Looking for help with:
Prepares Performance Work Statement documents
Conduct market research on for sustainment support contract
Assist in preparing acquisition strategy
Prepare Independent Government Estimate for Contract support
MARKET RESEARCH
CUI
CUI
1
Introductions
Jim McCloskey, Instructor
Participants
CUI
CUI
DELIVERY
Welcome and Introductions
State:
My name is ____ (provide information about who you are and your experience in contracting).
We will serve as your training consultants throughout this course.
It is our goal that you will leave with a general understanding of the justification and approval process.
Have the students introduce themselves by quickly providing their:
Name,
Program Office,
Total number of years of acquisition and contracting experience.
2
Housekeeping
Course Hours
Breaks
Lunch
Facility Overview
Break Rooms
Restrooms
Lunch Locations
CUI
CUI
DELIVERY
Review housekeeping items using the slide as a guide.
State:
Before we get started, we’d like to review some housekeeping items with you.
This course is three days in length and will begin promptly at 0830 am. We will end the day at 1630 hours.
We have breaks scheduled throughout the day that are 15 minutes in length. However, if necessary, we will break as needed.
Lunch will occur at 1200 and will be one hour in length.
Point out the location of the restrooms and break rooms at the facility as well as nearby places for lunch.
3
Ground Rules
Be on Time
Turn Off Electronic Devices
Ask Questions
Participate
Provide Feedback
Have Fun
CUI
CUI
DELIVERY
Review the ground rules using the slide as a guide.
State:
We’d like to establish some ground rules for the course before we get started.
We ask that you arrive in the morning and return from breaks and lunch on time. This will help us to ensure that we end the day on time.
We understand that you are taking time away from your normal work schedule to be here and that you may have duties to attend to back at the office. We also know training is important to your career growth. To help you and your peers get the most from your training experience, we ask that you turn off or silence your cell phones while class is in session.
In order to ensure understanding and address specific items important to you, please feel free to ask questions and engage in conversation at any time.
Participate in our activities. Experience has shown us that when you engage in activities, your brain retains information.
And lastly, have fun! This is a safe environment for you to explore various scenarios. We hope you find the course engaging.
4
Course Topics
What Is Market Research?
Why Is Market Research Important?
Who Performs Market Research?
How and When Is Market Research Performed?
What Are the Types of Market Research?
How to Properly Document Market Research
How to Perform Market Research for Services
5
CUI
CUI
Objectives
By the end of today’s course, you will be able to:
Understand what Market Research is
Understand the importance of Market Research
Explain who, how, and when Market Research is performed
Understand the types of Market Research and the process used for each
Describe the process for properly documenting the Market Research results
6
CUI
CUI
What Is Market Research?
Market Research is one of the most important and often overlooked parts of the FAR (FAR Part 10)
Critical acquisition planning step
Integral to the entire acquisition life-cycle
Impacts requirements definition
Permits agency to determine whether CI or NDI are available
Permits agency to determine whether the requirement can be met by a required source (FAR Part 8) or other socio-economical source as described in FAR Part 19 and DFARS 219
7
CUI
CUI
What Is Market Research?
Critical component in identifying the terms, conditions & practices appropriate for the items being acquired.
The extent of market research will vary, depending on such factors as complexity, urgency, estimated dollar value, and past experience.
8
CUI
CUI
9
Market Research is the sum of two types/processes
Product characteristics
MARKET RESEARCH
Surrounding business practices
Suppliers’ capabilities
Continuous process of collecting & analyzing information about capabilities within the market to assist in problem solving and decision making and satisfy agency needs
Plus the analysis of that data to make acquisition decisions
+
Investigation
Surveillance
Market Research
Socioeconomic opportunities
Market estimates
What Is Market Research?
CUI
CUI
9
Market research is the continuous process of collecting and analyzing information about the capabilities within the marketplace to satisfy
current and future requirements.
Before initiating a procurement action, the customer must perform due diligence in assessing what products or services already exist.
Often the end user or other technical personnel perform basic market research related to product characteristics and capability. The
contracting officer/buyer should build on this knowledge by performing market research devoted to the capability of the market and
identifying any unique commercial terms in the marketplace.
Once a requirement has been screened, buyers will be able to determine if purchasing from required government sources, strategic sources, or via open market can satisfy the requirement. This in turn determines the market research required to complete the buy.
Why Is Market Research Important?
Notwithstanding the statutory and regulatory (FAR and DFARS) requirements in 2015, GAO completed a review of 28 DoD contracts, and determined that at least 50 percent of which had inadequate, inconsistent and unclear market research documentation
Failure to adequately perform and document market research results in lost efficiencies and savings
Market research should identify any “cost drivers” or other aspects of the requirement that could impact cost, schedule, or performance.
10
CUI
CUI
Why Is Market Research Important?
To determine the practices of firms engaged in producing, distributing, and supporting commercial items, such as type of contract, terms for warranties, buyer financing, maintenance and packaging, and marking
To determine if required sources capable of satisfying the agency’s requirements exist to meet our requirements (FAR Part 8, DFAR Part 208)
To determine the extent to which commercial items or nondevelopmental items exist to meet our requirements, or can be modified to meet our requirements.
11
CUI
CUI
Why Is Market Research Important?
Market research helps to expand the industrial base and bring in new and innovative methods of solving warfighter challenges.
Market research allows for small businesses to be considered on acquisitions and potentially help the command to meet its small business goals through the use of set-asides as referenced in FAR part 19 and grow the industrial base.
Market research assists in determining important aspects of the acquisition strategy such as small business participation, subcontract opportunities, and contract vehicles to consider.
12
CUI
CUI
Why Is Market Research Important?
Market research allows for efficiencies to be gained in the acquisition timeline by revealing firms that could be sole sourced the work such as 8(a) companies; revealing firms that are working toward similar solutions in the R&D space through SBIR phase III opportunities.
Market research can also provide ways for determining what pitfalls might exist in an acquisitions strategy and provide evidence for decisions on things such as consolidation, bundling and potential for sole source utilization.
13
CUI
CUI
Why Is Market Research Important?
Market research can often steer an acquisition due to acquisition considerations that are revealed during market research.
These consist of things such as NAICS codes, PSC codes, vendor availability, and ability. These areas play an essential role in the acquisition strategy development.
www.dau.edu/tools/t/Product-and-Service-Code-Selection-Tool
14
CUI
CUI
When Is Market Research Performed?
Agencies must conduct market research “appropriate to the circumstances” (FAR 10.001):
Before developing new requirements
Before soliciting offers for procurements > Simplified Acquisition Threshold (SAT)
Before soliciting offers < SAT when adequate information is not available and circumstances justify the cost
15
CUI
CUI
When Is Market Research Performed?
Before soliciting offers for an acquisition that could lead to a bundled contract
Before awarding a task or delivery order under an IDIQ (Governmentwide Acquisition Contracts (GWACs) and Multi-agency contracts (MACs)) for a noncommercial item > SAT
On an ongoing basis to identify the capability of small business/new entrants
16
CUI
CUI
When Is Market Research Performed?
Market research can be broken down into two interrelated, but distinct, types: strategic market research and tactical market research
Strategic Market Research (market surveillance)
Continuous process that is begun early in the acquisition process
Broad study of the market and sources
It may take place even before an acquisition program exists and continue after it ends
17
CUI
CUI
When Is Market Research Performed?
Enables acquisition, engineering, project management, and other personnel to stay informed about overall market developments, trends, and capabilities.
During strategic market research, any identified users’ requirements need to be kept in mind.
Tactical Market Research (market investigation)
Tactical market research is focused on answering specific questions about products, services, or capabilities in the market at specific points in the acquisition process
18
CUI
CUI
When Is Market Research Performed?
Varies based on scope, criticality, and complexity of the product or service
These questions are derived from the requirements definition
Users’ requirements need to be continually considered when doing tactical market research
In early phases, both strategic and tactical market research can be used to shape the acquisition process
Early market research is particularly significant because it could have a major effect on how the program unfolds
19
CUI
CUI
When Is Market Research Performed?
Done early in the acquisition process before the requirement is documented, market research, as indicated in FAR 10.001, makes it possible to compare the users’ requirements to the capabilities of the commercial market and to determine the following:
Availability of products to meet the requirements as-is
Ability of suppliers to modify their products to meet the users’ requirements
KO must determine in writing acquisitions exceeding $1M that item meets the CI definition (See PGI 212.102 DoD Guidebook for Acquiring Commercial Items, Part A: Commercial Item Determination)
20
CUI
CUI
When Is Market Research Performed?
• Flexibility of the users to modify their requirements to allow the purchase of commercial items, commercial services, or nondevelopmental items
• Feasibility of undertaking a developmental program within cost and schedule constraints
• Such market research can be effective only with the understanding that comes from good up-front requirements definition.
21
CUI
CUI
Properly Defined Requirements?
CUI
CUI
Ex. Soldier electrocuted while taking a shower in a contractor maintained military facility.
22
23
Cost/Price Analyst
Logistics Specialist
Technical Team
Finance
War-Fighter/End User
Legal Counsel
Program Manager
DCAA/
DCMA
The Acquisition Team
Contracting Officer
Contract Specialist
Purchasing Agent
Small Business
Who Performs Market Research?
CUI
CUI
23
One Team Important to understand everyo9nes role in acquisition process and work together.
Rule of Thumb
The Technical Staff (i.e. engineer, scientist, and equipment specialist) is responsible for conducting the market research.
The program manager is responsible for ensuring the market research is conducted.
The contracting officer should not proceed with any acquisition unless adequate market research has been accomplished.
Who Performs Market Research?
There is no Market Research Department or Competency in the Government
Market Research process lends itself to a Team approach
Technical specialists from the requirements organization should have performed Market Research when defining the requirement
Market Research should be performed by representatives from: Contracting, Program Management, End Users, Engineering, Logistics, Legal, Finance, Cost Analysts, and Other IPT members
24
CUI
CUI
How is Market Research Performed?
25
Site Visits
Surveys
On-line Browsing and Communicating
Various Techniques
CUI
CUI
Aspects to Consider When Performing Market Research
Whether commercial items are available to meet the requirement
Whether the Contracting Officer has a reasonable expectation of receiving at least two offers from responsible small businesses and award will be made at fair market prices
Whether there are Mandatory Sources identified in FAR Part 8 and DFARS 208
26
CUI
CUI
Aspects to Consider
Federal supply schedule databases to include GSA, NIH, NASA SEWP, etc.
The use of FAR vs Non FAR acquisitions such as Other Transactions and determining non-traditional defense contractors, joint venture authority vested in the Department of Commerce (DOC) and "Commercial Solutions Opening" authority given to GSA
27
CUI
CUI
Aspects to Consider
The ability to use a SBIR and STTR to researching new and innovative technologies if it is an R&D requirement
Understanding the supply chain around the requirement to analyze things such as the non-manufacturers rule and how Cybersecurity requirements such as (CMMC) might impact the acquisition strategy and potential teaming arrangements
Determine the historical aspects of the proposed procurement to determine if there will be pitfalls in the acquisition strategy due to consolidation or bundling
28
CUI
CUI
How is Market Research Performed?
Market research sources and techniques:
Knowledgeable industry and Government experts
Historical acquisitions for similar or identical requirements
Government databases
Internet searches
Sources Sought/Request for Information/Unsolicited Proposals
Source lists
Market surveys
Industry days
Contractor catalogs, trade journals, data specifications, product brochures, advertisements, conferences
Trade Associations
Sam.gov
29
CUI
CUI
29
How is Market Research Performed?
Market Research Sources and Techniques for Small Business:
Dynamic Small Business Search (DSBS) is a database that government agencies use to find small business contractors for upcoming contracts. https://web.sba.gov/pro-net/search/dsp quicksearch.cfm
PTACs and Small Business development centers identify small business entities and their respective capabilities and assist agencies in shaping market research.
Contracting Officer’s can elect to set aside a Task Order solicitation under a multiple award IDIQ contract such as GSA, NIH, NASA SEWP, Seaport
30
CUI
CUI
30
How is Market Research Performed?
Guiding Principles for Conducting Market Research
Start early
Refine as you proceed
Tailor the investigation
Repeat as necessary
Communicate with all stakeholders throughout the process
Involve the Users
31
CUI
CUI
Strategic Market Research
Steps to Conducting Strategic Market Research
Identify Market Research objectives
Identify the market/market segment
Identify the source of information
Collect relevant market information
Document the results
Tailored for each supply class or technology area
Should contact users for tradeoff considerations
Trade journals, personal contacts with users and manufacturers, and automated databases are good sources of information
Identify and utilize SBDCs, PTACs, HUBZone associations, 8(a) associations, AFCEA SB chapters
32
CUI
CUI
Types of Market Research
Strategic Market Research (Surveillance)
– Involves a broad study of the market
– Ongoing throughout the process
– Conducted to stay informed about overall market developments, trends, and capabilities
• Tactical Market Research (Investigation)
– Activities to gain understanding of the market
– Conducted at specific points
– Answers specific questions about capabilities, products, or services
33
CUI
CUI
Strategic Market Research
Strategic Market Research Sources (Surveillance)
Other Government Agencies and Users
Military and non DoD
Grants.gov (Labs)
Contracting Resources
Sam.gov
Previous RFI’s/RFP’s and contract award announcements
Economic Data Including Industry Sales and Trends
US Census Bureau, Bureau of Labor Statistics, etc.
News and business publications
General Market Information
Manufacturers, Distributors, Trade shows, Training Associations, Personal Contact
34
CUI
CUI
How Is Market Research Documented and Managed
Strategic Market Research:
Strategic market research is continuous so it should be managed through documentation of vendor capabilities presented on a regular basis
This may include vendor files available from command office of small business programs, Small Business Innovative Research (SBIR) and Small Business Technology Transfer (STTR) databases, Procurement Technical Assistance Centers (PTAC) databases among other sources.
For strategic market research there should be an initial discussion of the marketplace and the industrial base in relation to the initial development of the requirement
35
CUI
CUI
Strategic Market Research
Review and summarize strategic Market Research data (Taking into account stakeholder concerns)
Focus tactical market investigation to answer specific questions and fill in information gaps
36
CUI
CUI
Tactical Market Research
Steps of Tactical Market Research
Review strategic Market Research summary (Surveillance)
Formulate requirements
Identify objectives
Identify sources
Collect information from sources
Collect information from users
Evaluate the data
Document results
37
CUI
CUI
Tactical Market Research
Formulate Requirements/Identify Objectives
Clear and thorough requirements are essential
Allows Market Research to target specific types of information
Consider Results of Market Research
Available products and services
Commercial practices
Identify Acceptable Risk
Discuss Alternatives
38
CUI
CUI
Tactical Market Research
Negotiate needs
Allows for tradeoffs to see if modifying requirements may better align with commercial business practices, terms and conditions
Document capability requirements clearly and precisely
Save time and money in the future
Focus on “What” not “How”
39
CUI
CUI
Tactical Market Research
Each market investigation is tailored to the specific acquisition requirements
Cost
Criticality
Complexity
Frequency of acquisition
Competition
Industrial Base
40
CUI
CUI
Tactical Market Research
Tactical Market Research Sources (Investigation)
Other Government Agencies and Users
Military and non DoD
Known Suppliers
Suppliers who have bid in the past
GSA
Sam.gov
Commercial Databases
Dunn & Bradstreet
Thomas Registry (Thomasnet)
Basic web searches
Conferences and Trade Shows
41
CUI
CUI
Availability
Technology
Specs/Standards
Integration/Open Systems
Quality Assurance
Market Prices
Services
Business Practices;
Terms/Conditions; Laws
Source
Capabilities
Product/Service
Characteristics
Competition
Size (SBs)
Production
Distribution
Geographic location
Support
Program Management
Warranties
Financing and Discounts
Marking and Packaging
Inspection and Acceptance
Price data
Insured/Bonded/ Licensed
Govt Leverage
Payment Terms
Supportability/
Sustainment
Obsolescence
Life cycle and cycle time
Equipment
Technical Data
Parts availability
Impact of Replacement Items
Tactical Market Research Areas
CUI
CUI
42
This chart depicts a data evolutionary process from requirements generation through contract award. Here are some of areas to be considered when gathering your market research data.
PRODUCT/SERVICE CHARACTERISTICS
Market Research can help you refine your requirement or determine if you can satisfy your requirements. You need to identify:
– Availability – whether products or services are available in the commercial marketplace to support mission and system requirements. If commercial is not available, what about NDI? Identify the value or limitations of each.
– Technology- Is the technology leading edge or a highly stable design? Can advanced technology be applied to, planned, or inserted into in-place systems?
– Impact – The impact of the commercial or nondevelopmental items on the environment, safety, security, and energy conservation
– Market Prices – The lowest cost alternatives available to meet the customer requirements
– For Services:
– A new service, stable company, customer satisfaction
SOURCE CAPABILITIES DATA
Assessing the sources financial, production and support capabilities impacts:
– Competition decision
– sole source vs competitive
– Evaluation criteria
Are there socio-economic program requirements?
BUSINESS PRACTICES; TERMS & CONDITIONS
Determination of customary business practices is critical to structuring solicitations and preparing for negotiations. You should look for:
– What are the generally accepted commercial terms and agreements?
– Implied and/or express warranties, type and duration of warranties;
– Commercial financing/discounts customary?
– Sufficient price data exist? If not, what additional data may be required? Is going commercial, cost effective?
– How large/small is government leverage within the market?
– What would be the impact on negotiations & competition?
Supportability/Sustainment
Market Research is also used to identify the life cycle support problems of commercial items, components, processes and technologies.
Support and sustainment issues include: availability, obsolescence, cycle time for introduction of new items or average time to support old systems, parts availability, equipment required, who holds technical data rights, and other elements involving the distribution and logistics support capabilities of potential suppliers to meet the needs of the government.
Market research will help target viable solutions and identify alternatives and options to these support issues/problems. It is essential to determine the most cost effective sources of those parts and equipment, ensure competitive insertion of advanced technology, and maintain a responsive posture in a diminishing manufacturing sources environment. It will aid in reducing total cost of ownership and assist in the program planning and budgeting process throughout the life of the system.
If you’re looking for a service to be performed:
– Customer satisfaction and quality of product is a key aspect. Looking at past performance information and checking industry standards can provide you with insight into recurring cost control, technical quality, or timely delivery problems.
– Often a service contract needs good incentives to guarantee quality performance.
Tactical Market Research
Questions tailored to product and risk areas
Obtain information to assess
Product data
Production capability
Support capability
Market acceptance
Test data
References
Identify standard and unique commercial characteristics and business practices
Minimize burden on activity being surveyed
43
CUI
CUI
Tactical Market Research
Check references; obtain previous and current users’ input
Past performance (CPARS)
Product reliability
Verify vendor’s claims
Examine and test products
Interview users
On-site
Remotely
44
CUI
CUI
Evaluation of Tactical Market Research
Analyze information gathered to determine if product or service meets the need
Compare commercial products and applications with the user’s needs
Commercial product or service is not available
Commercial product or service meets the need
Commercial product or service meets the need if you modify the requirements
Commercial product or service could be modified to meet the need
Identify and analyze potential trade-offs to see if modifying requirements may better align with commercial business practices, terms and conditions.
45
CUI
CUI
Document Tactical Market Research
Amount based on size and complexity of acquisition
Documentation serves several purposes
Provides historical record
May be used by other market research teams for similar products
May be used by contracting to determine contract terms
46
CUI
CUI
Document Tactical Market Research
Documentation shall consider at a minimum:
(A) The methods used to conduct market research;
(B) The timeframe in which market research was conducted;
(C) The analysis of the capabilities of the potential sources that were identified during market research; and
(D) Any conclusion(s) reached as a result of market research analysis. PGI 210.002
In addition to using the “Market Research Report Guide for Improving the Tradecraft in Services Acquisition”, for service acquisitions, the format and processes should also be adapted for use in documenting market research for supplies. (AFARS 5110.002)
47
CUI
CUI
How Is Market Research Documented and Managed
Tactical Market Research:
Market research should be documented in the Market Research Report (MRR), and acquisition strategy.
If the market research was performed for a complex acquisition, the MRR should explain how the findings impact the acquisition strategy.
Market research should be summarized in the Small Business Coordination Record DD Form 2579, and attached to the DD Form 2579
48
CUI
CUI
Market Research for Services
Use the “Market Research Report Guide for Improving the Tradecraft in Services Acquisition”
Strategic and Tactical Market Research processes and techniques apply
Provides information on practices used for obtaining same or similar services in commercial market
Information on past performance is vital
Service sector and regulatory standards are good tools to use
49
CUI
CUI
OFPP Market Research Misconceptions
OFPP has created a series of mythbusters available to help improve communication with industry and assist in providing guidance on preconceived communication concerns between government and industry.
Mythbusters 1: Addressing Misconceptions to Improve Communication with Industry during the Acquisition Process https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/Myth-Busting.pdf
50
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “We can’t meet one-on-one with a potential offeror.”
Fact – Government officials can generally meet one-on-one with potential offerors as long as no vendor receives preferential treatment.
51
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “A protest is something to be avoided at all costs – even if it means the government limits conversations with industry.”
Fact – Restricting communication won’t prevent a protest, and limiting communication might actually increase the chance of a protest – in addition to depriving the government of potentially useful information.
52
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “If the government meets with vendors, that may cause them to submit an unsolicited proposal and that will delay the procurement process.”
Fact – Submission of an unsolicited proposal should not affect the schedule. Generally, the unsolicited proposal process is separate from the process for a known agency requirement that can be acquired using competitive methods.
53
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “The program manager already talked to industry to develop the technical requirements, so the contracting officer doesn’t need to do anything else before issuing the RFP.”
Fact – The technical requirements are only part of the acquisition; getting feedback on terms and conditions, pricing structure, performance metrics, evaluation criteria, and contract administration matters will improve the award and implementation process.
54
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “Giving industry only a few days to respond to an RFP is OK since the government has been talking to industry about this procurement for over a year.”
Fact – Providing only short response times may result in the government receiving fewer proposals and the ones received may not be as well-developed – which can lead to a flawed contract. This approach signals that the government isn’t really interested in competition.
55
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “Getting broad participation by many different vendors is too difficult; we’re better off dealing with the established companies we know.”
Fact – The government loses when we limit ourselves to the companies we already work with. Instead, we need to look for opportunities to increase competition and ensure that all vendors, including small businesses, get fair consideration.
56
CUI
CUI
OFPP Market Research Misconceptions
Mythbusters 2: Addressing Misconceptions to Improve Communication with Industry during the Acquisition Process https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/myth-busting-2-addressing-misconceptions-and-further-improving-communication-during-the-acquisition-process.pdf
57
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “The best way to present my company’s capabilities is by marketing directly to Contracting Officers and/or signing them up for my mailing list.”
Fact – Contracting officers and program managers are often inundated with general marketing material that doesn’t reach the right people at the right time. As an alternative, vendors can take advantage of the various outreach sessions that agencies hold for the purpose of connecting contracting officers and program managers with companies whose skills are needed.
58
CUI
CUI
OFPP Market Research Misconceptions
Misconception –“It is a good idea to bring only business development and marketing people to meetings with the agency’s technical staff.”
Fact – In meetings with government technical personnel, it’s far more valuable for you to bring subject matter experts to the meeting rather than focusing on the sales pitch.
59
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “Attending industry days and outreach events is not valuable because the agency doesn’t provide new information.”
Fact – Industry days and outreach events can be a valuable source of information for potential vendors and are increasingly being used to leverage scarce staff resources.
60
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “Agencies generally have already determined their requirements and acquisition approach so our impact during the pre-RFP phase is limited.”
Fact – Early and specific industry input is valuable. Agencies generally spend a great deal of effort collecting and analyzing information about capabilities within the marketplace. The more specific you can be about what works, what doesn’t, and how it can be improved, the better. (See FAR 15.201)
61
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “If I meet one-on-one with agency personnel, they may share my proprietary data with my competition.”
Fact – Agency personnel have a responsibility to protect proprietary information from disclosure outside the Government and will not share it with other companies. In fact, 18 U.S.C. 1905, the Trade Secrets Act, prohibits the Government from disclosing proprietary information outside the Government.
62
CUI
CUI
OFPP Market Research Misconceptions
Misconception – “Agencies have an obligation not to share information about their contracts, such as prices, with other agencies, similar to the obligation they have not to disclose proprietary information to the public.”
Fact – There are no general limitations on the disclosure of information regarding existing contracts between agencies within the Government. In fact, agencies are encouraged to share pricing information to ensure that we are getting the best value for our taxpayers.
63
CUI
CUI
OFPP Market Research Misconceptions
Mythbusters 3:Further Improving Industry Communication with Effective Debriefings https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/myth-busting_3_further_improving_industry_communications_with_effectiv….pdf
Mythbusters 4: Strengthening Engagement with Industry Partners through Innovative Business Practices https://www.whitehouse.gov/wp-content/uploads/2019/05/SIGNED-Myth-Busting-4-Strenthening-Engagement-with-Industry-Partners-through-Innovative-Business-Practices.pdf
64
CUI
CUI
OFPP Market Research Misconceptions
Misconception – "Using innovative business strategies to the Federal contracting process is not a core program management or contracting office responsibility in meeting mission needs."
“Fact – Applying new and innovative ways of conducting the Government's business is a critical, core responsibility of contracting staff, integrated project teams, and the agency's senior leadership.
65
CUI
CUI
OFPP Market Research Misconceptions
Misconception – "Non FAR-based acquisition authorities (i.e., authorities that cannot be exercised under the FAR) are never available for general use by agencies and are designed to be considered only on a limited basis for unique needs and circumstances."
“Fact – While agencies must have authority to use acquisition tools that would otherwise not be allowed under the FAR, agencies may also leverage a number of non-FAR based authorities by working with other agencies that do maintain such authorities. These include joint-venture authority vested in the Department of Commerce (DOC) and "Commercial Solutions Opening" authority given to GSA, Prize and Challenge authority under the America COMPETES Act, and OTs.
66
CUI
CUI
OFPP Market Research Misconceptions
Misconception – "Before a potential procurement starts, it is not valuable for government personnel to engage with industry representatives to discuss substantive agency strategic and planning needs."
“Fact – To maximize market research efforts, agencies are encouraged to engage vendors early in the planning process to learn about market capabilities and ways that industry may fulfill requirements in non-traditional ways.
67
CUI
CUI
OFPP Market Research Misconceptions
Misconception – "The best way to engage with industry during the planning phase is through a written request for information."
“Fact – Requests for Information (RFIs), while useful, can result in a static, one-way exchange where agencies do not have the resources to respond and vendors do not have the opportunity to demonstrate their capabilities. However; agencies can conduct virtual meeting sessions (live RFIs) and can schedule separate virtual presentations for potential offerors to demonstrate solutions with contracting officers, program managers, and others.
68
CUI
CUI
OFPP Market Research Misconceptions
Misconception – "Product demonstrations are too complex and provide limited value for acquisition personnel."
“Fact – The "show me, don't tell me" approach enables potential vendors to actually demonstrate the product and/or services instead of filling out paperwork to explain how the product and/or service would meet the government's needs. Such presentations allow companies to exhibit their capabilities and enable agencies to understand relevant products and services before making an award.
69
CUI
CUI
OFPP Market Research Misconceptions
Misconception – "Agency personnel are generally prohibited from engaging directly with associations and other government-focused industry groups because of ethics considerations."
Fact – Ethics laws and regulations do not generally prohibit federal employees from joining associations or other industry groups, and agencies are encouraged to promote appropriate workforce and leadership participation to discuss ideas and solutions. Collaborative engagements may include: co-training alongside industry partners, attending industry-hosted workshops, joint conference panel participation, and industry demos.
70
CUI
CUI
Tips for Success
Start early, while the requirement is still flexible
Identify and understand the needs/key characteristics of the requirement
Identify the market research objectives
Tailor and refine efforts as you proceed, from general to specific
Analyze the data received to determine if the market research objectives are met.
71
CUI
CUI
Questions
72
CUI
CUI
image2.jpeg
image3.jpeg
image4.jpeg
image5.jpeg
image6.jpeg
image7.png
image8.png
image9.png
image16.jpeg
image10.jpeg
image11.jpeg
image12.jpeg
image13.jpeg
image14.jpeg
image15.jpeg
image24.wmf
image25.wmf
image26.png
image27.png
image17.wmf
image18.wmf
image19.wmf
image20.wmf
image21.wmf
image22.wmf
image23.wmf
image28.png
image29.png
image30.png
image31.png
image32.png
image33.png
image34.png
image35.png
image36.jpeg
image37.jpeg
image1.png
,
PERFORMANCE WORK STATEMENT (PWS) FOR
WEAPON SYSTEM SUSTAINMENT (WSS) SUPPORT SERVICES
1.0. General: Work is to be accomplished for the United States Air Force (USAF).
1.1 Scope: The contractor shall provide all personnel, equipment, tools, materials, supervision, and quality control necessary, except as specified in Paragraph 3.0 as Government Furnished, to perform Weapon System Sustainment Support (WSS) as defined in this Performance Work Statement (PWS).
1.1.1. The scope of this effort requires the contractor to analyze and support the Weapon System Sustainment (WSS) requirements/budget process for the USAF, who must manage their own requirements validation, prioritization, publishing, and execution of funds. The extent of the subject effort includes evaluating sustainment objectives related to supporting the current Headquarters Air Force (HAF) budget process, reducing the number of man-hours required to analyze data during the budget process. The data provided by the contractor will aide USAF in making decisions/recommendations to senior USAF leadership and support budget justification documentation to the Office of the Secretary of Defense (OSD) and Congress on the WSS program in support of the Planning, Programming, Budgeting and Execution (PPBE) process.
1.1.1.1. This effort is for non-personal services. Functional requirements to be performed by contractor personnel in order to achieve performance objectives and complete specific deliverables described within this PWS. The performance objectives may include tasks defined as closely associated with inherently governmental functions as defined by the Federal
Acquisition Regulations Subpart 7.5 and the Defense Federal Acquisition Regulation Supplement at Subpart 207.503. As such, non-disclosure agreements and conflict of interest provisions apply. 48 CFR § 52.203-16, Preventing Personal Conflicts of Interest, applies. The specific scope of this effort includes performance of the following activities, which are to be performed in direct support of USAF requirements:
a. WSS associated funding and requirements determination is completely dependent upon manual process for submission of Justification Books (JBooks) and President Budget (PB) data for the USAF to defend budget submissions to OSD and Congress. The contractor shall provide Government personnel direct support to plan and execute the annual WSS requirements/budgeting process, including direct support to HAF during critical/time-sensitive budgetary assessments.
1.2. Background The USAF budget requirement process differs from the Active DoD budget process. The USAFs specialized mission supports not only the Federal Government, but the State and Local sector. Because of the broad spectrum of support, the USAF requires a deviation from the active DoD process, and it is difficult and labor intensive to adequately respond to time sensitive higher headquarters and HAF budget drills with extremely limited resources.
1.2.1. The Organization has over 350 operational units across the United States in 90 Wings, 175 geographically separated units in 213 locations, responsible for maintaining over 18 major weapon systems consisting of more than 1,160 military aircraft, thousands of special and general-purpose vehicles and associated support equipment in a combat-ready condition. The ability to generate and analyze reliable logistics management data so that it can be used to shape policy and procedures has the potential to generate significant savings in logistics and operational support costs for USAF.
1.3. Period of Performance (PoP): The Period of Performance shall be one base year and four one-year options under FAR 52.217-9, Option to Extend Services.
1.4 General Information:
1.4.1. Quality Control (QC): The contractor shall develop and maintain an effective QC Plan (QCP) to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent and ensure non-recurrence of defective services. The contractor’s QCP is the means by which it assures itself that its work complies with the requirements of the contract. As a minimum, the contractor shall develop QC procedures that address the areas identified in Technical Exhibit 1, Performance Requirements Summary (PRS). A final QCP shall be submitted to the Contracting Officer Representative (COR) NLT 10 days after contract award in accordance with A001. COR will review and provide concurrence of acceptance. After acceptance of the QCP, the contractor shall obtain the Contracting Officer’s (KO’s) acceptance in writing of any proposed changes to its QCP.
1.4.1.2 Quality Assurance (QA): The Government will evaluate the contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan (QASP). This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and acceptable quality level(s) or defect rate(s).
1.4.3 Recognized Holidays: The Contractor shall not perform services on recognized U.S. holidays. All recognized holidays can be found at: https://www.opm.gov/policy-data-oversight/pay-leave/federal-holidays/. Most Federal employees work on a Monday through Friday schedule. For these employees, when a holiday falls on a non-workday (Saturday or Sunday) the holiday usually is observed on Monday (if the holiday falls on Sunday) or Friday (if the holiday falls on Saturday). The Contractor shall be responsible for knowing when Federal holidays are recognized as this may impact the status of Federal facilities and contractor access to such facilities.
1.4.4. Place and Performance of Services: The contractor shall provide services between the hours of 0800 – 1700 on Monday through Friday, except on recognized US holidays or when the Government facility/installation is closed due to local or national emergencies, administrative closings, or similar Government-directed facility/installation closings. Performance shall be at the Resources Division, USAF. The contractor shall at all times maintain an adequate work force for the uninterrupted performance of all tasks defined within this PWS when the Government facility/installation is not closed for the above reasons. When hiring personnel, the contractor shall keep in mind that the stability and continuity of the work force are essential. Teleworking is authorized.
1.4.4.1. Telework: The Government may permit telework by contractor employees when determined to be in the best interest of the Government in meeting work requirements. In furtherance of Continuity of Operations Planning (COOP), a telework program may be enacted to ensure the Government’s mission–critical operations stay operational during times of national emergency or incidents of national significance. Telework shall be at no additional cost to the Government.
1.4.4.2. Unscheduled gate closures by the Security Police may occur at any time causing all personnel entering or exiting a closed installation to experience a delay. This cannot be predicted or prevented. Contractors are not compensated for unexpected closures or delays. Vehicles operated by contractor personnel are subject to search pursuant to applicable regulations. Any moving violation of any applicable motor vehicle regulation may result in the termination of the contractor employee’s installation driving privileges.
1.4.4.3. The contractor’s employees shall become familiar with and obey the regulations of the installation, including fire, traffic, safety and security regulations while on the installation. Contractor employees should only enter restricted areas when required to do so and only upon prior approval. All contractor employees shall carry proper identification with them at all times. The contractor shall ensure compliance with all regulations and orders of the installation which may affect performance. The Government reserves the right to direct the removal of an employee for misconduct, security reasons, or any overt evidence of communicable disease. Removal of contractor employees for reasons stated above does not relieve the contractor from responsibility for total performance of this contract.
1.4.5. Access and General Protection/Security Policy and Procedures. The contractor shall comply with all applicable installation/facility access and local security policies and procedures, which may be obtained from the Contracting Officer’s Representative (COR). The contractor shall also provide all information required for background checks to meet installation access requirements to be accomplished by the local installation’s Security Forces, Director of Emergency Services or local Security Office. The contractor shall ensure compliance with all personal identity verification requirements as directed by DoD, HAF and/or local policy. Should the Force Protection Condition (FPCON) change, the Government may require changes in contractor security matters or processes.
1.4.5.1. For contractors requiring Common Access Card (CAC): For installation(s)/location(s) cited in the contract, contractors shall ensure Common Access Cards (CACs) are obtained by all contract or subcontract personnel who meet one or both of the following criteria:
1. Require logical access to Department of Defense computer networks and systems in either:
a. the unclassified environment; or
b. the classified environment where authorized by governing security directives.
2. Perform work, which requires the use of a CAC for installation entry control or physical access to facilities and buildings.
3. While visiting or performing work on installation(s)/location(s), contractor personnel shall wear or prominently display the CAC as required by the Governing local policy.
Before CAC issuance, the contractor employee requires, at a minimum, a favorably adjudicated Tier 1 (T1) or higher investigation IAW DoDI 5200.46. The contractor employee will be issued a CAC only if duties involve one of the following: (1) Both physical access to a DoD facility and access, via logon, to DoD networks on-site or remotely; (2) Remote access, via logon, to a DoD network using DoD-approved remote access procedures; or (3) Physical access to multiple DoD facilities or multiple non-DoD federally controlled facilities on behalf of the DoD on a recurring basis for a period of 6 months or more. At the discretion of the sponsoring activity, an initial/interim CAC may be issued based on a successfully scheduled T1 with the Office of Personnel Management and a favorable completion of an FBI fingerprint check.
1.4.5.1.1. Homeland Security Presidential Directive (HSPD)-12 Background Investigation Requirements: The contractor shall ensure that all contractor and subcontractor personnel whose duties require CAC card issuance obtain them, and shall process all CAC card applications. The contractor shall ensure that all employees requiring a T1 be vetted by the cognizant security activity Chief, Information Protection (CIP) to ensure a proper investigation is on record. The CIP will process the T1 if needed. The contractor shall ensure immediate compliance with all instructions regarding background investigation processing, including those provided verbally, by e-mail or via a Government system. The contractor is cautioned that the entire process from submittal of the investigation may take multiple weeks and shall factor this lead time into its hiring/placement process. The contractor shall make all reasonable efforts to ensure that contractor employees meet CAC eligibility standards upon assignment to the contract and shall be held responsible for delays, failure to meet performance requirements or decreases in efficiency in accordance with the applicable inspection clause.
1. The contractor's FSO or contractor employee shall submit requests for a CAC via email to the designated Mission Partner Affiliation Sponsor (MPAS). The MPAS for this requirement will be: TBD
2. The Government will establish an MP ICAM application account for each CAC Request and will provide each contractor employee a user ID and password, via email, to the contractor’s FSO or contractor employee. The FSO or contractor employee shall access the MP ICAM account and complete the CAC application (entering/editing contractor information as applicable) at: MP ICAM – Mission Partner Registration Web Application – DMDC (osd.mil). The contractor’s FSO or contractor employee shall follow up to ensure that the MPAS is processing the request.
3. The Government will inform the contractor's applicant, via email, of one of the following:
a. Approval. Upon approval, the information is transferred to the DEERS database and an email notification is sent to the contractor with instructions on obtaining their CAC. The contractor proceeds to a RAPIDS station (RAPIDS Site Locator: http://www.dmdc.osd.mil/rsl/).
b. Rejection. The Government, in separate correspondence, will provide reason(s) for rejection.
c. Return. Additional information or correction to the application required by the contractor employee.
*The contractor shall maintain records of all approved and rejected applications.
1.4.5.1.3. Contractor personnel shall obtain a CAC from the nearest Real Time Automated Personnel Identification Documentation System (RAPIDS) Issuing Facility (typically the local Military Personnel Flight (MPF)). At the RAPIDS station, the RAPIDS Verification Officer will verify the contractor employee by Social Security Number (SSN) and two forms of identification. Identity source documents must come from the list of acceptable documents included in Form I-9, OMB No. 1615-0047, "Employment Eligibility Verification". Consistent with applicable law, at least one document from the Form I-9 list shall be a valid (unexpired) State or Federal Government-issued picture ID. The Identity documents will be inspected for authenticity and scanned and stored in the DEERS upon issuance of an ID. The photo ID requirement cannot be waived, consistent with applicable statutory requirements. The Verification Officer will capture primary and alternate fingerprints, picture, and updates to DEERS, and will then issue a CAC. Issued CACs will be valid for no longer than three years, or until the individual's contract end date (inclusive of any options), whichever is earlier.
1.4.5.1.4. During the performance period of the contract, the contractor shall:
1. Within 7 working days of any changes to the listing of the contract personnel authorized a CAC, provide an updated listing to the contracting officer who will provide the updated listing to the authorizing Government official;
2. Return CACs in accordance with local policy/directives within 7 working days of a change in status for contractor personnel who no longer require logical or physical access;
3. Return CACs in accordance with local policy/directives within 7 working days following a CACs expiration date; and
4. Report lost or stolen CACs in accordance with local policy/directives, in accordance with deliverable A002.
1.4.5.1.5 Within 7 working days following completion/termination of the contract, the contractor shall return all CACs issued to their personnel to the issuing office or the location specified by local policy/directives. A receipt for each returned card shall be provided to the TA/COR.
1.4.5.1.6. Failure to comply with these requirements may result in withholding of final payment.
1.4.5.2. Air Force Network (AFNET) Email. The contractor shall obtain an AFNET email address for each applicant, including subcontractors, who may require logical access to a government computer network. Network access requires the COR to approve access for approved roles to support the WSS process.
1.4.5.3. Communications Security/Information Technology (COMSEC/IT) Security. All communications with DoD organizations are subject to COMSEC review. All telephone communications networks are continually subject to intercept by unfriendly intelligence organizations. DoD has authorized the military departments to conduct COMSEC monitoring and recording of telephone calls originating from, or terminating at, DoD organizations. Therefore, the contractor is advised that any time contractor personnel place or receive a call they are subject to COMSEC procedures. The contractor shall ensure wide and frequent dissemination of the above information to all employees dealing with DoD information. The contractor shall abide by all Government regulations concerning the authorized use of the Government's computer network, including the restriction against using the network to recruit Government personnel or advertise job openings.
1.4.5.4. Use of Government Information Systems (IS) and access to Government networks is a revocable privilege, not a right. Contractor employees shall have a favorable background investigation or hold a security clearance and access approvals commensurate with the level of information processed or available on the system. Contractor employees shall:
1.4.5.4.1. Mark and safeguard files, output products, and storage media per classification level and disseminate them only to individuals authorized to receive them with a valid need to know.
1.4.5.4.2. Protect IS and IS peripherals located in their respective areas in accordance with physical security and data protection requirements.
1.4.5.4.3. Practice safe network and Internet operating principles and take no actions that threaten the integrity of the system or network.
1.4.5.4.4. Comply with the command's Acceptable Use Policy (AUP) for Government owned IS and sign an AUP prior to or upon account activation.
1.4.5.4.5. Complete initial and/or annual Information Assurance (IA) training as required by applicable Air Force/ANG policy.
1.4.5.5. Protection of Personally Identifiable Information (PII). The contractor shall protect all PII encountered in the performance of services in accordance with Defense Federal Acquisition Regulation Supplement (DFARS) 224.103 Personally Identifiable Information and Department of Defense Directive (DoDD) 5400.11, Department of Defense Privacy Program, and DoD 5400.11-R. If a PII breach results from the contractor’s violation of the aforementioned policies, the contractor shall bear all notification costs, call-center support costs, and credit monitoring service costs for all individuals whose PII has been compromised.
1.4.5.6. Information Assurance (IA) / Information Technology (IT) Certification. In accordance with DoD 8570.01-M, DFARS 252.239.7001, and Air Force Policy Directive (AFPD) 17-1 contractor employees performing services supporting IA/IT functions shall be appropriately certified upon contract award. The baseline certification as stipulated in DoD 8570.01-M shall be completed upon contract award.
1.4.5.7. Security Requirements, Information Technology (IT) Training: All contractor employees and associated subcontractor employees shall complete the DoD Cyber Awareness requirement found at the following link: https://lmsjets.cce.af.mil/moodle/enrol/index.php?id=12980 before issuance of network access and annually thereafter, IAW A002. The contractor shall submit certificates of completion for each contractor employee and subcontractor employee to the COR within 30 calendar days after completion of training.
1.4.5.8. Requirement for OPSEC Training. In accordance with AFI 10-701, Operations Security, OPSEC PMs/Signature Managers/Coordinators will provide OPSEC training or training materials to contract employees within 30 days of employees’ initial assignment to the contract and prior to having access to any critical information (CI) and annually thereafter. General organizational orientations may need to be supplemented by duty-related orientations in the work center targeted toward specific critical information and vulnerabilities associated with the work. Initial training (OPSE 1301 – OPSEC Fundamentals) This course can be accessed on the Center for Development of Security Excellence (CDSE), Defense Counterintelligence and Security Agency website:
https://securityawareness.usalearning.gov/opsec/index.htm. The contractor shall submit" – Annual OPSEC refresher training is on MyLearning, The OPSEC Annual training- DAF-Operations Security Awareness Training (Annual requirement). Located on My Learning https://lms-jets.cce.af.mil contractor shall submit certificates of completion for each contractor employee to the COR within 15 calendar days after completion of training. The contractor shall submit certificates of completion for each contractor employee to the COR within 15 calendar days after completion of training.
1.4.5.9. All contractor employees and associated sub-contractor employees assigned to work on a government site and/ or requiring access to a DoD network will be required to register with LMS at commencement of services in order to complete the necessary training required of them initially and annually for the duration of the contract (i.e., DoD IAA Cyber Awareness, Protecting Sensitive Information, Force Protection, etc.). LMS website:
https://lms-jets.cce.af.mil/moodle/course/view.php?id=11998 .
1.4.5.10. Classified Information; The contractor shall comply with FAR Clause 52.204-2,
Security Requirements, including the National Industrial Security Program Operating Manual (DoD 5220.22-M) and applicable updates/changes. This clause involves access to information classified “Confidential/Secret/Top Secret” and requires contractors to comply with a Visitor Group Security Agreement (VGSA) when designated as a Visitor Group at all contractor operations located on Air Force/Air National Guard installations in accordance with this PWS. Contract personnel must be entered in the Joint Personnel Adjudication System (JPAS) and vendor will comply with paragraph 1.4.5.1.1. A DD 254, DoD Contract Security Classification Specification, is required for all classified contracts. Completion of localized security training
(information protection related material) will be accomplished at the Wing/Unit level. Derivative Classification and Marking Classified CBTs may also be required as per assigned duties (i.e., SIPRNet).
1.4.5.11. Level 1 Antiterrorism Awareness Training. All contractor employees, to include subcontractor employees, requiring access to US Government installations, facilities and controlled access areas shall complete Level 1 Antiterrorism Awareness Training within 30 calendar days after contract award date or effective date of incorporation of this requirement into the contract, whichever is applicable. Level 1 Antiterrorism Awareness Training may be accomplished by a Level I qualified instructor or by completing Level 1 Antiterrorism Awareness Training at Joint Knowledge Online at the following link:
https://jko.jten.mil/courses/atl1/launch.html , IAW A004 Upon completion of Antiterrorism Awareness Level 1 Training all contractor employees, to include subcontractor employees will forward an electronic copy of the certificate to the COR, who will track completion for all contractor employees, to include subcontractor employees.
1.4.5.12. Reserved
1.4.6. Physical Security. The contractor shall safeguard all Government property provided for contractor use. At the close of each work period, Government facilities, equipment and materials shall be secured.
1.4.6.1. Key Control. NOTE: All references to keys include key cards and CAC. The contractor shall establish and implement methods of ensuring that no keys/key cards issued by the Government are lost or misplaced or are used by unauthorized persons. No keys issued by the Government shall be duplicated. The contractor shall include procedures covering key control in the QCP. Such procedures shall include turn-in of any issued keys by personnel who no longer require access to locked areas. The contractor shall immediately report any occurrences of lost or duplicated keys/key cards to the COR.
1.4.6.1.1. In the event keys, other than master keys, are lost or duplicated, the contractor shall, upon direction by the KO, re-key or replace the affected lock or locks; however, the
Government, at its option, may replace the affected lock or locks or perform re-keying. When the Government replaces or re-keys the locks, the Government will deduct the total cost of lock replacement or re-keying from the monthly payment due the contractor. In the event a master key is lost or duplicated, the Government will replace all locks and keys for that system and will deduct the total cost from the monthly payment due the contractor.
1.4.6.1.2 The contactor shall prohibit the use of the Government issued keys/key cards by any persons other than the contractor’s employees. The contractor shall prohibit the opening of locked areas by contractor employees to permit entrance of persons other than contactor employees engaged in the performance of services in those areas, or personnel authorized entrance by the KO.
1.4.6.2. Lock Combinations: The contractor shall establish and implement methods of ensuring that no lock combinations are revealed to unauthorized persons. The contractor shall ensure that lock combinations are changed when personnel having access to the combinations no longer have a need to know such combinations. These procedures shall be included in the contractor’s QCP.
1.4.7. Special Qualifications: Contractor shall have expertise and skill in creating and managing databases using proprietary products including MS Access™, Oracle, SQL, and OLE Automation. Must be able to define database architecture and processes, identify database architecture including critical tables, indexes and views. Must be able to design and manage data integrity constraints. The Contractor shall also be responsible for interfacing with legacy systems and data modeling.
1.4.7.1: The contractor is responsible for providing personnel with specialized expertise to include the following areas: HQ AFMC Centralized Asset Management (CAM) budget process and ANG budget requirements process HQ USAF budget processes i.e. OP-5, PB-5, OP-80, OP-30 as they relate to WSS IT database architecture managed web system to include applicable modules Interfacing unique processes within the WSS IT database managed web system Training new and existing personnel on the WSS IT managed web system AF mandated Information Assurance Compliance requirements.
1.4.7.2. The contractor performing this work must have expert knowledge of USAF Budget Requirement Processes, and WSS IT database system applications enabling the USAF to tailor and execute the fiscal policy necessary to ensure the USAF Resources Division is operating at maximum efficiency. The reconfiguring of WSS IT database to enable automated database capabilities allowing USAF management personnel to manipulate and analyze available data from multiple sources for use in recommending changes to development and financial management policies and procedures. Database capabilities in support of this effort must be compatible with FM Checkbook, Defense Enterprise Accounting and Management System (DEAMS), Commander’s Resources Integration System (CRIS), and any/all existing or new logistics and/or management databases utilized by the USAF.
a. Establish user interfaces that will enable USAF management personnel to efficiently use available software programs to produce budgetary planning reports, schedules, etc. and transport data between new and existing databases at multiple locations worldwide. The contractor will perform detailed analysis of data which will be used to aid USAF Government personnel in making recommendations for policies and procedures that can be implemented to minimize the impact of forecasting funding changes. The contractor will ensure Government personnel have a detailed understanding of all recommendations being presented.
b. The contractor shall facilitate the analysis of budget information, such as cost benefits and trade-offs in the obligation and expenditure of budget dollars. The contractor shall provide direct support analyzing policies and procedures for efficiency and effectiveness as they pertain to the USAF logistics portfolio.
c. Provide appropriate metrics and standards that can readily be incorporated into both new and existing databases to accurately depict the current status of budgetary outlays. The contractor shall support the USAF in analyzing data to provide cost projection and determine resource utilization effectiveness for all commodities as determined by the Resources Division. Contractor must validate all data included in provided products is reliable and repeatable. Data products must be verified against current database systems to ensure accuracy of data.
d. Manipulate budgetary databases to generate reliable responses to what-if scenarios supporting HAF/SAF and conduct financial management and information studies evaluating the effects of changes in financial management policies and procedures that the Government uses to assess the USAF WSS posture.
1.4.7.3. Secret Security Clearance: The contractor shall possess and maintain a SECRET security clearance from the Defense Security Services. The contractor’s employees performing work in support of this contract shall have a SECRET security clearance from the Defense Industry Security Clearance Office prior to starting work at the USAF facility. This requirement is necessary to gain access to Automated Budget Interactive Data Environment System (ABIDES) and its replacement, Program and Budget Enterprise Service (PBES). The contractor will need to perform work on the SECRET Internet Protocol Router Network (SIPRNET). In addition to these requirements the contractor must be eligible to attend classified meetings as needed. A DD254 is provided as Attachment 1.
1.4.8. Post Award Conference/Periodic Progress Meetings: The contractor agrees to attend any post award conference convened by the KO in accordance with FAR Subpart 42.5. The KO, COR and other Government personnel, as appropriate, may meet periodically with the contractor to review the contactor’s performance. At these meetings, the KO will apprise the contractor of how the Government views the contractor’s performance and the contractor shall apprise the Government of problems, if any, being experienced. The contractor shall resolve outstanding issues raised by the Government. Contractor attendance at these meetings shall be at no additional cost to the Government.
1.4.9. Contract Manager (CM): The contactor shall designate a CM who shall ensure performance under this contract. The name of this person, and an alternate who shall act for the contractor when the CM is absent, shall be designated in writing to the KO. The CM or alternate shall have full authority to act for the contractor on all contract matters relating to daily operation of this contract. The CM shall work through the COR to resolve issues, receive technical instructions, and ensure adequate performance of services. The CM shall ensure that contractor employees do not perform any services outside the scope of the contract without an official modification issued by the KO. The CM shall ensure contractor employees understand that services performed outside the scope of the contract are performed wholly at the expense of the contractor.
1.4.10. Identification of Contractor Employees: All contractor personnel attending meetings, answering Government telephones and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression that they are Government employees. The contractor shall ensure that all documents or reports produced by contractor personnel are suitably marked as contractor products or that contractor participation is appropriately disclosed. The contractor’s status as a “contractor” shall be predominantly displayed in all correspondence types (to include signature blocks on e-mail) and dealings with Government or non-Government entities. Contractor personnel shall wear identification badges distinguishing themselves as such. The badges shall have the company name, employee name and the word “contractor” displayed. The contractor shall retrieve all identification media from its employees who depart employment for any reason. The contractor shall return all identification media (i.e., badges and vehicle passes) to the COR, KO or designated Government personnel within 14 days of an employee’s departure IAW A005.
1.4.10.1. The contractor shall return issued CACs to the DEERS office upon departure or dismissal of each contractor employee and shall obtain a receipt for each card and provide it to the TA/COR within 14 days of an employee’s departure.
1.4.11. Combating Trafficking in Persons: The United States Government has adopted a zero tolerance policy regarding trafficking in persons. Contractors and contractor employees shall not engage in any form of trafficking in persons during the period of performance of the contract; procure commercial sex acts during the period of performance of the contract; or use forced labor in the performance of the contract. The Contractor shall notify its employees of the United States Government’s zero tolerance policy and the actions that will be taken against employees for violations of this policy. The contractor shall take appropriate action, up to and including termination, against employees or subcontractors that violate the US Government policy as described at FAR 22.17.
1.4.12. Contractor Travel: The contractor shall travel to each of the three Air Logistics Complexes (Hill, Tinker and Robins AFBs), in addition to Wright Patterson AFB, OH and other locations as directed during the performance of this contract to provide instruction and attend meetings. The contractor shall be authorized travel expenses consistent with the substantive provisions of the Joint Travel Regulation (JTR) and the limitation of funds specified in this contract. All travel requires COR recommendation for approval and/or authorization by the KO
( KO approval is only necessary if funding is unavailable or KO has retained COR responsibilities.) prior to travel arrangements being made. The contractor may be required to travel to off-site training locations and to ship training aids to these locations in the performance of this contract. The cost of shipping training aids shall be borne by the contractor.
1.4.13. Data Rights: The Government has unlimited rights to all documents/materials produced under this contract. All documents and materials produced under this contract shall be Government owned and are the property of the Government with all rights and privileges of ownership/copyright belonging exclusively to the Government. These documents and materials may not be used or sold by the contractor without written permission from the KO. All materials supplied to the Government shall be the sole property of the Government and may not be used for any other purpose. This right does not abrogate any other Government rights.
1.4.14. Organizational Conflicts of Interest (OCI): The contractor and subcontractor personnel performing services under this contract may receive, have access to or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.) or perform evaluation services which may create a current or subsequent OCIs, as defined in FAR Subpart 9.5. The contractor shall notify the KO immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI and shall promptly submit a plan to the KO to avoid or mitigate any such OCI. The contractor’s mitigation plan will be determined to be acceptable solely at the discretion of the KO. In the event the KO unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the KO may impose other remedies as he or she deems necessary, including prohibiting the contractor from participation in subsequent contracted requirements which may be affected by the OCI.
2.0. DEFINITIONS AND ACRONYMS
2.1. Definitions:
2.1.1. Contractor: A supplier or vendor awarded a contract to provide specific supplies or service to the government. The term used in this contract refers to the prime.
2.1.2. Contracting Officer (KO): A person with authority to enter into, administer, and or terminate contracts, and make related determinations and findings on behalf of the government. Note: The only individual who can legally bind the government.
2.1.3. Contracting Officer Representative (COR): An employee of the U.S. Government designated by the KO to monitor contractor performance. Such appointment will be in writing and will state the scope of authority and limitations. This individual has authority to provide technical direction to the Contractor as long as that direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does NOT have authority to change the terms and conditions of the contract.
2.1.4. Defective Service: A service output that does not meet the standard of performance associated with the PWS.
2.1.5. Deliverables: Anything that can be physically delivered and includes non-manufactured things such as meeting minutes or reports.
2.1.6. Key Personnel: Contractor personnel that are evaluated in a source selection process and that may be required to be used in the performance of a contract by the PWS. When key personnel are used as an evaluation factor in best value procurement, an offer can be rejected if it does not have a firm commitment from the persons that are listed in the proposal.
2.1.7. Physical Security: Actions that prevent the loss or damage of Government property.
2.1.8. Quality Assurance: The government procedures to verify that services being performed by the Contractor are performed according to acceptable standards.
2.1.9. Quality Assurance Surveillance Plan (QASP): An organized written document specifying the surveillance methodology to be used for surveillance of contractor performance.
2.1.10. Quality Control: All necessary measures taken by the Contractor to ensure that the quality of an end product or service shall meet contract requirements.
2.1.11. Subcontractor: One that enters into a contract with a prime contractor. The Government does not have privity of contract with the subcontractor.
2.1.12. Work Day: The number of hours per day the Contractor provides services in accordance with the contract. The Work Day for this PWS is eight hours.
2.1.13. Work Week: Monday through Friday, unless specified otherwise.
2.2. Acronyms:
AC |
Advisory Council |
ACR |
Alternate Client Representative |
AEI |
Army Enterprise Info-structure |
AF |
Air Force |
AFB |
Air Force Base |
AFI |
Air Force Instruction |
AFLCMC |
Air Force Life Cycle Management Center |
AFM |
Automated Funds Management |
AFMC |
Air Force Materiel Command |
AFMC/A4 |
Air Force Materiel Command Director of Logistics and Sustainment |
AFNET |
Air Force Network |
AFRC |
Air Force Reserve Command |
AFSC |
Air Force Sustainment Center |
ALC |
Air Logistics Complex |
AMR |
Aircraft and Missiles Requirements |
AR |
Army Regulation |
AT |
Antiterrorism |
AT/OPSEC |
Antiterrorism/Operational Security |
BI |
Background Investigation |
CAM |
Centralized Asset Management |
CFR |
Code of Federal Regulations |
CLS |
Contractor Logistics Support |
CM |
Contract Manager |
CMRA |
Contractor Manpower Reporting Application |
CONUS |
Continental United States (excludes Alaska and Hawaii) |
COOP |
Continuity of Operations Planning |
COR |
Contracting Officer Representative |
COTS |
Commercial-Off-the-Shelf |
CR |
Client Representative |
CRIS |
Commander’s Resources Integration System |
CSAG–Mx |
Consolidated Sustainment Activity Group – Maintenance |
CSAG-S |
Consolidated Sustainment Activity Group – Supply |
DAF |
Direct Air Force |
DD250 |
Department of Defense Form 250 (Receiving Report) |
DD254 |
Department of Defense Contract Security Requirement List |
DEAMS |
Defense Enterprise Accounting and Management System |
DEERS |
Defense Enrollment Eligibility Reporting System |
DFARS |
Defense Federal Acquisition Regulation Supplement |
DIACAP |
DoD Information Assurance Certification and Accreditation Process |
DoD |
Department of Defense |
DPEM |
Depot Purchased Equipment Maintenance |
DSN |
Defense Switched Network |
EOY |
End of Year |
e-QIP |
Electronic Questionnaires for Investigations Processing |
FAR |
Federal Acquisition Regulation |
FM |
Directorate of Financial Management and Comptroller |
FMB |
Financial Management Board |
FRM |
Funded Requirements Management |
FY |
Fiscal Year |
FYDP |
Future Year Defense Plan |
GFP/M/E/S |
Government Furnished Property/Material/Equipment/Services |
HAF |
Headquarters United States Air Force |
HAF/A4 |
HAF, Deputy Chief of Staff Logistics, Installations and Mission Support |
HQ |
Headquarters |
HSPD |
Homeland Security Presidential Directive |
IA |
Information Assurance |
IS |
Information System(s) |
ITM |
Information Technology Manager |
JBook |
Justification Book |
KO |
Contracting Officer |
LRDP |
Logistics Requirements Determination Process |
MAJCOM |
Major Command |
MSR |
Monthly Status Report |
N/A |
Not Applicable |
NGB |
National Guard Bureau |
O&M |
Operation and Maintenance |
OCI |
Organizational Conflict of Interest |
ODC |
Other Direct Costs |
OMEI |
Other Major End Item |
OOC |
Out of Cycle |
OSD |
Office of the Secretary of Defense |
PB |
President Budget |
PBR |
Program Budget Review |
PBR |
President Budget Request |
PDM |
Programmed Depot Maintenance |
PEC |
Program Element Code |
PEM |
Program Element Monitor |
PGM |
Product Group Manager |
PII |
Personally Identifiable Information |
PIV |
Personal Identity Verification |
PIPO |
Phase In/Phase Out |
PM |
Program Manager |
POC |
Point of Contact |
POM |
Program Objective Memorandum |
PoP |
Period of Performance |
PPBE |
Planning, Programming, Budgeting and Execution |
PRS |
Performance Requirements Summary |
PWS |
Performance Work Statement |
QA |
Quality Assurance |
QAP |
Quality Assurance Program |
QASP |
Quality Assurance Surveillance Plan |
QC |
Quality Control |
QCP |
Quality Control Program |
RAPIDS |
Real-Time Automated Personnel ID System |
RQMT |
Requirement |
SE |
Sustaining Engineering |
SSN SPERS |
Social Security Number Sustainment, Planning, Execution and Reporting System |
SPM |
System Program Manager |
TA |
Trusted Agent |
TE TO |
Technical Exhibit Technical Order |
USAF |
United States Air Force |
USD(I) |
Under Secretary of Defense for Intelligence |
WSA |
Weapon System Agreement |
WSMS |
Weapon System Management Support |
WSS |
Weapon System Sustainment |
3.0. GOVERNMENT FURNISHED PROPERTY, MATERIAL, EQUIPMENT AND SERVICES (GFP/M/E/S)
The Government will provide the property, material, equipment, and/or services listed below solely for the purpose of performance under this contract:
3.1. Property: The Government will provide the necessary workspace within the AF facility for the contractor to perform services outlined in this PWS to include desk space, telephones, computers and other items necessary to maintain an office environment.
3.2. Materials: The Government will provide standard office supplies, such as pens, pencils, paper, binders, scissors, tape, highlighters, etc.
3.3. Equipment: The Government will provide laptop computers with dual monitors to provide direct support and continuity for the budgetary and execution processes. Direct support by contractor is critical to ensure processes meet expectations.
3.4. Services: The Government will provide any associated office workspace and facility custodial and cleaning, as required.
3.5. Utilities: The Government will provide all utilities in the facility and will be available for the Contactor’s use in the performance of tasks outlined in this PWS. The Contractor shall instruct employees in utilities conservation practices. The Contractor shall operate under conditions that preclude the waste of utilities, which include turning off the water faucets or valves after using the required amount, turning off desk lights at the end of the day and turning off computer monitors when not in use.
3.6. Records, Files, Documents, and Work Papers: The Government will provide or arrange for
access to the various data files and data stores containing necessary information. The Government will provide the contractor copies of, or access to, required AF and other Government directives, publications, specifications, data and documentation, as required. Documentation explaining organizational, financial, and other constraints and requirements will be provided. All records, files, documents, and work papers provided by the Government or generated are Government property.
4.0. CONTRACTOR FURNISHED PROPERTY, MATERIALS AND EQUIPMENT
4.1. General: Except for those items specifically stated to be Government Furnished in Paragraph 3.0., the contractor shall furnish everything required to perform these services as indicated in Paragraph 1.1.
4.2. Training Materials: Contractor will provide all training materials for face-to-face training as well as online training. This includes but is not limited to manuals, briefings, handouts and online training courses.
5.0. REQUIREMENTS
5.1. WSS System Support: The contractor shall provide the AF organization with WSS IT database direct system support, for WSS analysis. The SPERS system that shall be provided to ANG Logistics (A4) that oversee the entire set of processes required to accomplish timely planning, programming, forecasting, and execution tracking of AF dollars through all stages of the budgeting process as designated by the COR.
5.1.1. WSS – The contractor will support the AF WSS program by building upon existing Air Force (AF) processes, tailoring these processes to the specialized mission of the AF is effort will require the application of knowledge/experience pertaining to the active AF and ANG processes and the SPERS IT solution. All efforts under this contract are at the request of, and approved by, AF Government personnel.
5.1.1.1. AF Budget/Requirements Process Support and Evaluation. The contractor shall advise AF Government personnel in assessing the current AF budgeting process and aid in developing a plan to tailor the WSS IT database system to all AF WSS requirements impacted by the budget processes. Upon Government approval, contractor shall execute the plan in the WSS IT database IAW report A006.
a. Planning, Programming, Budgeting, Execution (PPBE)
The WSS IT database serves a variety of purposes through the management of specialized data calls. The cyclical nature of the planning cycle allows for continual improvement of planning numbers by the contractor, who must closely monitor the AF data within WSS IT database. AF processes are performed IAW applicable AF guidance and any DoD supplemental guidance. The purpose of the PPBE for AF is to link mission requirements to financial resources. By closely monitoring this linkage, the contractor shall notify Government personnel of any significant changes. These changes are critical to make AF senior leaders aware of the upcoming fiscal needs for long term planning and to secure funding. The following is a partial list of data calls the contractor will provide analysis for in order to have the most current data available.
Cyclical PPBE Process:
· RQMT Data Call – for aggregate RQMT analysis (FYDP)
· PBR/FYDP- Projections for Funded RQMT for JBook Submittal
· PB/FYDP – Projections for Funded RQMT for JBook Submittal
· POM/FYDP Projections for Funded RQMT for PEM Parade
· Workload Review – 3 year projected funding for Maintenance Planning
· Logistics Requirement Determination Process (LRDP)
· Execution Plan – Projected Funding for upcoming FY
· Execution Actual – Tracks Actual Funding and Obligations during FY
2. Provide other AF agencies/directorates (ie, A2/3/6, A5/8, FM) support regarding the PPBE process; to include: requirements and pricing, developing information to complete JBooks and President’s Budget submission.
3. The contractor will support the PPBE process by providing WSS IT database experts to validate requirements being submitted during the PPBE process are defendable and consistent with requirements maintained in the WSS IT database. The contractor shall provide solid WSS IT database generated evidence used to support AF leaders at all levels coordinating with all sources to ensure WSS requirements are accurate and supportable.
b. AF WSS Execution Year Process:
1. Contractor will validate executable funding reported within WSS IT database from Distribution through all stages of accounting.
2. Contractor will monitor accurate tracking of WSS pricing throughout the execution year. Advise Government employee of any discrepancies.
3. Contractor will provide data analysis and assessments to AF leadership and managers in A2/3/6, A5/8, and FM regarding funds coordination during CR, Quarterly and Annual Budget Authority.
5.1.1.2. Reserved.
5.1.1.3. Specialized Training. The contractor shall provide specialized training for specific functions, such as Logistic requirement Determination process, Year of Execution process, and POM orientation to ensure new personnel have the necessary skills and knowledge to perform their duties effectively.
5.1.1.4. Data Analysis and Assessment. The contractor shall work with the AF Government personnel to track and analyze expenditures against the approved budget to identify variances and ensure that spending aligns with Execution Plan. Conduct variance analysis to understand the reasons for any deviations from the approved Execution Plan.
5.1.1.4.1. The contractor shall analyze historical data and trends to assist in forecasting future logistics requirements determination. Conduct needs assessments to identify gaps and ensure that logistics requirements align with mission objectives. Use data to assist AF Government personnel to validate and prioritize requirements.
5.1.1.4.2. The contractor shall implement data analysis and assessment changes as directed by AF Government personnel and may have limited inputs on Integrated Product Teams (IPTs) that define the AF business case. All changes will be approved by AF Government personnel.
5.1.1.5. Expertise. The contractor shall furnish professional and technically qualified personnel to perform assigned tasking. The contractor shall provide total task management and supervise contractor personnel. The contractor will designate one primary point of contact for all technical aspects of the required work. No personal services shall be performed.
5.2. Assessment and Authorization (A&A):
5.3. Contractor Manpower Reporting Application (CMRA)
5.3.1. The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the National Guard Bureau via a secure data collection site IAW report A007.
5.3.2. The contractor shall completely fill in all required data fields using the following web address: https://www.sam.gov . Reporting inputs shall be for the labor executed during the period of performance during each Government fiscal year (FY), which runs 1 October through 30 September. While inputs may be reported any time during the FY, all data shall be reported no later than 31 October of each calendar year, beginning with 2026. Contractors may direct questions to the help desk at https://www.sam.gov.
5.4. Reports:
5.4.1. Monthly/Annual Status Report: The contractor shall provide MSRs to the COR no later than five business days after the last day of the month/year. All MSRs shall be provided to the COR via electronic submission (e-mail preferred). Format shall be of the contractor’s choosing; however, the government shall have the right to concur with the format and recommend changes to the report’s metrics or content.
6.0. APPLICABLE PUBLICATIONS
48 CFR, Code of Federal Regulations § 52.203-16, Preventing Personal Conflicts of Interest
AFI, Air Force Instruction 10-701, Operations Security
AFI, Air Force Instruction 63-101/20-101, Integrated Life Cycle Management
AFM, Air Force Manual 33-282, Computer Security
AFPD, Air Force Policy Directive 33-2, Information Assurance
DoDD, Department of Defense Directive 5400.11
DoDD, Department of Defense Directive 8140.01
DODI, Department of Defense Instruction O-2000.16 Vol 1 AFI 10-245-O, Antiterrorism (AT) Program Implementation
DFARS, Defense Federal Acquisition Regulation Supplement 224.103
DFARS, Defense Federal Acquisition Regulation Supplement 252.225-7040
DFARS, Defense Federal Acquisition Regulation Supplement 252.225-7043
DFARS, Defense Federal Acquisition Regulation Supplement 252.239.7001
DFARS, Defense Federal Acquisition Regulation Supplement Subpart 207.503
DoD, Department of Defense 5220.22-M, National Industrial Security Program Operating
Manual
DoDR, Department of Defense Regulation 5400.11-R
DoD, Department of Defense 8570.01-M
DoDI, Department of Defense Instruction 5200.46
DoDI, Department of Defense Instruction 8500.2
DoDM, Department of Defense Manual 1000.13-M-V1 DoDM, Department of Defense Manual 5200.02
FAR, Federal Acquisition Regulation 22-17
FAR, Federal Acquisition Regulation Clause 52.204-2
FAR, Federal Acquisition Regulation Clause 52.237-3
FAR, Federal Acquisition Regulation Subpart 7.5
FAR, Federal Acquisition Regulation Subpart 9.5
FAR, Federal Acquisition Regulation Subpart 42.5
Federal Information Processing Standards Publication 201-2
JTR, Joint Travel Regulation
Personal Identify Verification (PIV) of Federal Employees and Contractors, August 2013
Procedures for the Department of Defense (DoD) Personnel Security Program, April 3, 2017
TECHNICAL EXHIBIT 1
Performance Requirements Summary
This Performance Requirements Summary includes performance standards. The Government will use these standards to determine contractor performance and will compare contractor performance to the Acceptable Quality Level (AQL).
Performance Objective |
Performance Standard |
Acceptable Quality Levels (AQL) |
Surveillance Method / By Whom |
5.1.1.1. |
AF Budget/ Requirements Process Support and Evaluation; to include PPBE, LRDP, and Execution |
The contractor shall advise AF Government personnel in assessing the AF Budget/ Requirements processes and aid in developing a plan to leverage the WSS IT database system to all AF WSS requirements impacted by the budget processes. The review of the AF processes will be conducted on an as needed basis. As the need for tailoring is identified by the contractor, AF has the final approval. The contractor has no more than one month from final approval to develop the plan to leverage the database system. |
Periodic Inspection – COR will review MSR |
5.1.1.3. |
Training |
Periodic Inspection – COR will review training materials following random upgrades. |
|
5.1.1.4. |
Data Analysis and Assessment |
The contractor shall work with the AF Government personnel to track and analyze expenditures against the approved budget to identify variances and ensure that spending aligns with Execution Plan. Conduct variance analysis to understand the reasons for any deviations from the approved Execution Plan. |
Periodic Inspection – COR will review MSR |
TECHNICAL EXHIBIT 2
Deliverables Schedule
PWS Reference / Deliverable Title |
Frequency |
Number of Copies |
Medium/Format |
Submit To |
|
1.4.1. Quality Control Plan A001 |
30 days after acceptance of the baseline contract and each option year |
1 |
Electronic File |
COR, CS, KO and Program Manager |
|
1.4.5.7. DoD Cyber Awareness Requirement Training CERTS A002 |
Before issuance of network access and annually thereafter |
1 |
Electronic File Certificate of Completion |
COR |
|
1.4.5.8 Operations Security (OPSEC) Training CERTS A003 |
Complete within 30 calendar days of reporting for duty Annually |
1 |
Electronic File Certificate of Completion |
COR |
|
1.4.5.11. Level 1 Antiterrorism Awareness Training A004 |
Within 30 calendar days after contract award date |
1 |
Electronic File Certificate of Completion |
COR |
|
1.4.10 Identification Media (including vehicle passes) 1.4.10.1. Return issued CACs obtain a receipt for each card and provide it to the TA/COR. A005 |
Returned no later than 14 days after an employee’s departure Upon departure or dismissal of each contractor employee |
1 1 |
Badges/Passes CAC Badge |
COR, KO or designated Government personnel DEERS Office Provide receipt from DEERS office to COR within 14 days of an employee’s departure |
|
5.1.1.1 Provide WSS analysis as stated in 5.1.1.1. (A006) |
Completed by assigned suspense date or as needed |
1 |
Electronic File/Hard Copy as directed |
As instructed by Government personnel |
|
5.3.1 Monthly/Annual Status Report (A007) |
No later than five business days after the last day of the month/year |
1 |
Electronic File |
COR or the KO |
Page 24 of 24
,
For
Part 1
Author:
Organization:
Report Title:
PSC and NAICS Code:
Estimated Value:
Market Research Objectives
Enter text.
Guidance: Include a description of the service to be addressed by this market research report.
1. What is the service?
1. What are the components or elements of the service?
1. When is the service required?
1. Where will the service be performed?
1. Are there unique requirements?
1. Are there mandatory source requirements?
1. What other government agencies are buying the service?
1. What current contract vehicles are available?
Background
Enter text.
Guidance: Provide a short narrative on the requirement for which this service will support. Include information relative to the previous awards such as:
1. Is the requirement new? If not, how long has the service been required?
1. Is there available market research information already done by others in government?
1. What past acquisition strategies were used?
1. What past government work has been performed by potential suppliers?
1. What past efforts have been taken to remove competitive barriers?
1. What are some problems encountered during past contract performance?
1. What is the past performance baseline?
1. What changes have occurred in the market place (suppliers, trends, technologies)?
1. What are the lessons learned/best practices?
Potential Supplier Information
Enter text.
Guidance: Use the table to build the list of potential vendors and known sources that could be solicited to provide the service required.
Vendor Name |
Location |
Point of Contact |
Capability |
ABC, Inc. |
Bangor, ME |
Name: Phone: Email: |
Provides all required services with consistent superior past performance ratings. Able to successfully provide surge capacity when required. Substantial operations in every state in Northeast region. |
1. Identify name, location, point of contact and an assessment of their capabilities to meet our requirements in terms of performance, cost, schedule and risk.
1. Identify the number of sources contacted; identify whether they were large business, small business, small/disadvantaged business, Section 8A business, woman-owned business, government/non-government. (INPUT REQUIRED FROM CONTRACTING):
1. Describe efforts to locate sources and explain the rational used to exclude sources.
Small Business Opportunities
Enter text.
Guidance: Provide an assessment of the potential opportunities for small business set aside and direct award opportunities.
1. Is the service suitable for small business?
1. Can the requirement be segmented to include small business?
AbilityOne Program
Enter text.
Guidance: In accordance to FAR (2011) Part 8.002(a)(2), determine if the service is provided by the AbilityOne Program. (INPUT REQUIRED FROM CONTRACTING):
1. The procurement list can be found on the AbilityOne Program’s website: www.abilityone.gov.
Conclusions and Recommendations
This section applicable if completing Part 1. Not applicable if completing Part 2.
Guidance: Summarize your data analysis with recommendations for:
1. acquisition strategies to pursue (i.e. Commercial acquisition, 8A direct, small business set aside, sole source, full & open, native American direc or Hubzone)
1. list of potential contract vehicles that already exist which may be employed to satisfy your requirement
1. quality and thoroughness of the government’s technical performance documents and configuration control data to include suggestions for improvement before contract solicitation
1. relevant risks to be considered as part of any source selection activities
1. specific contract terms and conditions
Part 2
Performance Requirements
Enter text.
Guidance: State the critical performance requirements which the service must meet.
1. What are the performance requirements and how are they measured? If the requirement is not performance based, why?
1. Are the requirements military unique or can be they be acquired in the commercial marketplace?
1. What are the performance trade-offs to better accommodate the commercial market?
1. How does industry sell the service and are the requirements written in those terms?
Market Intelligence
Enter text.
Guidance: Describe any available commercial factors.
1. What is the availability of the service?
1. What is the demand for the service?
1. What is the maturity of the service?
1. How many suppliers are in the market and market share?
1. What is the Government’s market share?
1. What is the pricing structure?
1. What is the small business footprint?
1. Are socio-economic factors applicable?
1. What is the supply chain?
1. How are the services segmented?
1. What business, trade, legal, political and other developments affect the market?
1. What is fair/reasonable market price for the industry, which may include an assessment of available price data, price ranges, known pricing issues, or an explanation of price variations?
1. What are the applicable industry standards, regulations, trade journals, or process guides germane to the service to be acquired?
1. Identify any known environmental or safety regulations that affect the service being provided.
1. Identify standard industry terms and conditions offered to commercial customers in the market place.
1. Provide your assessment of the government’s leverage in the marketplace, such as being the only buyer, making a minority of buys in the market, making the majority of buys, or being one buyer among many.
Conclusions and Recommendations
Enter text.
Guidance: Summarize your data analysis with recommendations for:
1. acquisition strategies to pursue (i.e. Commercial acquisition, 8A direct, small business set aside, sole source, full & open, native American direc or Hubzone)
1. list of potential contract vehicles that already exist which may be employed to satisfy your requirement
1. quality and thoroughness of the government’s technical performance documents and configuration control data to include suggestions for improvement before contract solicitation
1. relevant risks to be considered as part of any source selection activities
1. specific contract terms and conditions
Market Research Techniques Used
Enter text.
Guidance: Describe the various methods used to arrive at the market research findings. Examples of techniques that may be used are: Internet searches, industry days, one-on-one industry sessions, Requests for Information (RFIs) to Industry (Solicitation for Information or Planning Purposes), FedBizOpps, etc. (INPUT REQUIRED FROM CONTRACTING):
________________________ ________________
Contracting Officer Signature Date
1
,
For
Part 1
Author:
Organization: NGB/A4PR
Report Title: Weapon System Sustainment Support Services
PSC and NAICS Code: 541611, 541618
Estimated Value: $7,200,000
Market Research Objectives
Weapon System Sustainment is continuous support of the Air Force weapon system during the Operations and Sustainment phase. There are four business process areas managed as part of Central Asset management (CAM) WSS: DPEM, CLS, SE, and TOs.
The support services being sought are multi-disciplined subject matter experts to Program Manager, Budget Analyst, Senior System Analyst, Portfolio Manager.
Work is to be accomplished for the United States Air Force (USAF), Headquarters, Air National Guard Readiness Center (HQ ANGRC), National Guard Bureau NGB/A4P, Andrews AFB, MD.
The scope of this effort requires the contractor to analyze and support the Weapon System Sustainment (WSS) requirements/budget process for the ANG, who must manage their own requirements validation, prioritization, publishing, and execution of funds. The extent of the subject effort includes evaluating sustainment objectives related to supporting the current Headquarters Air Force (HAF) budget process, reducing the number of man-hours required to analyze data during the budget process. The data provided by the contractor will aide ANG Government personnel in making decisions/recommendations to senior ANG leadership and support budget justification documentation to the Office of the Secretary of Defense (OSD) and Congress on the WSS program in support of the Planning, Programming, Budgeting and Execution (PPBE) process.
Background
This is a new requirement for ANG.
The National Guard Bureau, NGB/A4P Resource Division budget requirement process differs from the Active AF budget process. The ANG’s specialized mission supports not only the Federal Government, but the State and Local sector. Because of the broad spectrum of support, the ANG requires a deviation from the Active AF process, and it is difficult and labor intensive to adequately respond to time sensitive higher headquarters and HAF budget drills with extremely limited resources.
The ANG has over 350 operational units across the United States in 90 Wings, 175 geographically separated units in 213 locations, responsible for maintaining over 18 major weapon systems consisting of more than 1,160 military aircraft, thousands of special and general-purpose vehicles and associated support equipment in a combat-ready condition. The ability to generate and analyze reliable logistics management data so that it can be used to shape policy and procedures has the potential to generate significant savings in logistics and operational support costs for ANG.
Potential Supplier Information
GSA has several Multiple Award Schedule contracts that may potentially be used.
Vendor Name |
Location |
Point of Contact |
Capability |
Jones Lang Lasalle Americas, Inc. (Large) |
2020 K St NW Ste 1100 Washington, Dc 20006-1806 |
Chris Johnson Phone: Email: MAS Contract GS-00F-159CA |
Provides all required services with consistent superior past performance ratings. Able to successfully provide surge capacity when required. Experience with USAF UP program |
Salas O’Brien (Large) |
Hillary Bassett |
||
Chenega Enterprise Systems & Solutions, Llc |
609 Independence Pkwy Ste 210 Chesapeake, Va 23320-5209 |
703.389.3207 MAS Contract # 47QRAA20D005F |
|
Chugach Technical Solutions Llc |
3800 Centerpoint Dr Ste 1200 Anchorage, Ak 99503-5825 |
843.408.3936 MAS Contract # 47QTCA19D00GG |
1. Identify name, location, point of contact and an assessment of their capabilities to meet our requirements in terms of performance, cost, schedule and risk.
1. Identify the number of sources contacted; identify whether they were large business, small business, small/disadvantaged business, Section 8A business, woman-owned business, government/non-government. (INPUT REQUIRED FROM CONTRACTING):
1. Describe efforts to locate sources and explain the rational used to exclude sources.
Small Business Opportunities
Enter text.
Guidance: Provide an assessment of the potential opportunities for small business set aside and direct award opportunities.
1. Is the service suitable for small business?
1. Can the requirement be segmented to include small business?
AbilityOne Program
AbilityOne Program Procurement List. The services listed on the AbilityOne Website shown in TGI 207.105(a)(1)(E) do not include the services to be acquired by this acquisition, therefore, these services are not covered by DFARS 208.7 and this acquisition is unsuitable for procurement through AbilityOne. Enter text.
Part 2
Performance Requirements
Enter text.
Guidance: State the critical performance requirements which the service must meet.
1. What are the performance requirements and how are they measured? If the requirement is not performance based, why?
1. Are the requirements military unique or can be they be acquired in the commercial marketplace?
1. What are the performance trade-offs to better accommodate the commercial market?
1. How does industry sell the service and are the requirements written in those terms?
Market Intelligence
Enter text.
Guidance: Describe any available commercial factors.
1. What is the availability of the service?
1. What is the demand for the service?
1. What is the maturity of the service?
1. How many suppliers are in the market and market share?
1. What is the Government’s market share?
1. What is the pricing structure?
1. What is the small business footprint?
1. Are socio-economic factors applicable?
1. What is the supply chain?
1. How are the services segmented?
1. What business, trade, legal, political and other developments affect the market?
1. What is fair/reasonable market price for the industry, which may include an assessment of available price data, price ranges, known pricing issues, or an explanation of price variations?
1. What are the applicable industry standards, regulations, trade journals, or process guides germane to the service to be acquired?
1. Identify any known environmental or safety regulations that affect the service being provided.
1. Identify standard industry terms and conditions offered to commercial customers in the market place.
1. Provide your assessment of the government’s leverage in the marketplace, such as being the only buyer, making a minority of buys in the market, making the majority of buys, or being one buyer among many.
Conclusions and Recommendations
Enter text.
Guidance: Summarize your data analysis with recommendations for:
1. acquisition strategies to pursue (i.e. Commercial acquisition, 8A direct, small business set aside, sole source, full & open, native American direc or Hubzone)
1. list of potential contract vehicles that already exist which may be employed to satisfy your requirement
1. quality and thoroughness of the government’s technical performance documents and configuration control data to include suggestions for improvement before contract solicitation
1. relevant risks to be considered as part of any source selection activities
1. specific contract terms and conditions
Market Research Techniques Used
Enter text.
Guidance: Describe the various methods used to arrive at the market research findings. Examples of techniques that may be used are: Internet searches, industry days, one-on-one industry sessions, Requests for Information (RFIs) to Industry (Solicitation for Information or Planning Purposes), FedBizOpps, etc. (INPUT REQUIRED FROM CONTRACTING):
________________________ ________________
Contracting Officer Signature Date
1