D. Corporate Structure, Personnel Qualifications and subcontractor Identification (L. 38 4)

1.6.3 Training Key Personnel

The GSD employee development program is designed to develop leaders and decision makers at each organizational tier. With the assistance of the Training and Quality department, our associates tailor their development needs on an annual basis as part of LINK objectives. LINK ensures that the business unit’s strategic plans are translated into individual curriculum by linking business unit objectives to department and individual objectives. Resources available to associates include the Sprint University of Excellence handbook, external training brochures, GSD-developed course materials, professional association memberships, trade show participation, and local university programs. These resources are supplemented by job rotation programs, on-line access to Sprint product literature, and inter-departmental discussion forums. The choices are intended to promote product knowledge, customer and market awareness, refinement of leadership skills, and optimum use of work tools.

Due to the recent telecommunication deregulation and procurement reform initiatives (which will introduce accelerated competition at the federal and state levels), training along traditional lines is being ever expanded to address increasingly complex issues such as, higher customer expectations of service and account management, demand for more comprehensive and diverse product offerings, shorter procurement cycles, and rapid introduction of new technology.

To prepare our associates for market leadership in this environment, the training department recently inaugurated a program to assist GSD directors in developing a three year plan that ties strategic objectives to functional training needs. Due to the maturity of our associates, the typical training “wish list” concentrates on recent product developments, market trends, and changes in Government regulations. The program recognizes that organizational confidence is communicated through individual awareness and encourages development through attendance at customer and industry sponsored trade and professional forums, education provided by Government consultants, product and customer service management training available through the University of Excellence, Inter-departmental discussion forums, participation in joint customer quality teams, personal skill development courses, and account management.

Training needs are driven not only by individual objectives but also by customer feedback and contract requirements. LINK objectives and employee development plans are negotiated during the first quarter of each year by the associate and his/her manager. The defined development path includes skill sets needed to fulfill performance expectations taking into consideration our existing and anticipated customer base. Each participant is encouraged to take 40 hours of training each year.

Managers have responsibility during LINK objective setting to ensure that the associate’s education and development needs are directly tied to performance objectives and that knowledge and sill acquired are reflected in challenging opportunities.

Training is benchmarked against other Sprint business units and the long distance division. Improvement is achieved through course feedback surveys. Customer trouble reports and billing disputes provide a fertile framework for targeting process improvement and enhanced training requirements. For example, a joint customer/GSD quality team performed root cause analyses of billing disputes under FTS2000 and identified the need for revised order entry training of Implementation Managers. Billing disputes have shown a decrease from 1994 to 1996 after the training was provided. The training department is working hard to raise the education level of each and every employee.

1.7 Resumes

Resumes and letters of commitment from Sprint’s proposed key personnel are found in Appendix A and B, respectively, of this management volume.

2.0 Subcontractor Identification (L.38.2.4.2)

In order to be eligible for award, the offeror must, under the Equal Employment Opportunity provisions of this solicitation, identify any subcontract proposed to be valued in excess of $1 million. In fulfillment of this requirement, the offeror shall provide, as part of its Management Proposal, a separate sheet identifying the name, address, dollar amount, and service provided of each subcontract valued at more than $1 million. The $1 million threshold applies to the contract term as specified in Section H.1.

A description of the systems and procedures for identifying and soliciting potential subcontractors, evaluating subcontractor proposals, negotiating and awarding subcontracts, and proposed subcontractor agreements shall be provided in the offeror’s proposal.

The following major subcontractors are expected to provide products and services valued in excess of $1 million over the contract term:

Global One

See Appendix H for more information.

In addition to the above subcontract, Sprint has identified the following small businesses that are expected to provide products and services during the life of the contract.

TRAINING

X, located in Olathe, Kansas, is a sole proprietorship that was established by Carol Smith in 1993. X is classified as a small, woman-owned business. Since its inception, X has provided technical training and documentation for several major pharmaceutical companies including X, X. The nature of the training and documentation ranges from process training for Research and Development associates to application training on both the mainframe and the desktop. Another client of X. Since 1990, X has developed and delivered classroom training for the Business and Industry departments at the college that target the business community. Currently, X provides application training to Sprint at various company locations.

X.

X, headquartered in Reston, Virginia, is a woman-owned small business incorporated on November 30, 1995 as an S Corporation.

X was founded to provide high-quality telecommunications consulting services. It provides executive briefings, course development, and on-premise sales and technical training. It provides technical implementation training, and sells applications for voice, data and video network-based products and services.

Further, it provides technical implementation training for Customer Provided Equipment (CPE). It provides training for a wide range of Government, utility and commercial concerns. In addition to Sprint GSD, X has developed and implemented training for US Government agencies such as the X.

X, located in Prairie Village, Kansas, is a woman-owned sole proprietorship that has been in business for 10 years. The company provides custom training development and documentation services for management, professional and technical personnel in business and Government. The company serves customers in the areas of telecommunications, transportation, financial services, manufacturing, and Government services
X, located in Herndon, Virginia, was incorporated more than seven years ago as a small/disadvantaged/minority owned company. They provide training to

customers in the telecommunications, commercial, financial and Government industries. Over the past years, they have developed and delivered training to telecommunications professionals covering highly technical data/telecommunications subject matter. In addition, as a regular part of their business, they develop custom courses for clients.

PROGRAM MANAGEMENT

X located in Fairfax, Virginia, is women-owned, Native American firm established in 1987 to provide data management and financial services to Government and commercial organizations.

In June 1995, X received its 8(a) certification from the Small Business Administration (SBA) and began providing Information Technology services to the Federal Government. Since 1995, X has been awarded more than X in Federal Government contracts, a GSA schedule, Blanket Purchase Agreements, and Blanket Ordering Agreements.

X currently provides to commercial and Government customers professional services including LAN/WAN Services, training services, management consulting services, business process reengineering, software and system development/support, internet and intranet applications/services, and telecommunications hardware, software and services.

As a subcontractor, X will provide program management and transition support to Sprint after contract award.

INSIDE WIRING

X

Sprint chose X, a small minority owned business located in Washington D.C., to provide inside wiring services. X has been in business for more than 19 years and has provided telecommunications services for the X. A few of their current contracts include X. X has been awarded the following; “Contractor of the Year Award” from the X; the “Award of Excellence” for two consecutive years from the X; as well as numerous commendations from US Army base commanders and contract officials for performing services beyond requirements and expectations.

X. is a small business located in Washington D.C. that has been chosen by Sprint to provide inside wiring services. X offers worldwide telecommunications support, in addition to inside wiring. X inside wiring team is lead by X, who has more than 30 years experience as a professional electrician and wiring contractor. Recent customers of X are X. X has personnel with security clearances available.

2.1 Corporate Policies for Identifying, Soliciting, Evaluating, Negotiating and Awarding/Agreements with Subcontractors and Suppliers

Sprint’s procurement policy is to procure all goods and services in an ethical manner utilizing sound business practices to obtain maximum value for each dollar expended. To accomplish this, all procurement activities are subject to appropriate checks and balances and are executed by trained procurement professionals.

Sprint’s Procurement policy provides for the proper control and uniformity of procedures for all procurement activities. Supplier identification, evaluating proposals, source selections, negotiating agreements and subcontracts in support of the FTS2001 program will be in compliance with corporate policies and procedures as well as with federal regulations.

Sprint makes the decision to subcontract early in the procurement process by a team evaluation of our current and future in-house capabilities (including costs) versus those capabilities of suppliers. Careful review and coordination is made to assure that the Government is best served by the decision to subcontract. The final decision to subcontract is made at the vice president level of Sprint’s Government System Division.

Sprint meets all required Government regulations specific to subcontracting activities. Sprint’s procurement policy encourages and facilitates participation of small/small disadvantaged businesses. Sprint’s procurement policies and procedures were audited with satisfactory results by several Government agencies. Most recently, Sprint was awarded the highest rating provided by the Small Business Administration for our exceptional program for the utilization of small disadvantaged businesses.

2.2 Source Selection

Source Selection (subcontractor and supplier) is made in accordance with corporate procedures which require, in part, determination of fair and reasonable prices and determination that the selected source will provide the best value for the requirement. Source

selection through competition is the preferred method of procurement, however, procedures are established for sole source, and other negotiated procurement. Sprint’s policy does not differentiate between subcontractors and suppliers relative to source selection criteria.

Sprint’s procurement professionals may draw on several resources to establish quality vendors.

Typical subcontract sources are:

• Previous experience with source

• Sprint’s product list

• Sprint’s master bidders list

• Sprint’s vendor directories

• Price history files

• Government agencies

• Small Business Administration - PRO-NET

• Reference books - Thomas Register etc.

• Trade shows and journals

• Industry associations

• Use of the Internet

2.3 Soliciting Potential Subcontractors/Suppliers

Sprint has specific guidelines for issuing and processing subcontractor and supplier solicitations under the competitive bidding process. In support of FTS2001, Sprint’s procurement procedures were used to guide the supplier and subcontractor selection process. The Director, Subcontract Administration will lead the effort in selecting those suppliers in support of the program. The Sprint team consists of representatives from the engineering, program management, operations, procurement and supplied diversity. The technical lead team member develops a Statement of Work (SOW) which, combined with other required contract provisions, becomes a Sprint Request For Proposal to qualified suppliers. Upon receipt of supplier responses, the team reviews supplier proposals specifically focusing on their respective functional areas. Delivery requirements, including schedules for equipment and/or services to be procured, financial information, and supplier references are all included in the evaluation.

2.4 Negotiating and Awarding Subcontracts

Upon completion of the technical review, a formal report is issued to the Director, Materials Management. The report summarizes the engineers’ findings and sets forth recommendations regarding the vendor qualifications. Concurrently, Procurement reviews the subcontractors’ Cost/Price Proposals to determine the responsiveness and accuracy of the data. A cost/price analysis is performed. The subcontractor’s compliance with the contract terms and conditions and applicable flowdown clauses are reviewed. All team members review and place emphasis on subcontractor quality in each of their respective functional areas. The team jointly determines which subcontractor(s) are most responsible and responsive to the requirements. Before selecting a subcontractor, Sprint considers the latest information available from internal and external sources, including history on past performance.

If more than one bidder is within the competitive range, written or oral discussions may be held with those bidders. Upon completion of discussions, best and final offers will be requested. After evaluating best and final offers, the company whose best and final offer is determined to have best value for Sprint, considering price and other factors, is selected. Sprint’s management approval is required prior to finalizing the supplier selection process and completing the final negotiation. If the contracting officer’s approval is required, it is secured before transmitting the subcontract to the subcontractor. If the team determines that establishing a teaming relationship is most advantageous for the application, the above process with some modification is utilized to assure best value.

Negotiation of the final agreement takes into account price, delivery, terms, and conditions in order to minimize the risks to Sprint and the Government. Sprint has many types of standard agreements which it can use as a base for negotiating the agreement depending on the type of services, equipment or supplies required.

2.5 Summary

Sprint assumes total and end-to-end responsibility for management and oversight of suppliers, subcontractors, and/or teaming partners’ activities at all times for the duration of the FTS2001 contract. The systems Sprint has in place will ensure that Sprint and it subcontractors will provide a seamless level of service and quality to meet the Government’s expectations.

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal. 2-D-

Revised November 30, 1998