC C6500

‐ Shimadzu GC/MS ‐ Raid M ‐ identiFINDER/fieldSPEC ‐ Germ‐Free Class III Glovebox &

Filtration System ‐ PR2 1800 Windows 7 ‐ Smiths Detection IlluminatIR FTIR ‐ Olympus BX52 Polarized Light

Microscope

‐ JBAIDS

Technical Support

Dedicated support/repair capabilities:

Supports all COTS analytical equipment Faster repair turn around time Extended Business hours Emergency phone support SMEs available for 24/7/365 More operator repairs Less returned equipment

4‐Tier Support System is designed to Reduce Cost Over OEM Boost Mission Readiness/Increase User Satisfaction

Summary: Total Package Support (i.e., Organizational, Direct Support, General Support and Depot)

Technical Reach Back Support

• Return to OEM for RepairTier 4

Tier 3 Equipment repaired by CoMSupCen

Tier 2 End user repair performed with assistance from Tech Support

Tier 1 Routine operator procedures like PMCS and basic repairs

Total Technical Service Actions

FY2022 – 18,319

Analytical Support

38.4%

8.4% 9.0%0.5%

2.7%

39.2%

1.7%

Tech Support (phone/email) ‐ 7036 Trouble Tickets Opened ‐ 1547 Trouble Tickets Closed ‐ 1648

Phone Repairs ‐ 96 OEM WO Repairs ‐ 500 PMCS Actions ‐ 7180

WO Repairs ‐ 312

Overhead Door: 14’ High x 12’ Wide Vehicle in Transport Configuration is Approximately 12’High x 9’ Wide

Facility Floor Space: 16’ High x 20’ Wide x 40’ Long Vehicle in Operational Configuration is Approximately 12’ High x 11’ Wide x 34’ Long

Storage Temperature Between 50F and 95F Limited by operation of temperature sensitive components (Printers, Servers, Analytical Equipment)

New 1A1 Analytical Lab

Technology Block II 1A1 Gas Chromatograph Mass Spectrometer Shimadzu QP 2010 Agilent 7890B GC/5977BMS Electrochemiluminescence (ECL) Detection PR2 1800 WIN 7 PR2 1800A WIN 10 FTIR IlluminatIR TruDefender Ploarizing Light Microscope Microscope N/A Vacuum containment Germ Free Glovebox Bakers Glovebox Polymerase chain reaction JBAIDS FilmArray

ALS vs 1A1

Subject Matter Expert Operations

• Provide technical support to CERFP and HRF teams during training, EXEVALS, and real‐world events

• Emergency Tracking Accountability System (ETAS) upgrade & training support

• Commercial off–the–shelf equipment repair and training support

• Decon trailer repair and technical support

• Mass Casualty Decon System repair and technical support

HRF/CERFP University

• Who: Training is designed as a “train the trainer” class directed toward full time staff and leadership.

• What: Training is on the operations, Preventative Maintenance Checks and Services (PMCS), and user level repair of all issued equipment.

• When: One two‐week class per quarter.

• Why: Empowering units with resources allows for more independence and down time reduction. This also generates cost savings on repairs and freight.

Classes

• CRE overview

• Operation, PMCS, and repair of all detection equipment including:

– Rae Systems (MultiRae, Area Rae, AutoRae, Safety Suite)

– JCAD / LCD 3.3

– UDR‐13/14

– PDR‐77

– Rad Portal

– RAID‐M

• Generator operation, PMCS, and repair

• Tent setup, operations and repairs (IRT, HDT, Zumro)

• Evacuee Tracking and Accountability System (ETAS) operation, troubleshooting, and updating

• NG C‐130 Decon trailer operation, PMCS, and repair

• Flash heater operation, PMCS, and repair

• Operation and PMCS of the Structural Collapse Kit

• Best practices for plumbing electrical setup for a decon footprint

Additional Support Requirements

Used to identify threats, manipulate objects, provide surveillance, map of an area and provide sensor feedback information utilizing real‐time data.

CBRNE Robotic System

Additional Support Requirements (Cont):

Pentagon J33 ‐ Special Events

• DD1144 Agreement between NGB and the Joint Staff J33

• Inventory Value $ 5.3M

– 239 Line Items

– 136 Bin Locations

773rd CST – WMD (Germany)

• FS Form 7600A Agreement between NGB and the 773rd CST

• Equipment & Training Support

– Analytical Laboratory Suite (ALS)

– Overall support of the CST

Hurricane Harvey – Houston, TX ‐ Sep 2017

Recent Events

Volcano ‐ Hawaii – May‐ 2018Hurricane ‐ North Carolina ‐ Sep 2018

Chemical Spill ‐ Maryville, TN ‐ July 2015

Supported Events

CoMSupCen Solicitation Overview

Tentative Contracting Strategy

• The CoMSupCen requirements will be acquired on a competitive basis between small and disadvantaged business 8(a) small business concerns

• 8(a) concerns must meet the FAR 52.219‐14 Limitations on Subcontracting clause requirements (Cannot subcontract more than 50% to other than a Similarly Situated Entity)

• A single source, Firm Fixed Price Indefinite Delivery/Indefinite Quantity (SAIDIQ) contract award with a 10‐year PoP will be made to the proposal that is determined to be the best value using the tradeoff process.

• A tradeoff process is appropriate when it may be in the best interest of the Government to consider award to other than the lowest priced offeror or other than the highest technically rated offeror.

Tentative Contracting Strategy

• The Government reserves the right to make award based upon the Price factor in the event that the Technical (Staffing Plan and Technical Approach), and Past Performance evaluation results of all the offerors’ proposals are substantially the same.

• Evaluation methodology for the CoMSupCen procurement consists of four (4) factors:

• Go/No‐Go Criteria;

• Technical (Staffing Plan, and Technical Approach);

• Past Performance;

• Price

Tentative Contracting Strategy

• The Factor 2 Technical factor is more important than the Factor 3 Past Performance factor. To receive consideration for award, a rating of no less than “Acceptable” must be achieved for the Technical factor (Factor 2). Offerors will be cautioned that the award may not necessarily be made to the lowest price offered.

• NOTE: ALL NON‐PRICED FACTORS COMBINED ARE SIGNIFICANTLY

MORE IMPORTANT THAN PRICE. HOWEVER, AS THE QUALITATIVE

DIFFERENCES BETWEEN NON‐PRICE FACTORS DIMINISHES, THE

IMPORTANCE OF PRICE INCREASES.

• Government reserves the right to make award based upon the Price factor in the event that the Technical (Staffing Plan and Technical Approach), and Past Performance evaluation results of all the offerors’ proposals are substantially the same.

Tentative Contracting Strategy

• The Government is going to employ a two‐step evaluation process during source selection.

• The first step is comprised of an initial screening of all timely submitted proposals received by the Government in response to this solicitation to determine whether the timely submitted proposals substantially and materially comply with ALL requirements of the solicitation and the “Go/No‐Go” criteria.

Tentative Contracting Strategy

• In the event that an Offeror fails to meet ANY of the “Go/No‐Go” criteria, the Government may not consider the Offeror’s proposal any further at the Government’s sole discretion and may not otherwise include the Offeror within any competitive range that the Contracting Officer may elect to establish at his sole discretion pursuant to FAR 15.306.

• The second step of the evaluation process will only be utilized for timely submitted proposals that have been determined to substantially and materially comply with ALL of the “Go/No‐Go” criteria. The Government will ONLY utilize the following Step 2 evaluation factors for award (i.e., neither Organizational Experience nor any other Volume II – Go/No‐Go Criteria will be utilized during Step 2):

Tentative Contracting Strategy

• Go/No‐Go Criteria

• Offerors are required to identify any actual and/or potential organizational conflicts of interest (OCIs) related to the services described in its proposal for itself, as well as employees, consultants, and subcontractors proposed.

• Offerors shall identify whether they are taking any exception, deviation and/or requesting a waiver from any of the terms or conditions of this solicitation.

• The offeror shall submit at least one (1) or up to three (3) Organizational Experience references of the offeror as a prime contractor to a DoD entity within the past five (5) years of the proposal submission date as specified in Block 9 of Standard Form 33 of this RFP indicating:

Tentative Contracting Strategy

• Go/No‐Go Criteria

• DoD prime contractor experience simultaneously providing three of the four areas identified in the CoMSupCen PWS required to support NGB’s CBRN Enterprise: Logistical Operations, Maintenance, Purchasing, and Information Technology (IT) for a minimum of two (2) years of continuous performance in support of a DoD activity at verifiable satisfactory levels of performance as determined by the DoD entity.

• The offeror shall submit evidence of its ability to finance and procure up to $90,000,000 in materiel purchases for the first year of expected performance as well as $90,000,000 annually for anticipated 9 additional years of performance within the overall contract ordering period.

Tentative Contracting Strategy

• Go/No‐Go Criteria

• The offeror shall provide evidence of an acceptable Property Management System in accordance with FAR 52.245‐1(f).

• The offeror shall include a written opinion or other statement from the cognizant federal auditor (CFA) or the cognizant federal agency official (CFAO) that their accounting system is approved or has been determined to be adequate, or if the contractor or subcontractor provides a review by a public accounting firm, the approval shall state that the accounting system complies with the requirements applicable to the cost reimbursable contracts.

• In the event that an Offeror fails to meet ANY of the “Go/No‐Go” criteria, the Government may not consider the Offeror’s proposal any further at the Government’s sole discretion

Tentative Contracting Strategy

• Technical (Section 1 Staffing Plan, and Section 2 Technical Approach)

• The Government will evaluate the offeror’s proposed Staffing Plan, inclusive of the Staffing Approach and Staffing Table to:

• Meet ALL of the requirements delineated in the PWS.

• Ensure the labor mix provided in terms of appropriate labor categories and sufficient labor hours are likely to result in success based on the offeror’s approach.

• Ensure the labor category definitions and the experiential, educational, certification, and any other requirements for each labor category are likely to result in success based on the offerors approach.

• Ensure the key billets identified and rationale for key billets identified demonstrate an understanding of the requirement.

Tentative Contracting Strategy

• Technical (Section 1 Staffing Plan, and Section 2 Technical Approach)

• The Government will evaluate the offeror’s proposed Staffing Plan, inclusive of the Staffing Approach and Staffing Table to:

• Ensure the offerors incentivization of identified key billets are likely to result in success based on the offerors approach.

• Ensure the offerors plan to recruit and retain all billets is likely to result in success based on the offerors approach.

Tentative Contracting Strategy

• Technical (Section 1 Staffing Plan, and Section 2 Technical Approach)

• In addition, the Government will evaluate the offeror’s proposal to determine how well the offeror’s proposal demonstrates the offeror’s approach to meet each of the following specific technical requirements delineated in the PWS:

• Attachment 13 CoMSupCen Standard Operating Guide (SOG).

• Management Information System requirements delineated in paragraph in 5.1.4 and the Web Site Support requirements delineated in paragraph 5.4.3;

• Shipping and Receiving Procedures requirements delineated in paragraph in 5.1.11;

• Shipping of Original Equipment Manufacturing (OEM) Repairable Items requirements delineated in paragraph in 5.1.12;

Tentative Contracting Strategy

• Technical (Section 1 Staffing Plan, and Section 2 Technical Approach)

• Forward Area Support Team (FAST) Packages and Deployment requirements delineated in paragraph in 5.1.14 and 5.1.15;

• Government Property Control requirements delineated in paragraph in 5.1.7;

• Stock Inventory requirements delineated in paragraph in 5.1.8 and all subordinate PWS paragraphs thereunder;

• Maintenance requirements delineated in paragraph in 5.2 and all subordinate PWS paragraphs thereunder;

• Purchasing requirements delineated in paragraph in 5.3 and all subordinate PWS paragraphs thereunder; and

• Phase In Responsibilities and Plan requirements delineated in paragraph in 1.4.15 and all subordinate PWS paragraphs thereunder.

Tentative Contracting Strategy

• Past Performance

• The Government will evaluate the offeror’s record of past and current performance to ascertain the probability of successfully performing the required efforts of the PWS.

• Evaluation of past performance shall utilize the Past Performance information submitted by the offeror in its proposal, and any additional information obtained by the Government at its sole discretion.

• The Government will evaluate the Recency, Relevancy and Quality of the offeror’s Past Performance.

Tentative Contracting Strategy

• Past Performance

• Offerors are advised that their past performance as a prime contractor is more relevant than their past performance as a subcontractor or member of a joint venture.

• Moreover, the Government considers an offeror’s past performance on a Government contract to be more relevant than their past performance on a non‐government or commercial contract.

• Furthermore, Past Performance Questionnaire (PPQ) information provided by a member of the Offeror’s proposed team is given less weight than PPQ information provided by a Government representative or from a source that is not a member of the Offeror’s proposed team.

Tentative Contracting Strategy

• Price

• Price will be evaluated but not rated.

• The overall Cost/Price proposal will be evaluated for the following:

• The Price proposal submitted by the offeror will be evaluated for compliance based upon the submission requirements contained in the Section L‐Price Instructions, as well as errors within formulas/calculations.

• The Government will evaluate the sum of the Overall Total for Labor and all 10 Overall Total Prices of Annual Burdened COST ONLY CLINs as the Total Evaluated Price for each offeror.

Tentative Contracting Strategy

• Price

• At the Government’s sole discretion, it MAY evaluate the offeror’s overall Price proposal for unbalanced pricing as defined in FAR 15.404‐1(g). An offer may be rejected if the contracting officer determines that the lack of balance poses an unacceptable risk to the Government (see FAR 15.404‐1(g)(1) through FAR 15.404‐ 1(g)(3)).

Tentative Contracting Strategy

• Tentative Milestones

• Release of Draft Solicitation: Released

• Release of Final Solicitation: Jan 2024

• Award: August 2024

Tentative Contracting Strategy

Submit all questions in writing to Mr. Erik Halverson via email at erik.k.halverson.civ@army.mil on or before XX September 2023.

The Government will answer questions it deems are appropriate at its sole discretion and provide any answers to questions it deems appropriate to all prospective offerors that are interested in this proposed acquisition via the https://www.sam.gov/ website.