Executive Transport Detatchment Sigonella


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  • In the next step we combine mid-grade billets and end strength, leveraging the increasingly educated manpower created in Phase I. Those senior LDO’ s that opted not to transfer to 1520 still have the opportunity to remain serving as LDO, or transfer with billet and OPA into 1520 community
  • In the next step we combine mid-grade billets and end strength, leveraging the increasingly educated manpower created in Phase I. Those senior LDO’ s that opted not to transfer to 1520 still have the opportunity to remain serving as LDO, or transfer with billet and OPA into 1520 community
  • Executive Transport Detatchment Sigonella

    1. 1. Executive Transport Detachment Replacement Asset By Michael J. Kingston
    2. 2. Table of Contents <ul><li>Executive Summary </li></ul><ul><li>Background </li></ul><ul><ul><li>Table 1: CFLSW Organizational Chart </li></ul></ul><ul><ul><li>Table 2: CFLSW Assets Inventory </li></ul></ul><ul><li>ETD Sigonella </li></ul><ul><ul><li>Table 3: Customer Map </li></ul></ul><ul><li>Requirements Document </li></ul><ul><ul><li>Table 4 and 5: Replacement Asset Timeline Pictorial </li></ul></ul><ul><li>Requirements Analysis </li></ul><ul><li>Methodology </li></ul><ul><li>Project Goals </li></ul><ul><li>Obstacles and Risks </li></ul><ul><ul><li>Table 6: Risk Analysis Chart </li></ul></ul><ul><li>Integrated Project Team (IPT) </li></ul><ul><li>Request For Proposal </li></ul><ul><ul><li>Table 7: Timing and Deliverables </li></ul></ul><ul><li>Rough Order of Magnitude </li></ul><ul><li>Statement Of Work </li></ul><ul><li>Budgetary Detail </li></ul><ul><ul><li>Table 8: SubClin Break Down </li></ul></ul><ul><ul><li>Table 9: Budget Pie Chart </li></ul></ul><ul><li>Weaknesses </li></ul><ul><li>What went Right and Wrong </li></ul><ul><li>What were Results and Lessons Learned </li></ul><ul><li>Conclusion </li></ul><ul><li>Appendix A Glossary of Terms </li></ul><ul><li>Appendix B Definitions </li></ul><ul><li>Appendix C References </li></ul>
    3. 3. Executive Summary <ul><li>The geniuses for my logistic based project is the transfer and receipt of a C-20D aircraft from one command to another. It will consist of converting an organic maintained aircraft to a contractor logistic support asset displaying in detail what that takes to effect. You will be able to follow the flow of the project from the requirements document to the actual execution. You will be able to garner through Analysis of Alternatives why we chose the route we took and then conclude that in the scheme of contract addendums how we were able to fund this project with existing Fiscal Year 2007 funding. </li></ul><ul><li>The complexity of this project was amplified even further due to the fact that it is an Air force Directed Contract with only limited Navy representation. The following complexities apply: </li></ul><ul><ul><li>Currently conducting C-20 Source Selection process for awarding the CLS contract to a possible new vendor. Current Vendor assumes they will loose the contract. </li></ul></ul><ul><ul><li>Utilizing contractor (not CLS) personnel at VR-48 and VR-1 to bridge the gap during source selection. Current Navy (organic) billets at those commands have been terminated and will be lost through attrition. Current CLS contractor could not produce a reasonable ROM to facilitate the transition of VR-48 from organic to CLS in FY-08. </li></ul></ul><ul><ul><li>Aircraft being loaned by VR-1 is an organic asset. ETD Sigonella is a total CLS contract squadron. </li></ul></ul><ul><ul><li>VR-1 Executive transport mission would experience mild risk with the lose of one aircraft on the ramp. </li></ul></ul><ul><li>The current contractor for our C-20 program is M-7 Aircraft Systems Support. The Air force, Navy, and Marine Corps are currently conducting a source selection for re-bid of the existing contract, with the results due out prior to the start of next Fiscal Year Operations. </li></ul><ul><li>The processes utilized are right from the DFARS manual and are in line with current Government Contract/Program implementation programs. Also included are a risk assessment metrics, time line pictorial, and multiple graphs and charts to bring validity to the project initiatives. </li></ul>
    4. 4. Background <ul><li>Commander Fleet Logistics Support Wing consists of 22 commands at 15 different geographic locations consisting of over 4500 personnel. Our mission is to provide medium, heavy, and executive transport lift requirements all over the world utilizing 10 Type Model Series Aircraft. If you refer to Table 1 and 2 you will be able to see with clarity the organizational structure established to effectively control and maintain our structure world wide. </li></ul><ul><li>In January of 2007 it was identified that Executive Transport Detachment Sigonella would require, prior to October 2007, in-depth depot maintenance that would take their C-20A (G-III) asset down for over four months. With the consistent Commander Naval European Executive requirement, it was determined that CFLSW would need to identify a plan to continue operations within that theater while ETD incumbent aircraft was going through depot. </li></ul><ul><li>After multiple teleconferences and addressing all concerns it was determined that the best course of action would be to utilize a C-20D (G-IV) asset from VR-1’s inventory leaving them with Four operational assets. The difficulty with this plan was getting The Secretary of the Navy’s concurrence since VR-1 assets were in direct support of his executive transport. In the end the SECNAV left the decision up to the Wing Commander and the plan was set in motion. </li></ul><ul><li>If you refer to Table 4 you will be able to visualize the Time Line we established in order to give executive level leadership a clear venue from which to reference in their decision making processes. </li></ul>
    5. 5. ETD Sigonella <ul><li>Executive Transport Department is a dedicated team of professionals comprised of  aircrew and aircraft maintenance personnel, in support of the Commander in Chief U.S. Naval Forces Europe / Commander in Chief Allied Forces Southern Europe. </li></ul><ul><li>ETD provides airborne command and control communications services and VIP transportation. Refer to Table 3 for geographic location of Customers . </li></ul><ul><li>At stand up of Contractor Logistic Support (CLS) Sigonella (Sig) in Spring 2004, aircraft 830500 (CATBIRD) was received from Midcoast Aviation with all four Operational Maintenance Packages (OPS 1-4) completed. OPS 1-3 can be completed locally, while OPS 4 must be completed by a DEPOT-level facility. </li></ul><ul><li>Initially it was thought that to improve operational/maintenance flexibility/readiness, OPS 1-4 should be completed in 6-month intervals, thereby completing them in 2 years as per GULFSTREAM and the Federal Aviation Administration (FAA) for the G-III aircraft. </li></ul><ul><ul><li>OPS 1 was scheduled to be completed locally in September 2004, however due to mission requirements, was completed by GULFSTREAM in CONUS. </li></ul></ul><ul><ul><li>OPS 2 was due to be completed in March 2005, however again due to operational commitments, it was unable to be completed at that time. </li></ul></ul><ul><ul><li>The aircraft will be Non-Mission Capable (NMC) after 30 November 2007 if all 4 OPS packages are not completed. </li></ul></ul><ul><li>Executive Transport Detachment (ETD) Sigonella is currently planning to complete OPS 1-3 locally in the October/November time frame, and then flying the aircraft to GULFSTREAM in late November to complete OPS 4, along with some other maintenance. </li></ul>
    6. 6. Requirements Document <ul><li>Total Aircraft NMC Time: 9 weeks (5 weeks @ ETD Sig / 4 weeks @ DEPOT). Refer to Table’s 4 and 5 for a month by month break down of timeline. </li></ul><ul><li>Aircraft is &quot;brought down&quot; in mid-October to complete OPS 1-3 packages locally by M7 NLT late November. In addition, the required Left and Right Main Landing Gear Corrosion inspections (40 Hrs), 28 day Aircraft Wash, 56 day Corrosion Inspection, and Left engine fire bottle cartridges will be performed during this period. Aircraft will then be flown to DEPOT prior to 30 November for completion of OPS 4/JEMPRS/avionics upgrade by late December. No OPS maintenance will be performed prior to this time. </li></ul><ul><li>Timeline: </li></ul><ul><li>TASK DURATION START FINISH </li></ul><ul><li>OPS 1-3 (M7 local) 35 days Thu 10/18/07 Wed 11/22/07 </li></ul><ul><li>TRF Inspection/FCF/Transit (2) 05 days Thu 11/23/07 Mon 11/26/07 </li></ul><ul><li>OPS 4 (Gulfstream Facility) 10 days Tue 11/26/07 Thu 12/11/07 </li></ul><ul><li>JEMPRS Repair/Clean-up (3) 05 days Fri 12/12/07 Tue 01/06/08 </li></ul><ul><li>FCF/Transit/RCPT Insp.(2) 05 days Sun 01/07/08 Thu 01/12/08 </li></ul><ul><ul><li>DEPOT period is essentially book ended by Thanksgiving/Christmas Holiday periods. Tentatively scheduled this way to allow 5 days &quot;slop&quot; prior to DEPOT induction to account for unplanned maintenance. </li></ul></ul><ul><ul><li>Transfer Inspection/FCF is required IAW CFLSWINST 4790.6N. The timeline can be further reduced by approx 6-8 days if this requirement is waived. </li></ul></ul><ul><ul><li>JEMPRS repair estimates are based on discussions during recent survey by GULFSTREAM reps. As of yet, there is no formalized contract/timeline for this work, but considering the limited availability of the aircraft, it makes most sense to perform this work during this DEPOT period. </li></ul></ul><ul><ul><li>Installation timeline of the Elementary/Enhanced Surveillance (ELS/EHS) & Emergency Locator Transmitter (ELT) to comply with 2009 CNS-ATM mandates. </li></ul></ul>
    7. 7. Requirement Analysis <ul><li>Pros: </li></ul><ul><ul><li>Single down period; opening aircraft one time allows consolidated maintenance actions, provides time to repair small discrepancies while disassembled. </li></ul></ul><ul><ul><li>Allows rebase of 12-month inspections currently off cycle due to 12 month CMPs that were completed at MIDCOAST in 2004. </li></ul></ul><ul><ul><li>Increases mission reliability because: </li></ul></ul><ul><ul><ul><li>Another dedicated airframe will be handling CNE missions. </li></ul></ul></ul><ul><ul><ul><li>We will not be attempting to return the aircraft to flight status every few days to meet operational commitments which may not be possible if discrepancies are found. </li></ul></ul></ul><ul><ul><li>Ensures maximum aircraft availability for the next 2 years by keeping OPS packages on cycle resulting in a next due date of November 2009. </li></ul></ul><ul><ul><li>Allows a request for aircraft coverage to be predictable in one block every 2 years versus 2-3 week coverage every 6 months. </li></ul></ul><ul><li>Cons: </li></ul><ul><ul><li>Takes 830500 out of the flight schedule for 5 weeks. </li></ul></ul><ul><ul><li>Requires committed replacement aircraft. </li></ul></ul>
    8. 8. Methodology <ul><li>There were multiple avenues we as an IPT could have pursued in order to fulfill ETD Sigonella’s requirement for depot maintenance and replacement asset. In our deliberations and as in all government contracting we were obligated to challenge all ideas with the assumption of saving the government money. In other words we looked for the least expensive venue that could meet the majority of requirements set fourth in the requirements document. </li></ul><ul><li>In doing so we concluded it would be of the most benefit to modify the existing contract. This would allow for a non-competitive process in meeting our project objectives and enable us to utilize already obligated FY07 funding. </li></ul>
    9. 9. Project Goals <ul><li>Outline Scope of work to be completed by Gulfstream Aeronautical Corporation (GAC) for ETD Sigonella C-20A. </li></ul><ul><ul><li>C-20A will complete OPS 4 maintenance package and JEMPRS Repair/Clean-up at GAC. </li></ul></ul><ul><li>Provide C-20 Gulf Stream Aircraft for Commander Naval European (CNE) Command during incumbent aircrafts major maintenance evolutions. </li></ul><ul><ul><li>C-20A will complete Ops 1-3 maintenance packages @ ETD Sigonella by M7 while Operating and maintaining C-20D borrowed from VR-1. </li></ul></ul><ul><li>Draft Request for Proposal (RFP) to include Contract Logistics Support (CLS) for two Gulf Stream Assets for 45 days. </li></ul><ul><ul><li>Outline Scope of Work expected of M7 Corporation during C-20D replacement. </li></ul></ul><ul><li>Ensure Rough Order of Magnitude (ROM) is within funds on hand @ NAVAIR. </li></ul><ul><ul><li>Finalize contract negotiations with Fiscal Year 2007 funding in order to capture excess financial resources. </li></ul></ul><ul><li>Design Work Flow Chart depicting timeline of events for clarity of tasking. </li></ul>
    10. 10. Obstacles/Risks <ul><li>Utilizing a risk analysis assessment chat I was able to identify those obstacles and risks that posed the most </li></ul><ul><li>threat to our project. After viewing the list below refer to Table 6 to see the results of my risk assessment. To </li></ul><ul><li>mitigate those risks I created a timings and deliverables chart to depict responsibilities for those issues </li></ul><ul><li>highlighted. </li></ul><ul><li>Working within Air force contract parameters </li></ul><ul><li>Funding short falls based on inflated Requirements Operational Memorandum (ROM) </li></ul><ul><li>Availability of additional Gulf Stream Asset </li></ul><ul><li>Secnav Staff’s reluctance to communicate </li></ul><ul><li>Conversion of Organic Asset to (CLS) </li></ul><ul><li>Foreign Government Restrictions </li></ul><ul><li>Extended down time for ETD Sigonella asset </li></ul><ul><li>Ability of contractor to staff additional positions </li></ul><ul><li>Gulfstreams ability to meet the timeline design </li></ul>
    11. 11. Integrated Project Team (IPT) <ul><li>The IPT by definition: “A multidisciplinary group of people who are collectively responsible for delivering a defined product or process.”  This project was facilitated by the IPT process and encompassed those tools acquired via the AT&L training process. </li></ul><ul><li>Our team was diverse in such a way that Air Force, Army, Navy, and Marine personnel participated in our project by virtue of the positions they held within the IPT chain of command. The Project Team Leader was a Civilian GS employee who was facilitated by a Deputy Program Manager from the Navy. Additionally, they (NAVAIR PMA-207) consisted of Logisticians, Engineers, accountants, and Field representatives who added increased value to our process. </li></ul><ul><li>As a team we still had to abide by restrictions of Military protocol in such a way that sometimes limited the fluidity of communication flow, which I highlight later as a weakness within our project process. As it is currently structured the User (ETD Sigonella) puts fourth their requirement, which in turn is then validated by CFLSW and forwarded up to CNAFR. Once approved at the TYCOM (CNAFR) level it is then forwarded to NAVAIR for action, validation, and assignment of IPT members. It is at this point where we all come together and outline the way ahead for implementing or fulfilling the requirement. It is a long and tedious process that requires full attention and absolute commitment to the program. </li></ul><ul><li>On the following slide I portrayed those entities mentioned above and added those who had key rolls in this project process </li></ul>
    12. 12. Integrated Project Team (IPT) <ul><li>Air Force </li></ul><ul><li>NAVAIR </li></ul><ul><li>Commander Naval Air Force Reserve </li></ul><ul><li>Commander Fleet Logistics Support Wing </li></ul><ul><li>ETD Sigonella Officer in Charge </li></ul><ul><li>VR-1 Commanding Officer </li></ul><ul><li>M-7 Aircraft Systems Support </li></ul>AIR FORCE M-7 ETD SIG VR-1 CFLSW CNAFR NAVAIR
    13. 13. Request for Proposal (RFP) <ul><li>The request for proposal was submitted via NAVAIR to M-7 the contractor currently fulfilling the C-20 maintenance contract. As stated before it was determined by the IPT that it would be most cost effective to utilized the current contract vehicle. This would allow for a quick and efficient resolution to meeting the requirements outlined in the Requirements Document. Refer to Table 7 for an over all assessment of the timing and deliverables with associated risk codes assigned. </li></ul><ul><li>Although the IPT is structured to give all participants equal weight the burden of drafting the RFP and then soliciting the ROM falls squarely on the shoulders of NAVAIR and the Air Force Program Manager. </li></ul><ul><li>The budgetary arrangement in changing the subclin for affording this venture is also NAVAIR’s responsibility, yet the funding itself is redirected by CNAFR as those lines of accounting are appropriated for the reserve program. With ultimate control of their disbursement residing with the CNAFR Budget Office. </li></ul><ul><li>Once the proposal is received by the contractor they will then set out in drafting a response in the form of a Rough order of Magnitude, or in laymen's terms an offer sheet including costs. As soon as those terms are agreed on by both parties they will then define the Statement of Work allowing for future negotiations of cost. </li></ul>
    14. 14. <ul><ul><li>C-20D and C-20A support starting 11 Oct 07 - 26 Nov 07 @ Sigonella, Italy </li></ul></ul><ul><ul><li>Effort to include C-20A pre-SDLM Ops packages 1, 2, & 3 and concurrent C-20D missions. </li></ul></ul><ul><ul><li>C-20D Buno's will be 163691 (maintenance schedule is available via CMP.net) </li></ul></ul><ul><ul><li>C-20A will plan to depart Sig 26 Nov for depot maintenance (Navy SE contract) that is expected to continue into Feb 08. </li></ul></ul><ul><ul><li>VR-1 (C-20D A/C Custodian) will send a transition team (QAR, Avionics tech, etc) along with C-20D to SIG to help familiarize M7 with cockpit differences. </li></ul></ul><ul><ul><li>VR-1/C-20D Maintenance Control Representative will &quot;not&quot; be made available to M7 for the duration of the C-20D stay at SIG. As of right now CFLSW thinks the Contract Operating Officer (COR) and ETD Sigonella personnel can do the job of a Maintenance Control rep from VR-1. This can always be amended during the course of the detachment if needed. </li></ul></ul><ul><ul><li>Navy concurs with M7 request of a Joint A/C inventory. </li></ul></ul><ul><ul><li>Spares - Request high usage C-20D spares as determined by M7 are moved from the Andrews COMBS to Sigonella. </li></ul></ul><ul><ul><li>Navy requires launch, recovery and unscheduled C-20D maintenance during it's detachment. </li></ul></ul><ul><ul><li>C-20D &quot;exact&quot; flight schedule will mirror the historical C-20A OPTEMPO (SIG M7 CLS reps likely have this insight). </li></ul></ul>RFP
    15. 15. Rough Order of Magnitude (ROM) CCN: LC-0003-07-066 (rev 2) <ul><li>Transient Maintenance Support for C-20D when C-20 A Onsite </li></ul><ul><ul><li>Total planned work days 11 Oct - 26 No $ 32 </li></ul></ul><ul><ul><li>Total calendar days 11 Oct -25 Nov 07 $ 46 </li></ul></ul><ul><ul><li>Contract Field Team Hourly Rate $ 84.41 </li></ul></ul><ul><li>CLIN 3105AA Trans Mnt Support </li></ul><ul><ul><li>CFT Labor Rate for FY08 $ 84 </li></ul></ul><ul><ul><li>8 Hour shift per person $ 675 </li></ul></ul><ul><ul><li>Total daily CFT labor 4 / 8 hr shift $ 2,701 </li></ul></ul><ul><li>Total 3105AA $ 86,436 </li></ul><ul><li>CLIN 3158AA Travel and Per Diem Sigonella </li></ul><ul><ul><li>Daily Per Diem for Sigonella, IT Lodging $ 126 MI&E $ 71 </li></ul></ul><ul><li> Total $ 221 </li></ul><ul><ul><li>Max Per Diem for 46 days per JTR x 4 person $ 39,970 </li></ul></ul><ul><ul><li>Transportation (round trip, Expedia estimate) $ 10,712 </li></ul></ul><ul><ul><li>Rental Vehicle daily rate - FED Travel $ 4,600 </li></ul></ul><ul><li>Total Estimated Travel 3158AA $ 55,282 </li></ul><ul><li>Total for Initial Period of Transition Maintenance $ 141,718 </li></ul><ul><li>Alternate Proposal by Govt based on a % over Monthly MOB Price </li></ul><ul><ul><li>20% premium factor for additional risk applied across the board for 81 days at Sigonella based on historical number of launches per month (7.3) and days/month on site (10-11) where maintenance may need to be performed. </li></ul></ul><ul><li>Information on historical launch and days off-site provided by COR at Sigonella for the period Oct 06-Sep 07. </li></ul><ul><ul><li>M7 risk is mitigated by M7 not being required to certify a/c as actual full CLS on a permanent basis. Responsibility to remain with Navy. </li></ul></ul><ul><ul><li>No expense incurred by M7 for additional or temporary MOB personnel to meet mission needs. </li></ul></ul><ul><ul><li>Differential price increase based on MOB price provides additional profit, G&A, program management, and overhead, even though no additional labor burden or expense is associated with relocating C-20D to Sig temporarily. </li></ul></ul><ul><ul><li>MOB price for single a/c at Kbay is $40,022 pr month </li></ul></ul><ul><ul><li>FY08 MOB price for single a/c at ADW was $41,914 </li></ul></ul><ul><ul><li>FY08 MOB price for single a/c at Hickam is $54,485 </li></ul></ul><ul><li>CLIN 3105AB MOB Differential for Full CLS Type Support of C-20D </li></ul><ul><ul><li>Sigonella MOB price per month FY08 $ 75,017 </li></ul></ul><ul><ul><ul><li>Risk Factor 20% </li></ul></ul></ul><ul><ul><li>Monthly differential based on risk factor $ 15,003 </li></ul></ul><ul><ul><ul><li>Daily price using 30 day month $500 </li></ul></ul></ul><ul><ul><ul><li>Total Anticipated days in period of performance 81 </li></ul></ul></ul><ul><ul><li>November $ 2,000 </li></ul></ul><ul><ul><li>December $ 15,003 </li></ul></ul><ul><ul><li>January $ 15,003 </li></ul></ul><ul><ul><li>February $ 7,502 </li></ul></ul><ul><li>Total Differential Premium CLIN 3105AB $ 39,509 </li></ul><ul><ul><ul><li>Daily Price for Differential is: $500.00 </li></ul></ul></ul><ul><li>Overall Total for C-20D at Sigonella ( $ 181,227) </li></ul>
    16. 16. Statement of Work <ul><li>The full CLS system includes: </li></ul><ul><ul><li>All aircraft maintenance and personnel, materials and inspections, launch and recovery of the aircraft, supply of all Government owned spares and support equipment through a Contractor Operated and Maintained Base Supply (COMBS); repair and overhaul of all repairable spares at Federal Aviation Administration (FAA) certified repair stations; maintenance and repair of all support equipment; aircraft paint; engine/Auxiliary Power Unit (APU) repair and overhaul. These actions include supply, procurement, production control, quality control, engine/APU tear down and completion reports, component failure reports, and acquisition of commercial data. This effort includes additional support, as over and above tasks, engineering services including development, test and FAA certification of modifications, installation of modifications, depot maintenance support, field team support (worldwide), deployment support (worldwide), aircraft crash investigations, and damage repair. </li></ul></ul><ul><ul><li>The Government also requests information for: quality, contract funds status, parts consumption and usage, parts obsolescence, service engineering reports, subscription services for technical manual updates and service actions. Establish and maintain agreements with the Original Equipment Manufacturers (OEMs) for data and technical support to maintain the C-20 aircraft. </li></ul></ul><ul><li>Aircraft Availability Requirements . At a minimum, the Contractor shall meet the performance thresholds identified below. </li></ul><ul><ul><li>Annual (per FY) aircraft availability shall meet or exceed: Aircraft Availability Rates </li></ul></ul><ul><ul><li> 90% for USNR C-20A </li></ul></ul><ul><ul><li> 90% for USNR C-20D </li></ul></ul><ul><ul><li>The following formulas will be used to calculate aircraft availability rates for all services: </li></ul></ul><ul><ul><ul><li>Aircraft Availability Rate = FMC (Hrs) + PMC (Hrs) = Total Assigned Hrs * </li></ul></ul></ul><ul><li>Departure Reliability Requirements . Departure Reliability is defined as an aircraft presented for flight and departed within 15 minutes of scheduled departure time. Quarterly Departure Reliability shall be 97% per unit and series (for full CLS aircraft). </li></ul><ul><ul><li>Departure Reliability Rate = Total Departures – *Logistics Delays </li></ul></ul><ul><ul><li>Total Departures </li></ul></ul><ul><li>Mission Capability. The Contractor shall place the aircraft in the appropriate Aircraft On Ground (AOG)/Non-Mission Capable (NMC) status at the time a discrepancy is discovered. The aircraft shall remain in this status until repairs, to include operational checks, are accomplished. The Contractor shall immediately report any status changes to the Maintenance Operation Center (MOC) for USAF at Andrews AFB and Quality Assurance Representative/Contracting Officer Representative (QAR/COR) for all other services and sites. </li></ul>
    17. 17. <ul><li>Not Mission Capable Supply (NMCS) Rate: The Contractor shall ensure the NMCS rate does not exceed three (3) percent for all C-20 operations by model at each MOB. </li></ul><ul><li>Partially Mission Capable Supply (PMCS) Rate : The Contractor shall ensure the PMCS rate does not exceed four (4) percent for all C-20 operations by model at each MOB. </li></ul><ul><li>Navy/USMC Only : The Contractor shall determine and report (Exhibit A, Report 2) aircraft mission capable status at the MOB using C-20A/D/G Mission Minimum Equipment List (MMEL). The final determination of mission capable status will rest with the aircraft commander. </li></ul><ul><li>Warranty Management. The Contractor shall administer and keep records to maintain the full effect of warranties obtained during and prior to the period of this CLS contract IAW Federal Acquisition Regulation (FAR) 46.7. The Contractor shall ensure warranty management includes new and repaired aircraft systems, spare parts, Government furnished parts and equipment, and procured services and materials. </li></ul><ul><li>Maintenance Concept. The Contractor shall maintain the fleet IAW FAA approved maintenance standards to maintain the aircraft FAA Airworthiness Certificate. The Contractor shall ensure that any maintenance requirement that exceeds maintenance capabilities at the MOB shall be accomplished at a Federal Aviation Regulation (FAR) Part 145 FAA-certified repair station. </li></ul><ul><li>Subcontractor Management. The Contractor shall establish agreements with the OEMs that allow the Contractor to obtain the approved data and technical support necessary to maintain the C-20 airframe, engines, accessories and systems to ensure the FAA airworthiness certification is not compromised. The Contractor shall ensure the agreements are in effect at the start of the basic contract period of performance. The Contractor shall ensure aircraft availability and departure reliability requirements are not impacted as a result of the inability to obtain data or support from the OEMs. The Contractor shall ensure that subcontractors comply with all FAA, Quality Assurance (QA), Safety and contractual requirements. </li></ul>
    18. 18. <ul><li>Main Operating Base Requirements </li></ul><ul><ul><li>The Contractor shall provide 7 day a week, 24 hour a day on-call capability with a one (1) hour recall and response time. The Contractor shall maintain a MOB capability to perform C-20 maintenance to achieve the required aircraft availability and departure reliability rates. The contractor is required to fulfill all performance requirements of this PWS regardless of whether or not the capability is available or not available through Government facilities at the MOB site. All contractor maintenance personnel shall attend FAA approved training for GIII and GIV general familiarization training. </li></ul></ul><ul><ul><li>The Contractor shall maintain the C-20 aircraft, engines, accessories, systems, specialized mission communication/cryptographic systems, and supply chain management in accordance with FAA requirements for civilian aircraft of the same type and ensure the aircraft meets mission requirements. The Contractor shall be responsible for full CLS support at the MOBs for Navy C-20A at NAS Sigonella. </li></ul></ul><ul><ul><li>The Contractor shall perform all scheduled and unscheduled maintenance required by the FAA approved OEM’s maintenance program, to include SB, ASC, AD, AFC, CB, TCTOs, and MSG-3 inspections to include all nondestructive testing (NDT) requirements, with the exception of those items directed by the PCO to be accomplished at depot. Labor for performance of the above service actions shall be priced as a part of the basic effort except for those accomplished at depot. </li></ul></ul><ul><ul><li>The contractor shall provide on-and-off equipment nondestructive testing and tire and wheel build-up capability at each MOB without impact to aircraft availability and departure reliability requirements. </li></ul></ul><ul><ul><li>The Contractor shall be responsible for interior, exterior, wet, and dry washing of the aircraft. Interior duties include minor repair and cleaning of interior fabric, curtains, seat covers, seat belts, carpeting, laminates, glass, and servicing and cleaning of lavatories. These duties exclude normal galley and food service functions. Washing of aircraft shall be accomplished IAW Host Base and user policies. Exterior duties include paint touch up, i.e. fastener heads, paint erosion, fairing to skin flex areas. The local COR is the final authority for appearance standards on all C-20 aircraft. </li></ul></ul><ul><ul><li>The Contractor shall perform all aircraft launch and recovery, pre-flight and post-flight activities to support aircraft availability and departure reliability as specified in Section II. Contractor personnel shall man the launch and recovery site at least two (2) hours prior to each scheduled departure and one (1) hour prior to the scheduled aircraft return time. </li></ul></ul>
    19. 19. <ul><ul><li>The Contractor shall have the aircraft preflight, exceptional release/safe for flight signed off, cleaned, systems serviced and located on the required launch spot with a power unit not later than 90 minutes prior to scheduled departure time. The Contractor shall accomplish deicing at the direction of the aircraft commander. </li></ul></ul><ul><ul><li>The Contractor shall accomplish aircraft recovery procedures upon mission completion. Aircraft recovery includes debriefing the aircrew at the aircraft, performing a basic post flight inspection, and cleaning and servicing the aircraft prior to the next mission. </li></ul></ul><ul><ul><li>The Contractor personnel shall perform aircraft ground operations including positioning, ground operation and all Identify Friend or Foe (IFF) land communication systems operational/functional checks as required. The Contractor shall utilize Host Base regulations for aircraft ground handling. </li></ul></ul><ul><ul><li>The Contractor shall perform all aircraft servicing IAW the OEM’s Directives. </li></ul></ul><ul><ul><li>The Contractor shall support FCF and MTF to include preparing profiles, performing aircrew briefings and debriefings, monitoring trend analysis and in-flight assistance as coordinated between Government and Contractor. </li></ul></ul><ul><ul><li>The Contractor personnel shall perform aircraft ground operations including positioning, ground operation and all Identify Friend or Foe (IFF) land communication systems operational/functional checks as required. The Contractor shall utilize Host Base regulations for aircraft ground handling. </li></ul></ul><ul><ul><li>The Contractor shall perform all aircraft servicing IAW the OEM’s Directives. </li></ul></ul><ul><ul><li>The Contractor shall support FCF and MTF to include preparing profiles, performing aircrew briefings and debriefings, monitoring trend analysis and in-flight assistance as coordinated between Government and Contractor. </li></ul></ul><ul><ul><li>The Contractor shall provide transient maintenance support for full CLS C-20 </li></ul></ul><ul><ul><li>aircraft within the scope of this contract on a non-interference basis. </li></ul></ul>
    20. 20. <ul><li>C-20 Scheduled and Unscheduled Depot Level Maintenance. </li></ul><ul><ul><li>The contractor shall perform Scheduled and Unscheduled Depot Level Maintenance on all C-20 aircraft within the scope of this contract. </li></ul></ul><ul><ul><li>A maintenance debriefing with the DCMA personnel and flight crew upon aircraft arrival. </li></ul></ul><ul><ul><li>Induction of each aircraft shall include a comprehensive inventory of each aircraft upon arrival to ensure contents correlate with aircraft inventory records (IAW AF Form 2692, Army DA Form 2408-17, or Navy Form OPNAV 4790/27A). The inventory will be performed jointly by the contractor, the air crew, and Defense Contract Management Agency (DCMA). </li></ul></ul><ul><ul><li>Upon induction of the aircraft, a physical inspection with photographic or video documentation of the aircraft’s physical condition shall be accomplished. The induction inspection will be accomplished jointly with the contractor and Government representative. The Government shall be provided access to photographic and/or video documentation upon request by the PCO. </li></ul></ul><ul><li>Government Acceptance: </li></ul><ul><ul><li>Prior to FCF the Contractor shall provide all completed aircraft maintenance records to the DCMA Government representative verifying that contractual requirements have been met and the aircraft is airworthy. An additional copy shall be forwarded to the appropriate services C-20 Program Office. </li></ul></ul><ul><ul><li>The Contractor shall use Wide Area Work Flow (WAWF) or issue an alternate commercial format, approved by the ACO, to the designated Government representative for signature. One copy shall be forwarded to the appropriate services C-20 Program Office. </li></ul></ul><ul><ul><li>The Contractor shall perform unplanned work required after aircraft induction utilizing the Over & Above process. Approval to proceed with routine maintenance that can or would normally be performed at the MOB will require approval by the program office after coordination with the appropriate service. </li></ul></ul>
    21. 21. <ul><ul><li>For discrepancies valued at greater than four (4) hours, the contractor shall submit the over and above work requirements for negotiation. The over and above work requirements shall include a defect requirement breakdown, including estimated hours and material required for correction of each defect unless an agreed to standard exists. Discrepancy Records valued at four (4) hours or less shall be reviewed by the maintenance team leader for accuracy and processed into the scheduling system for release-to-work in the basic work package. Those items processed into the scheduling system that are 4 hours or less shall be considered as a part of the firm fixed price basic work package. </li></ul></ul><ul><ul><li>The Contractor shall negotiate with the ACO/PCO to define work scope, induction fee, and pricing on Unscheduled Maintenance Inductions. </li></ul></ul><ul><li>Aircraft Delivery: </li></ul><ul><ul><li>The contractor shall perform the following as part of the basic depot efforts upon scheduled delivery from depot facility. </li></ul></ul><ul><ul><li>Perform required pre-flight inspections and servicing to prepare the aircraft for flight IAW the applicable T.O. or manufacturer's checklist. </li></ul></ul><ul><ul><li>Provide assistance to Government flight crews during delivery and departure of pre-and post-flight required duties. </li></ul></ul><ul><ul><li>The complete set of aircraft records shall be delivered to the flight crew at the time of aircraft delivery. </li></ul></ul><ul><ul><li>Preparation and completion of all forms and data to include CMP.net prior to aircraft delivery. </li></ul></ul><ul><li>Weight and Balance: </li></ul><ul><ul><li>The Contractor shall accomplish weight and balance as a part of complete strip and repaint, and/or as directed by PCO/ACO. </li></ul></ul><ul><ul><li>The Contractor shall update the Weight and Balance Data using basic weight checklist and loading data charts in DD Form 365 Charts A and C, forms B and F. </li></ul></ul><ul><ul><li>The Contractor shall update and maintain Weight and Balance Records utilizing the computer program provided by the Government. </li></ul></ul>
    22. 22. <ul><li>FCF/Maintenance Flights. The Contractor shall prepare and support the aircraft for all FCF requirements to include pre-flight, crew briefings/de-briefings, postflights, servicing, ground operations and any required maintenance. Correction of contractor deficiencies resulting from the depot maintenance effort will be at no additional cost to the Government. In the event a Government flight crew is unavailable to perform the FCF, please refer to paragraph 1.3.33 of this PWS for instruction. </li></ul><ul><li>Engine/APU Maintenance. The Contractor shall perform all scheduled and unscheduled inspections and maintenance for the C-20 SPEY and TAY engines/APU IAW OEM procedures and requirements. </li></ul><ul><li>Maintenance Records and Forms: </li></ul><ul><ul><ul><li>The Contractor shall maintain Navy C-20A, D and G aircraft records IAW CNAFINST 4790.2 Series. The data collected from these forms shall be used to complete the aircraft daily and monthly status reports. The contractor shall maintain a 30 FAA version of C-20A, D and G aircraft maintenance log books with Navy unique pages provided by the Navy. </li></ul></ul></ul><ul><ul><ul><li>The Contractor shall maintain and provide as part of the maintenance records a corrosion history report immediately upon completion of maintenance at the MOB and aircraft delivery at the depot. </li></ul></ul></ul>
    23. 23. Budgetary Information <ul><li>If you refer to the ROM and Table’s 8 and 9 you can see where we were able to change the Subclins to effectively finance this project without huge budgetary concerns. We were able to do this by enacting or obligating the funds prior to the end of FY07. This allowed us to capture funds that were already allocated to the C-20 program but not yet obligated for any resources. Had we not used this funding it would have been given back and re-appropriated for another CNAFR program. </li></ul><ul><li>As I stated above timing was essential and the Air force PCO did and extraordinary job bringing all the players together to validate our requirement and expedite our funding lines. </li></ul>
    24. 24. Weaknesses <ul><li>VR-1’s proprietary attitude when related to the big picture of CFLSW requirements. </li></ul><ul><li>M-7’s initial financial negotiations when submitting their first ROM. </li></ul><ul><li>NAVAIR’s lack of communications via the chain of command when changes occurred in the negotiation process. </li></ul><ul><li>TYCOM’s competency level with regard to the C-20 and VR programs. </li></ul><ul><li>CNE’s staff’s communication via ETD to CFLSW. </li></ul><ul><li>CFLSW’s manning; Due to source selection process happening during this project we were limited to one class desk available. </li></ul><ul><li>Note: </li></ul><ul><li>Even with the before mentioned weaknesses this project was a model to emulate with regard to initiation, execution and implementation. All members of the IPT played a vital roll in the success of this objective and should be applauded for their efforts. </li></ul>
    25. 25. What went Right & Wrong <ul><li>Requirements Document supplied by ETD. </li></ul><ul><li>NAVAIR’s expedience in getting contract modified to support the ROM. </li></ul><ul><li>M-7’s flexibility in hiring personnel with a fluid timeline in a foreign country. </li></ul><ul><li>CNAFR’s urgency of meeting Aircraft Transfer Order to meet time line requirements. </li></ul><ul><li>CFLSW’s ability to mediate requirements from all participants of the IPT. </li></ul><ul><li>Air Force’s ability to direct the Requirements Analysis, RFP, and ROM. </li></ul><ul><li>VR-1 Executive Offices reluctance to facilitate the transfer of their asset. </li></ul><ul><li>Secretary of the Navy’s staff’s communication during the request phase. </li></ul><ul><li>Additional maintenance requirements identified during Depot maintenance. </li></ul><ul><li>CNE’s inability to request replacement asset for ETD. </li></ul>
    26. 26. What were Results & Lessons Learned <ul><li>ETD Sigonella was able to maintain continuous support to CNE. </li></ul><ul><li>VR-1 was able to maintain continuous support to SECNAV. </li></ul><ul><li>M-7 was able to implement change requirement on time with no issues. </li></ul><ul><li>CFLSW was able to maintain world wide coverage of executive transport. </li></ul><ul><li>ETD Sigonella was able to induct their asset as scheduled. Allowing for an on time delivery to Depot in Savannah Georgia. </li></ul><ul><li>NAVAIR was able to obligate FY07 funding to support project initiatives. </li></ul><ul><li>Need to start the IPT process early. In the beginning stages of the project the communication was inconsistent due to independent efforts at all levels in the chain. </li></ul><ul><li>When communicating with SECNAV it is imperative to nail down a single source for communicating requirements. </li></ul><ul><li>VR-1 is very protective of their equipment assets sighting mission requirements as more important than any others. </li></ul><ul><li>It is very important to get the Program Manager involved in the initial stages of the project to ensure your requirements are within the scope of already formed contract. </li></ul>
    27. 27. Conclusion <ul><li>After completion of our Project we as an IPT reflected on how we could have improved on the process we chose. This was helpful in identifying the do’s and don’ts that we could share with other program offices who may experience the same aircraft requirements. As indicated on page 25 I outlined those issues that were beneficial and a hindrance to our program process. Of those, I feel that the VR-1 Executive Office's reluctance to help out a fellow CFLSW squadron held up the process or added extra work for the IPT. This was due to the fact that we were continually having to solicit there support only to have issue papers submitted by them that we would have to validate and dispel. This added at least 1 month to the entire process. </li></ul><ul><li>Of the things that worked, NAVAIR’s ability to quickly turn around the RFP and ROM to execute FY07 money was exceptional. In my dealings with NAVAIR nothing happens in a timely fashion and I was pleasantly surprised to see how effective they were during this project. </li></ul><ul><li>All in all this project spanned several months and is at the end of it’s life cycle. What I mean by that, is ETD Sigonella’s asset will be completed with it’s rework process at the end of April and VR-1’s asset will be returned to their flight line. This will bring the project to a close. </li></ul>
    28. 28. <ul><li>Tables </li></ul>
    29. 29. CFLSW Organizational Structure 15 SQDs / 7 DETs / 2 AIMD-ASDs (4544 Pers) CFLSW C-9B / DC-9 C-12 C20A/D/G C-37/A C-40A C-130T VR-46 4XC-9B AIMD/ASD VR-52 4XC-9B VR-56 4XC-9B VR-61 3XC-9B 2XDC-9 DET W.G. 1XC-12 DET D.C. 1XC-12 DET ATL 1XC-12 DET NOLA 1XC-12 DET F.W. 1XC-12 VR-1 2XC-20D 2XC-37/A VR-48 2XC-20G VR-51 2XC-20G ETD SIG 1XC-20A ETD PAC 1X-C37 VR-57 2XC-40A VR-58 3XC-40A VR-59 3XC40A VR-53 4XC-130T VR-54 4XC-130T VR-55 4XC-130T VR-62 3XC-130T VR-64 3XC-130T AIMD/ASD NOLA AIMD/ASD W.G.
    30. 30. C-9B (15) DC-9 (2) Skytrain II C-130T (19) Hercules VR-46 (4) Atlanta, GA VR-52 (4) Willow Grove, PA VR-56 (4) Norfolk, VA VR-61 (5) Whidbey Is, WA VR-53 (4) Washington, DC VR-54 (4) New Orleans, LA VR-55 (4) Ventura Co, CA VR-62 (3) Brunswick, ME VR-64 (4) Willow Grove, PA UC-12B (5) CFLSW DET Washington, DC (1) CFLSW DET New Orleans, LA (1) CFLSW DET Atlanta, GA (1) CFLSW DET Willow Grove, PA (1) CFLSW DET Fort Worth, TX (1) CFLSW Operational Assets VR-1 (5) Washington, DC VR-48 (2) Washington, DC VR-51 (2) Kanehoe Bay, HI ETD SIG (1) Catana, Sicily ETD PAC (1) Hickam AFB, HI C-40A Clipper (9) 737-700C C-20 A/D/G (1/2/4) C-37A/B (1/3) Gulfstream III, IV and V VR-58 (3) Jacksonville, FL VR-59 (3) Fort Worth, TX VR-57 (3) San Diego, CA
    31. 31. Customers CTF-53 (2.5 ACFT) CTF-63 (2.5 ACFT) CFWP (2.8 ACFT) ETD SIG CONUS Scheduling NALO JOSAC Deployed Presence
    32. 32. Replacement Asset Timeline 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 C-20D ONSIGHT FOR TASKING CAT BIRD OPS 1-3 PACKAGES INWORK 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 NOVEMBER cont. CATBIRD GAC OPS 1-3 COMPLETED D MODEL ONSIGHT SIG CATBIRD OPS 4 GAC DECEMBER OCTOBER NOVEMBER 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 C-20D ONSIGHT FOR TASKING ETD P/U “D” CATBIRD JEMPERS CLEAN UP / CNS ATM DECEMBER cont. JANUARY VR-1 PROVIDE QUALIFIED AV TECH, MAINT CONTER AND CREW CHIEF 7 DAYS CATBIRD JEMPERS CLEAN UP / CNS ATM
    33. 33. Replacement Asset Timeline 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 C-20D ONSIGHT FOR TASKING CATBIRD JEMPERS CLEAN UP / CNS ATM 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 MARCH C-20D ONSIGHT FOR TASKING CENTER BEAM CRACK / OVER AND ABOVE JANUARY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 C-20D ONSIGHT FOR TASKING APRIL CATBIRD FCF / RTB QUALITY CHECKS / FCF D MODEL RTB VR-1 FEBRUARY PAINT
    34. 34. LIKELIHOOD CONSEQUENCE Program Risk Assessment HIGH – Unacceptable Major Disruption likely. Different approach required. Priority management attention required. MODERATE – Some disruption. Different approach may be required. Additional, management attention may be needed. LOW – Minimum impact. Minimum oversight needed to ensure jeopardy remains low. ETD Sigonella Risk Assessment The idea of using a Gulf Stream asset from a squadron that services the Executive branch of the military in itself has inherent risk. Add to that the fluidity of the maintenance plan for the ETD asset and inconsistency of Gulf Stream Maintenance completing jobs on time increases that risk. The following risks were assessed and assigned areas on the Cube for management control: aa. Completion of Ops 1-3 Maintenance Packages on time. bb. Ops 4 package and associated MODs completed on time. cc. VR-1 meeting detachment and principle commitments. dd. Obtaining qualified A&P mechanics for short duration. ee. Spares being on-site prior to commencement. ff. Funding lines being populated for disbursement . 5. 4. 3. 2. 1. ee e. bb d. aa dd c. ff cc b. a.
    35. 35. Timing and Deliverables Low Risk High Risk Moderate Risk Actual Depot and Modifications Estimated completion date still fluid 10. Return aircraft CATBIRD back to service Contract Funding Negotiations have begun for funding. 9. JEMPRS repair Actual work during depot period. Contract and Funding 8. Installation of Enhanced Surveillance (ELS/EHS) Actual work during depot period. Contract and Funding 7. OPS 4 Package completion @ Gulfstream Facility Expected Delivery @ GAC Facility is 26 Nov 2008 Induction date scheduled. 6. Delivery of 830500 (CATBIRD) to GAC Ops 3 / concern for what will be discovered when inducted. Ops 1 and 2. 5. OPS 1-3 Package completion @ M7 local ID Aircrew personnel from VR-1 All but Aircrew have been identified 4. VR-1 (C-20D a/c custodian) will send a transition team None Delivered 2007-11-15 3. ATO Delivery of VR-1 Aircraft 163161 to ETD SIG. Travel and Perdiem Resume solicitation & hiring 2. Additional Contractors in place @ETD Sig Establishment of Over and Above costs not included in original ROM. Initial funding established 2007-10-28 1. Funding Line Established for SubCLIN Costs prior to end of FY07. To be completed Completed R I S K Deliverable
    36. 36. Request modify C-20 CLS contract FA8106-04-C-0003 to reflect the following realignment of USN FY07 ACRN DD funds. <ul><li>CLIN ACRN FROM: BY: TO </li></ul><ul><li>3105AA DD $ 0.00 $ 86,436.00 $ 86,436.00 </li></ul><ul><li>3105AB DD $ 0.00 $ 39,509.00 $ 39,509.00 </li></ul><ul><li>3149AB DD $ 0.00 $ 25,000.00 $ 25,000.00 </li></ul><ul><li>3149AC DD $ 40,000.00 ($ 40,000.00) $ 0.00 </li></ul><ul><li>3149AD DD $ 40,000.00 ($ 40,000.00) $ 0.00 </li></ul><ul><li>3152AC DD $ 10,000.00 ($ 6,000.00) $ 4,000.00 </li></ul><ul><li>3153AA DD $ 235,000.00 ($ 20,000.00) $ 215,000.00 </li></ul><ul><li>3153AC DD $ 625,000.00 $ 46,877.00 $ 671,877.00 </li></ul><ul><li>3153AE DD $ 810,000.00 $ 35,303.00 $ 845,303.00 </li></ul><ul><li>3153AG DD $ 475,000.00 $ 90,202.29 $ 565,202.29 </li></ul><ul><li>3154AA DD $ 330,000.00 ($ 60,400.00) $ 269,600.00 </li></ul><ul><li>3154AC DD $ 821,244.00 ($ 100,000.00) $ 721,244.00 </li></ul><ul><li>3154AE DD $ 886,580.00 ($ 95,000.00) $ 791,580.00 </li></ul><ul><li>3154AG DD $ 840,000.00 $ 25,000.00 $ 865,000.00 </li></ul><ul><li>3158AA DD $ 10,000.00 $ 55,400.00 $ 65,400.00 </li></ul><ul><li>3158AD DD $ 40,000.00 ($ 32,050.38) $ 7,949.62 </li></ul><ul><li>3161AA DD $ 230,000.00 ($ 10,276.91) $ 219.723.09 </li></ul>Funding Lines
    37. 37. Budget Pie Chart
    38. 38. <ul><li>Appendixes </li></ul>
    39. 39. Glossary of Terms <ul><li>24/7 24 Hours a Day, Seven Days a Week </li></ul><ul><li>A&P Airframe & Power Plant </li></ul><ul><li>A/C or ACFT Aircraft </li></ul><ul><li>AAFB Andrews Air Force Base </li></ul><ul><li>ACO Administrative Contracting Officer </li></ul><ul><li>ACRN Accounting Classification Reference Number </li></ul><ul><li>AD Airworthiness Directive </li></ul><ul><li>ADP Automated Data Processing </li></ul><ul><li>AF Air Force </li></ul><ul><li>AFI Air Force Instruction </li></ul><ul><li>AFMC Air Force Materiel Command </li></ul><ul><li>AFPD Air Force Policy Directive </li></ul><ul><li>AFR Air Force Regulation </li></ul><ul><li>AFTO Air Force Technical Order </li></ul><ul><li>AIMD Aircraft Intermediate Maintenance Department </li></ul><ul><li>ALC Air Logistics Center </li></ul><ul><li>AMC Air Mobility Command </li></ul><ul><li>AMCI Air Mobility Command Instruction </li></ul><ul><li>APU Auxiliary Power Unit </li></ul><ul><li>AOA Analysis of Alternatives </li></ul><ul><li>AOR Analysis of Requirements </li></ul><ul><li>ASC Aircraft Service Changes </li></ul><ul><li>ASD Aviation Support Detachment </li></ul><ul><li>ATA Air Transport Association </li></ul><ul><li>AW Airlift Wing </li></ul><ul><li>AWM Awaiting Maintenance </li></ul><ul><li>CAMS Core Automated Maintenance System </li></ul><ul><li>CB Customer Bulletin </li></ul><ul><li>CCI Cryptographic Control Item </li></ul><ul><li>CDR Contract Deficiency Report </li></ul><ul><li>CFE Contractor Furnished Equipment </li></ul><ul><li>CFLSW Commander Fleet Logistics Support Wing </li></ul><ul><li>CFM Contractor Furnished Material/Contractor Manufactured </li></ul><ul><li>CFWP Commander Fleet Western Pacific </li></ul><ul><li>CLIN Contract Line Item Number </li></ul><ul><li>CLS Contractor Logistics Support </li></ul><ul><li>CMM Commercial Maintenance Manual </li></ul><ul><li>CMP Computerized Maintenance Program </li></ul><ul><li>CNAFR Commander Naval Air Force Reserve </li></ul><ul><li>CNE Naval Forces Europe </li></ul><ul><li>COMBS Contractor Operated and Maintained Base Supply System </li></ul><ul><li>COMSEC Communications Security </li></ul><ul><li>CONUS Continental United States </li></ul><ul><li>COR Contracting Officer's Representative </li></ul><ul><li>CSO Communication System Operator </li></ul><ul><li>CTF Commander, Task Force </li></ul><ul><li>DCMA Defense Contract Management Agency </li></ul><ul><li>DD Department of Defense </li></ul><ul><li>DER Designated Engineering Representative </li></ul><ul><li>DET Detachment </li></ul><ul><li>DFARS Defense Federal Acquisition Regulation Supplement </li></ul>
    40. 40. <ul><li>DOD Department of Defense </li></ul><ul><li>DODD Department of Defense Directives </li></ul><ul><li>DoDR Department of Defense Regulation </li></ul><ul><li>DRMO Defense Re-utilization Marketing Organization </li></ul><ul><li>DV Distinguished Visitor </li></ul><ul><li>EASA European Aviation Safety Agency </li></ul><ul><li>EIS Equipment In Service </li></ul><ul><li>ESS Engineering Support Services </li></ul><ul><li>ETD Executive Transport Detachment </li></ul><ul><li>ELT Emergency Locater Transmitter </li></ul><ul><li>FAA Federal Aviation Administration </li></ul><ul><li>FAR Federal Acquisition Regulation </li></ul><ul><li>FAR Federal Aviation Regulation </li></ul><ul><li>FCF Functional Check Flight </li></ul><ul><li>FMC Fully Mission Capable </li></ul><ul><li>FOD Foreign Object Damage </li></ul><ul><li>FW Fort Worth </li></ul><ul><li>FY Fiscal Year </li></ul><ul><li>GFE Government Furnished Equipment </li></ul><ul><li>GFM Government Furnished Material </li></ul><ul><li>GFP Government Furnished Property </li></ul><ul><li>GFW Government Furnished Warranty </li></ul><ul><li>G-III C-20A </li></ul><ul><li>G-IV C-20D </li></ul><ul><li>HAZMAT Hazardous Material </li></ul><ul><li>HQ Headquarters </li></ul><ul><li>IAW In Accordance With </li></ul><ul><li>ID Identification </li></ul><ul><li>IFF Identification Friend or Foe </li></ul><ul><li>IPT Integrated Project Team </li></ul><ul><li>ISO International Standards Organization </li></ul><ul><li>JEMPRS Joint Enroute Mission Planning & Rehearsal System </li></ul><ul><li>JOSAC Joint Operational Support Airlift Center </li></ul><ul><li>LOI Letter Of Identification </li></ul><ul><li>LRU Line Replaceable Unit </li></ul><ul><li>MC Mission Capable </li></ul><ul><li>MCR Multiple Command Regulations </li></ul><ul><li>MEL Mission Equipment List </li></ul><ul><li>MMEL Mission Minimum Equipment List </li></ul><ul><li>MOB Main Operating Base </li></ul><ul><li>MOC Maintenance Operation Center </li></ul><ul><li>MOD Modification </li></ul><ul><li>MOPP Mission Oriented Protective Posture </li></ul><ul><li>MPD Maintenance Planning Document </li></ul><ul><li>MSG Maintenance Steering Group </li></ul><ul><li>MSK Mission Support Kit </li></ul><ul><li>MTF Maintenance Test Flight </li></ul><ul><li>NAC National Agency Check </li></ul><ul><li>NALO Naval Air Logistics Operation </li></ul>
    41. 41. <ul><li>NATO North Atlantic Treaty Organization </li></ul><ul><li>NAVRIIP Naval Aviation Readiness Integrated Improvement Program </li></ul><ul><li>NBC Nuclear, Biological and Chemical </li></ul><ul><li>NDI Non-Destructive Inspection </li></ul><ul><li>NDT Non-Destructive Testing </li></ul><ul><li>NMC Not Mission Capable </li></ul><ul><li>NMCB Not Mission Capable Both (Maintenance and Supply) </li></ul><ul><li>NMCM Not Mission Capable Maintenance </li></ul><ul><li>NMCS Not Mission Capable Supply </li></ul><ul><li>NOLA New Orleans </li></ul><ul><li>NTE Not To Exceed </li></ul><ul><li>O&A Over & Above </li></ul><ul><li>OAP Oil Analysis Program </li></ul><ul><li>OC-ALC Oklahoma City Air Logistics Command </li></ul><ul><li>OEM Original Equipment Manufacturer </li></ul><ul><li>OIC Officer in Charge </li></ul><ul><li>OOR Out Of Reporting </li></ul><ul><li>OPS Operations </li></ul><ul><li>OPTEMPO Operational Tempo </li></ul><ul><li>ORGANIC Sailor Maintenance </li></ul><ul><li>OSHA Occupational Safety & Health Act </li></ul><ul><li>OTI One Time Inspection </li></ul><ul><li>PAC Pacific </li></ul><ul><li>PCO Procuring Contracting Officer </li></ul><ul><li>PDM Programmed Depot Maintenance </li></ul><ul><li>PERS Personnel </li></ul><ul><li>PEO Program Executive Officer </li></ul><ul><li>PHST Packaging, Handling, Storage and Transportation </li></ul><ul><li>PM Program Manager </li></ul><ul><li>PMA Program Management Agency </li></ul><ul><li>PMC Partial Mission Capable </li></ul><ul><li>PMCB Partially Mission Capable Both </li></ul><ul><li>PMCM Partially Mission Capable Maintenance </li></ul><ul><li>PMCS Partially Mission Capable Supply </li></ul><ul><li>PMEL Precision Measurement Equipment Laboratory </li></ul><ul><li>PMR Program Management Review </li></ul><ul><li>PO Program Office </li></ul><ul><li>POL Petroleum, Oil, Lubricants </li></ul><ul><li>PR Performance Requirements </li></ul><ul><li>PRS Performance Requirements Summary </li></ul>
    42. 42. <ul><li>QA Quality Assurance </li></ul><ul><li>QAR Quality Assurance Representative </li></ul><ul><li>REMIS Reliability and Maintainability Information System </li></ul><ul><li>RFT Ready for Tasking </li></ul><ul><li>RFP Request for Proposal </li></ul><ul><li>ROM Rough Order of Magnitude </li></ul><ul><li>RTB Return to Base </li></ul><ul><li>SARB Service Action Review Board </li></ul><ul><li>SECNAV Secretary of the Navy </li></ul><ul><li>SB Service Bulletin </li></ul><ul><li>SE Support Equipment </li></ul><ul><li>SDLM Schedule Depot Level Maintenance </li></ul><ul><li>SIG Sigonella </li></ul><ul><li>SIL Service Information Letter </li></ul><ul><li>SPM Systems Program Manager </li></ul><ul><li>SUBCLIN Subcontract Line Item Number </li></ul><ul><li>SSG System Safety Group </li></ul><ul><li>SSWG System Safety Working Group </li></ul><ul><li>SQD Squadron </li></ul><ul><li>TECH Technician </li></ul><ul><li>TCTO Time Compliance Technical Order </li></ul><ul><li>TDR Tear-Down Deficiency Report </li></ul><ul><li>TMS Type Model Series </li></ul><ul><li>TNMCM Total Not Mission Capable Maintenance </li></ul><ul><li>TODO Technical Order Distribution Office </li></ul><ul><li>TRF Transfer </li></ul><ul><li>UID Unique Identification </li></ul><ul><li>USA United States Army </li></ul><ul><li>USAF United States Air Force </li></ul><ul><li>USAFE United States Air Force Europe </li></ul><ul><li>USMC United States Marine Corps </li></ul><ul><li>USN United States Navy </li></ul><ul><li>USNR United States Naval Reserves </li></ul><ul><li>VIP Very Important Person </li></ul><ul><li>VR Fixed Wing Logistics </li></ul>
    43. 43. Definitions <ul><li>Abort Rate. A combination of both Air and Ground Aborts. </li></ul><ul><li>Acceptance Inspections. Inspections performed when an aircraft or support equipment has just returned from extensive maintenance of a depot level category, or being permanently reassigned from any other unit. This includes, but is not limited to, aircraft returning from depot maintenance programs. </li></ul><ul><li>Accumulation Point. The area in or near the workplace where hazardous wastes are accumulated prior to transfer to a permitted treatment, storage or disposal (TSD) facility. </li></ul><ul><li>Aerospace Ground Equipment (AGE) Subpool. Any location on the base other than the immediate area around the central AGE dispatch. </li></ul><ul><li>Aircraft Service Change ASC. Suggested improvement or modification to existing systems or components. </li></ul><ul><li>Alert Aircraft. Standby aircraft in FMC status that is ready for immediate launch. </li></ul><ul><li>Applicable Technical Data. Those Air Force Technical Orders (T.O.s), instructions, regulations, manuals, and Time Compliance Technical Orders (TCTOs) which direct or prescribe required maintenance/inspection procedures on assigned aircraft, engines, and associated equipment. Supplements and amendments are considered part of the basic publication and shall require compliance. Any reference to a publication is meant to include the basic publication and all of its supplements and amendments. Supplements or amendments to publications from any organizational level may be issued during the life of the contract. </li></ul><ul><li>Average Repair Cycle Assets. Quarterly average turnaround time for repair of reparable assets. </li></ul>
    44. 44. <ul><li>Awaiting Maintenance (AWM). Average Deferred Discrepancy Rate per Aircraft. Average number of AWM deferred discrepancies for all possessed aircraft divided by the total number of possessed aircraft. Definition of a deferred discrepancy is specified in AMCI 21-101. Rate will be rounded to the nearest tenth of the calculated rate. </li></ul><ul><li>Base Repair Capability. The percentage of all reparable items that are actually being repaired at a particular base. </li></ul><ul><li>Bench Stock. Expendable material used in the performance of maintenance. </li></ul><ul><li>CAMS System. Maintenance management information system for the Air Force. </li></ul><ul><li>Cannibalization. The authorized removal of a specific component or assembly from an item of equipment to install on another item of equipment. </li></ul><ul><li>Commercial Technical Directives. Special instructions and efforts (service, repairs, modifications and inspections) such a those required by Federal Aviation Administration (FAA) Airworthiness Directives, airframe manufacturer service instructions and engine /component manufacturer's service bulletins. There are mandatory and discretionary technical directives. </li></ul><ul><li>Contracting Officer (CO). A person with the authority to enter into, administer, direct, and/or terminate contracts and make related determinations and findings. </li></ul><ul><li>Contracting Officer’s Technical Representative (COTR). A functionally qualified Government person responsible for surveillance of contractor performance. </li></ul><ul><li>Contractor. The individual or company responsible for performing the duties and responsibilities of the PWS. </li></ul><ul><li>Contractor-Furnished Material (CFM). CFM are contractor provided common hand tools e.g., screwdrivers, wrenches, sockets, etc., requiring replacement during the life of the contract. </li></ul><ul><li>Defect. Any non-conformance of a characteristic with specified requirements. </li></ul><ul><li>Defective Service. A service output that does not meet the standard of performance specified in the contract for that service. </li></ul>
    45. 45. <ul><li>Defense Reutilization and Marketing Office (DRMO). The Defense Logistics Agency (DLA) organizational entity having accountability for and control over reusable property, scrap, and waste. </li></ul><ul><li>Deferred Discrepancy. A minor malfunction or deficiency on aircraft or equipment that will not affect the operation or safety and that cannot be corrected after discovery due to non-availability of parts, manpower, facilities, or equipment. </li></ul><ul><li>Delayed Discrepancy. A minor malfunction or deficiency on aircraft or equipment that will not affect the operation or safety and that cannot be corrected within three duty days after discovery due to non-availability of parts, manpower, facilities, or equipment. </li></ul><ul><li>Departure and Arrival Services. Transient alert functions for launching and recovering transient aircraft. </li></ul><ul><li>Deployment. A movement of aircraft requiring maintenance support at a location other than the assigned base. The aircraft are deployed to provide operational mission support. </li></ul><ul><li>Depot Maintenance. The level of maintenance consisting of those on-equipment and off equipment tasks performed using the highly specialized skills, sophisticated shop equipment, or special facilities of a supporting command at a logistics center, centralized repair facility, or in some cases, at an operating location. </li></ul><ul><li>Disassembly. Tear-down of the hem or parts sufficient to permit the type and amount of inspection and work required. </li></ul><ul><li>Dispersal. A movement of aircraft and personnel to a location other than an assigned base. </li></ul><ul><li>Disturbed System. Any system of which the whole or a component part has been removed, disassembled, repaired, adjusted modified, disconnected, or altered </li></ul><ul><li>Disassembly. Tear-down of the hem or parts sufficient to permit the type and amount of inspection and work required. </li></ul><ul><li>Dispersal. A movement of aircraft and personnel to a location other than an assigned base. </li></ul><ul><li>Disturbed System. Any system of which the whole or a component part has been removed, disassembled, repaired, adjusted modified, disconnected, or altered </li></ul>
    46. 46. <ul><li>Emergency or Urgent Actions. Emergency or urgent actions are actions which would require grounding of aircraft or special instructions for safety of night generated by the FAA, or by the original equipment manufacturer </li></ul><ul><li>Engine Accessories. All external hems contained in the ignition and control systems that are normally removed for rework or replaced without disassembly of the engine. </li></ul><ul><li>Engine Accessory Parts. All assemblies, subassemblies or components and detail parts pertinent to engine accessories. </li></ul><ul><li>Engine Parts. All items of the basic engine, excluding engine accessories and parts thereof. </li></ul><ul><li>Engine. The complete basic engine as specified in applicable technical order (TO) handbooks listed in the work specification. </li></ul><ul><li>Environmental Protection Agency (EPA). At the federal level, it is the agency of the executive branch tasked to oversee protecting the environment on a national scale. Enforcement programs include air, water, solid waste and hazardous waste. The federal agency is broken down into ten EPA regions each covering a specific area of the United States. Many states have also created a state EPA for enforcing state environmental regulations. The federal EPA may delegate enforcement of federal EPA requirements to the states, if the state has a media compliance/enforcement program that is either as stringent as or more stringent than the federal requirements. </li></ul><ul><li>Expendable Tools. Tools (e.g., apex bits, drill bits, etc.) that will be controlled, accounted for, and secured by the shop supervisor but may be on bench stock. </li></ul><ul><li>Fair Wear and Tear. The deterioration of items attributed to normal usage. </li></ul><ul><li>Foreign Object Damage (FOD). Damage to an aircraft caused by ingesting an object. </li></ul>
    47. 47. <ul><li>Fully Mission Capable (FMC). The aircraft is safe for flight. Minor discrepancies can exist. Existing maintenance, cure checks and/or supply requirements do not limit the aircraft from performing any of its intended mission profiles. FMC time is the hours the aircraft is FMC. </li></ul><ul><li>Functional Check. A check performed by the local maintenance activity to ensure that items are in a serviceable condition. </li></ul><ul><li>Government Furnished Equipment (GFE). As it applies to equipment listed in Attch D and Eare Government-provided equipment: e.g., tools, special tools, bench stock, and consumables. </li></ul><ul><li>Government-Furnished Material (GFM). As it applies to local manufacture of tools. GFM are Government-provided materials: e.g., sheet metal, metal stocks, fabrics, plastics, special modification to tools, etc. </li></ul><ul><li>Government-Furnished Property (GFP). Facilities, equipment, tools, supplies, parts, or any other items furnished for the contractor's use by the Government. </li></ul><ul><li>Government Furnished Warranty (GFW). As it applies to tools listed in TE-5 that are covered under a manufacturer's warranty program. </li></ul><ul><li>Ground Abort. A discovery of a discrepancy after aircrew arrival that prevents an aircraft from becoming airborne. </li></ul><ul><li>Hazardous Material (HAZMAT). Under environmental requirements, any material, that once defined as a waste would meet the criteria for a hazardous waste (i.e. reactive, corrosive, ignitable, EP toxic, or listed in the EPA hazardous waste listing) and cannot be recycled or reused for its original intended purpose. Similarly, the Transportation Safety Act of 1974 defines a hazardous material as &quot;any substance or material in a quantity or form which may pose an unreasonable risk to health and safety or property when transported in commerce&quot;. </li></ul><ul><li>Hazardous Waste. Any used hazardous substance that exhibits the characteristics of ignitability, corrosiveness, reactivity. </li></ul><ul><li>Home Station Departure Reliability. An aircraft is considered home station departure reliable when all equipment necessary for its scheduled and intended mission that day, as identified in Minimum Essential Subsystems List (MESL), is operable and the aircraft departs on time with no maintenance delay. </li></ul>
    48. 48. <ul><li>Inspect or Check. An examination of an item to determine identity, condition, and proper installation. </li></ul><ul><li>Joint Serviceability Inspection. Inspection of aircraft equipment/facilities by Government and contractor representatives to inventory and determine their serviceability and physical condition. </li></ul><ul><li>Launch Reliability. The ratio of on-time departures divided by the total number of departures. </li></ul><ul><li>Line Item. An item of supply that is assigned an identifying stock or part number. </li></ul><ul><li>Logistics Departure Reliability. Percent of total departures that did not have a delay caused by logistics. </li></ul><ul><li>Maintenance Non-delivery. A scheduled sortie canceled due to maintenance reasons for which a scheduled spare aircraft was not available; i.e., ground abort, aircraft not refueled due to maintenance reasons, etc. The rate is the number of maintenance non-deliveries or losses per 100 local sorties scheduled. </li></ul><ul><li>Maintenance Scheduling Effectiveness. Percent of on-time, scheduled maintenance actions accomplished vs. that scheduled. Rate will be rounded up to the nearest tenth of a percent. </li></ul><ul><li>Maintenance. All actions required to keep a vehicle or piece of equipment serviceable. This includes inspection, testing, servicing, repairing, overhauling, re-building, re-manufacturing, cannibalizing, and reclaiming parts, accessories, and end items. </li></ul><ul><li>Mission Capable (MC) Rate. MC rates will be calculated for total aircraft possessed time. </li></ul><ul><li>Mission Capable (MC). An aircraft Is MC when it is safe for flight and all equipment necessary for its primary mission is operative. </li></ul>
    49. 49. <ul><li>Mission Reliability. Measure of mission success. Determines aircraft performance while considering on-time departures and no aborts throughout the mission. </li></ul><ul><li>Nondestructive Inspection (NDI). Methods for investigating the quality, integrity, properties, and dimensions of material and components without damaging or impairing their serviceability. </li></ul><ul><li>Non-Mission Capable Both Rate. Percent of aircraft possessed ours that were NMCB for a unit over a specified period. </li></ul><ul><li>Non-Mission Capable Maintenance Rate. Percent of aircraft possessed ours that were NMCM for a unit over a specified period. </li></ul><ul><li>Non-Mission Capable Rate. Percent of aircraft possessed ours that were NMCM, NMCS, and NMCB for a unit over a specified period. </li></ul><ul><li>Non-Mission Capable Supply Rate. Percent of aircraft possessed hours that were NMCS for a unit over a specified period. </li></ul><ul><li>Not Mission Capable (NMC). The aircraft is considered not safe to fly. </li></ul><ul><li>Not Mission Capable for both Maintenance and Supply (NMCB). A status term used when concurrent and not necessarily related NMCM and NMCS me in existence. </li></ul><ul><li>Not Mission Capable for Maintenance (NMCM). The aircraft is not safe for flight because an essential maintenance task (other than normal servicing) must be performed or is being performed. Work or ability to work this task has not been stopped by a lack of parts. </li></ul><ul><li>Not Mission Capable for Supply (NMCS). The aircraft is not safe for flight because essential maintenance tasks (other than normal servicing) can not be performed or cannot be continued because of a lack of repair parts or components. </li></ul><ul><li>Non-Reporting Time. Period of time when the aircraft is not available for Government use due to Government imposed maintenance, modification or special inspection. Inspection and/or repair of any type of damage (not a direct result of contractor actions), caused by crash or collision with another object during flight or on the ground. Non-reporting time shall be deducted from total aircraft assigned hours in the month when computing aircraft rates. </li></ul>
    50. 50. <ul><li>Off-Equipment Maintenance. Maintenance tasks that are not or cannot be effectively accomplished on the aircraft, engine/APU, or support equipment and require removal of the component to a repair shop and use of repair shop resources. </li></ul><ul><li>One Time Inspection (OTI). Local or higher headquarters directed inspection accomplished to determine equipment condition or status. </li></ul><ul><li>On-Equipment Maintenance. Maintenance tasks that are or can be effectively accomplished on the aircraft, installed engine/APU, or support equipment. Note. Maintenance on uninstalled engines is also on-equipment maintenance. The engine/APU assumes its own &quot;identity&quot;. </li></ul><ul><li>On-Equipment. Equipment attached to the aircraft, engine/APU or support equipment not requiring inshop repair. </li></ul><ul><li>On-Time Departure. Ratio of missions that depart on or before schedule divided by the total number of departures. </li></ul><ul><li>Operating Instruction (OI). Assign responsibilities, direct actions, and prescribe procedures within a headquarters, organizational element (i.e. squadron, flight), or a functional area. </li></ul><ul><li>Overhaul. The disassembly, cleaning, inspection, repair, or replacement of parts or components, reassembly, and test of any item or accessory IAW applicable T.O.s, directives, or authorized manufacturer's publications to provide an operationally safe, serviceable, and reliable item. </li></ul><ul><li>Partial Mission Capable (PMC). The aircraft is safe to fly, but one or more discrepancies render the aircraft incapable of performing all of its intended mission profiles </li></ul><ul><li>Partial Mission Capable for Maintenance (PMCM). The aircraft is safe for flight, but one or more existing deficiencies (other than normal servicing) limits the utility or mission capability of the aircraft. Work or ability to work this task has not been adopted by lack of parts. </li></ul>
    51. 51. <ul><li>Partial Mission Capable for Supply (PMCS). The aircraft is safe for flight, but one or more existing discrepancies (other than normal servicing) limits the utility or mission capability of the aircraft. Work or ability to work this task is prevented the lack of required parts. </li></ul><ul><li>Partial Mission Capable Maintenance Rate. Percent of the aircraft possessed hours that were PMCM for a unit over a specified time. </li></ul><ul><li>Partial Mission Capable Rate. Percent of the aircraft possessed hours that were PMCM, PMCB, and PMCS for a unit over a specified time. </li></ul><ul><li>Parts. Essential elements, components or subassemblies of an item. </li></ul><ul><li>Performance Requirement (PR). The point that divides acceptable and unacceptable performance of a task according to the Performance Requirement Summary (PRS) and the Inspection of Services clause. </li></ul><ul><li>Performance Requirements Summary (PRS). A listing of the service outputs under the contract that are to be evaluated by the Government COTR on a regular basis to assure contract performance standards are met by the contractor, the surveillance methods to be used for these outputs, and the PR of the listed outputs. </li></ul><ul><li>Possessed Aircraft Hours. The number of clock hours (daily, weekly, monthly, or annually) the aircraft is possessed. </li></ul><ul><li>Preventive Maintenance. The care and servicing by personnel to maintain equipment and facilities in satisfactory condition by providing for systematic inspection, detection, and correction of incipient failures, either before they occur or before they develop into major defects. </li></ul>
    52. 52. <ul><li>Procuring Contracting Officer (PCO). The only individual authorized to enter into contracts on behalf of the Government, to direct/redirect the effort, make determinations relative to approvals, scope and/or successful completion of events required by this contract or in any way amend any terms or conditions of this contract. The PCO has overall responsibility for management of this contract. </li></ul><ul><li>Quality Assurance (QA). A planned and systematic pattern of all actions necessary to provide confidence to the Government that adequate technical requirements are established; products and services conform to established technical requirements; and satisfactory performance is achieved. </li></ul><ul><li>Quality Assurance Program. A planned and systematic pattern of all actions necessary to provide confidence that adequate technical requirements are established; products and services conform to established technical requirements; and satisfactory performance is achieved. For purposes of this contract, quality assurance refers to actions by the Government. </li></ul><ul><li>Quality Assurance Surveillance Plan (QASP). An organized, written document used for quality assurance surveillance. The document contains specific methods to perform surveillance of the contractor. </li></ul><ul><li>Quality Control. Those actions taken by a contractor to control the production of outputs to ensure that they conform to the contract requirements. </li></ul><ul><li>Quality Support (QS). Those actions taken by a contractor to control the production of services so that they meet the requirements of the PWS. Note: References in Government publications to &quot;QA&quot; shall be interpreted as meaning &quot;QS&quot; for purposes of this contract. </li></ul><ul><li>Quarterly. Every three months, not to exceed ninety days. </li></ul><ul><li>Random Sampling. A sampling method where each service output in a lot has an equal chance of being selected for quality assurance surveillance. </li></ul><ul><li>Recurring Maintenance. Maintenance required as a result of incorrect diagnosis, poor quality or work design deficiency, operator abuse, ineffective quality control, or material failure. </li></ul>
    53. 53. <ul><li>Repair. The restoration or replacement of parts or components of material as necessitated by wear and tear, damage, failure of parts or the like in order to maintain the specific item of material in proper operating condition. </li></ul><ul><li>Reparable. An unserviceable item that can be repaired and restored to a serviceable condition. </li></ul><ul><li>Resource Conservation and Recovery Act (RCRA). The 1976 act to provide for management of currently generated hazardous wastes. The requirements of the act were designed to provide incentives for resource recovery and safe hazardous waste management and disposal. </li></ul><ul><li>Sample. A sample consists of one or more service outputs drawn from a lot for quality assurance surveillance. The number of outputs in the sample is the sample size. </li></ul><ul><li>Sampling Guide. The part of the surveillance plan that contains all the information needed to perform surveillance of the service output(s) by the random sample method of surveillance. </li></ul><ul><li>Scheduled Maintenance. Periodic prescribed inspections and/or servicing of equipment accomplished on a calendar or hourly basis </li></ul><ul><li>Serviceable. Capable of meeting the requirement and performance of the function for which designed or modified, and meeting all test requirements established by the prescribed specification. </li></ul><ul><li>Special Tools. Tools that are designed and developed to perform a peculiar maintenance operation on a specific end item of equipment or component. These items include, but are not limited to, wheel or bearing pullers, special jigs, special cradles, alignment devices, vacuum pumps, floor jacks and cranes, engine slings, and those special tools listed in applicable equipment technical orders. </li></ul><ul><li>Standard. Acknowledged measurement of performance as determined by the Government. </li></ul><ul><li>Support Agreements. A written document that describes facilities, material, or services provided by the host to another organization. </li></ul>
    54. 54. <ul><li>Support Equipment. Support equipment includes all ground equipment and associated test, support, and control software required to support and maintain the weapon system. </li></ul><ul><li>Time Compliance Technical Orders (TCTO). The media authorized by AFPD 21-3 to provide instructions to Air Force activities for accomplishing and/or making a record of &quot;one time“ changes to standard systems, equipment, materials, munitions, and computer programs or for imparting precautionary instructions relating to safety, limitations, or inspections of system/equipment or munitions. Compliance is required within specified time limits. </li></ul><ul><li>Transient Aircraft. Aircraft is considered transient when it arrives at any location and will be continuing on to another location whether there is a Aircrew change or not. reinstallation of a reparable item that updates the demand level for repair cycle assets. </li></ul><ul><li>Unscheduled Maintenance. Those unpredictable maintenance requirements that have not been previously planned or programmed, but require prompt attention </li></ul>
    55. 55. References <ul><li>Kerr, Gibson (Captain), “COTS: We Can’t Afford to Do it Any Other Way,” U.S. Naval Institute Proceeding , October 2006. </li></ul><ul><li>United States Congress, Federal Acquisition Streamlining Act (FASA) of 1994 , January 25, 1994. </li></ul><ul><li>U.S. Government Accountability Office Report, Acquisition Reform: Implementing Defense Management Review Initiatives (GAO/NSIAD-91-269), August 1991. </li></ul><ul><li>Garrett, Gregory A. and Rene G. Rendon, U.S. Military Program Management: Lessons Learned & Best Practices , 2007. </li></ul><ul><li>Department of the Navy, Acquisition Organization and Procedures , Secretary of the Navy Instruction 4210, August 4, 1986. </li></ul><ul><li>Federal Register, Vol. 52, No. 193, 32 CFR 351 and 382, (DoD Directive 5134.1), Under Secretary of Defense (Acquisition), Final Rule , October 6, 1987. </li></ul><ul><li>Department of Defense Regulation 5000.2-R, Mandatory Procedures for Major Defense Acquisition Programs (MDAPs) and Major Automated Information System (MAIS) Acquisition Programs , March 15, 1996. </li></ul><ul><li>Department of Defense Regulation 5000.2-R, Mandatory Procedures for Major Defense Acquisition Programs (MDAPs) and Major Automated Information System (MAIS) Acquisition Programs , January 1, 2001. </li></ul><ul><li>Cleland, Gallagher, and Whitehead, Military Project Management Handbook, McGraw-Hill, Inc., 1993. </li></ul>
    56. 56. References <ul><li>Defense Acquisition University, Joint Programs, Defense Acquisition Guidebook, Part 11.1 , July 21, 2006. </li></ul><ul><li>Department of the Air Force Memorandum, “Program Executive Officer (PEO) Realignment,” November 8, 2004. </li></ul><ul><li>Federal Acquisition Regulation (FAR), Selecting Contract Type, Part 16.1, March 2005. </li></ul><ul><li>Naval Air Systems Command PMA207, C-20A/D/G Aircraft User Logistics Support Summary , October 20, 2006. </li></ul><ul><li>Defense Acquisition University, Request for Proposal and Rough Order of Magnitude Outlines , January 15, 2001. </li></ul><ul><li>Department of Defense Directive 5000.1, Major and Non-Major Defense Acquisition Programs , September 1, 1987. </li></ul><ul><li>Department of Defense Directive 5000.1, Defense Acquisition , February 23, 1991. </li></ul>