Sa-Alc/Aircraft Directorate, 375 Airlift Drive-Suite 1, Kelly Afb Texas 78241-6334

J -- REQUEST FOR INFORMATION DUE 112095 POC For copy, Rubottom, C./laka/210-925-5434, For additional information contact Rubottom, C./laka/210-925-5434 This is not a request for proposal or an indication that the Air Force intends to contract for services. The Air Force will not pay for information received in response to this request for information. As a result of the recommendation to privatize the workloads at Kelly AFB, we are now exploring various alternatives for performing work. The purpose of this request for information is to solicit information, comments, and suggestions regarding the alternatives being considered as well as any other alternatives that may exist. The Air Force is considering a variety of alternatives for transferring the C-5 workload to the private sector. A discussion of alternatives for various scenarios follows. The Air Force recognizes that there may be other solutions, including variations of the alternatives listed here, which might ultimately be adopted as the desired course of action at Kelly AFB. The following alternatives discuss the various options for packaging and contracting the workloads currently performed by SA-ALC. These alternatives provide insight into how the manufacturing and remanufacturing areas may be packaged. a. How would you want the workload divided? What are the pros/cons and risks you see of each approach? Workload breakout examples: (1) Total: All C-5 workload in one multi-year contract. (2) Business Area: Depaint/Paint, PDM, Speedline, Backshops. (3) Combinations: PDM/Backshops, PDM/Depaint & Paint, etc. (4) Operation: Split C-5A vice B, overhaul modifications, flight prep, management information, depaint, paint, individual backshops, functional checkflights, towing, etc. (5) Others? b. When (what order) should we privatize workloads? c. What factors will most influence a successful transfer? d. How would you want the workload transferred? (1) Phased with increasing scope: e.g., Depaint/Paint, C-5A PDM, C-5 A&B, integrated contract for total PDM & support. (2) All workload transferred at one time. (3) Breakout by business area with no integrated contract follow on. (4) Others? e. What methods could be used for work-in-progress transfers? f. How quickly after contract award should work begin? What are the pitfalls for begining earlier or later? g. What procedures do you want to observe prior to start up, what timespan? h. Period of performance: what minimum length is attractive? One year with one year options? i. What issues do you forsee in operating the facilities under a government owned/contractor operated arrangement? How best could the issues be resolved? Areas of interest include, but are not limited to: (1) Arrangements for commercial work. (2) Lease, permit arrangements. (3) Access to support operations (compressed air, fire, etc). (4) Maintenance (real property and equipment)--government or contractor? (5) Wear and tear? j. How do you envision sharing processes/facilities with government/contractors? k. How should material and equipment needs be handled (i.e., contractor furnished, government furnished, or combination? What do you see as the risk areas of each approach, how could they be minimized? l. How would you accomplish supporting tasks? (1) Use government backshops, or contractor sources? (2) When should we privatize backshops? m. Will you propose using your own management information/data/ quality systems? (1) How would you integrate with government systems? (2) How should we evaluate their effectiveness? (3) What benefits will we see from their use (why should we let you use them)? n. What commercial best practices apply to our work? (1) What factors are the most/least important in evaluating your process approach? (2) How should we evaluate their suitability? o. How should we measure contract compliance? p. How should we measure overall contract performance? What indicators should we monitor to gauge progress? q. How should we incentivize performance? r. What payment methods should we use? s. What are your potential cost drivers for each business area: (1) GFE/GFM availability? (2) Data accuracy? (3) Schedule? (4) Aircraft availability? (5) Others? t. What suggestions do you have for controlling costs? u. What suggestions do you have for controlling management risk? v. Request for Proposal: (1) What data items are really needed? (2) What statement of work/spec information is essential? w. Source Selection: (1) Evaluation Criteria: (a) What areas? (Maintenance Strategy/Management/ Technical/Other?) (b) What's critical to each area? (c) How should it be evaluated? (2) How should we assess your ability to transfer your procedures and systems to our environment? x. Did we ask the right questios? We need the right answers! We request that the information you provide us not be of a limited distribution nature. y. Please send your responses to: SA-ALC/LAKA Attn: Carolyn R. Rubottom 375 Airlift Drive, Ste 1 Kelly AFB TX 78241-6334 z. We must have your response no later than 20 Nov 95 in order to be considered. This is a Request for Information Only The approximate issue/response date will be 23 Oct 95. No telephone requests. Only written or faxed requests received directly from the requestor are acceptable. All responsible sources may submit a bid, proposal, or quotation which shall be considered. (0293)

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