SOURCES SOUGHT
J -- Market Survey for Performance Based Logistics for Containerized Batch Laundry
- Notice Date
- 9/14/2005
- Notice Type
- Sources Sought
- 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
- PMFSS-CBL
- Response Due
- 10/1/2005
- Archive Date
- 11/30/2005
- Small Business Set-Aside
- N/A
- Description
- CONTAINERIZED BATCH LAUNDRY (CBL) MARKET SURVEY Purpose: The purpose of this survey is to solicit your interest, current capabilities, and potential in performing the roles of Product Support Integrator/ Product Support Provider in support of a Containerized Batch Laundry (CBL) Performance Based Logistics (PBL ) Program. The government is seeking information to develop a PBL concept for CBL. The Government has not committed to PBL for CBL at this point. IAW AR 70-1 and DOD 5000.1, PBL is DODs preferred support strategy for materiel systems. The Army will imp lement 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; reduction 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 CBL logistics support, such as supply chain management and reduction in scheduled and unscheduled Crew, Organizational and Direct/General Support level maintenance through improvements to the system. The Army would retain responsibility for all maintenance of the CBL. Sustainment training may be the contractors responsibility. The support process is required to be transparent to the war fighter. In addition, the contr actor would be responsible for CBL configuration management, to include recommendation and implementation of configuration changes to improve performance and reliability. PBL Definition: See Appendix A for Definitions of PBL and other frequently used terminology. 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 system readiness and ultra-reliability. A 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 proce ss. Desired Results and Outcomes: 1. Operational readiness 98% or better for the system. 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) provides 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 PM or PSI. Data is reported in percentages of down time due to the lack of repair parts [Not Mission Capable Supply (NMCS)] or lack of time, or maintenance personnel to p erform the maintenance [Not Mission Capable Maintenance (NMCM)]. The backside of the DA Form 2406 provides 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 that a 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 (US R). 3. Reported data is not always accurate, although it can indicate a systemic problem within a fleet. But 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. U nits are not manned, nor do they have the expertise or equipment, to collect any other data. Additional data, e.g., MTBEFF, MTBSA, etc., would need to be collected by trained personnel outside the unit. Potential Performance Measures: The following performance measures could be established for the CBL for supply support and can be tracked 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 specified 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 Point 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 (OST) 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 (OST) 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 would be accountable for the storage, management and distribution of the wholesale inventory using the PSIs approved inventory management processes. Warehouse Denials would be 0%. The PSI would be responsible for the manag ement and accountability of the retail stock at ASL/ PLL level. The required outcome is to have serviceable spares and repair parts available to support planned CBL operational requirements. The PSI would report the status of the wholesale 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 contrac tor, 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 trac e 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 CBL wholesale and retail supply support requirements. The PSI would procure and distri bute retail level requirements. This refers specifically to Authorized Stockage List (ASL) and Prescribed Load List (PLL). The PSI would make recommendations to unit commanders on lines to be stocked at the unit and Direct Support (DS) level. The PSI woul d be responsible for determining wholesale requirements 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 re quisition 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 CBL weapon 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: See Appendix B for profile of the CBL. Systems to be supported under this PBL Program are systems currently in production and systems to be fielded. These profiles would include both wartime and peacetime OPTEMPO and specific details necessary to determine level of work required to perform th e support operations. PBL MARKET SURVEY QUESTIONAIRE 1 . Name of Firm Address City, State, Zip Code 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 CBL 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 CBL? 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? Response to this market research survey questionnaire should be sent via email to the POC below. You can respond in total or to any part of this questionnaire. Any product literature that cannot be emailed may be sent to: PM Force Sustainment Systems APM Field Feeding and Field Services ATTN: Scott MacGarvey 10 Kansas St. Natick, MA 01760 508.233.5282 scott.macgarvey@natick.army.mil Replies to this questionnaire must be received by 1 October 2005. 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 in formation 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 participation. APPENDIX A 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 PMs 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 def ining 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: DLA centers, AMC MSC Inventory Materiel Management Centers (IMMCs), Depots, contractors sub-contractors, etc. APPENDIX B CBL PBL CANDIDATE PROFILE Vehicle System Containerized Batch Laundry System Description/Mission Profile SYSTEM DESCRIPTION: The CBL consists of two washer-extractors, two dryers, a water heater, an electric water pump, a sewer ejection unit, ventilation, a Field Deployable Environmental Control Unit (FDECU), the Army Space Heater (ASH), a water reuse/recycle system which will a llow water used during the rinse cycles to be reused. A 16 x 20 TEMPER tent will be provided as a shelter when processing laundry. The CBL is contained in an International Organization for Standardization (ISO) Deployable Medical Systems (DEPMEDS) side -opening shipping container (20x8x8) to facilitate transport by sea, air, or land. The CBL will be operated by four soldiers (three operators and a team supervisor IAW current Force Structure) during a 10-hour shift. The CBL will be set up, operated, maintained, and prepared for storage by unit personnel Military Occupational Specialty (MOS) 92S (operators) and MOS 63J (maintainers). The CBL will be used to clean individual and organizational items of clothing during conventional operations. The pr imary mission for the CBL will be to launder 150-200 pounds of laundry per hour in support of the CSH. The CBL will be used as a total replacement for the M85 Laundry Unit (LIN: L48315) in the CSH. The system may be required to move once every 14 days. In addition to the CSH, the Special Operations Support Battalion (SOSB) will also be fielded the CBL to support 750 to a maximum of 1850 personnel in two different area of operations. The CBL will be an integrated system with the capability to allow for t he performance of all laundry functions including receipt, sorting, folding, and distribution. Predecessor System Information: The CBL replaces the M85 Laundry [Line Item Number (LIN L48315)] in Combat Support Hospitals. Two each will be fielded to these units at 26 different locations with one each going to 4 schools. MISSION SCENARIO The primary mission of CBL will be to launder a minimum of 150 lbs. (200 lbs. maximum) of laundry per hour in support of corps Combat Support Hospitals (CSH). The CBL will provide laundry support for the 248 patients and 506-soldier unit as well as any li nens and surgical gowns the hospital needs laundered. The CBL will operate in hot and basic conditions from -25 to +120 degrees Fahrenheit (F) to support laundry operations for the 248-bed hospital requiring the laundering of 4600 pounds of laundry per da y. The CSH can be split into two separate hospital company entities, which requires them to operate independently of each other (a 164-bed and an 84-bed hospital). Three thousand pounds of laundry will be laundered at the 164-bed and 1600 pounds at the 8 4-bed. The CBL will be a total replacement for the M85 Laundry Unit, trailer-mounted and will be capable of cleaning individual and organizational items of clothing during conventional operat ions. The system may be required to move once every 14 days. The CBL may be transported by a load handling system designed to transport ISO containers or the PLS. The CBL crew must be able to secure, upload, or download the system using materiel handlin g equipment, perform pre-combat checks, expand and close the shelter and operate the system while wearing Mission Oriented Protective Posture (MOPP) II and arctic clothing. An additional mission of the CBL will be to support the laundry mission of the Special Operations Support Battalion (SOSB), which also requires the CBL, and will be co-located in two different theaters of operations and will support a minimum of 750 to max imum of 1850 personnel. The following are the Operational Mode Summaries/Mission Profiles (OMS/MP): Typical CBL Daily Operating Profile Tasks # of Operators # of Occur Time (Hours) Total Service Checks (Before PMCS (shift change), fuel, water) 2 per shift 2 1.0 2.0 Operate on Demand Washer and Dryer Operations 2 per shift 2 10.00 20 Service Checks (After PMCS (shift change), fuel, water) 2 per shift 2 1.0 2.0 Total Time 12.0 24.0 14 Day Wartime Mission Profile Hours per Day No. Days Total Hours Movement to Operating Site 12.0 1 12.0 Operating Time (OT) 10.0 20.0 1,14 2-13 20.0 240.0 Total OT: 260 Standby Time (PMCS Before and After) 2.00 4.0 1,14 2-13 4 48 Movement from Operating Site 12.0 1 12.0 Calendar Time 24.0 14 336.0 CLIMATIC AND MOBILITY CONDITIONS Climatic Design Types (AR 70-38) % of Usage Mobility Conditions % of Usage Basic 85 Improved Roads 50 Hot 15 Unimproved Roads 40 Cross Country 10 OEM SFA Defense Products 20 South Wisner Street P.O. Box 820 Frederick, MD 21701 Point of Contact Name: Mr. Joseph Digirolamo Telephone Number: 410.820.9140 Email Address: jdigirolamo@sfa.com Fleet Assessment Fielding will begin in January 2006. Annual Support Workload (Maint AMMS) Scheduled Services, etc. The CBL is supported by the standard Army logistics and maintenance systems. The CBL is repairable within the current four level Army maintenance system. No additional MOSs are required to support the CBL and no additional personnel are required as a res ult of fielding the CBL. An overall system manual for the CBL has been published with the exception of the 23P. The 23P will be published by the end 1QFY06. If repairs cannot be made at the DS level, maintenance personnel would contact an SBC Logistics Assistance Representatives (LARs) for assistance. LARS can and do contact the PM Force Sustainment Systems office for further assistance. Unit Level (UL) Maintenance. Unit 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, replacement of parts and module s (authorized by the MAC, minor adjustments, and inspection of components. Direct Support (DS) Maintenance. DS maintenance using common test equipment provides Line Replacement Unit (LRU) services to unit maintenance. General Support (GS) Maintenance The current Maintenance Allocation Chart (MAC) does not identify any GS level tasks. Depot Maintenance Depot may perform overhaul if required. However, given the low density of CBL, this function would most likely be contracted. The current MAC only identifies oneDepot level repairs. Reliability Details about the current system readiness requirements are as follows: The CBL shall have a probability of completion of 20 hours of operation as described in the Operational Mode Summary/Mission Profile (OMS/MP) without the occurrence of an essential function failure of at least 0.90 (T) at least 0.95 (O). The CBL shall hav e a probability of completion of 20 hours of laundry operations as described in the OMS/MP without the occurrence of a system abort of at least 0.95 (T) greater than 0.95 (O) Depot Capability Current Workload None. Annual Sustainment Parts Cost $50K (Estimated); $30K (Estimated) for consumables.
- Place of Performance
- Address: RDECOM Acquisition Center - Natick ATTN: AMSRD-ACC-N, Natick Contracting Division (R and BaseOPS), Building 1, Kansas Street Natick MA
- Zip Code: 01760-5011
- Country: US
- Zip Code: 01760-5011
- Record
- SN00895179-W 20050916/050914212534 (fbodaily.com)
- Source
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