MANY TASKS, ONE TOOL
CLEARING THE WAY SPC Ryan Barber, a combat engineer with Brigade Special Troops Battalion, 4th Brigade Combat Team, 10th Mountain Division, operates a vehicle-mounted mine detector during a combined arms route clearance mission in Kunar province, Afghanistan, Oct. 15, 2013. PM CCS’ portfolio includes a full spectrum of countermine and explosive ordnance disposal solutions for vehicle, handheld and robotic applications. (U.S. Army National Guard photo by SSG Jerry Saslav, 129th Mobile Public Affairs Detachment)
efforts into one firm, fixed-price (FFP) contract would yield administrative sav- ings over managing numerous contracts and would free resources to award other requirements for the government. Over time, the various field service representa- tives (FSRs) were no longer specialized in their respective OEM equipment and could not perform work on other items. Under the original contract structure, schedule risks increased when a small number of FSRs were responsible solely for a single item, as they were based at one or two places in theater, and often their support was required in other locations or at remote forward operating bases (FOBs). Te transportation required to relocate them could delay support, directly affect- ing equipment readiness.
Kuwait. Te capabilities sought included system integration and
installation,
studies and analysis, logistics support, training, maintenance and repair, mate- riel supply support, and warehouse support and receiving.
PM CCS completed a market research evaluation report in accordance with Federal Acquisition Regulation Part 10. A total of 12 U.S. companies, five small and seven large businesses, responded to the market survey. Of the respondents, all the large businesses and most of the small business demonstrated their capability to perform the effort.
WEIGHING THE ALTERNATIVES PM CCS considered, but rejected, sev- eral alternative contracting approaches involving a lesser degree of consolidation. Obtaining CLS from the OEM was an option but would have required separate
90 Army AL&T Magazine
solicitations and awards, similar to the approach currently deployed.
Another alternative was to award task orders against existing omnibus service contract vehicles awarded by other Army or government agencies. Tis alterna- tive would have performance advantages because of continuity and use of an already well-established logistic network in theater. However, the agencies manag- ing contracts did not necessarily consider PM CCS’ contract actions a high priority, thus creating the risk of significant delays in award of task orders and corresponding disruptions in support services. PM CCS decided to issue one solicitation based on results of the market research, with the intent to fully consolidate the logistics for theater and continental United States (CONUS) support.
Te PM CCS team recognized that the administrative cost of consolidating
July–September 2014
Having a single contractor support- ing all of PM CCS’ family of products eliminated this problem: FSRs are now required to be cross-trained and able to support multiple end items. In addition, as they are located at multiple FOBs in theater, prioritization of FSR placement can minimize transportation issues. Tere is now a baseline of knowledge for all supported systems for FSRs, provid- ing the flexibility to meet a wide array of demands. And, since FSRs have to be able to train, install and repair multiple systems, they, too, needed training and certification on all the systems covered under our contract.
EXECUTING THE CONTRACT Te basic contract was awarded as an indefinite delivery/indefinite quantity (IDIQ) instrument with FFP task orders. It includes a base year and two addi- tional ordering periods during which task orders can be placed on contract. Te maximum contract value is $85 million. PM CCS awarded the first task order using FY13 operation and maintenance funding in support of theater operations,
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