SPECIAL NOTICE
99 -- Market Survey/Questionnaire - Product Support Integrator/Product Support Provider in Support of a Laundry Advanced System (LADS) Performance Based Logistics (PBL) Program.
- Notice Date
- 6/13/2005
- Notice Type
- Special Notice
- Contracting Office
- RDECOM Acquisition Center - Natick, ATTN: AMSRD-ACC-N, Natick Contracting Division (R and BaseOPS), Building 1, Kansas Street, Natick, MA 01760-5011
- ZIP Code
- 01760-5011
- Solicitation Number
- USA-SNOTE-050613-008
- Archive Date
- 8/12/2005
- Description
- Responses to this market research survey questionnaire should be sent via email to scott.macgarvey@natick.army.mil. Any product literature that cannot be emailed may be sent to: PM Force Sustainment Systems (SFAE-CSS-FP-F), APM Field Services and Fi eld Feeding, ATTN: Scott MacGarvey, 10 Kansas Street, Natick, MA 01760-5057. You may fax in your response to (508) 233-5554 if you do not have electronic capability. You are allowed to mark any document or information submitted as confidential. Please mark your information 'Proprietary', as you feel appropriate. Your input is voluntary and no compensation can be made for your participation in this survey. We appreciate your cooperation in answering these questions and thank you in advance for your par ticipation. Program Information follows next. Survey questionnaire may be found at the end. PURPOSE: The purpose of this survey is to solicit your interest, current capabilities, and potential in performing the roles of Product Support Integrator (PSI)/Product Support Provider (PSP) in support of a Laundry Advanced System (LADS) Performance Based Logistic s (PBL) Program. The Government is seeking information to develop a PBL concept for LADS. The Government has not committed to PBL for LADS at this point. IAW Army Regulation 70-1 and DOD 5000.1, PBL is DOD's preferred support strategy for materiel syste ms. The Army will implement PBL, when appropriate, on weapon systems in order to provide the war fighter increased operational readiness; increased reliability; enhanced logistics response times; enhanced deployment support; enhanced wartime support; redu ction in the logistics footprint, and reduction in logistics costs. The term 'PSI' refers to both government and civilian agencies with which we may establish a contract or an agreement. Under a PBL contract, the contractor would be responsible for a large portion of the LADS logistics support, such as supply chain management and reduction in scheduled and unscheduled Crew, Organizational and Direct/General support level maintenance throug h improvements to the system. The Army would retain responsibility for all maintenance of the LADS. Sustainment training would be the contractor's responsibility. The support process is required to be transparent to the war fighter. In addition, the co ntractor would be responsible for LADS configuration management, to include recommendation of configuration changes to improve performance and reliability. PBL DEFINITIONS: Performance Based Logistics (PBL): PBL is a product support strategy in which the logistics requirements are stated as expected results (outcomes), and wherein the responsibility and accountability of meeting these expectations fall on the Product Manage r's designated Product Support Integrator (PSI) and their support provider(s). PBL is: -Buying results not resources -Using performance specs not design specs -Buying solution or an outcome not defining the process and methods to achieve a pre-determined course of action. -About assigning responsibility to the supplier not the requiring organization. Product Support Integrator (PSI): The PSI is intended to identify a single source as being responsible and accountable for providing product support to the assigned Defense/Army system. This is designated to an agency (private, public sector or a private /public sector partnership). Product Support Provider (PSP): The PSP is anyone that provides a logistics/support product or service in support of a materiel system. This term applies to all providers that have not been designated by the PM as the PSI. The PSI would be required to n egotiate Performance Based Agreements (PBA) type arrangements with all PSPs to fulfill their responsibility. Examples of PSPs include: Defense Logistics Agency centers, Army Materiel Command Major Subordinate Command Inventory Materiel Management Centers (IMMCs), Depots, contractors, sub-contractors, e tc. INTENT: Length/Type of Contract: Contract is expected to be a Firm Fixed Price Contract for up to 20 years. GOAL: The ultimate goal is improved readiness and ultra-reliability. Our goal is to structure a contract, which would incentivize the contractor to maximize system reliability, thereby reducing maintenance, spare parts and training requirements in the pr ocess. DESIREC RESULTS AND OUTCOMES: 1. Operational readiness 98% or better for the system. LADS is reported as a system and includes the 30kW Tactical Quiet Generator (TQG), M1088 5T Tractor and M871A3 Trailer. 2. Reduced logistics footprint, unscheduled maintenance, training burden, scheduled maintenance and maintenance times. PROPOSED MEASUREMENTS: Level of performance expressed in terms of measurable outcomes/how outcomes are to be measured and evaluated. Current Report Available: 1. The current DA Form 2406, Unit Equipment and Serviceability Report (U) provide data on the following: Not Mission Capable Supply (NMCS) and Not Mission Capable Maintenance (NMCM) for both the Organizational level maintenance and Support level maintena nce. These are the only metrics recorded, maintained, reported and available to the Product Manager (PM) or PSI. Data is reported in percentages of down time due to the lack of repair parts (Not Mission Capable Supply) or lack of time, or maintenance per sonnel to perform the maintenance (Not Mission Capable Maintenance). The reverse side of the DA Form 2406 provides the data on specific equipment (by bumper number) that is down at the time of the report. 2. DA Form 2406 data can provide an indication of systemic problem exists. However, it does not provide specific parts or procedures that fail causing low readiness rates. Commanders can provide comments/remarks in their monthly Unit Status Report (USR) . 3. Reported data is not always accurate, although it can indicate a systemic problem within a fleet. It does not necessarily provide the root cause of that systemic failure. 4. As mentioned, the monthly DA Form 2406 is the only metric available to the PM for review and assessment of how well our system is performing. No other statistics are maintained or reported. Any other data desired or required would have to be research ed by the contractor. Units are not manned, nor do they have the expertise or equipment, to collect any other data. Additional data, e.g. Mean Time Between Essential Function Failure, Mean Time Between System Abort, etc., would need to be collected by tr ained personnel outside the unit. Potential Performance Measures: The following performance measures could be established by the LADS for supply support and can be traced through the Commodity command Standard System (CCSS). 1. The PSI would be responsible for maintaining a Non-Mission Capable Supply (NMCS) rate, e.g., less than 2% at the Organizational and Support (under the two-level maintenance concept; Field and Sustainment level of maintenance). 2. The PSI would be responsible for the transportation/shipping of material to destination. The PSI would ship all assets to the commercial shipping address specified by the activity. The PSI would be responsible for meeting delivery time frames specifi ed below. The PSI must be able to provide asset visibility to the requisitionor and would be responsible for providing input to the Global Transportation Network (GTN) for all shipments of material for which the PSI is assigned as the Inventory Control Po int (ICP). Order Ship Time (OST) is the time from when a requisition is dropped to the time it is closed out by the recipient and is inclusive of transportation). Order Ship Time for Essentiality Code A items: Priority 01-03, 2-3 days; Priority 04-08, 4-5 days; Priority 09-15, 6-8 days. Order Ship Time for Essentiality Code C items: Priority 01-03, 3-4 days; Priority 04-08, 5-7 days; Priority 09-15, 8-10 days. 3. Inventory Control. The PSI wo uld be accountable for the storage, management and distribution of the wholesale inventory using the PSI's approved inventory management processes. Warehouse Denials would be 0%. The PSI would be responsible for the management and accountability of the r etail stock at Authorized Stockage List (ASL)/Prescribed Load List (PLL) level. The required outcome is to have serviceable spares and repair parts available to support planned LADS operational requirements. The PSO would report the status of the wholesa le inventory to the Government. 4. Quality of Parts. All articles delivered would be required to be free from defects in accordance with their operational application. Any article failing to operate correctly would be returned to the PSI for repair or replacement. If the PSI is a con tractor, a monthly report would be required. If the PSI is government, Quality Deficiency Reports (QDRs) would be monitored. 5. Failure Reporting, Analysis and Corrective Action. The PSI would, as part of an overall reliability program, define and describe the implementation of a failure and fault reporting, analysis and corrective action program. The PSI would tabulate and t race all reported failures from discovery to action closeout. All failure analysis would be closed out within 60 days of occurrence unless the Government grants an extension. 6. Supply Support Requirements. The PSI would procure, repair, overhaul, manage, and distribute spare parts and material, both repairable and consumable, to satisfy all LADS wholesale and retail supply support requirements. The PSI would procure and dis tribute retail level requirements. This refers specifically to ASL/PLL. The PSI would make recommendations to unit commanders on lines to be stocked at the unit and Direct Support (DS) level. The PSI would be responsible for determining wholesale requir ements to support demand forecasts. The PSI would provide the necessary services to accommodate anticipated Government requirements (deployments). 7. Electronic Data Interchange (EDI). The PSI would receive and process all requisitions and maintain an on-line requisition status tracking and reporting system capable of providing requisition and transportation status, requisition cancellations, and r equisition notifications The system would have to be capable of providing status on all Government requisitions to authorized Government offices and individual requisition status to requisitioning units. 8. Configuration Management. The PSI would manage LADS weapons system configuration to ensure integrity and compatibility of the system, subsystem, assembly, and subassembly configuration baseline in an automated configuration database. 9. The PSI would administer and manage a repair program for Line Replaceable Units (LRUs) while retaining other metrics as outlined above. 10. Reduced Logistics Footprint. The Government would seek a measurable reduction in number of tools required (special and common); measurable reduction in number of maintenance, repair and troubleshooting tasks; measurable reduction of training required ; and a measurable increase in fuel economy. PBL System Candidates: Systems to be supported under this PBL Program are systems currently in production, systems currently in the Army fleet, and reset/recap systems. (Profile of LADS provided below). These profiles would include both wartime an peace time OPTEMPO (Operations Tempo) and specific details necessary to determine level of work required to perform the support operations. LADS PBL CANDIDATE PROFILE TEMPLATE: Vehicle System: Laundry Advanced System. Model Designators: Models A, B and C. System Description/Mission Profile. System Description: The LADS is composed of laundry processing and a water recycling system (laundry), a 30kW TQG, Government Furnished Equipment (GFE), all mounted on a 22-1/2 ton M871A3 trailer (GFE) measuring 40' x 8'. The laundry attaches to the tra iler via International Standards Organization (ISO) locks on the center 20' of the trailer. The LADS is towed by a 5T tractor in the field. An electric water pump is used to supply water from field water storage. The LADS provides laundry for up to 500 soldiers per day. The LADS cleans a mixed load of Battle Dress Uniforms (BDUs), field jackets, underwear, socks, Army NOMEX flight uniforms and gloves, medical surgical gowns, drapes and linens, bed linens, and patient clothing. The LADS is also capable of cleaning fabric Organizational Clothing and Individual Equipment (OCIE). The LADS processes a load of laundry in about one hour using water and detergent. Less than two gallons of water is used to launder each pound of clothing. Approximately 97% of the water used by the laundry would be recycled. This greatly reduces the amount of water required and minimizes the generator of wastewater. The LADS reduces water consumption from 6,000 gallons per day per M85 (predecessor system) to 540 gallons per da y per LADS, vastly reducing the logistics burden of producing and delivering up to 24,000 gallons of water per day (4 M85s to 1 LADS). Major and/or Secondary Items: The LADS consists of two washer/dryer drums, a distillation-based waste recycling system, water storage tanks, operating/control system, and one ISO frame measuring 8'x8'x20'. A travel cover converts to an awning that c overs the work platform to provide protection from rain, sun, and wind. Basic Sustainment Materiel (BSM): There are two requirements that must be supplied before the unit can be operated. These are water, and fuel (JP8) for the LADS and the generator. The LADS operates on either commercially provided power (208 volt, 5 0-60 Hertz, 3 phase) or Army tactical generator power 30 kilowatts (kW). Predecessor System Information: The LADS replaces the M85 Laundry (Line Item Number (LIN) L48315) on a one to four basis. There are 6 LADS per Field Services Company. MISSION SCENARIO Deployed within the brigade, division, corps, and echelons above corps area, the LADS operation would typically be centralized and process clothing in the same manner that the Field Service Company, General Support (GS) (in support of divisional troops) an d Supply and Service Company, DS (non-divisional troops) currently operate. Support to forward area (brigade and battalion trains), and decentralized operations may require the LADS to move once during a 72-hours period. The wartime scenario addresses three major missions. The operational concept for the LADS during any wartime scenario is to provide laundry services supporting a particular area of activity. All personnel in the theater of operation receive laundry servi ce as soon as the tactical situation permits and resources can be deployed. The standard is to provide fifteen pounds of laundry for each Soldier per week during defensive operations. Cited below is the representation of the total operating time (OT) per mission, total operating and alert time (OT and AT), and total calendar time (CT) for the identified scenario types. The peacetime mission supports dictated civil relief operations and military laundry training exercises, during which time operations would follow the applicable wartime Operational Mission Scenario (OMS)/Mission Profile (MP). Mission is Brigade, OT is 2 0 hrs, OT and AT is 20 hrs, CT is 24, Movement is 1/3 days, No. of Missions is 1 and Total OT is 20. When Division, OT is 20 hrs, OT and AT is 20 hrs, CT is 720 hrs, Movement is 1/7 days, No. Missions is 30 and Total OT is 600 hrs. When Corps, OT is 20 hr s, OT and AT is 20 hrs, CT is 1440 hrs, Movement is 1/7 days, and total OT is 1200 horus The basic laundry mission described in the OMS consists of four reoccurring tasks as described herein. 1. Task is Stand-by/Movement (including Set-Up) the No. of Occurrences is 1, the OT is 1.5 hrs and total time is 1.5 hrs. 2. Task is System Start Up , the No. of Occurrences is 2, the OT is 30 min and total time is 1.0 hrs. 3. Task is Cycle Time, No. of Occurrences is 2, the OT is 10.0 hrs, and Total OT is 20.0 hrs. 4. Task is Movement Time (Including Tear-Down), No. of Occurrences is 1, OT is 1.5 hrs and Total OT is 1.5 hrs. ENVIRONMENTAL CONDITIONS. The Environmental conditions for wartime are listed in below. These indicate that the majority of the fleet would be stationed in a basic environment and would make use of existing roadways (improved road) during movement the ma jority of the time. However, current and projected deployments for Field Services Companies in support of Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF) place at least 25 percent of LADS in a Hot climate. For Hot Climatic Design Type, 15 percent of the Fleet. For Basic Climati Design Type, 85 percent of the fleet. MOVEMENT: 50 percent Improved Roads. 40 percent Unimproved Roads. 10 percent Cross-Country. Two LADS would deploy to a Brigade Support Area (BSA) for a 72-hour mission. Two Soldiers would operate the LADS. There would be two ten-hour shifts per day. The LADS would provide laundry support for 500 Soldiers per day. Soldiers would be allowed to turn in up to 15 pounds of laundry. PROJECTED ANNUAL USAGE: Peacetime: 10 hours per day; 28 days per year. Wartime: 15-20 hours per day; 330 day per year (while deployed). Original Equipment Manufacturer: Guild Associates Inc. 5750 Shier-Rings Road Dublin, OH 43017. Point of Contact Name: Mr. Henry Berns Telephone Number (614) 760-8016 email address: berns@guildassociates.com. FLEET ASSESSMENT: Annual Support Workload (Maint AMMS) - Scheduled Services, etc. The LADS is supported by the standard Army logistics and maintenance systems. The LADS is repairable within the current four-level Army maintenance system. No additional Military Occupational Specialties (MOS) are required to support the LADS and no addi tional personnel are required as a result of fielding the LADS. An overall system manual for the LADS has been published with the exception of the -24P. This includes an electrical wiring diagram. If repairs cannot be made at the DS level, maintenance p ersonnel would contact an SBC Logistics Assistance Representative (LAR) for assistance. LARs can and do contact the Assistant Product Manager Field Services and Field Feeding of the PM Force Sustainment Systems office for further instructions. Unit Level (UL) Maintenance. UL maintenance includes Preventative Maintenance Checks and Services (PMCS), replacement of easily accessible unserviceable parts not requiring special tools or test materiel, lubrication, cleaning, preserving, tightening, rep lacement of parts and modules (authorized by the Maintenance Allocation Chart (MAC), minor adjustments, and inspection of components. Direct Support (DS) Maintenance. DS maintenance using common test equipment provides LRU services to unit maintenance. General Support (GS) Maintenance. The current MAC does not identify any GS level tasks. Depot Maintenance. Depot may perform overhaul if required. However, given the low density of LADS, this function would most likely be contracted. The current MAC only identifies four Depot level repairs. Reliability. Details about the system readiness objective are as follows: The Mean Time Between Essential Function Failure (MTBEFF) is 270 hours minimum. The Mean Time Between System Abort (MTBSA) is 1200 hours. The Maintenance Ratio (MR) is 0.061 The Median Time to Repair (MedTTR) would be no greater than 1 hour for all Essential Unscheduled Maintenance Demands (EUMDs). The Maximum Time to Repair (MaxTTR) would be no greater than 3 hours for 90 percent of all essential EUMDs. Depot Capability - Current Workload. The OEM is currently performing system overhauls and upgrades for systems returned from OIF/OEF. There are no military depots involved in this effort, othe r than overhaul of the 30kW generator at Letterkenny Army Depot (LEAD). Annual Sustainment Parts Cost: $150-200K PBL Survey Questionnaire follows. You can respond in total or to any part of this questionnaire. PBL MARKET SURVEY QUESTIONNAIRE. 1. Name of Firm Address City, State, Zip Code, Country Point of contact Name Telephone Number Email Address Website Address. 2. What would be your business approach to meeting the responsibilities as outlined above for managing the LADS fleet? 3. How would you propose meeting the goal of ultra-reliability/readiness? 4. What potential constraints or boundaries do you see with one contractor having ultimate responsibility for managing the majority of logistics and configuration support under a PBL arrangement? 5. How do you see the Government measuring performance in these specific areas for obtaining supply support, reliability, training and maintenance? What suggestions might you have? 6. What would you recommend as the approach to supply chain management in support of the LADS? 7. How would you approach performance of sustainment maintenance and reduce system maintenance, both scheduled and unscheduled? 8. How would you approach operator/maintainer sustainment training and reduce training needs? 9. Would you be willing to provide this type of support under a long term contract? 10. How would you support deployed units? 11. How do you foresee the target price for a fixed level of PBL to be set up? What would a fair payment plan/schedule consist of and how could it be linked to successful performance? END OF QUESTIONNAIRE.
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