FM 6-70

 

 

 

 

M109 Family of Vehicles

Fleet Management Concept

An

Information Exchange Paper (IEP)

Presented by the TACOM-ARDEC Acquisition Center

&

the Product Manager for Paladin/FAASV

 

(Note: This not a solicitation, and a foreign disclosure review has yet to be conducted to determine eligibility of foreign bidders for future procurement. Interested parties cannot expect to receive any information regarding Paladin Fleet Management beyond that which is presented herein.)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

PART I

EXECUTIVE SUMMARY

M109 Family of Vehicles (FOV) Fleet Management Pilot Program

1.0 INTRODUCTION

Pursuant to FAR 15.201(a), the US Army TACOM-ARDEC invites all interested parties to exchange information with the Government regarding the feasibility and capability of industry and/or Government entities to reengineer the current system of providing life cycle support for the M109 FOV. The Government seeks comments from potential industry Offerors, end users, Government acquisition and supporting personnel, and others regarding possible concepts for reengineering the current system to establish a Fleet Manager as the single world class focal point for M109 FOV life-cycle sustainment support.

The Army plans to integrate the M109 FOV supply, engineering, and limited maintenance life cycle support functions by having one point of contact and focal point for all M109 FOV life-cycle program management and weapon system support. Organizations supported include all M109 units and support activities such as: Tank Automotive and Armaments Command (TACOM), Active Army Units and Organizations including; FORSCOM, TRADOC, USAREUR, EUSA, USAR, ISM Centers, Log Bases, AWRs, and additional organizations to include the Army National Guard and approved foreign customers. The scope of supply parts for the M109 FOV consist of the M109A2/A3, M109A4/A5 and M109A6 (Paladin) 155mm Self Propelled Howitzers as well as the M992A0/A1/A2 Field Artillery Ammunition Support Vehicles (FAASV). The scope does not include the secondary items added in the field such as SINCGARS, machine gun, etc.

The Fleet Manager will be required to:

• Provide sustainment support to all M109 FOV customers during war, operations other than war (OOTW), peace, and training.
• Incorporate innovative commercial business practices and new technology.
• Reduce overall life-cycle sustainment support cost.
• Implement continuous long-term improvements to the M109 FOV.
• Implement initiatives to streamline financial business accounting, payment, and reporting processes.
• Improve spare, repair, and related item parts logistics response time to satisfy customer needs.
• Improve the reliability of the M109 FOV by supplying continuously improved parts.
• Implement initiatives to enhance operational readiness.
• Centralize M109 FOV system technical support with the Fleet Manager.
• Provide clear indicators of program performance to the Government to monitor the program’s strategic metrics of cost performance, customer satisfaction, order-ship time, backlog rate, and return rate.
• Implement initiatives to augment organic maintenance and repair activity.
• Establish and maintain an information environment, including diagnostics and training, to provide asset visibility and electronic information access to required Fleet Management Program data to include technical, logistics, performance, requisition, financial, and other data and information.
• Implement initiatives to enhance training.

2.0 PURPOSE

Using the information gained from this exchange of information, the Government will consider its requirements and the concepts presented to develop a draft solicitation to allow the Army to gather information and assess the viability of the FM concept as a precursor to decisions on FM implementation. The Government will release the draft solicitation for comment after giving notice to Congress if the Government decides to study conversion to contractor performance. After receiving comments to the draft solicitation, the Government will issue a performance-based solicitation and conduct discussions with all offerors found to be in the competitive range. The Government would also request Final Proposal Revisions (FPRs). Through these discussions, the Army would produce sufficient information to identify the proposal offering best value to the Government in accordance with the evaluation factors contained in the M109 FOV FM solicitation.

The Government will review the selected best value offeror’s proposal to determine if the proposal presents the Government with adequate grounds to proceed with M109 FOV FM on the basis of a direct conversion. As part of this review process, the Army would conduct a comparison between the contractor’s final offer and an Internal Government Cost Estimate/Best Government Cost Estimate (IGCEB/BGCE). The IGCEB/BGCE would take into account reasonably anticipated savings from organizational and process improvements that are within the Government’s ability to implement.

The purpose of conducting this comparison would be: (1) to provide a baseline for the contracting officer’s required determination of price reasonableness; (2) to satisfy Department of Defense (DoD) specific statutes requiring a cost comparison; and (3) as applicable, to provide facts bearing on a determination of whether A-76 waiver criteria have been met. Also considered in the review would be an assessment of the service quality improvements proposed by the contractor.

The results of this review would be presented to the General Officer Steering Committee (GOSC), which would then determine whether to pursue FM by direct conversion, by A-76 comparison, or to cancel the solicitation. A recommendation to pursue M109 FOV FM by direct conversion would require approval by the Assistant Secretary of the Army for Installations, Logistics, and Environment (ASA(IL&E)). All steps taken prior to the GOSC recommendation/ILE approval process would constitute preliminary efforts to gather information on the merits of pursuing M109 FOV FM as a direct conversion, under an A-76 cost comparison, or not at all. No decision point on pursuing M109 FOV FM is reached until the GOSC recommendation and ASA IL&E approval process is finalized.

3.0 DESCRIPTION

If there is a decision to convert to contractor performance to obtain a Fleet Manager, the Army presently contemplates a two-year contract in FY99 (funded annually) with an additional three one year options using a Cost Plus Incentive Fee/Award Fee contract with Indefinite Delivery/Indefinite Quantity (ID/IQ) provisions. The CPIF/AF structure may be used to fund a service CLIN for delivery, retrofit Government directed changes, and engineering support; an ID/IQ supply CLIN (firm fixed priced – catalogue price) may be used to support spare/repair parts purchased.

For purposes of initiating the exchange of information requested, Part II of this Information Exchange Paper provides a notional statement of work (SOW). The SOW is based on a concept of an M109 FOV Fleet Manager who will have primary responsibility for life-cycle sustainment support to all M109 FOV customers that include the US Army Active Force, Army National Guard, and approved foreign customers. Part III provides a notional Section L - Proposal Submission Information and Section M - Basis Of Award, Evaluation Factors and Evaluation Approach, which also assumes a commercial fleet manager concept. Part IV summarizes a number of programmatic concepts, initiatives, concerns, issues, and procedures, which the Army is pursuing in order to implement the pilot program.

This Paper invites comments and suggestions regarding this approach and alternative concept approaches to meet the Government’s requirements.

4.0 USE OF GOVERNMENT ENTITIES

The Government neither encourages nor discourages the use of Government entities by or as prime contractors on a teaming, partnering, or subcontract basis so long as the Government entity has the authority, capability and capacity to perform the services. For purposes of initiating the exchange of information requested, this Information Exchange Paper provides a notional procedure for use of Government entities based on a concept of the M109 Fleet Manager as being a single commercial prime contractor. Using this notional procedure, if the contractor requires the services of a Government entity, the contractor should contact the entity to determine the authority, capability, and capacity of the entity to provide such services. The Offeror’s proposal is required to describe the Government entity’s service to be supplied along with documentation confirming the authority, capability and capacity to perform the services. The documentation will include any partnering, teaming, memorandum, or other agreements required for implementation. The inclusion of the Government source will be considered within the overall risk and cost assessment of the evaluation plan.

5.0 INFORMATION AND INFORMATION EXCHANGE

The "PROCNET" web site ("http://procnet.pica.army.mil/procacst.htm") is the source for general procurement information. The information posted on PROCNET will include:

• CBD announcements.
• Draft and formal RFPs.
• Questions and answers.
• Electronic proposal submission and encryption instructions.

The "M109 FOV Fleet Management" web site (http://www.pica.army.mil/orgs/paladin/fleet/) is the source for all background information related to the Pilot Program. The information available on the M109 FOV Fleet Management web site will include:

• Concept definition document.
• Program overview / briefing package.
• Program milestone schedule.
• Cost data.
• Parts inventory data.
• M109 FOV population and locations.
• Inventory of M109 FOV customer’s current communication capability.
• Fleet performance data.
• Parts consumption data.
• Technical data.
• M109 FOV Tech Base/Supplier Bookshelf Registration.

6.0 INFORMATION AND COMMENTS REQUESTED

The Government is particularly interested in receiving comments and white papers regarding the following topics in response to this information exchange paper:

• General questions and comments on the Government Fleet Management Concept.
• General technical and management approaches and feasibility to perform M109 FOV Fleet Management.
• Ownership of inventory and inventory transfer approaches.
• Contract concept, type, and incentive approaches.
• Procedures for safeguarding proprietary data and ensuring fairness during conduct of exchanges of information pursuant to FAR 15.201 and FAR 15.306.
• Payment and administration oversight procedures.
• Requirements for Government Furnished Equipment (GFE), Government Furnished Property (GFP), or Government Provided Services (GPS).
• Requirements for other Government relationships.
• Use of Standard Army Management Information System (STAMIS) for the requisition process.
• Each of the "additional topics" identified at the end of each SOW section.
• Core business processes to be retained by the Government.

Interested parties are encouraged to submit questions or comments on this information exchange paper. It is requested that each question or comment be submitted separately in a form compatible with Microsoft Office 97 in accordance with the following format. The Government does not intend to pay or reimburse the contractor for any effort pertaining to this information exchange paper. Submit text materials in Word. Submit tabular materials in Excel. Submit graphics in MS PowerPoint. Scanned illustrations may be submitted in Tag Image File Form (TIFF), Joint Photographic Expert Group Format (JPEG), or Adobe PhotoShop. In addition to the specific question or comment, interested parties are encouraged to include cogent supporting discussion, rationale, and/or impact, as appropriate. The Government may/may not respond directly to questions/comments resulting from this information exchange paper. Submit questions or comments via e-mail to: Mr. Robert McMinn <rmcminn@pica.army.mil>.

Offeror Point of Contact (POC)

Company Name _____________________

Point of Contact _____________________

E-mail _____________________

Telephone _____________________

Fax _____________________ _____

Mailing Address __________________________________

__________________________________

__________________________________

Relevant Reference in the IEP

Section _____________________

Topic Heading _____________________

Page _____________________

Question and Comment Category

____Overall Program Management Oversight (WBS 1.1)

____Fleet Logistics Sustainment Support (WBS 1.2)

____System Engineering and Technical Support (WBS 1.3)

____Secondary Items Support (WBS 1.4)

____Cost Analysis

____Financial Procedures

____Parts Definition and Assets Transfer

____Information Management

____Contracting and Acquisition

____Legal

____Other

Question or Comment

PART II

PERFORMANCE BASED STATEMENT OF WORK (SOW)

M109 Family of Vehicles Fleet Management Pilot Program

PLEASE NOTE THAT THE FOLLOWING IS PROVIDED AS A CONCEPT OF THE WORK WHICH MAY BE REQUIRED OF A FLEET MANAGER. INTERESTED PARTIES ARE INVITED TO SUBMIT THEIR DESCRIPTIONS/ ADDTIONS/DELETIONS/CHANGES TO THE APPROACH DELINEATED BELOW

1.0 INTRODUCTION

The purpose of this notional Performance Based SOW is to describe the work desired by the Government and the Army’s vision of the effort which required for a "Fleet Management Pilot Program" that will provide life-cycle sustainment support for the M109 FOV. The discussion of the following SOW is organized by level 2 Program Work Breakdown Structure (WBS) element. The areas identified by capital letters within the second level WBS element SOW discussion are the subordinate WBS elements contained within that element that link to the overall program structure. The SOW is organized as follows:

• Overall Program Management Oversight (WBS 1.1)

• Fleet Logistics Sustainment Support (WBS 1.2)

• System Engineering and Technical Support (WBS 1.3)

• Secondary Items Support (WBS 1.4)

The Army intends to establish an M109 FOV Fleet Manager who will have primary responsibility for life-cycle sustainment support to all M109 FOV customers that include the US Army Active Force, Army National Guard, and approved foreign customers. The primary objective of this pilot program is to reengineer the sustainment process to maintain and then improve system readiness while reducing life cycle support cost for the M109 FOV. Accordingly, the potential contractors should utilize best commercial practices and new technology to establish an enterprise that integrates the best capabilities of the private/public sector. The enterprise shall provide M109 FOV life-cycle sustainment support including overall program management and support, fleet logistics sustainment support, system engineering and technical support, and secondary items support.

Objectives:

• Provide sustainment support to all M109 FOV customers during war, OOTW, peace, and training.
• Incorporate innovative commercial business practices and new technology.
• Reduce overall life-cycle sustainment support cost.
• Implement continuous long-term improvements to the M109 FOV.
• Implement initiatives to streamline financial business accounting, payment, and reporting processes.
• Improve spare, repair, and related item parts logistics response time to satisfy customer needs.
• Improve the reliability of the M109 FOV by supplying continuously improved parts.
• Implement initiatives to enhance operational readiness.
• Centralize M109 FOV system technical support with the Fleet Manager.
• Provide clear indicators of program performance to the Government to monitor the program’s strategic metrics of cost performance, customer satisfaction, order-ship time, backlog rate, and return rate.
• Implement initiatives to augment organic maintenance and repair activity.
• Establish and maintain an information environment, including diagnostics and training, to provide asset visibility and electronic information access to required Fleet Management Program data to include technical, logistics, performance, requisition, financial, and other data and information.
• Implement initiatives to enhance training.

2.0 PERFORMANCE STATEMENT OF WORK

2.1 WBS 1.1 OVERALL PROGRAM MANAGEMENT OVERSIGHT

The Contractor shall conduct PROGRAM MANAGEMENT to include planning, directing, controlling, reporting, reviewing, and evaluating activities to execute M109 FOV FM. Perform GENERAL MANAGEMENT to provide technical guidance to Government customers and establish and integrate configuration, logistics, and maintenance management systems to support the M109 FOV. Perform systems analysis to recommend REQUIREMENTS DETERMINATION, with supporting rationale, current and future system performance enhancements and sustainment needs of the M109 FOV. Perform LONG TERM PLANNING to develop strategies to enhance system performance and lower life cycle costs for periods beyond one year. Support Government INDUSTRIAL READINESS MANAGEMENT AND PLANNING by providing electronic access to data to support readiness analysis, problem identification, solution generation, resource allocation, and success measurement.

1. The contractor shall serve as the single world class focal point for M109 FOV life cycle support.
2. The contractor shall provide data and analysis, on an as needed basis, to support Army budget formulation.
3. The contractor shall track against the strategic metrics of Order Ship Time, Back Orders, Inventory Effectiveness, Return Rate, Customer Satisfaction, and Cost Performance as identified in Section C,
4. The contractor shall establish and maintain a centralized management information system, which is process compliant with legacy systems. The contractor shall receive requisitions for parts via existing Army Systems/Networks. The point of connection and interface will be through the Defense Automatic Addressing System (DAAS) Gateway. Section C Attachment 1 describes the procedure to establish connectivity.
5. The Contractor shall not perform Inherently Government Functions as described by FAR Part 7 and Appendix A to OFPP Policy Letter 92-1. In addition, the contractor shall not perform support or tasks related to:

• Ammunition (Class V); Petroleum, Oil, Lubricants-POL (Class III); cannon assemblies, radios, communications security (COMSEC), secondary armament, other end items (Class VII), and weapon system software.
• Institutional training of mechanics and operators.
• Maintenance tasks at the Organizational (ORG) and Direct Support (DS) levels.
• Depot end item and depot secondary item repair and overhaul.
• M109 FOV Howitzer/FAASV Vehicle Storage.
• Commissioning of formal Red Teams with regard to critical failures.

ADDITIONAL TOPICS TO BE COVERED IN THIS SECTION

• Budget/Funding Information
• Retreat Plan In The Event Performance Does Not Justify Continuation Of The Program
• Oversight Mechanism
• Transition from the Current Government System to Fleet Management
• Nuclear Regulatory Commission (NRC) Policy
• Quality program

 

 

2.2 WBS 1.2 FLEET LOGISTICS SUSTAINMENT SUPPORT

The contractor shall provide FLEET LOGISTICS SUSTAINMENT SUPPORT including SUPPLY SUPPORT, MAINTENANCE ANALYSIS, TRAINING, CUSTOMER SUPPORT, PERFORMANCE DATA, and TECHNICAL PUBLICATIONS to the M109 FOV.

1. The contractor shall provide SUPPLY SUPPORT to perform procurement, cataloging, repair, levels of repair analysis, criticality determination, distribution, and disposal. Achieve Fleet Logistics Sustainment Support response time for parts requisitions of 24 hours for Non Mission Capable Supply (NMCS) requisitions, 2-5 days for all other requisitions unless otherwise specified by the customer.
2. The contractor shall forecast requirements for parts to assure availability to customers and shall assist the Government in budget formulation. The contractor shall provide asset visibility on the quantity and location of repair parts and secondary items and the status of requisitions. The contractor shall provision for new and modified end items and secondary items unique to the M109 FOV.
3. The contractor shall provide MAINTENANCE ANALYSIS to give technical guidance for the acquisition, deployment, installation, and operation of the maintenance support structure. The contractor shall maintain a database of all parts, special tools, sets, kits, and outfits, and technical data to maintain the M109 FOV.
4. The contractor shall provide TRAINING on new/existing/modified equipment to include operational repair and maintenance.
5. The contractor shall provide CUSTOMER SUPPORT related to providing logistic support to the field. CUSTOMER SUPPORT includes (1) expediting procurements, requisitions, repairs, issuance and delivery of priority item requirements; (2) customer liaison efforts and performing as focal point for resolution of retail and user level supply and technical support problems; and (3) support provided through technical assistance to the field. Provide the above described support to all M109 FOV customers during war, OOTW, peace, and training IAW Department of the Army Policy Memorandum – Contractors on the Battlefield, dated 12 Dec. 1997, Draft AR 715-XX "Army Contractors on the Battlefield," DA PAM 715-16 "Contractor Deployment Guide."
6. The contractor shall collect and analyze PERFORMANCE DATA to implement and recommend improvements to the M109 FOV to maintain or exceed the current Department of the Army readiness standard of 90% mission capable for the M109 FOV.
7. The contractor shall provide TECHNICAL PUBLICATIONS to support the operation and maintenance of system hardware throughout its life cycle. The use of electronic media is encouraged to support the system.

ADDITIONAL TOPICS TO BE COVERED IN THIS SECTION

• Policy on Changing Pricing
• Single Stock Fund and Credit Policy
• Payment Process
• Support to Foreign Military, Foreign Military Sales, and Direct Contractor Sales

2.3 WBS 1.3 SYSTEMS ENGINEERING AND TECHNICAL SUPPORT

1. The contractor shall perform SYSTEMS ENGINEERING AND TECHNICAL SUPPORT to maintain system performance and reduce life cycle support cost of the M109 FOV. The contractor shall develop, implement, and maintain a system engineering process to integrate system design, development, test and evaluation, producibility, reliability, availability and maintainability (RAM), quality, safety, human factors engineering.
2. The contractor shall perform CONFIGURATION/CHANGE MANAGEMENT including prepare/process changes, maintain and provide electronic access to all technical data, develop and define performance specifications, and system technical support. The contractor shall maintain and update the Technical Data Package (TDP) provided by the Government. The contractor may make configuration changes to unique parts in the TDP that do not affect system performance, safety, or interface with common parts. The contractor may make recommendations and/or submit Engineering Change Proposals (ECP), Requests for Deviation (RFD), and Requests for Waiver (RFW) to the Government for changes that will have impact on system performance, safety or interface with common parts. As changes are incorporated into unique parts, the contractor shall replace military specifications and standards IAW DOD Acquisition Reform initiatives with appropriate commercial or performance specifications and standards.
3. The contractor shall maintain a real time configuration management database to record all approved changes with supporting documents, implementation methodology, and vehicle configuration by vehicle number. This database shall be compatible with the current government Technical Data Configuration Management System (TDCMS).
4. The contractor shall improve the M109 FOV through modernization of spare parts to reduce system Operational & Support (O&S) cost and extend system useful life IAW the U.S Army Materiel Command, "ARMY STRATEGY FOR MODERNIZATION THROUGH SPARES" document dated February 1998.
5. The contractor shall provide CUSTOMER SUPPORT to give relevant and timely engineering assistance.
6. The contractor shall perform TEST PROGRAM SET (TPS) POST DEPLOYMENT SUPPORT (PDS) including TPS program management & development monitoring, TPS problem resolution, TPS design and modification hardware, software, and documentation, TPS fielding, and Automatic Test Equipment (ATE) maintenance.
7. The contractor shall perform engineering services as required including MATERIEL FIELDING support to assist the Government in planning, coordinating, and executing the deployment of the M109 FOV and their support and TOTAL PACKAGE FIELDING (TPF) AND MAJOR MODIFICATIONS to minimize the gaining customer’s logistics burden and other tasks as needed.
8. The contractor shall develop procedures and techniques to improve the efficiency of maintenance and repair activities.

 

ADDITIONAL TOPICS TO BE COVERED IN THIS SECTION

• Unique and Common Parts Definitions
• FM Responsibility to Maintain Provisioning Master Record (PMR) Needed for Retreat Plan
• Depot Maintenance Interface Requirements to Define the Business Relationship Between the Depot and the Fleet Manager Regarding Changes to Technical Data and Supporting Documentation

2.4 WBS 1.4 SECONDARY ITEMS SUPPORT

1. The contractor shall perform SECONDARY ITEMS SUPPORT including acquisition and distribution of CONSUMABLES and REPARABLES and the performance of REPAIR/OVERHAUL and other physical operations as required to maintain operational readiness of the M109 FOV at or above the DA readiness goal of 90%.
2. The contractor shall acquire and distribute CONSUMABLE (nonreparable) individual parts, assemblies, and subassemblies required on a recurring basis for the repair of major end items.
3. The contractor shall perform support for REPARABLE individual parts, assemblies, and subassemblies required on a recurring basis for the repair of major end items.
4. The contractor is responsible for the performance of REPAIR/OVERHAUL to inspect, disassemble, repair and overhaul secondary items as required at the General Support (GS) level.
5. The contractor shall purchase M109 FOV unique parts from existing Government inventory of sufficient quantity in order to perform the requirements of this SOW and to divest the Government of inventory of unique parts. The contractor shall maintain care and preservation of the parts purchased. The Government will provide a listing of the M109 FOV common and unique parts.

 

ADDITIONAL TOPICS TO BE COVERED IN THIS SECTION

• Inventory Transfer Methodology
• Obsolescence and Disposal Policy
• Resale of Inventory to Entities other than the U.S. Government
• Nature of Vendor Relationship Between FM and DLA (FAR Clause)
• Relationship of FM with Directorate of Logistics (DOL) and Integrated Support Maintenance (ISM) on the Conduct of GS Maintenance
• Material Owned by Supply Management Army
• FM Role in Supplying War Reserves
• FM Responsibility to Transport Reparables

SECTION C

Description of Supplies and Services

INFORMATION MANAGEMENT INTERFACE

Attachment 1

Contractor will receive parts requisitions from the DAAS. Connectivity will use the Defense Data Network (DDN) utilizing ftp to exchange data. The DAAS maintains an Information Center at (937-656-3247) or e-mail at infocenter@daas.dla.mil. Contractor will be required to complete the attached DDN QUESTIONNAIRE and submit it to the DAAS information center.

Data will be in MILSTRIP format as described in DODM4000.25, MILSTRIP Military Standard Requisitioning and Issue Procedures. Information on this series of documents is available at http: www.asc.wpafb.af.mil/cpdc/pubs/DOD/04000series.html

DDN QUESTIONNAIRE

Activity and address: ________________________________________________________

(Include Zip + 4)

Category of activity: U.S. Military: _____, Federal Agency: ____, Contractor: ____,

Other: _____ If others, please explain. If Contractor, provide sponsoring Agency, point of contact, telephone number and Mailing address (Include Zip + 4)

Points of Contact:

Supply Specialist: ________________________________________________________

E-MAIL Address: ________________________________________________________

Telephone number ________________________________________________________

System Manager: ________________________________________________________

E-mail address: ________________________________________________________

Telephone Number ________________________________________________________

Hours of availability: Monday-Friday: ___________ Weekends/Holidays____________

Problem point of contact during availability hours:

Name and telephone number________________________________________________________

Type of ADP equipment utilized:

 

If known please furnish the following addresses:

DDN Address ______________________________________________________________

NIC Address ______________________________________________________________

Node Address ______________________________________________________________

DODAAC(s) you will send/receive transactions for: ____________________________

Type of connectivity:

Receive only _____ Transmit only _____ Both ______

Type of Data Format required: EDI/DLMS version: __________ DLSS:______________

Signatures: Director: ____________________________________________________

Logistics Specialist: ________________________________________

Software Specialist: ________________________________________

SECTION C

Description of Supplies and Services

Attachment 2

M109 FOV FLEET MANAGEMENT STRATEGIC KEY PERFORMANCE INDICATORS (KPI)

Strategic KPI	Definition/Calculation	Rationale
Order Ship Time	Time between issuance of a customer order and satisfaction of that order.	OST is frequently used to measure readiness and is a strategic indicator for DOD logistics as well (DOD Logistics Strategic Plan (Draft 1998)). In addition, OST is a key metric in velocity management. It is captured in a number of logistics information systems.
Back Orders	Percentage of requisitions not filled within the OST performance goal and still outstanding after 30 days.	Back orders are a recognized problem in M109 Army logistics and can significantly affect readiness. This metric also indicates the effectiveness of inventory management processes and/or policies.
Inventory Effectiveness	Percent of requisitions filled without being back ordered (for the FM, requisitions are not considered backordered unless the FM cannot meet the OST goal).	Inventory effectiveness indicates how well the FM is managing its inventory and its suppliers, areas in which the private sector applies best business practices for cost savings and efficiency gains. It is also a good measure of customer service, which indirectly contributes to customer satisfaction.
Return Rate	Percentage of requisitions with Report of Discrepancy (ROD) (wrong item, overage or shortage).	This metric is a simple and quantifiable measure to judge the quality of the supply process (wrong and defective parts). It is also an indirect, but quantifiable and objective, measure of customer satisfaction.
Customer Satisfaction	A notional method for measuring customer satisfaction is presented to indicate the dimensions that should be included in compiling a customer satisfaction index.	Customer satisfaction is a key metric for evaluating how well the FM is meeting customer expectations. While the other metrics are indirect measures of customer satisfaction, this metric allows the customer to address specific problems (or express satisfaction) which may not directly manifest themselves in the other KPIs.
Cost Performance	The purpose of the cost metric is to compare the Army’s cost of supporting the M109 FOV to that of the FM (cost savings) and to establish cost effectiveness.	The Army is developing a cost model that will be used in the RFP. The details associated with this metric are being deferred until the cost model is completed.

NOTE – Detailed discussion associated with the above KPIs and relevant U.S. Army historical data is contained on the M109 FOV Fleet Management Web Site.

 

SECTION C

Description of Supplies and Services

Attachment 3

M109 FOV FLEET MANAGEMENT PROGRAM WBS (PWBS)

The Government provides the following Program WBS to convey the overall framework and scope of the existing Government effort to provide fleet management support to the M109 FOV. The identification of the following cost drivers, shown as percentages, is intended to convey the Government’s experience on the existing Government effort to provide fleet management support to the M109 FOV. The Government advises potential Offerors to use the following PWBS and cost data for information purposes only. The Government does not intend to compel potential Offerors to follow any particular programmatic or organization approach.

PWBS ELEMENT	COST DRIVER (%)
1 M109 FOV FLEET MANAGEMENT	100%
1.1 OVERALL PROGRAM MANAGEMENT OVERSIGHT		2%
1.1.1 CONTRACT OVERSIGHT			73%
1.1.2 GENERAL MANAGEMENT			11%
1.1.3 REQUIREMENTS DETERMINATION (TOP LEVEL)			3%
1.1.4 BUDGET AND EXECUTION			8%
1.1.5 LONG TERM PLANNING			11%
1.1.6 INDUSTRIAL READINESS PLANNING			2%
1.2 FLEET LOGISTICS SUSTAINMENT SUPPORT		10%
1.2.1 SUPPLY (ITEM MGT WORK)			51%
1.2.2 MAINTENANCE			34%
1.2.3 TRANSPORTATION			1%
1.2.4 MANPRINT			0%
1.2.5 COMPUTER SUPPORT			3%
1.2.6 TRAINING			1%
1.2.7 STAFF FUNCTIONS			1%
1.2.8 CUSTOMER SUPPORT			0%
1.2.9 COLLECT PERFORMANCE DATA			0%
1.2.A MATERIEL FIELDING			10%
1.2.B FIELD DATA/SAMPLE DATA COLLECTION			0%
1.2.C TECHNICAL SUPPORT			0%
1.3 SYSTEMS ENGINEERING AND TECHNICAL SUPPORT		24%
1.3.1 MATERIEL CHANGE PROCESSING			16%
1.3.2 CONFIGURATION/CHANGE MANAGEMENT			52%
1.3.3 TEST & EVALUATION			2%
1.3.4 PRODUCTION IMPROVEMENT THROUGH VECP'S			1%
1.3.5 CUSTOMER SUPPORT			4%
1.3.6 LIFE CYCLE SOFTWARE SUPPORT			20%
1.3.7 TEST PROGRAM SET (TPS) POST DEPLOYMENT SUPPORT			4%
1.4 SECONDARY ITEMS SUPPORT		64%
1.4.1 MANUFACTURING			84%
1.4.2 MAINTENANCE			4%
1.4.3 MODIFICATIONS/CONVERSIONS			0%
1.4.4 END ITEM & SECONDARY ITEM REPAIR/OVERHAUL			12%

NOTE-Refer to the M109 FOV FM internet web site for the WBS dictionary and explanation of terms.

PART III

M109 FAMILY OF VEHICLES FLEET MANAGEMENT PILOT PROGRAM

SECTION L

PROPOSAL SUBMISSION INFORMATION

SECTION M

BASIS OF AWARD, EVALUATION FACTORS AND EVALUATION APPROACH

PLEASE NOTE THAT THE FOLLOWING IS PROVIDED AS A NOTIONAL SECTION L - PROPOSAL SUBMISSION INFORMATION AND SECTION M - BASIS OF AWARD, EVALUATION FACTORS AND EVALUATION THAT IS BASED ON THE CONCEPT OF A COMMERCIAL FLEET MANAGER. INTERESTED PARTIES ARE INVITED TO SUBMIT THEIR DESCRIPTIONS, ADDTIONS, DELETIONS, AND/OR CHANGES TO THE APPROACH DELINEATED BELOW.

 

SECTION L

PROPOSAL SUBMISSION INFORMATION

1.0 PROPOSAL SUBMISSION INFORMATION. Offerors are responsible for submission of proposals that contain sufficient detail to permit a complete and accurate evaluation. Offerors must provide their end-state vision and methodology to provide life-cycle sustainment support for the M109 FOV. The proposal shall be as brief as possible, consistent with complete submission. See instructions on PROCNET for electronic submission of proposal, encryption, and electronic signature.

2.0 ELECTRONIC PROPOSAL SUBMISSION REQUIREMENTS. The proposal shall consist of the following in electronic format:

• One Signed And Completed Copy Of Standard Form 33 (SF33) And Continuation Sheets.
• Small And Disadvantaged Business Subcontracting Plan
• Work Breakdown Structure (WBS)
• Logistics Approach with application to two operational scenarios which will be provided by the Government.
• Integrated Management Plan
• Past Performance Information
• Cost with Cost Proposal
• Risk Assessment

3.0 PROPOSAL CONTENT REQUIREMENT.

3.1 STANDARD FORM 33 (SF33) AND CONTINUATION SHEETS. The Offeror shall replace the Statement of Work (SOW) contained in Section C and substitute the proposed SOW for the contract and for the initial task for the M109 FOV FM effort. Alterations to the proposed contract shall be identified in Section L-Alterations in Contract.

3.2. SMALL AND DISADVANTAGED BUSINESS SUBCONTRACTING PLAN. The Offeror shall submit Small Business (SB)and Small Disadvantaged Business (SDB) and Women Owned Small Business (WOSB) Subcontracting Plan as required by FAR 52.219-9. The Reporting requirement would flow down to all Large Business entities. The contractor shall supplement the "traditional subcontracting plan" with a goal for "Overall Target Participation." This goal is calculated by total subcontracted dollars at any level of subcontracting/total contract amount. Example:

Available Dollars	Large Business	Total Available Subcontracting Dollars	Total Small Business Subcontracting
$100M (Basic contract to Large Business	$20M (contractor expenses other than Subcontracting)	$80M	$20 M
$60M ( First Tier Large Business)	$20M (contractor expenses other than Subcontracting )	$60M	$20 M
$40M (Second Tier Large Business)	$20M (contractor expenses other than Subcontracting	$40M	$20 M

Total Small Business (All Tiers)- $60M = 60% Overall Small Business Target Participation

Total Contract Amount - $100M

3.3 CONTRACT WORK BREAKDOWN STRUCTURE (CWBS). The Offeror shall submit the Contract WBS that will be utilized to achieve the objectives described in this solicitation. The Offeror shall include a CWBS dictionary that describes the work to be performed under each WBS. The CWBS shall be cross-referenced with the proposed SOW the PWBS contained in Section C. The proposal may meet the criteria set forth in DODI 5000.2, Part II, and Section 1. If this is applicable, include a description of your approach to comply with DFARS 252.234-7000 -- Notice of Earned Value Management System (Mar 1998) and 252.234-7001 -- Earned Value Management System (Mar 1998).

3.4 INTEGRATED MANAGEMENT PLAN (IMP). The Offeror shall provide a Comprehensive Integrated Management Plan (IMP) and an Integrated Master Schedule (IMS) describing the work that will be managed to achieve the objectives of the program. The IMP shall describe the Offeror’s proposed corporate organization, capabilities, facilities, partnering, subcontractors, system engineering, and interface agreements. The Offeror shall describe the procedures, planning baselines, and performance metrics in sufficient detail to provide the Government visibility, validation, and verification of the plan. The IMP shall correspond to the CWBS. The Offeror shall include an assessment/analysis of technical, schedule, and cost risks. The Offeror is to address what activities or management techniques are intended to control or mitigate the probability of occurrence and magnitude of adverse impacts associated with these risks. The risk analysis shall also provide rationale and support for the proposed contract type and incentive provisions. In completing the description of activities in each CWBS Level 1-3 element, the Government requests the Offeror include pertinent information in severable sections as well as address Section M considerations as follows:

3.4.1 M109 FOV FLEET MANAGEMENT

• Overall Program Management Oversight (WBS 1.1)

• Fleet Logistics Sustainment Support (WBS 1.2)

• System Engineering and Technical Support (WBS 1.3)

• Secondary Items Support (WBS 1.4)

3.4.1.1 OVERALL PROGRAM MANAGEMENT OVERSIGHT (WBS 1.1) - Include information to enable the evaluation of the "Overall Program Management Oversight Area". This section will also describe the use of any Government entity whose service to be supplied along with documentation confirming the authority, capability and capacity to perform the services. The documentation will include any partnering, teaming, memoranda, or other agreements required for implementation. This portion of the IMP shall also address:

• Implementation plan to include the transition period required for successful implementation of required tasks,
• Plan to transfer the current M109 FOV unique parts from the Government to the contractor. The plan shall address the divestiture of the unique Government inventory over a maximum of 2 years,
• Plan to address the retreat of Fleet Management functions back to the responsibility and execution by the Government in the event of cancellation of the FM Program, and Financial Transaction Process.
• Management Information System. Identify the performance requirements for the FM’s information management system.

3.4.1.2 FLEET LOGISTICS SUSTAINMENT SUPPORT (WBS 1.2)- Include information to enable the evaluation of the "Fleet Logistics Sustainment Support Area." The Offeror shall submit a complete Integrated Logistics Sustainment Support Strategy (ILSSS) describing the proposed logistics approach to achieve the objectives of M109 FOV FM. The ILSSS shall discuss the overall strategy, proposed solutions, and planned improvements for executing the logistics requirements of the pilot program. The ILSSS shall include the milestones for integrating these improvements into the system as well as address any trade-off studies, which must be conducted to support the approach. The approach shall specifically address all variations in the process to support training, peacetime operations, OOTW, and wartime missions. The Offeror shall use the two operational scenarios to be provided by the Government for the analysis. The proposal shall address the categories listed below:

3.4.1.2.1 Maintenance Planning. Process conducted to evolve and establish maintenance concepts and requirements for the M109 Family of Vehicles.

3.4.1.2.2 Supply Support. Management actions, procedures, and techniques used to determine requirements and perform actions to acquire, catalog, receive, store, transfer, issue, and dispose of secondary items. Discuss how contractor personnel will receive and issue parts to all customer sites. Describe the business practices to support the following:

• Scope of parts
• Pricing
• Sources of supply
• Catalog
• Turn-in credit policy
• Availability
• Delivery requirement
• Mode of transportation
• Demand forecasting
• Obsolescence
• Inventory redistribution
• Requisition process
• Stock level
• Priority setting
• Finance, accounting, and payment mechanism
• Minimum stock levels
• Fluctuations in demand in response to contingency and other operational requirements
• Return Policy

3.4.1.2.3Support Equipment. All mobile and fixed equipment required to support the operation and maintenance of the M109 Family of Vehicles.

3.4.1.2.4Technical Data. The processes used to control and disseminate scientific or technical information recorded in any medium from the supplier base through user.

3.4.1.2.5 Training and Training Support. The processes, procedures, techniques, training devices and equipment used to train civilian and military customers to operate and support the M109 FOV.

3.4.1.2.6Computer Resources Support. Facilities, phone lines, hardware, system software, software development and support tools, documentation, security and encryption capabilities, infrastructure, and people needed to operate and support embedded computer systems. Include a systems model that describes the proposed technical architecture for the information environment for the pilot program. The systems model of the proposed technical architecture must describe the software, hardware, and communications interfaces needed to support the environment.

3.4.1.2.7 Facilities. Permanent and temporary real property assets required to support the system.

3.4.1.2.8 Packaging, Handling, Storage and Transportation. Resources, processes, procedures, design considerations, and methods to ensure that all system equipment and support items are preserved, packaged, handled and transported properly.

3.4.1.3 SYSTEMS ENGINEERING AND TECHNICAL SUPPORT (WBS 1.3) - Include information to enable the evaluation of the "System Technical Support Area" Specifically, this section will address the process for implementation and control of System Engineering, Safety, Design, Reliability, Maintainability, Maintenance, Quality, Information Management, Configuration Management, Technical Data Management, etc.

3.4.1.4 SECONDARY ITEMS SUPPORT (WBS 1.4) - Include information to enable the evaluation of the "Secondary Items Support Area."

3.4.1.4.1 Operational Support. Processes and systems to effectively acquire, distribute, and provide secondary items support during peace/field training exercises, war, and operations other than war (OOTW).

3.4.1.4.2 Maintenance. Processes and systems to inspect, disassemble, repair, and overhaul secondary items.

3.5 PAST PERFORMANCE INFORMATION.

3.5.1 Corporate Metrics. The Offeror shall identify and provide key strategic and tactical metrics for the past 5 to 10 years for the elements listed below:

• Economic and competitive impact of technical results, patents, and licenses.
• Success in technological transfer to customers
• Quality and relevance of technical output.
• Ability to provide critical technology advances, calibration, and fabrication services not readily available.
• Ability to anticipate and establish services to meet new needs
• Customer services compare well against a "best practice" benchmark
• Claims of benefit from past accomplishments
• Incorporation of innovative new business processes in their proposal.
• Actions taken in response to significant work stoppages due to strikes, natural disaster, etc.

3.5.2 Small Business Participation

3.5.2.1 Offerors are to identify the extent to which small businesses (SBs), small disadvantaged businesses (SDBs), woman-owned small businesses (WOSBs), historically black colleges/universities or minority institutions (HBCU/MIs) would be utilized in the performance of this proposed contract. For small businesses, as defined by the Standard Industrial Code applicable to this solicitation, the Offeror’s participation as a SB, SDB, WOSB, or HBCU/MI is to be identified, and will be considered in evaluating small business participation.

3.5.2.2 The Offeror is to address the following factors in detail.

3.5.2.2.1 All Offerors are to provide:

• The names of SBs, SDBs, WOSBs, or HBCU/MIs who would participate in the proposed contract, identifying specific components to be produced or services to be performed by them, and the estimated total dollars of such work;

• A description of the offeror’s performance over the past three calendar years in complying with the requirements of FAR 52.219-8, including description and available documentation of the methods employed to promote small business utilization and the internal methods used to monitor such utilization.

3.5.2.2.2 Offerors who are large businesses as defined by the Standard Industrial Code applicable to this solicitation are also to provide a description of their performance over the past three calendar years in complying with the requirements of FAR 52.219-9, including documentation of their accomplishment of the goals established under Subcontracting Plans of prior contracts. Large businesses, which have never held a contract incorporating 52-219.9, shall so state.

3.5.3 Government and Commercial Contracts. The Offeror shall submit a description of previous Government and commercial contracts (all prime and major subcontracts received, or in performance, during the past 3 years) which are in any way relevant to the effort required by this solicitation. The description shall include the following information:

• Identify in specific detail for each previous contract listed, why or how you consider that effort relevant or similar to the effort required by this solicitation
• Your (or your subcontractor’s) CAGE and DUNNS numbers
• Government or commercial contracting activity, address, and telephone number
• Procuring Contracting Officer’s (PCO) or commercial contracting representative’s name and telephone number
• Government or commercial contracting activity technical representative, or Contracting Officer’s Representative (COR), and telephone number
• Government or commercial contract administration activity, and the name and telephone number of the Administrative Contracting Officer (ACO)
• Contract number
• Contract award date
• Contract type
• Awarded price/cost
• Final, or projected final, price/cost
• Original delivery schedule
• Final or projected final, delivery schedule
• A narrative explanation of each previous contract listed describing the objectives achieved and any cost growth or schedule delays encountered. For any Government contracts which did not/do not meet original requirements with regard to either cost, schedule, or technical performance, a brief explanation of the reason(s) for such shortcomings and any demonstrated corrective actions taken to avoid recurrence. The Offeror shall also provide a copy of notices or show cause letters received on each previous contract listed and a description of any corrective action by the Offeror or proposed subcontractor.
• The Offeror shall also provide the above required information for any contract it has had terminated in whole or in part, for default during the past 3 years, to include those currently in the process of such termination as well as those which are not similar to the proposed effort. The contractor shall list each time the delivery schedule was revised and provide an explanation of why the revision was necessary.
• Discuss if your firm is certified under the AMC Contractor Performance Certification (CP2) Program or equivalent.

3.6 COST PROPOSAL. The Government, utilizing the M109 FOV FM WBS Dictionary, is developing a detailed cost model reflecting the estimated cost of fleet management if the Government were to continue the fleet management function. The cost model with cost estimating guidelines will be made available during the proposal preparation process. The Offeror shall provide a cost model based on the provided model, the proposed WBS, and the contractor’s approach. The following notional guidelines should be addressed:

3.6.1 Costing Guidelines.

• All costs for the proposal must be stated in escalated dollars (ESC$). OMB/OSD Inflation Guidance, 27 Dec 96, must be used for the inflation or deflation of all costs. This guidance can be found on the Internet at http://amc.citi.net/amc/rm/rmeinfin.html

• All costs should contain full visibility of the cost build up (including direct & indirect labor, material, all associated direct & indirect overheads/burdens, General and Administrative (G&A), Cost of Money, Earnings, etc).

• All costs must be accompanied by an implementation schedule indicated by fiscal year. All costs must be associated with the implementation schedule, (i.e., time spread and shown in the fiscal year in which they will be incurred).

• Costs within your proposal must be presented in the WBS format described in Section 3, and must conform to the Documentation Guidelines shown below in Section 2.

• All references to M109 FOV FM within this document refer to the operating vehicle schedule. No additional FMS quantities are to be considered for study purposes.

• All costs must be consistent between different areas of the WBS. (There should be no disconnects between the direct and indirect labor required to support Fleet Management and parts demand).

• The total business base used to calculate business unit should break out the yearly overhead rates. For each business unit, the following is required: 1) a Point of Contact and 2) the number of direct labor hours by year for that business unit.

3.6.2 Cost Documentation Guidelines.

• All information submitted for this solicitation must be documented in a clear and concise manner. Two levels of documentation must be submitted for all data regardless of whether the data is a cost estimate or other information.

• First Level of Documentation. All cost estimates must be accompanied by a written non-technical description of what the estimate represents.

• Second Level of Documentation. All cost estimates must be accompanied by a list of assumptions, source data, and methodology for derivations. This material must be as descriptive as required in order to convey a clear understanding of the data sources and the derivation of the final submissions.

• Points of Contact (POC). Each cost estimate provided must contain a POC that is available and capable of answering questions regarding the estimate and its derivation.

 

3.6.3 Work Breakdown Structure (WBS). This WBS must be filled out with appropriate cost and documentation by year to WBS Level Three (3). The Offeror shall be prepared to provide supporting rationale for the next two levels of detail.

 

3.6.4 Cost Proposal Submission Requirements.

• General. The proposal will be delivered to support the M109 FOV Fleet Management effort.

• Total Cost Summary. A Total Cost Summary by all WBS that spreads cost by year.

• Government Furnished Equipment Impact Sheets. Sheets that show (by year) the Government furnished equipment that is impacted by M109 FOV FM, to include Industrial Plant Equipment (IPE), Operational Plant Equipment (OPE), Special Tools (ST), and Special Test Equipment (STE) Government Furnished Vehicles, etc.

• Total Cost Methodology Summary. A summary that shows the ground rules, assumptions, source data, and costing methodology used as the basis for calculating the total costs for all the different WBS elements. The contractor shall identify a point of contact to answer questions regarding the estimate and its derivation with a phone number and email.

• Note. The Government reserves the right to examine the total business base and overhead calculations used to support the proposal.

 

 

SECTION M

BASIS OF AWARD, EVALUATION FACTORS AND EVALUATION APPROACH

1.0 BASIS OF AWARD, EVALUATION FACTORS AND EVALUATION APPROACH. The Government will select the responsible Offeror whose proposal provides the greatest overall benefit to the Government. The Government will consider as part of the evaluation approach the Offeror’s ability, soundness of approach, commitment to continuous improvement of processes and products, and the realism and reasonableness of cost and price. A SOW and evaluation criteria crosswalk is shown in Attachment 1 to Section M. Consideration will be given to the evaluation factors set forth below in the order of importance described in paragraph 2.0. This is a notional Section M. The Government has not appointed a Source Selection Authority (SSA) at this time.

• Proposal Risk Assessment

• Cost Risk Assessment

• Past Performance Risk Assessment

1.1 PROPOSAL RISK ASSESSMENT. Proposal Risk Assessment consists of the following non-prioritized evaluation areas and sub-factors. The evaluation areas will be evaluated as they pertain to the entire Offeror.

• Overall Program Management Oversight (WBS 1.1)

• Fleet Logistics Sustainment Support (WBS 1.2)

• System Engineering and Technical Support (WBS 1.3)

• Secondary Items Support (WBS 1.4)

1.2 COST RISK ASSESSMENT.

1.3 PAST PERFORAMANCE RISK ASSESSMENT.

2.0 RELATIVE WEIGHTING OF FACTORS

2.1 GENERAL. The Proposal Risk Assessment area is slightly more important than Cost. Cost is slightly more important than Past Performance Risk Assessment. Cost and Past Performance Risk Assessment combined are more important than Proposal Risk Assessment. Past Performance Risk Assessment and Proposal Risk Assessment, when combined, are significantly more important than Cost Risk Assessment.

2.2 PROPOSAL RISK ASSESSMENT. Within the proposal risk assessment area, because a SSA has not yet been appointed, the Government has not yet established relative weights and order of importance.

3.0 EVALUATION APPROACH.

3.1 GENERAL. All proposals receive careful, full, impartial consideration. Evaluation factors are applied identically to all. All proposals will be evaluated by a team of Government personnel with assistance from non-Government advisors where needed. The content of written proposals, discussions, negotiations and written responses to questions will be evaluated to determine the degree and extent to which the requirements and objectives set forth in the solicitation are satisfied. The Government's evaluators will not make any assumptions regarding areas not defined in the Offeror’s written and oral material/information provided by the contractor to the Government for evaluation.

3.2 INITIAL EVALUATION OF PROPOSALS. All proposals are subject to initial evaluation by a team of evaluators. The contracting officer may request more information, clarification, or correction of an Offeror’s proposal to assure sound, impartial evaluation in accordance with FAR 15.306.

3.3 COMPETITIVE RANGE (IF APPLICABLE). The contracting officer determines which proposals are in the competitive range. After opening negotiations, an Offeror may be eliminated from consideration if it is determined to have no reasonable chance of being selected for award.

3.4 DISCUSSIONS AND FINAL PROPOSAL REVISIONS (FPR). After discussions, The Government will obtain an FPR from all firms in the competitive range. The Government may revise proposal ratings of evaluation areas as a result of information provided during discussions or as a result of FPR.

3.5 PAST AND PRESENT PERFORMANCE. The Government conducts a performance risk assessment based on the Offeror’s present and past performance as related to the probability of successfully accomplishing the proposed effort. When assessing performance risk, the Government collects data and focuses its evaluation on the Offeror’s ability to perform against solicitation requirements. In assessing performance risk, the Government will use data from the Offeror and other sources. Inaccurate or incomplete data from the Offeror may result in a poor risk-assessment rating.

3.6 AWARD DECISION. Source selection is made by the Source Selection Authority (SSA) based on a detailed and impartial analysis of the evaluation factors. If award is made, the Government intends to award one contract for the entire effort described in the solicitation.

4.0 EVALUATION CRITERIA AND FACTORS

4.1 GENERAL. Areas, factors, and sub-factors used to evaluate proposals are listed below.

The factors and sub factors will be evaluated using the following criteria:

4.2 PROPOSAL RISK ASSESSMENT. The Government will evaluate the degree to which and contractor’s ability to meet the requirements contained in Paragraph 2.0 of the SOW. For evaluating the Overall Program Management Oversight category, the Government will also evaluate the adequacy and completeness of the Offeror's commitment to utilizing Small Businesses, Small Disadvantaged Businesses, Women Owned Small Businesses and Historical Black Colleges and Universities/Minority Institutes in the performance of the contract. Such utilization may be as the contractor or a subcontractor, or as a member of a joint venture or teaming arrangement.

4.2.1 Overall Program Management Oversight (WBS 1.1)

4.2.1.1 Systems and Life Cycle Cost Management. The Government will evaluate the degree of adequacy and comprehensiveness of the offer’s Integrated Master Plan and how he intends to effect implementation and execution of M109 FOV Fleet Management. Assessment of proposed business processes, transition/retreat plans, subcontractor/vendor integration, organization, and corporate information systems. Emphasis will be placed on actions to reduce the need or burden of Government oversight. The Government will also evaluate the adequacy/completeness of the offers commitment to utilizing Small Businesses, Small Disadvantaged Businesses, Women Owned Small Businesses and Historical Black Colleges and Universities/Minority Institutes in the performance of the contract. Such utilization may be as the contractor or a subcontractor, or as a member of a joint venture or teaming arrangement.

4.2.1.2 Customer Interface and Support. The Government will evaluate the offeror’s organizational and business process structure to provide customer satisfaction and the ability to provide hardware, technical, maintenance support for all military operations and FMS in a "one-stop-shopping" mode. The evaluation will assess the offer’s adaptability to react to changing scenarios and conditions- OPTEMPO, theater conditions , work stoppages due to strikes, natural disasters, sabotage, etc. The Government will assess the ease and cost in any proposed approach to team private sector and Government infrastructure.

4.2.1.3 Financial and Administrative Management. The Government will evaluate the user friendliness degree of adequacy and comprehensiveness of the offeror’s systems to coordinate, manage control, and report (and feedback) financial and administrative actions pertaining to M109 FOV Fleet Management. The Government will evaluate the plan to transfer existing unique parts inventory from all levels within the Government to the Fleet Manager, property control, financial transactions such as payment and return policy, budget management, order-ship-receipt process control, and customer/product feedback systems.

4.2.2 Fleet Logistics Sustainment Support (WBS 1.2)

4.2.2.1 Operational Support. The Government will evaluate the capability of proposed approach to provide Fleet Logistics Sustainment Support during peace/field training exercises, war, and OOTW. This area will consider levels of Government investment, the approach to integrate contractor operations on the battlefield, and the methodology used to help maintain DA operational readiness standards.

4.2.2.2 Maintenance. The Government will evaluate the ability to improve and enhance fault isolation, diagnosis, and repair capabilities for operational availability.

4.2.2.3 Training. The Government will evaluate the adequacy and completeness of training concept, ease of providing operator training, and ability to quickly and accurately prepare, update, and provide access to training data.

4.2.3 System Engineering and Technical Support (WBS 1.3)

1. Information Management. The Government will evaluate the technical sophistication, scope, and functional sufficiency of the Contractor’s proposed network architecture. Compliance with Army technical architecture is a major consideration. The Government will evaluate its comprehensiveness and speed in providing world-wide customer access, speed and accuracy of transaction processing, reliability, support costs, quality of data management scheme, efficiency in providing data (in the correct data configuration) to legacy systems data administrators, security, and interoperability.

4.2.3.2 Analysis and Integration Capabilities. The Government will evaluate the degree of adequacy and comprehensiveness of the offers System Engineering approach to proactively respond to customer needs and issues. The application of models to simulate operational and logistical problems, alternative courses of actions, and develop solutions will be considered. Emphasis will be placed on the integration of all pertinent engineering disciplines ( Systems, Safety, Security, Design, Reliability, Maintenance, Quality, etc.) to provide support and influence all aspects of life cycle. The Government will evaluate the ability of the proposed approach to achieve modernization through spares to principally improve reliability, availability, and maintainability (RAM) relative to life cycle cost.

4.2.3.3 Technical Data Management. The Government will evaluate the ability of the proposed technical data management centralized system to quickly and accurately prepare, update, and disseminate technical data for all user: i.e., Government Engineering personnel as well as soldiers in the field while reducing the Government’s technical role.

4.2.4 Secondary Items Support (WBS 1.4)

4.2.4.1 Operational Support. The Government will evaluate the capability of proposed approach to effectively acquire, distribute, and provide secondary items support during peace/field training exercises, war, and operations other than war (OOTW).

4.2.4.2 Maintenance. The Government will evaluate the ability to inspect, disassemble, repair and overhaul secondary items.

4.3 COST RISK ASSESSMENT. The Offeror’s cost shall be evaluated by determining what the Government estimates the Offeror’s approach will most probably cost the Government when the work is completed in overall cost realism and reasonableness. The Government will evaluate the cost of receiving less than Government purpose rights.

4.4 PAST PERFORAMANCE RISK ASSESSMENT.

4.4.1 Past Performance Risk Assessment Group (PRAG). The PRAG will perform an in-depth evaluation of past contract performance data provided by the Offerors and performance data obtained through independent Government sources and commercial references. They will develop a plan to actively solicit past contract performance reports from previous customers within the Government. The PRAG will consider the relevancy and currency of the data as it relates to the solicitation requirements.

4.4.2 Past Performance Risk Assessment. The past performance risk assessment conducted by the PRAG assesses each Offeror’s record of contract performance to evaluate the Offeror’s ability to perform. The PRAG will focus its inquiry on the Offeror’s record of performance as it relates to the solicitation requirements. Since the PRAG does not perform the proposal risk assessment it will not in most cases, review the technical and cost section of the Offeror’s proposal. Offerors are cautioned that in conjunction with the performance risk assessment, the Government may use data provided by the Offeror in its proposal and data obtained from other sources. Offerors are reminded that while the Government may elect to consider data obtained from other sources, the burden of proving acceptability rests with the Offeror.

4.4.3 Areas of Concentration. In particular, the PRAG will concentrate on the following areas of performance:

4.4.3.1 Work Stoppages and Disruptions-The Government will evaluate past performance of business/labor relations in response to strike avoidance and strike impact mitigation.

4.4.3.2 Strategy Development and Implementation-The Government will evaluate past performance indicators of quality, value, and impact of the results of activities directly exhibiting leadership, innovation, and partnering attributes as follows:

• Economic and competitive impact of technical results, patents, and licenses.
• Success in technology transfer to customers.
• Quality and relevance of technical output.
• Uniqueness and quality of research facilities, services, and capabilities.
• Ability to provide critical technology advances, calibration, and fabrication services not readily available.
• Ability to anticipate and establish services to meet evolving needs.
• Customer services compare well against a "best practice" benchmark.
• Claims of benefit from past accomplishments.
• Leadership in outside activities.
• Incorporation of innovative new business processes in their proposal.
• Past examples of Offeror’s process innovation

4.4.3.3 Process Improvement-The Government will evaluate past performance of the Offeror to develop and implement parts improvement.

4.4.3.4 Performance and Results-The Government will evaluate if the contractor demonstrated, through previous performance, the competence to meet contract requirements.

4.4.3.5 Cost, Schedule, and Performance Realism- The Government will evaluate, based on past performance, if the risks associated with the proposed approach to provide services and materials are reasonable within schedule, cost, and other resource constraints.

4.4.3.6 Analysis and Integration Capabilities- The Government will evaluate, based on past performance, the adequacy of the data collection and analytical process necessary to determine qualitative assessments of products and services.

4.4.3.7 Small Business Participation. The Government will also evaluate the extent to which Offerors commit to the participation of SB, SDB, WOSB, and HBCU/MI in the contract as the contractors or a subcontractors or as a member of a joint venture or teaming arrangement. The evaluation will include the following:

• The extent to which the proposal specifically identifies SBs, SDBs, WOSBs and HBCU/MIs, the specific items/services they will furnish, and the estimated dollar value of their participation, including the participation of the Offeror, if it is a small business;
• The extent of participation of such concerns in terms of the value of the total contract amount.
• An assessment of the risk of the Offeror’s actually attaining the involvement of small business concerns as proposed, by evaluating the performance over the past three calendar years of the Offeror in complying with the requirements of FAR 52.219-8, Utilization of Small Business and Small Disadvantaged Business Concerns; and
• For large businesses, an additional evaluation of the Offeror’s performance over the past three calendar years in complying with FAR 52.219-9, Small Business and Small Disadvantaged Business Subcontracting Plan. Where a large business has not held a contract that included 52.219-9, its prior performance will be evaluated against 52.219-8 only.

5.0 APPLICATION OF EVALUATION CRITERIA AGAINST THE FACTORS AND SUBFACTORS

5.1 PROPOSAL RISK ASSESSMENT. The following criteria will be applied against each of the sub factors:

5.1.1 Understanding of Requirements. The proposal will be evaluated based upon the extent to which the proposal demonstrates a clear understanding of the planning and execution involved in solving the problems and meeting the requirements; and the extent to which uncertainties are identified and resolutions proposed. Offerors are cautioned that a proposal found to be unrealistic in terms of performance and schedule will be considered as indicative of a lack of understanding of the complexities inherent in the solicitation.

5.1.2 Feasibility of Approach. The proposal will be evaluated based upon the extent to which successful performance is contingent upon proven methods and techniques, and the extent to which the Offeror’s methods and approach are expected to result in successful completion of the proposed tasks and requirements within the required schedule.

5.1.3 Completeness. The proposal will be evaluated based upon the extent to which requirements have been considered, defined, and satisfied, rating each proposal strictly in accordance with its content as presented in the Offeror’s written and oral proposals. Evaluators will not assume that the Offeror's performance will include areas not specified in its proposal.

5.2 PAST PERFORMANCE RISK ASSESSMENT. The following criteria will be applied against each of the sub factors:

5.2.1 Past Performance Risk Assessment. The Past Performance Risk Assessment will assess the relative risks associated with an Offeror’s likelihood of success in performing the solicitation’s requirements as indicated by that Offeror’s record of past performance. It is not the risk associated with the Offeror’s proposed approach.

5.2.2 Procedures. The Government will conduct a performance risk assessment based on the quality and relevancy of the Offeror’s past performance, as well as that of its major subcontractors, as it relates to the probability of successful accomplishment of the required effort. When assessing performance risk, the Government will focus its inquiry on the past performance of the Offeror and its proposed major subcontractors as it relates to all solicitation requirements. These requirements include all aspects of cost, schedule and performance, including the Offeror’s record of: 1) conforming to standards of good workmanship; 2) forecasting and containing costs, particularly on any previously performed cost reimbursement contracts; 3) adherence to contract schedules, including the administrative aspects of performance; 4) commitment to customer satisfaction, as evidenced by reasonable and cooperative behavior; and 5) business-like concern for the interest of its customers.

5.2.3 Areas of Significance. A significant achievement, problem, or lack of relevant data in any element of the work can become an important consideration in the source selection process. A negative finding under any element may result in an overall high-risk rating. Therefore, the Offeror must include all relevant past efforts, including demonstrated corrective actions, in their proposal.

5.2.4 Caution to Offerors. Offerors are cautioned that in conducting the performance risk assessment, the Government may use data provided in the Offeror’s proposal as well as data obtained from other sources. Since the Government may not interview all of the sources provided by the Offerors, it is incumbent upon the Offeror to explain the relevance of the data provided. Offerors are reminded that while the Government may elect to consider data obtained from other sources, the Government does not assume the duty to search for data to cure problems it finds in proposals. The burden of proving good past performance rests with the Offerors.

 

PART IV

PROGRAMMATIC CONCEPTS, INITIATIVES, CONCERNS, ISSUES, AND PROCEDURES

M109 FAMILY OF VEHICLES FLEET MANAGEMENT PILOT PROGRAM

The following information summarizes a number of programmatic concepts, initiatives, concerns, issue, and procedures, which the Army is pursuing in order to implement the pilot program. They are being discussed at all levels of the DOD, Department of Army, and the multiple agencies contained therein. Many of the issues remain to be resolved. Specifically, the Government is developing positions on the following areas for consideration and will provide discussion at a later time.

• Obsolescence and Disposal Policy
• Inherently Governmental Functions
• Delivery Metrics
• Retreat Plan
• FM Oversight

The Government encourages interested parties to provide feedback via questions, observations, alternative approaches, process improvements, etc. on the issues contained herein. The issues address many of the questions, concerns, issues, and possible approaches which the Government needs to resolve to implement Fleet Management.

Inventory Transfer Methodology

M109 FOV Fleet Management Pilot Program

Objective: Establish the guidelines for transferring M109 FOV unique parts from the Government to the Fleet Manager relative to funding, Army Master Data File (AMDF) pricing and resale restrictions

Discussion:

• The FM will divest the Government of all M109 FOV unique parts.
• Government retains ownership of the inventory until depleted through purchase by the FM to meet field requirements; FM owns replenishment stocks.
• FM allowed 2 years to complete inventory transfer.
• FM will not pay full AMDF price but must provide reasonable value of the inventory.
• FM will pay the cost to transfer the inventory from the Government to the FM storage facility.

Pricing Policy

M109 FOV Fleet Management Pilot Program

Objective: Establish the guidelines for the M109 FOV FM to set and change spare parts prices.

Discussion:

• The FM will institute a stable pricing system, which will lock in the price when the requisition is placed.
• The FM will be authorized to provide reduced prices during the operating year.
• The FM will not be authorized to raise prices during the operating year.
• Pricing data resides in FEDLOG by National Stock Number (NSN).
• The FM will be required to provide updates to FEDLOG.
• Restrictions currently exist on updates to FEDLOG.

 

Single Stock Fund and Credit Policy

M109 FOV Fleet Management Pilot Program

Objective: Establish a single point of sale concept for the field to buy to use rather than buy to hold.

Discussion:

• The Government desires pay for repair policy rather than the current credit policy.

Contractor Payment Scheme

M109 FOV Fleet Management Pilot Program

Objective: Establish a mechanism for payment to the Fleet Manager for goods and services that provides visibility for measuring performance and quantifies savings while taking advantage of best commercial practices through the use of commercial banking.

Discussion:

• Contractor payment for Class II/IX Secondary Items. Budget dollars allocated from the Department of the Army or MACOM (i.e. FORSCOM) to Fleet Management Funding Lines to be placed in multiple sub-accounts for M109 units. Units purchase parts with a purchase card through a commercial bank. Payment to the Contractor will be made by commercial bank. DFAS will make payment to the Commercial Bank on a monthly basis.
• Payment for Services. Budget dollars will be allocated from AMC directly to the Fleet Management funding line. In general, the contracting method/ payment to the Fleet Manager follows standard contracting methods (use of Contract) and standard payment through PCO and DFAS procedures.
• Payment for Class II/IX Secondary Items using a Purchase Card through a commercial bank provides both units and the PM, FM Oversight Group with visibility of expenditures and balances. Approach also provides near real time payment for goods delivered by the contractor (more in tune with standard commercial practices). Although the Oversight Group would manage accounts, the Division/Corps Commanders would have flexibility in moving money between units and/or removing money to cover bona fide contingencies.
• Use of STAMIS may preclude the use of a purchase card and a commercial bank.

DLA Relationship with the Fleet Manager (FM)

M109 FOV Fleet Management Pilot Program

Objective: Provide the field with the best value for spare parts in support of operational readiness.

Discussion:

• The Fleet Manager will be required to buy the current Army and DLA M109FOV unique parts inventory, to include due-ins at time of contract award, within 2 years of contract award.
• The Fleet Manager will not be required to buy common parts from the Army or DLA inventory.
• The Fleet Manager’s purchasing system will be evaluated during the Source Selection process.

 

Modernization through Spares (MTS) Policy

M109 FOV Fleet Management Pilot Program

Objective: The M109 FOV FM will perform MTS as part of contract which is totally funded with OMA funds.

Discussion: Current policy restricts use of OMA for MTS unless narrow criteria are adhered to. Policy requires expansion to support MTS initiatives.

Current policy:

• Prohibits increase in performance envelope
• Prohibits MTS where centralized Management/Asset Control is required
• Requires depletion of older serviceable inventory
• Requires PA funding for kits

Total Package Fielding

M109 FOV Fleet Management Pilot Program

 

Objective: Document the approved guidelines on Total Package Fielding (TPF) for the Contractor(s) to follow when developing their proposals for the M109 Fleet Management (FM) Pilot Program.

Discussion:

• The existing Government fielding teams for the M109A6 and M992A2 Resupply vehicles will handle and complete fieldings for the current production of vehicles.
• The Fleet Manager will assume responsibility for any fieldings of modifications or additional production quantities.
• The existing government teams have been successfully performing these functions for the past five years.
• Based on the current production schedule, TPF fieldings should be concluded by August 2001.
• It would not be cost effective or efficient to train a Fleet Manager to assume the responsibility for the remaining fieldings.
• The Fleet Manager will be responsible for fieldings of any follow-on production and for field installation of modifications as needed. Funding to be included in all future orders.
• AMC approval to continue with existing TPF teams through the current production.
• TRADOC role in unit certification requires definition

Training

M109 FOV Fleet Management Pilot Program

 

Objective: Document the approved guidelines on Net Equipment Training (NET) and Instructor and Key Personnel Training (I&KPT) for the Contractor(s) to follow when developing their Proposals for the M109 Fleet Management (FM) Pilot Program.

Discussion:

• For the existing production quantity of M109A6 Howitzers and M992A2 Resupply Vehicles, the existing Government/Contractor teams will be responsible for the NET and I&KPT.
• The Fleet Manager will assume responsibility for NET and I&KPT as needed for any modifications to those end items as a result of Modernization Through Spares (MTS) actions or configuration changes.
• The existing government/contractor training teams have been performing these functions for the past five years in conjunction with the fielding of the M109A6 Paladin and M992A2 FAASV.
• Based on the current production schedule, the fieldings and concurrent training should be completed by August 2001.
• It would not be cost effective or efficient to transfer that short-term function to the Fleet Manager.
• The Fleet Manager will be responsible for any follow-on production fieldings or training associated with Modernization Through Spares.
• AMC approval to continue with existing training teams through the current production.
• TRADOC role in unit certification requires definition

Contract Type

M109 FOV Fleet Management Pilot Program

Objective: Establish an appropriate contract type and methodology that motivates contractor excellence, facilitates achieving the program’s objectives, and addresses risk and operational constraints.

Discussion:

• The Army presently contemplates a two-year contract in FY99 (funded annually) with three one year options using a Cost Plus Incentive Fee/Award Fee contract with Indefinite Delivery/Indefinite Quantity (ID/IQ) provisions.
• The CPIF/AF structure may be used to fund a service CLIN for delivery, retrofit Government directed changes, and engineering support; an ID/IQ supply CLIN (firm fixed priced – catalogue price) may be used to support spare/repair parts purchased.

Transition Plan Outline

M109 FOV Fleet Management Pilot Program

The transition from current organic support processes to a new process that includes a Fleet Manager as the focal point and primary provider of life-cycle support to the M109 FOV must be as transparent to the user community as possible. Comprehensive planning by the government and industry is essential. The contractor shall submit a transition plan with his proposal. As a starting point for this plan, the following outline is presented as a skeleton to show some of the key areas that must be addressed.

1. Transition from organic support to FM support

1. Roles and Responsibilities

1. Fleet Manager
2. User

1.1.2.1 Unit level

1.1.2.2 Direct Support level

1.1.2.3 General Support level

1.1.2.4 Echelons above Corps level

3. Government Oversight Group
4. Other Agencies

1. Establishing fleet management

1. M109 FOV Pilot Program master schedule
2. Transition from existing contracts
3. Hardware requirements
4. Software requirements
5. Data requirements
6. Training for the fleet management process
7. Foreign sales

1.3 Fleet Logistics Sustainment Support Functions

1.3.1 Major item management

1. Requirements
2. Distribution
3. Storage
4. Property records

1.3.2 Secondary item management

1. User involvement
2. Demand history
3. Requirements forecasting
4. Stocking logic

1. Supply

1. Transfer of inventory ownership
2. Relocation of Government stock
3. Vendor base
4. Pricing
5. Cataloging
6. Requisition processing (STAMIS)
7. Backorders (in old system)
8. Order status reporting
9. Retrograde pipe-line
10. Transportation

1. Fielding support
1. Training Support
2. War reserves
3. Fleet performance analysis

1. System Technical Support

1. Technical data package
2. Technical publications
3. Configuration Management
4. Modernization
5. Government certifications and liaison

1. Maintenance

1. Fleet Manager support to field maintenance operations
2. Repair of secondary items by the Fleet Manager
3. Depot overhaul programming
4. Depot maintenance scheduling
5. Competitive opportunities for depot overhaul & repair programs
6. Major Command special repair programs
7. Government furnished material
8. Field service representatives
9. Maintenance expenditure limits/controls

1.6 Financial Management

1. Budgeting
2. Funding
3. Execution procedures
4. Billing & payment
5. Financial reporting

1. Business automation and systems integration

1. Data interface to legacy systems
2. Performance reporting
3. Implementation of new fleet management features
4. User/customer communication

 

Nuclear Regulatory Commission Policy and License

M109 FOV Fleet Management Pilot Program

Objective: To provide guidance to potential contractors on the National Regulatory Commission (NRC)

Licensing requirements for the radioactive items on the M109 FOV.

Discussion:

• The contractor must (1) be aware of the Department of the Army requirements, and (2) either possess, or ensure subcontractors responsible for those parts possess, an NRC license and Army radiation permits for possessing, handling, and storing, and disposing of radioactive material.

• There are two radioactive items on the M109 FOV. They are:
• M1A1 Collimator, NSN 1240-00-332-1780
• M140 Alignment Device, NSN 4930-01-187-9713

• Currently, contractors must conform to the following:

• Title 10 CFR 150.20
• Title 10 CFR 30.35
• Title 10 CFR 40-36
• Title 10 CFR 70.25
• Title 10 CFR 71
• Title 49 CFR
• Title 39 CFR
• DOD 4500.9-R, Part II
• Title 32 CFR 655.10
• AR 750-43
• TB 750-25

• TACOM-ACALA is currently in the process of replacing the above radioactive items with non-radioactive components.

Roles and Responsibilities

M109 FOV Fleet Management Pilot Program

The proposed concept of "fleet management" revises the traditional roles and responsibilities of stakeholders within the process of life-cycle sustainment support for the M109 Family of Vehicles. The current process, primarily performed or controlled within the government, has evolved over generations of employees with highly specialized functional activities performed by a wide variety of organizations. The process entities are bound together by rigidly defined polices, regulations, and past practices that provide the continuity necessary to achieve a common objective - operational readiness. This manner of business is slow, costly, and often not as responsive to the end customer as desired. Creation of a Fleet Manager as the focal point for all life-cycle sustainment support that is not inherently governmental in nature, will streamline the business process but dictate significant reassignment of traditional roles and responsibilities.

The proposed fleet management support concept is comprised of three primary business "partners" replacing the "many" nearly autonomous providers in the current process. Local Commanders, as users/owners of the M109 FOV, will have to deal with a Fleet Manager as the primary provider of technical services, parts, Fleet Logistics Sustainment Support, and secondary item repair. The Fleet Management Project Office will provide oversight, management, and liaison between the Fleet Manager, customers, and legacy government interests. As with any new process in the developmental stage, the business relationships, roles, and responsibilities of these three primary "partners" are not yet fully defined.

Achievement of the Pilot Program’s objectives to decrease cost and improve effectiveness is dependent on accomplishing finite business process modeling that streamlines the overall process while defining a realistic and equitable apportionment of specific functional duties. Each "partner" has to know, and accept, how it will do business with the others. The current organic business process has taken years to evolve to its current level of performance. The effort to establish replacement of the current process must be accomplished within a period of months. Final resolution of these parameters of the Pilot Program is contingent on a solidified operational concept. As the fleet management concept definition matures, the table below can serve as a tool for methodically documenting and communicating assignment of responsibility. Role definition will require additional descriptive procedures.

Key: P = primary responsibility, S = supporting role, E = exclusive responsibility, TBD = to be determined

 

Function	Unit	Fleet Manager	Project Office
Operational readiness	E
O & S cost	P	S	S
Fleet performance data collection	S	P
Fleet performance reports	P	S	S
Pilot Program performance reports	S	P	S
Pilot Program evaluation and incentive administration			E
M109 FOV database		E
Major item management			E
Budget for fleet support	S	S	P
Funding for fleet support			E
Parts requirements forecast	S	P	S
Unique parts ownership & supply		E
Common parts supply		E
Ownership of field parts stock		E
Part requisitions	E
Availability of parts		E
Requisition automation (STAMIS)			E
Part delivery and transportation		E
GS level maintenance	S	P
DS level maintenance	E
Unit level maintenance	E
Engineering drawings		P	S
Configuration Management		P	S
Technical manuals		P	S
Engineering services		P	S
Modernization of parts	S	P	S
Operational training	P	S	S
Maintenance training	P	S	S
Payment to Fleet Manager			TBD
Diagnostic support to field maintenance		P	S
Fielding		P	S
Depot repair program planning		P	S
Depot repair procedures		E
Pricing of parts		E
Return policy		E
Parts catalog (STAMIS)		S	P
War reserves		S	P
Disposal		P	S
Obsolescence		P	S
Foreign Sales		P	S
Financial Transactions	S	S	P
Status reporting		P	S
Class VII storage (end item)			E
Support to deployed sites	S	P
Field service representatives		E
Retreat plan		S	P
Software support			E
Transition plan		S	P