URS. Additional Seaport Enhanced Team Member Request Form

Transcription

1 URS Additional Seaport Enhanced Team Member Request Form Proposed Team Member Addition Full Legal Company Name: Supply Chain Visions Inc Existing SeaPort Prime? (Yes/No) No Street Address: 63 Perkins St City: Stoneham State: MA Zip Code: (must include +4) CAGE Code: 4ZL99 DUNS Number: Subcontractor POC (first name): Stephen Subcontractor POC (last name): Geary Subcontractor Subcontractor phone number: Business Size: (Large/Small) Small If Small, socioeconomic categories: (mark X) Small Disadvantaged Business: Woman Owned Business: Economically Disadvantaged Women Owned Business: HUB Zone Representation: Veteran Owned Small Business: Service Disabled Veteran Owned: Emerging Small Business: 8(a) Program: Rationale for Adding Team Member Technical Capability: Task that Team Member will Perform: Functional Area of the SOW that Team Member will Perform: Past Performance: Zone: 5 Midwest What type of work does Team Member do? Team member are industry leaders in Performance Based Sustainment Strategy and Implementation. What tasking is the Team Member being added to complete? SCV will serve as subject matter experts in the area of Performance Based Logistics and Life Cycle Sustainment Strategy. List SeaPort e SOW paragraphs that are applicable to the effort that Team Member will perform (i.e. 3.1, 3.5, 3.17) 3.1, 3.3, 3.7, 3.8, 3.10, 3.11, 3.16, 3.17, , , 3.20

2 Contract Number: (subk with Univ of TN) Period of Performance: July 2009 May 2013 Contract Title: Performance Based Logistics SME Relevant Functional Areas: i.e. 3.1, 3.5, , 3.3, 3.7, 3.8, 3.16, 3.17, , Customer POC (Name, and phone) to provide info on customer satisfaction with the services performed: Bric Wheeler Contract Value: $1.1M Government Activity Work Performed for: US Air Force Synopsis: The program began as the USAF realized that it had some success in PBL but could not replicate it in any systematic or sustainable manner. The USAF attempted to standardize the approach in policy and manuals using a working group format to document the steps but failed due to the tailored solution created for each program. After a number of attempts to document a standard process for PBL, the Air Force turned to their Academic partner, University of Tennessee, to study the subject and create an approach to increasing the successes of PBL s across USAF. The University of Tennessee, one of the top supply chain and acquisition schools in the world (according to US News and World Report), placed their Center for Executive Education as the lead agent. The Center in turn, contracted with Supply Chain Visions to lead the research and establishment of a core body of PBL knowledge within the University to be readily available to the USAF. Originally the work was scoped to focus on USAF PBL successes to document a standard approach. However, they quickly realized that each Service approached PBL differently and to shape future PBL s the USAF must understand how to structure PBL s across the Services/stakeholder communities. Supply Chain Visions used the same approach to document the As Is state of PBL and the sustainment business models as it did in developing the standards and guides for the Council of Supply Chain Management Professionals (CSCMP) and Warehouse Education Research Council (WERC). Combined with the firm s deep knowledge of the FAR, expert teams were dispatched to DoD programs and Depots to document PBL successes and failures, as well as areas that had historically refused to employ the sustainment strategy. This work led to the realization that the nature of PBL makes it impossible to effectively document a standard process for all PBLs to follow. Instead a list of PBL Tenets were developed and documented and used to create a body of knowledge around driving success with PBLs. Training materials and coaching guides were created to

3 generate organic PBL knowledge within the USAF. This material and coaching guides were used to develop the USAF Program Management and Contracting Office workforce. Using the training capability created at University of Tennessee (as our Team will leverage the infrastructure created by DLA s training experts within J1), SCV has continued to train USAF, Military Service, Allied Nation representatives, and Industry representatives for the past decade (NOTE: University of Tennessee contract Task Orders have continued for PBL training after direct USAF funding ceased). In addition to classroom and conference room training sessions, the SCV Team uses on site coaching sessions to develop specific subsets of the workforce. For program teams, the use of workshops to levelset the stakeholders and direct coaching support has worked best in progressing PBL programs while developing an organic workforce. Deliverables: (Optional) The SCV experts delivered training, coaching and stakeholder facilitation meetings across USAF programs and their industry and Military Service partners. The instructor staff proposed within this proposal delivered more than 30 structured training events for the USAF where over 600 Air Force Personnel were trained in PBL. We supported over 50 programs with workshop or individual coaching or maturity assessments and have trained more than 150 industry practitioners of PBL over the period of performance. Past Performance: Zone: 2 National Capital Region Contract Number: N D (Subcontractor role) Period of Performance: Sept 2009 May 2013 Contract Title: PBL Proof Point Relevant Functional Areas: i.e. 3.1, 3.5, , 3.3, 3.7, 3.8, 3.16, 3.17, 3.20 Customer POC (Name, and phone) to provide info on customer satisfaction with the services performed: Randy T. Fowler, Assistant Deputy Under Secretary of Defense for Materiel Readiness (Retired) Contract Value: $750K Government Activity Work Performed for: Office of the Secretary of Defense (Acquisition Technology and Logistics) Synopsis: The Deputy Assistant Secretary of Defense (Materiel Readiness) chartered Proof Point to provide a quantitative methodology to evaluate the performance based sustainment approaches for weapons program management. This was accomplished through the development of a general linear model (GLM) to predict the potential performance improvements and cost reductions associated with performance based approaches for aircraft platforms managed

4 by NAVAIR. The model confirm three hypotheses: (1) outcome-based strategies decrease cost/increase performance, (2) parts at decreasing cost trend will be those items of greater cost/demand, and the (3) parts with an increasing cost trend will be of lower cost/demand. The specific model examines a collection of parts over time from a non-homogeneous Poisson process or a generalized log-linear count distribution. The number of repairs and/or replacements is treated as part of a complex system and the observed demands are realizations of Poisson or compound-poisson distributed processes. Since the current system is an aging system it is reasonable to assume that a constant or reduction in demand over time would be indicative of a proactive policy. The GLM and generalized estimating equations (GEE) were used to model demand count data. The parts demand models are treated as a Poisson regression model, which assumes that the demand frequencies result from different Poisson distributions. The GEE approach is incorporated to account for the potential temporal and/or cluster correlations between the observations. Let and be the demand (observed) and expected (mean) demand, respectively, for the j th part on the i th month, then the Poisson regression model is based on the following (log) linear model: (1) where, η is the flying hours per year; i represents the month; j represents the part number; and is the indicator variable for the j th part, p is the total number of parts in demand and t is the total number of months in consideration. The units for the mean demand, are incidences per month. The parameters represent the intercept and slope of the overall trend model over time, the parameters represent the change in the intercept due to differences in demand among the different parts, and the parameters are the changes in slope (or positive or negative trend) due to differences in demand trends among the different parts. These parameters represent the additive effect on the log-mean-count. The relationships between the parts and their mean demand are found through exponentiation of both sides of equation (1): The difference in the log-mean-count between any two consecutive months is expressed as

5 . Exponentiation of both sides of (2) results in the following expression for the mean ratio: for (3) is the multiplicative change in demand trend for the jth part. Further, the term represents the monthly percent increase/decrease in demand for the jth part. Demand data,, are modeled through a function of the mean demand (µ), resulting in the following fitted (prediction) equation for. (4) The 2xp parameter estimators, and of and respectively, are found using maximum likelihood estimation techniques based on the GLM. The GENMOD procedure in SAS, which uses a ridgestabilized Newton-Raphson algorithm to maximize the loglikelihood function, was employed. The GENMOD procedure also provides the corresponding likelihood ratio and Wald confidence intervals. (5) Approximate prediction intervals can be found by plugging in the upper and lower confidence bounds for each of the estimates in equation (5). From (5) and following the lines in (2) and (3), that the estimated multiplicative change in the expected demand from one month to the next is for the jth part, The financial analysis and key performance based approaches events (investment driven by the governance structure) confirmed that (1) outcome-based strategies decrease cost and increase performance, (2) parts at decreasing cost trend will be those items of greater cost and greater demand, and the (3) parts with an increasing cost trend will be of lower cost and lower demand. The GLM is developed based on 58 months (performance based approach period) of demand and cost data of over 100 parts that comprise a complex subassembly. The GLM produced values for performance improvements and cost reductions that were within 2.5% of the actuals. In summary the performance based approaches created an actual return that exceeded estimates and passed that savings on to the customer as a future price decrease.

6 Deliverables: (Optional) Past Performance: Zone: 2 National Capital Region Contract Number: SP F 9008 (Prime was Decisive Analytics Corp) Period of Performance: Jan 2009 Mar 2013 Contract Title: Subject Matter Expertise on Product Support Strategies: Advise and assist in Policy Development Relevant Functional Areas: i.e. 3.1, 3.5, , 3.3, 3.7, 3.8, 3.10, 3.11, 3.16, 3.17, , , 3.20 Customer POC (Name, and phone) to provide info on customer satisfaction with the services performed: Mark Gajda Mark,gajda@osd.mil Contract Value: $300K Government Activity Work Performed for: Office of the Secretary of Defense, Deputy Assistant Secretary of Defense, Materiel Readiness Synopsis: SCVisions team supported the Office of the Secretary of Defense in supply chain related matters from 2002 through 2015, with this contract representing the consistent level of executive supply chain support provided to DoD. As required in the SCRM work, SCVisions performed open, restricted access, and original research on supply chain risks and opportunities, feeding executive level analysis and policy creation. Our expertise ranged from weapon system sustainment (purchasing of spares and services) to Acquisition strategy. Our firm maintains a strong presence in the commercial supply chain as well as Aerospace and Defense sectors, enabling it to bring to bear current knowledge of supply chain leading practices and acquisition risk management. Through these relationships, SCVisions provided high value support the OADUSD(MR). The insight gained through these ties is quality deliverables that include: Analyses, reports, white papers and draft policy/guidance to improve program sustainment planning/execution and implementation of Life Cycle Management Initiatives Analyses, reports, white papers, briefings (up to the Deputy Secretary of Defense level) and other research projects supporting refinement of sustainment modeling and simulation capabilities and establish a future DoD strategy Report documenting the results of meetings with industry and tracking actions Review of Secret level material and product support aspects of weapon system sustainment strategies White papers, position papers and briefings addressing

7 issues on Product Life Cycle Support in collaboration with commercial equipment manufacturers and integrators The SCVisions support for ADUSD (MR) required the in depth assessment and review of multiple weapon system programs. These included The E 8 Joint STARS, AN/ALQ 126B ECS, ALR 67 RWR, H 60 FLIR, F/A 18 Displays, F404 Engine, AH 64D Apache, HIMARS, ITAS, Shadow Unmanned Aerial Vehicle SCVisions capstone study in support documented the viability of Department Maintenance Depots in support of an outcome based sustainment strategy. The final report Performance Based Life Cycle Product Support Strategies: Enablers for More Effective Government Participation was published in the Defense AR Journal. The primary reason the study was successful is attributable to the relationships and reputation that SCVisions has built with OEMs and the Defense Supply Chain Executives. Deliverables: (Optional) Specifically supports the capability requirements of: Providing analysis of Supply Chain of DoD Mission Critical Acquisitions Prepare and conduct presentations and briefings Publish DoD approved analytic products for OSD executive level Participate and lead supply chain risk management related analytic exchanges across OSD, Joint Staff and the Services Create analytic support document such as link analysis diagrams, graphics, and charts