1 / 86

COMMERCIAL ENTERPRISE OMNIBUS Support Services

hayes
Download Presentation

COMMERCIAL ENTERPRISE OMNIBUS Support Services

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. COMMERCIAL ENTERPRISE OMNIBUS Support Services

    2. April 13, 2012 CEOss Operations Overview 2 Workshop Agenda

    3. April 13, 2012 CEOss Operations Overview 3

    4. April 13, 2012 CEOss Operations Overview 4 Overview of the CEOss Business Model ACSS Role & Responsibility Key Business Metrics eP2 Screen Shots CEOss BPA Requirements CEOss RFQ Structure 2009 Open Season Discussion Agenda

    6. April 13, 2012 CEOss Operations Overview 6 Actions & Process Flow

    7. April 13, 2012 CEOss Operations Overview 7 Guidance & Objectives

    8. April 13, 2012 CEOss Operations Overview 8 CEOss Three Tier Process GSA Schedules (basic contracts) already awarded competitively to individual contractors Price already determined to be fair and reasonable at national level Additional volume discounts Reduced procurement lead time and overhead Blanket Purchase Agreement (BPA) enables MCSC to tailor acquisition needs SOWs Agency specific special clauses/provisions Three tier process for determining best technical qualifications and lowest cost Contractors are initially qualified as GSA Schedule holders (technical/cost/past performance) Open Season source selection down-selects from GSA and awards BPAs to most qualified contractors to support MCSC Task order customers down-select from BPA teams to obtain “best value” decision/award

    9. April 13, 2012 CEOss Operations Overview 9 Customer Requirements Government Customers Operating Efficiency Fast Cycle Time to Award Ease of Use / Availability Strong Vendor Base Continuity of Work Competition Industry Customers Operating Efficiency Cash Flow / Capitalization Facilities / Resource Pool Market Share Continuity of Work Dynamic Teaming Unrestricted Relationships Long-Term Strategies Commercial Model GSA Rate Schedule Performance Driven You cannot levy unrealistic expectations where the economy does not support the performance Skills in demand by SYSCOM are in greater demand by the commercial sector DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve ______________________ Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours. You cannot levy unrealistic expectations where the economy does not support the performance Skills in demand by SYSCOM are in greater demand by the commercial sector DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve ______________________ Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours.

    10. April 13, 2012 CEOss Operations Overview 10 CEOss Customer Process Model

    11. April 13, 2012 CEOss Operations Overview 11

    12. April 13, 2012 CEOss Operations Overview 12 Current MCSC Organization

    14. April 13, 2012 CEOss Operations Overview 14 ACSS Interfaces

    15. April 13, 2012 CEOss Operations Overview 15 ACSS Operating Profile

    16. April 13, 2012 CEOss Operations Overview 16 Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us! Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.Many new faces. Stop by ACSS to meet any of our team members the next time you are in our offices, if you are interested. They are back at the office keeping the operation running for us! Of note is that we have a new Contracting Officer, Ms. Vicki Whiteman (point her out if she is there). She is replacing Anita Norris, who is moving on to the MTVR program that is currently part of GTES but will be migrating to the JPEO in the future.

    17. April 13, 2012 CEOss Operations Overview 17 CEOss Domain Competencies

    18. April 13, 2012 CEOss Operations Overview 18 CEOss Domain Functional Requirements Engineering & Scientific (ES)

    19. April 13, 2012 CEOss Operations Overview 19 CEOss Domain Functional Requirements Specialty Engineering (SE)

    20. April 13, 2012 CEOss Operations Overview 20 CEOss Domain Functional Requirements Business & Analytical (BA)

    21. April 13, 2012 CEOss Operations Overview 21 CEOss Domain Functional Requirements Acquisition, Logistics & Administrative (ALA)

    22. April 13, 2012 CEOss Operations Overview 22 CEOss FY08 Domain Players

    23. April 13, 2012 CEOss Operations Overview 23 Specialty Engineering

    24. April 13, 2012 CEOss Operations Overview 24 Engineering & Scientific

    25. April 13, 2012 CEOss Operations Overview 25 Acquisition, Logistics & Administrative

    26. April 13, 2012 CEOss Operations Overview 26 Business & Analytical

    27. April 13, 2012 CEOss Operations Overview 27 CEOss BPA Teaming

    29. April 13, 2012 CEOss Operations Overview 29 CEOss Results

    30. April 13, 2012 CEOss Operations Overview 30 CEOss FY08 Volume

    31. April 13, 2012 CEOss Operations Overview 31 CEOss Award Distributions

    32. April 13, 2012 CEOss Operations Overview 32 CEOss FY08 Market

    33. April 13, 2012 CEOss Operations Overview 33 CEOss ALA Domain Business Volume $92.1M invested (ytd) 38 Task Orders 32% avg bid rate 86% avg proposal score 8% avg discount rate $90.27 avg domain rate 2% Small Business Ave winning score of 94 3 Firms control ~86% of ALA work in FY08

    34. April 13, 2012 CEOss Operations Overview 34 ALA Task Orders

    35. April 13, 2012 CEOss Operations Overview 35 CEOss BA Domain Business Volume $17.8M Invested (ytd) 17 Task Orders 69% avg bid rate 87% avg proposal score 5% avg discount rate $99.71 avg domain rate 0% Small Business (no SB primes in this domain) Ave winning score of 96 2 Firms control ~98% of work effort within BA to date

    36. April 13, 2012 CEOss Operations Overview 36 BA Requirements

    37. April 13, 2012 CEOss Operations Overview 37 CEOss ES Domain Business Volume $103.6M Invested (ytd) 37 Task Orders 38% avg bid rate 82% avg proposal score 11% avg discount rate $91.26 avg domain rate 1.4% Small Business Ave winning score of 94 3 Firms control ~73% of work effort within ES to date

    38. April 13, 2012 CEOss Operations Overview 38 ES Requirements

    39. April 13, 2012 CEOss Operations Overview 39 CEOss SE Domain Business Volume $39.8M Invested (ytd) 29 Task Orders 41% avg bid rate 73% avg proposal score 10% avg discount rate $97.23 avg domain rate 0% Small Business (no SB primes in this domain) Ave winning score of 92 3 Firms control ~71% of work effort within SE to date

    40. April 13, 2012 CEOss Operations Overview 40 SE Requirements

    41. April 13, 2012 CEOss Operations Overview 41 CEOss Performance Metrics

    42. April 13, 2012 CEOss Operations Overview 42

    43. April 13, 2012 CEOss Operations Overview 43

    46. April 13, 2012 CEOss Operations Overview 46

    47. April 13, 2012 CEOss Operations Overview 47

    48. April 13, 2012 CEOss Operations Overview 48

    49. April 13, 2012 CEOss Operations Overview 49

    50. April 13, 2012 CEOss Operations Overview 50

    51. April 13, 2012 CEOss Operations Overview 51

    52. April 13, 2012 CEOss Operations Overview 52 General BPA Structure GSA Schedule Administrative Data Authority Description of Requirement Statement of Work Security Requirements Electronic Interface Orders Subcontracting and Teaming Relationships Labor Categories and Accompanying Rates

    53. April 13, 2012 CEOss Operations Overview 53 General BPA Structure Rights/Guarantees Invoicing/Billing Procedures Task Order Closeout BPA Cancellation Organizational Conflicts of Interest and Non-Disclosure Agreements Performance Monitoring Competition Requirements Accounting and Appropriation Data Expiration Date Award Term and Follow-on Task Orders

    54. April 13, 2012 CEOss Operations Overview 54 Government Furnished Property/Information Post Award Conference Contractor Web Site Contractor’s Proposal Incorporated by Reference Annual BPA Holder Assessment (Open Season) Attire Insurance BPA Clauses General BPA Structure

    55. April 13, 2012 CEOss Operations Overview 55 Orders Travel and Other Direct Costs (ODCs) Must be nominal, and incidental to services Cost Reimbursement CLIN ODCs > $500, or non-recurring, unique nature require approval Government WILL NOT reimburse training or facilitization costs Notification required when at 75% costs incurred; stop at 85%

    56. April 13, 2012 CEOss Operations Overview 56 Subcontracting & Teaming Relationships Traditional Prime Contractor-Subcontractor Arrangement All proposal submissions must come under Prime Contractor’s qualifying schedule Prime is responsible for performance Prime is responsible for compliance with CEOss operating procedures Only Prime has privity of contractual arrangement

    57. April 13, 2012 CEOss Operations Overview 57 Subcontracting & Teaming Relationships Primes within the same domain MAY NOT team No limit to the number of team members You may be a subcontractor/team member on multiple teams within and across domains Consultants to Prime treated as part of Prime (not as subcontractor) No second-tier subcontractors Use of non-team DISCOURAGED limited to 5% of the total labor charges requires prior approval

    58. April 13, 2012 CEOss Operations Overview 58 Subcontracting & Teaming Relationships

    59. April 13, 2012 CEOss Operations Overview 59 Wholly-owned subsidiaries will be treated as separate Contractors, but may not hold primes in the same domain as their sister/parent company; Must have separate: Management Structures GSA schedules Accounting and Financial systems CCR D&B Numbers Acquired companies may continue existing work and associated renewals; No new work Team Members transition to acquiring Prime until open season reconstitution of teams Subcontracting & Teaming Relationships

    60. April 13, 2012 CEOss Operations Overview 60 Organizational Conflicts of Interest and Non-Disclosure Agreements Vendor is expected to raise OCI concern/potential Limitation on Future Contracting Clause is a warning; does not protect or prohibit vendor OCI mitigation plans may be submitted; however, they are filed un-reviewed at ACSS Contracting office for future effort is responsible for approval/disapproval of OCI mitigation plan Withdrawal based on OCI is still counted as “no bid” with respect to bid rate calculations Contractor required to maintain Non-Disclosure Agreements for all employees OCI is just one reason why a vendor might not bid. We can’t begin to make exceptions to bid rate. If it because a serious concern, the vendor may want to reconsider whether they can continue in the services arena. OCI is just one reason why a vendor might not bid. We can’t begin to make exceptions to bid rate. If it because a serious concern, the vendor may want to reconsider whether they can continue in the services arena.

    61. April 13, 2012 CEOss Operations Overview 61 Organizational Conflicts of Interest and Non-Disclosure Agreements

    62. April 13, 2012 CEOss Operations Overview 62 Performance Monitoring Performance Monitoring includes Conformance to contract requirements Standards of quality workmanship Adherence to schedules Contractor’s history of reasonable and cooperative behavior QASP Quality Assurance Surveillance Plan (QASP) associated with individual task order; Satisfactory performance must be documented to initiate renewal options Metrics support past performance evaluation for future work

    63. April 13, 2012 CEOss Operations Overview 63 Competition Requirements In FY08, ACSS eliminated competition requirements based on team size (e.g. 15 members – 75% bid rate); implemented 50% benchmark FAR requires competition DFARS 208.405-70 “and the contracting officer receives offers from at least three contractors that can fulfill the requirements” Additional Primes added or marginal performers eliminated to keep competition levels up: P/Index = [% Revenue + (Bid % + Avg. Score)] – (LOC) LOC = Letter of Caution Please emphasize that Competition is one of our primary concerns. We must maintain adequate competition, or risk our entire operation. Regarding the last bullet, mention that we will share the data that results in the P/index during our individual sessions with the vendors. Please emphasize that Competition is one of our primary concerns. We must maintain adequate competition, or risk our entire operation. Regarding the last bullet, mention that we will share the data that results in the P/index during our individual sessions with the vendors.

    64. April 13, 2012 CEOss Operations Overview 64 Award Term and Follow-on Task Orders Two pre-priced renewal options; up to 12 months each Award based upon performance IAW QASP May be re-baselined prior to exercise Scope changes limited to 25% Bilateral modification

    65. April 13, 2012 CEOss Operations Overview 65

    66. April 13, 2012 CEOss Operations Overview 66 General RFQ Structure Section 2 – General RFQ provisions Section 3 - SOW

    67. April 13, 2012 CEOss Operations Overview 67 General RFQ Structure Section Two – General RFQ Provisions Packaging and Marking Inspection and Acceptance Project Officer Invoices Delivery Destination Accounting and Appropriation Data Government Furnished Property Requirements Facilities Requirements Period of Performance Proposal Instructions RFQ Evaluation Criteria Independent Government Cost Estimates (IGCEs)

    68. April 13, 2012 CEOss Operations Overview 68 Period of Performance

    69. April 13, 2012 CEOss Operations Overview 69 Proposal Instructions 1 offer per prime Due 5 days after Final RFQ Standardized format Posted to eP2 Pricing includes Labor & Travel/ODC; base period plus options

    70. April 13, 2012 CEOss Operations Overview 70 RFQ Evaluation Criteria Factors Technical and Business Capability Staffing and Management Past Performance Price Reasonableness

    71. April 13, 2012 CEOss Operations Overview 71 RFQ Evaluation Criteria

    72. April 13, 2012 CEOss Operations Overview 72 Independent Government Cost Estimate (IGCE) Tailored for each task order - based on PM’s funding constraints and CEOss Model NOT based on domain average rates! FTE = 1872 hours 2080 - 120 LV/Sick – 80 holidays – 8 Company Training Proposals may exceed IGCE, without being considered “non-responsive”; evaluation is best value Proposals compared to IGCE weighted labor rate and hours for Price Reasonableness evaluation

    73. April 13, 2012 CEOss Operations Overview 73 General RFQ Structure Section Three - SOW Scope Background General Requirements Specific Requirements Facilities, Travel, and ODCs Quality Assurance Surveillance Plan (QASP) Performance Requirements Survey (PRS)

    74. April 13, 2012 CEOss Operations Overview 74 General Requirements

    75. April 13, 2012 CEOss Operations Overview 75 Quality Assurance Surveillance Plan (QASP) Attachment 1 of SOW Objective Measures of vendor performance Supports Renewal Option Exercise >.85 first option exercise >.95 second option exercise Performance Requirements by WBS Surveillance Methods Analysis Demonstration Inspection Quality Levels Excellent (>.95) Acceptable (>.85) Poor (<.85)

    76. April 13, 2012 CEOss Operations Overview 76 Performance Requirements Survey (PRS)

    77. April 13, 2012 CEOss Operations Overview 77 New this Year Small Business Goal – 10% of revenue Ability to add SVDSB team members throughout year (not only during Open Season) Priced Options vs. Award Terms QASP – Staffing Plan/Attrition Rates CEOss “Expo”

    78. April 13, 2012 CEOss Operations Overview 78

    79. April 13, 2012 CEOss Operations Overview 79 FY2009 Domain Offerings One prime vendor position is open in each of the four domains Unrestricted as to business size FEDBIZOPPS RFI posted: https://www.fbo.gov/index?s=opportunity&mode=form&id=e480b7fed3eb5a3f3646adb4e84f0a48&tab=core&_cview=0

    80. April 13, 2012 CEOss Operations Overview 80 Considerations Prime Vendor Role Can You Do It? Manage a Team Meet CEOss Cycle Times Meet Competition Levels React to / Resolve Problems below ACSS Competitive Schedule Competitive Pricing for the Domain Understand the Command Understand your Competition Team Member / Partner What Can you Offer? Niche / Broad Capabilities Competitive Pricing Key Skills / Qualifications Market Position Command Presence Reciprocation You cannot levy unrealistic expectations where the economy does not support the performance Skills in demand by SYSCOM are in greater demand by the commercial sector DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve ______________________ Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours. You cannot levy unrealistic expectations where the economy does not support the performance Skills in demand by SYSCOM are in greater demand by the commercial sector DC-Metro Areas extends all the way to Stafford – we are affected by the wage rates and demand curve ______________________ Support contracts need to (1) recognize the changes in the acquisition rules and environment; (2) leverage the economic conditions; (3) understand the conditions that affect businesses in the area; and (4) plan for, and manage projects based upon desired results – not the execution of hours.

    81. April 13, 2012 CEOss Operations Overview 81 Open Season Process Existing Vendors Letter of Intent 2 Pages Team Composition Changes Rationale for new team composition Ability to meet prescribed competition thresholds Discounting Policy Revised Proposal GSA Schedule Rates (September 2008-2010) Bilateral update of BPA

    82. April 13, 2012 CEOss Operations Overview 82 Existing Vendor Schedule

    83. April 13, 2012 CEOss Operations Overview 83 Open Season Process New Vendors Federal Business Opportunities Request for Information (RFI) Capabilities Statement 5 pages Domain of Prime Interest Business Size Team Composition Corporate/Team Capabilities in relation to domain functional areas Business/Management Strategy Relevant Experience Discount Policy GSA Schedule Request for Quotation (RFQ) (provided to selected vendors) Proposal Combined business and technical quotation, including sample task order response and Past Performance Excel Spreadsheet of labor rates for Prime and all team members Competitive award of BPA; best value

    84. April 13, 2012 CEOss Operations Overview 84 New Vendor Schedule

    85. April 13, 2012 CEOss Operations Overview 85 Crafting your RFI Response

    86. April 13, 2012 CEOss Operations Overview 86 Sample Proposal Instructions

    87. April 13, 2012 CEOss Operations Overview 87 Sample RFQ Evaluation Criteria

    88. April 13, 2012 CEOss Operations Overview 88 2009 Open Season Schedule (tentative)

    89. April 13, 2012 CEOss Operations Overview 89 ACSS Web Site

    90. Questions?

    91. Back Up

    92. April 13, 2012 CEOss Operations Overview 92 CEOss vs. Seaport-e Summary Comparison

    93. April 13, 2012 CEOss Operations Overview 93 CEOss vs. Seaport – e Summary Comparison (continued)

    94. April 13, 2012 CEOss Operations Overview 94 CEOss vs. Seaport-e Summary Comparison (concluded)

More Related