Classification Standard - AV - PG - Purchase and Supply

INTRODUCTION

CROUP DEFINITION

FACTOR DEFINITIONS/RATING SCALES

BENCH-MARK POSITION DESCRIPTION INDEX

Level

Level

Boundaries

PG-l

PG-2

PG-3

PC-4

PG-5

PG-6

140-225

226-335

336-455

456-575

576-695

696-800

Degree Definitions

Points

Bench-mark Position

Descriptions

Responsibility for assigning,

checking and evaluating work.

A

15

3. Materiel Management

Officer

5. Regional Materiel

Management Officer

7. Supervisor, Purchasing

and Contracts

11. Senior Contracts

Officer

16. Engineering

Procurement Officer

18. Science Procurement

Officer

21. Senior Science

Procurement Officer

Responsibility for planning,

organizing and evaluating the

work of a subordinate unit or

project team.

B

40

14. Head, Materiel Assets

Management

15. Regional Manager,

Materiel Management

20. Capital Procurement

Subsection Head

23. Section Head,

Procurement Policy

Responsibility, through supervisors,

for the work of subordinate units

typically involving such aspects as:

adjusting workloads, modifying

operating procedures, allocating

resources to meet changes in work

priorities and/or volume and ensuring

that established personnel policies

are carried out.

C

70

6. Stock Control Manager

8. Supervisor,

Warehousing

17. Section Head, Materiel

Identification

19. Chief, Procurement

and Logistics Services

22. Chief, Materiel

Management

25. Chief, Planning,

Control & Admin.

26. Section Chief,

Aerospace, Marine &

Electronics Systems

Branch

Responsibility through supervisors or

managers for the work of a number of

subordinate units involving the

planning, directing and controlling

of resources and requiring a

significant degree of coordination.

D

100

24. Assistant Director,

Materiel Management

BM#

Descriptive Title

Knowledge

Decision

Making

Contacts

Managerial

Responsibility

Total

Level

1

Regional Supply Officer

1/60

A1/50

131/71

-/0

181

1

2

Contracts Officer

1/60

A1/50

131/71

-/0

181

1

3

Materiel Management Officer

1/60

A1/50

131/71

A/15

196

1

4

Contracting Officer, Electronics

and Electrical Products Group

2/100

A1/50

132/90

-/O

240

2

5

Regional Materiel Management

Officer

2/100

131/100

131/71

A/15

286

2

6

Stock Control Manager, Canadian

Forces Supply Depot

2/100

131/100

A1/30

C/70

300

2

7

Supervisor, Purchasing and

Contracts

2/100

A2/101

132/90

A/15

306

2

8

Supervisor, Warehousing, Capital

Region Supply Centre

2/100

A2/101

131/71

C/70

342

9

Contract Management Officer,

Industrial and Commercial Products

Directorate

3/140

A2/101

133/109

-/O

350

3

10

Policy and Procedures Officer

3/140

132/150

131/71

-/0

361

3

11

Senior Contracts Officer

3/140

A2/101

133/109

A/15

365

3

12

Procurement Officer, Aerospace

Marine and Electronics Systems

Directorate

3/140

131/100

C2/131

-/O

371

3

13

Materiel Systems Officer

4/180

132/150

131/71

-/O

401

3

14

Head, Materiel Assets Management

4/180

132/150

132/90

B/40

460

4

15

Regional Manager, Materiel

Management

4/180

132/150

133/109

B/40

479

4

16

Engineering Procurement Officer,

Electronic Systems Group

4/180

132/150

C3/150

A/15

495

4

17

Section Head, Materiel

Identification

4/180

132/150

133/109

C/70

509

4

BM#

Descriptive Title

Knowledge

Decision

Making

Contacts

Managerial

Responsibility

Total

Level

18

Science Procurement Officer,

Science Branch

5/220

B2/150

C3/150

A/15

535

4

19

Chief, Procurement and Logistics

Services

5/220

82/150

83/109

C/70

549

4

20

Capital Procurement Subsection

Head

5/220

83/201

C2/131

B/40

592

5

21

Senior Science Procurement

Officer, Science Branch

6/260

C2/200

C3/150

A/15

625

5

22

Chief, Materiel Management

6/260

C2/200

C2/131

C/70

661

5

23

Section Head, Procurement Policy

7/300

C3/250

C3/150

B/40

740

6

24

Assistant Director, Materiel

Management

6/260

C3/250

C2/131

D/100

741

6

25

Chief, Planning, Control And

Administration, Canadian Patrol

Frigate Project

7/300

C3/250

C3/150

C/70

770

6

26

Section Chief, Aerospace, Marine

and Electronics Systems Directorate

7/300

C3/250

C3/150

C/70

770

6

Bench-mark Position Number: 1

Descriptive Title: Regional Supply Officer

Level:   1

Point Rating: 181

Duties

% of Time

• Organizes and conducts the procurement and receipt of a wide variety of commodities including technical equipment and services to meet the operational requirements of the Prairie and Northern Region with an annual expenditure for goods and services of $4 million and ensures the effective, efficient and economic procurement of materiel by:

70

• analyzing trade descriptions and specifications provided on requests by clients and determining if adequate for procurement;

• establishing the most economical method by which the materiel and/or services shall be obtained; i.e. renting or buying, by local purchase order, by standing offer agreement or through SSC;

• reviewing the amount of funds provided by the originator, determining if funds are sufficient to proceed with the purchase, ensuring the necessary funds have been committed and verifying the proper signing authority;

• locating sources of supply, obtaining and evaluating quotations, negotiating single source purchases and delivery, preparing purchase documents and authorizing purchase orders within delegated signing authority for goods and services bought directly with industry;

• preparing requisitions for materiel to be obtained through SSC and following up to ensure materiel and services are provided as and when requested;

• expediting orders to ensure services or materiel are received on schedule and negotiating alternate delivery dates when delivery cannot be made as requested or locating an alternate source;

• reviewing previous acquisitions and recommending the issuing of standing offer agreements for those items or services for which there is an ongoing need;

• liaising with Customs and Excise and commercial customs brokers regarding materiel being shipped to or received from foreign suppliers;

% of Time

• receiving and handling incoming and outgoing shipments in accordance with the Canada Labour Code;
• maintaining purchasing records and analyzing statistics;
• reviewing monthly purchasing activities by responsibility centre and recommending changes when appropriate;
• selecting the most practical means to transport goods and equipment ensuring critical delivery time frames are met; and
• completing necessary bills of lading and maintaining records of same.

• Verifies regional supply sources for all commodities in order to ensure the availability of an adequate and current list by:
• attending demonstrations of new products;
• ordering and arranging distribution of regional and national standing offers;
• reviewing trade indexes (Fraser Directory, Canadian Trade Index) and their related publications for availability of products;
• preparing necessary correspondence and conducting personal interviews with manufacturing and sales representatives;
• consulting with officers in other government departments and agencies;
• monitoring the reliability of suppliers with respect to quality, quantity and delivery deadlines and documenting any problems to avoid future similar situations; and
• maintaining a library of source documents, catalogues, manuals and directives.

10

• Prepares recommendations to the Chief, Materiel Management regarding consolidated procurement by:
• analyzing historical and projected information on regional annual requirements for regional and centrally controlled items;
• coordinating requirement information for aircraft used for mountain rescue, fire control, project surveys and movement of various crews and supplies;
• assessing and evaluating the economics and savings that can be obtained from consolidated purchasing; and
• providing reports and recommendations on a continuous basis.

10

• Provides advice and guidance to management on purchasing activities by:
• advising managers and staff on compliance with procedures and regulations applying to the acquisition of goods and services such as entitlements, cost guidelines and limitations and monitoring to ensure compliance;

5

% of Time

• providing information on sources of supply, costs, substitutions, delivery lead-time, standing offers, etc.;
• assisting regional managers in the analysis and determination of their future materiel requirements;
• attending regional seminars to assist in providing guidance for regional materiel management and management personnel;
• preparing statistical and narrative reports on special issues or trends; and
• preparing a monthly activity report on purchasing activity.

• Performs other duties such as coordinating the annual sea-lift requirements to ensure delivery of materials and supplies to Pangnirtung and Broughton Island and assisting with and performing on-site materiel management functional reviews.

5

Specifications

Degree/

Points

Knowledge

The work requires a good knowledge of Government and departmental purchasing practices, policy, techniques, procedures and types of contracts, negotiating methods, customs and excise regulations and sources of supply, as they relate to departmental and program operations and their organization. The work also requires some knowledge of stores operations, inventory control, warehousing, distribution and disposal for a wide variety of materiel and supplies which are necessary for the efficient operation of Parks and Sites in the Region.

1/60

Decision Making

Decisions and recommendations are made in assigning priorities to requisitions, in initiating purchase action, improvements in timing of delivery quality and price or rejection of a tender(s) where the reliability of the supplier or the quality of materiel offered is questionable. General guidance is given by departmental and central agency directives and general direction is received from the Regional Chief of Materiel Management, but day-to-day operational decisions require constant exercise of initiative and judgement. When materiel or services is of essential and/or emergency nature, decisions are also made to purchase directly from the suppliers through negotiation and tender call. Decisions and recommendations affect the timely arrival of suitable equipment and supplies to the Parks and the effectiveness of branch programs involving the annual processing of over 2,500 requisitions with a value exceeding $2 million.

A1/50

Degree/

Points

Contacts

The work requires contacts with officers of the department, officers of other departments, and with sales representatives of business and industry to obtain agreement and assistance on proposed action to be taken in meeting quantity and quality of materiel and acceptable delivery dates.

B1/71

Managerial Responsibility

There is no substantive responsibility for the work performed by other employees.

-/0

Duties

% of Time

• Plans, organizes and conducts contracting activities, as assigned, for a diversified range of services, consulting and non-consulting requirements, construction contracts and leases by:

50

• planning assignments, setting objectives and establishing priorities to ensure the effective delivery of the contracting process;

• reviewing departmental contracting requests for acceptance or rejection and ensuring adequacy and accuracy of requisitions in regard to specifications for quality, inspections, delivery and any other pertinent information such as funding, financial coding and approvals;

• developing and amending appropriate source lists;

• determining the form of solicitation to be utilized;

• originating and drafting invitations to tender or request for proposal (RFP) to reflect the conditions and circumstances of the services to be performed and ensuring that all pertinent information is included;

• working with operational managers to establish appropriate RFP evaluation criteria including the representative weighting factors;

• organizing and assisting senior officers at pre-tender briefings with departmental officers, operational managers and prospective contractors, clarifying requirements and reviewing and resolving any requests for changes in tender documents in reference to plans, terms, conditions and specifications;

• preparing and promulgating addenda to tender documents resulting from any changes arising from pre-tender meetings and determining the viability of extension to the tender period;

• conducting meetings with operational and project managers to resolve pre and post contractual problems and provide functional guidance and/or assistance;

% of Time

• negotiating contractual arrangements and standing offers with representatives of outside organizations, SSC and central agencies;

• evaluating responsive tenders and RFPs received, identifying the best value or lowest offer RFP commensurate with the applicable specifications, terms and conditions and participating with operational managers in the technical analysis of tenders or RFPs;

• reviewing and awarding contracts within delegated authority of $10,000 for non-consulting contracts and $5,000 for goods contracts, and recommending for approval contracts exceeding signing authority;

• reviewing and defining amendments to contracts within delegated signing authority; ,

• drafting submissions to Treasury Board and/or Contract Review Committee when further contracting approval is required;

• organizing and participating in debriefings for unsuccessful bidders; and

• identifying the need for changes in contracting policies and procedures.

• Provides a full contracting service for special high volume projects as assigned by:

• assisting in the preparation of terms of reference;

• solving operational problems related to consolidated requirements for such contracts as general services, informatics and credit reporting services;

• recommending and implementing the addition or deletion of special contractual requirements;

• advising suppliers on terms and conditions of contracts and departmental policies;

• assisting in the development of appropriate evaluation criteria and assessment scores; and

• conducting post-contract clean up with regard to documentation, sign-offs and financial requirements.

20

3. Develops and maintains effective working relationships with client groups, other governmental agencies and contractors by:

• assisting operational managers in negotiations with contractors concerning the application of contract terms and conditions in support of such factors as materiel, hourly rates, overhead and profits, basis and conditions of payment, professional and technical fees, performances and delivery criteria and other additional requirements;

• dealing effectively with other government departments such as SSC and Treasury Board to facilitate the contracting process;

15

% of Time

• providing information and advice to contractors; and

• conducting inquiries into the capacity and capability of prospective and current contractors based on past experience, expertise and financial stability in order to develop and maintain and updated source list and informing departmental managers on the background of potential contractors.

• Advises client branches and regional materiel management offices on contractual procedures and assists in the resolution of problems by:

• informing and advising on departmental procedures, Government Contract Regulations, Treasury Board directives and on their implications and their applications to contracting situations;

• advising on alternative options for satisfying requirements and the most economic methods of supply;

• ensuring correct and standard interpretation and implementation of all departmental procedures related to contracts; and

• informing concerned groups about new and revised departmental and governmental policy and procedures.

10

• Performs other duties such as recommending procedural changes, and monitoring quality of work; drafting replies to ministerial inquiries, departmental inquiries, and to the industry at large on matters related to the contracting activity of the department; and preparing statistical reports.

5

Specifications

Degree/

Points

Knowledge

The work requires a good knowledge of central agency procurement policies, regulations and procedures and of tendering, negotiating and simple cost analysis techniques in order to conduct competitive tendering and sole-source contracting activities. The work also requires a current knowledge of departmental regulations and procedures in contract administration usually contained in the policies, directives and manuals issued by the department and central agencies.

1/60

Decision Making

The work requires decisions on the acceptability of contracting-out descriptions and specifications, funding and delivery schedules; in the selection of appropriate procurement methods and contract terms and conditions; in the evaluation of competitive tenders and sole-sourced contracts; in resolving contract administrative problems with the guidance of the supervisor and assessing the acceptability of contract changes. The position has delegated contract signing authority of $10,000 for non-consulting services and $2,000 amending authority. Recommendations are made for approval of contracts and

A1/50

Degree/

Points

contract amendments exceeding delegated limits. Implications of possible courses of action are usually apparent and unusual problems are discussed with the immediate supervisor who reviews procurement methods and proposed contracts before formal action is taken. Decisions and recommendations made to the Senior Contracts Officer affect the cost and timely delivery of services and could cause minor delays to programs.

Contacts

The work requires contacts with departmental employees and sales and marketing representatives of commercial organizations to reach agreement on contract terms and conditions such as hourly rates, overhead and profits, performance, and delivery criteria.

131/71

Managerial Responsibility

There is no substantive responsibility for work performed by other employees.

-/0

Duties

% of Time

• Plans, organizes and provides materiel management services including the procurement (annual value of approximately $500,000), storage, inventory control and distribution of office supplies and equipment such as stationary, forms, typewriters and furniture and the procurement of printing services by:

65

• discussing with line management to identify their material, equipment and services requirements and plan effective methods of satisfying demands;

• developing and implementing methods and procedures for materiel management operations in accordance with central agency regulations, directives and manuals;

• reviewing requisitions (approximately 500 annually) for accuracy, completeness and any special conditions which would affect the action to be taken and assigning appropriate priorities;

• arranging with officers in SSC for the acquisition of goods and services in accordance with regulations and established procedures;

• ensuring that the requisitioning of goods and services (including requisitions against standing offers of $45,000 and local purchase orders totaling $25,000), the receipt, storage, inventory control (inventory of approximately $250,000) and issue of goods, and the processing of accounts is conducted in an efficient and expeditious manner;

• implementing effective security measures for the storage, issue and control of attractive items of equipment such as calculators;

• reviewing departmental projects, materiel and equipment specifications, and

• materiel management operations on a regular basis to identify and resolve potential difficulties as soon as possible;

• liaising with appropriate officers in central agencies to ensure that they understand and appreciate the special requirements of the department and to develop suitable arrangements to resolve procurement problems;

% of Time

• investigating problems associated with the operation of the materiel management service in the department, such as, delays in delivery of equipment, unsatisfactory goods or services, and non-observance of contract terms;
• arranging for the appropriate corrective action;
• recommending changes in organization and procedures, amendment or termination of contracts, and other corrective action to the chief of the division; and
• forecasting space, staff and financial requirements, preparing budget input data, documenting annual estimates and implementing approved allocations.

•      Provides advice and guidance to line management on all aspects of materiel management by:

• explaining central agency policies, regulations and directives governing materiel management and the acquisition of goods and services;
• discussing departmental regulations and procedures and the operating and control measures established by the Materiel Management Unit;
• investigating the availability of special items of equipment and informing managers of the cost, availability and sources of supply of special or alternative items;
• discussing procedural errors in the requisitioning of material, equipment and services.

15

•      Administers the operation of local emergency purchase, write-offs and disposal systems by:

• compiling lists of supplies and other items normally obtainable through local purchase orders and establishing effective procedures for the use and control of local purchase orders;
• liaising with representatives of local suppliers to enlist their cooperation in supplying goods and services on short notice;
• monitoring local purchase made by branches to ensure adherence to regulations, recommending corrective action where necessary;
• discussing the need to use emergency purchase procedures with associates in central agencies in order to obtain their understanding and cooperation; and
• recommending to the chief of the division that obsolete or unserviceable equipment be declared surplus or used as trade-ins on new equipment.

10

• Assigns, checks and evaluates the work of a stock control clerk responsible for the receipt, storage and issue of supplies and equipment.

5

• Performs other duties such as preparing reports and conducting correspondence with departmental officials, representatives of suppliers and associates in central agencies; and attending meetings and demonstrations concerning office equipment.

5

Degree/

Points

Knowledge

The work requires a good knowledge of departmental programs and projects requiringmateriel support and of central agency policies, regulations and procedures governing materiel management practices and sufficient knowledge of sources of supply and financial procedures to be able to discuss requirements and problems with suppliers and to process accounts payable.

1/60

Decision Making

The work requires the making of decisions in the organization and operation of thedepartmental stores, in the assignment of priorities to requisitions, in the development of departmental materiel management procedures and controls, and in the acquisition of goods and services normally through central agencies using established procedures but in emergencies directly from local suppliers. Recommendations are made to change materiel management organization and procedures, amend or terminate contracts, dispose of surplus or obsolete equipment, and to take corrective action in resolving procurement problems. As the only materiel management position in the department, some initiative and judgement is required but central agency and departmental manuals and directives provide comprehensive guidance and expert advice is readily available from central agency specialists. Recommendations are made to the Chief of the Administrative Services Division.

Decisions and recommendations affect the timely availability of stores, departmental publications, furniture, office equipment and services essential to the efficient operation of the department. Inventory controlled is valued at approximately $250,000.

Al/50

Contacts

The work requires contact with employees in central agencies to discuss the acquisition of goods and services, resolve interface problems, and enlist their cooperation and assistance on materiel management matters; with sales and service representatives of local suppliers to enlist their cooperation in supplying goods and services on short notice; and with departmental managers to provide advice and assistance in the requisitioning of goods and services.

B1 / 71

Managerial Responsibility

The work requires assigning, checking and evaluating the work of one clerk.

A / 15

Bench-mark Position Number: 4

Descriptive Title: Contracting Officer,

Electronics and Electrical Products Group

Level:  2

Point Rating: 240

Duties

% of Time

• Plans the purchase of electrical and electronic engineering products such as test and measuring equipment, audio-visual equipment and recorder/reproducers on behalf of Canadian government departments and agencies by:

• reviewing customer requisitions to ensure clear and realistic product descriptions, technical specifications, funding, delivery schedules, and, where necessary, inspection or other special provisions; advising customers in selec­tion of items or suggesting changes;
• assessing product specifications to ensure that they are not unduly restrictive and permit competitive tendering whenever possible and that adequate justifica­tion is provided for directed single-source procurements;
• selecting the most effective procurement methods, using competitive tendering whenever feasible, and drafting procurement plans;
• reviewing source lists and other data to ensure the widest possible industrial opportunities and issuing requests for proposals or invitations to tender which conform to customer requirements and central agency policies; and
• examining facility evaluation reports, performance records and other sources to assess the ability of potential contractors to supply required goods on time.

35

• Conducts purchase action in accordance with central agency procurement policies to provide customer departments with goods of the best quality, at least total cost and within acceptable time limits by:

• evaluating proposals or competitive tenders to select one which best satisfies customer's product quality and delivery requirements at least cost;
• analyzing single-source proposals to ensure conformity between requirement and specifications, to assess price proposal elements such as overhead, labour and materiel content and warranty allowances and other direct charges, and to determine a pricing basis; conferring with cost analysts or procurement officers to develop support for indirect charges;

25

% of Time

• checking to ensure that prices are fair and reasonable, offers are acceptable, proposed contract terms and conditions accurately reflect customer requirements and proposals conform to central agency policies and, if they do not, arranging with contractors to revise their proposals; and
• approving and issuing competitive contracts up to $60,000 and single-source contracts up to $30,000 and assessing and certifying bids of corresponding value submitted through the Canadian Commercial Corporation (CCC) to foreign governments; and drafting and recommending approval of contracts and CCC bids exceeding delegated authority limits.

• Administers contracts placed on behalf of customer departments to ensure that all terms and conditions are met and the goods delivered within specified time limits by:

• analyzing progress reports and, if necessary, conducting progress meetings to assess contractor performance on specific contracts and conferring with representatives of customers and contractors to obtain agreement to changes;
• establishing financial controls and delivery schedules, and processing sub-contract approval submissions;
• assessing and, if acceptable, recommending approval of customer amendments to requirements such as changes in specifications, quantities or delivery particulars which affect contract values; and
• authorizing contract amendments up to $12,000 aggregate and recommending approval of those exceeding this limit.

20

• Carries out post-contract clean-up action to ensure that all aspects of contracts have been  completed satisfactorily by reviewing and resolving Audit Services Bureau and Financial Review Division reports, questions and observations and issuing final amendments to complete contracts.

• Performs other duties such as preparing reports and maintaining effective working relationships with representatives of customer departments and industrial suppliers through telephone calls, correspondence and meetings.

10

10

Specifications

Degree/

Points

Knowledge

The work requires a good knowledge of central agency procurement policies, regulations and procedures; of competitive tendering, single-source contracting, negotiating, product pricing and cost analysis techniques; and of industrial capabilities pertaining to the availability of goods in the assigned engineering product area together with a fair knowledge of relevant industrial practices and procedures. This knowledge is required in discussions pertaining to electrical and electronic engineering products such as audio-visual equipment and their specifications, funding and delivery schedules.

2/100

Degree/

Points

Decision Making

The work requires decisions on the acceptability of customer product descriptions and specifications, funding and delivery schedules; in the selection of appropriate procurement methods and contract terms and conditions; in the evaluation of competitive tenders and the assessment of direct and indirect cost elements of single-source contracts; in resolving contract administration and post-contract cleanup problems; and in assessing the acceptability of contract changes and requests for sub-contract approval. The position has delegated contract approval authority up to $60,000 competitive tender, $30,000 single-source and $12,000 aggregate amendments. Recommendations are made for approval of contracts and contract amendments exceeding delegated limits. Products purchased are off-the-shelf manufactured products and agreement with contractors on terms and conditions of single-source and directed single-source contractors is obtained through correspondence or telecommunication from the office. Although the work usually is performed independently, central procurement agency directives and manuals provide detailed instructions and advice is readily available from the immediate supervisor, the Section Chief and departmental specialists. Implications of possible courses of action are usually apparent and unusual problems are discussed with the immediate supervisor who reviews procurement methods and proposed contracts before formal action is taken. Recommendations are made to a Senior Contract Management Officer. The average proportion of contracts awarded annually is 60% single-source and 40% competitive tendering with a total value of some $5 million. Decisions and recommendations affect the cost, quality and timely delivery of electrical and electronic engineering products acquired fo­r Canadian government departments and could cause minor delays in their programs.

A1/50

Contacts

Contact is required with employees such as Sales Managers of private industry to reach agreement on contract terms and conditions such as profit margins, discounts, overhead costs and markups and to resolve contract administration problems.

B2/90

Managerial Responsibility

There is no substantive responsibility for work performed by other employees.

-/O

Duties

% of Time

• Plans and coordinates materiel management support for regional headquarters and 70 points of service by:

55

• interpreting and applying central agency and departmental policies and guidelines;
• examining departmental programs and consulting with regional officials to identify and plan action to satisfy the requirement for goods and services;
• developing and implementing systems and procedures for regional application;
• providing staff at regional headquarters and points of service with advice and assistance on materiel management matters;
• overseeing the maintenance of an automated assets management system (for an inventory of $6 million), records such as purchase and transfer data and costing, and reference material such as Supply and Services Canada (SSC) supply bulletins, customer directives, catalogues and service manuals;
• conducting annual physical inventories of major assets; reviewing stock shortages and unserviceable, obsolete or surplus equipment; and recommending trade-in, disposal or write-off action, as appropriate, in accordance with government regulations;
• consulting with service outlets and operating staff to forecast probable effective life of major equipment;
• developing and reviewing monitoring and reporting systems;
• forecasting staff, space and financial requirements; documenting annual estimates; and implementing approved allocations;
• preparing inventory and other reports as required; and
• visiting points of service to assess materiel management efficiency, providing advice and guidance to managers, and initiating improvement projects as appropriate.

% of Time

• Plans, organizes and controls regional procurement services valued at $900,000 annually to satisfy user requirements by:

• reviewing purchase requisitions for accuracy, completeness, entitlement, funding and adequate product description and assigning priorities;
• assessing the most appropriate product and method of supply within budget considerations and initiating procurement;
• liaising with officers of the SSC Regional Supply Centre to ensure an appreciation of departmental requirements for items purchased through SSC;
• selecting appropriate suppliers through a tendering process or through Standing Offer Agreements for items purchased directly;
• providing advice in the negotiations of complex and single source requirements;
• developing and maintaining an economical system for shipment or transfer of materiel to regional sites; expediting delayed shipments; tracing lost shipments; and preparing documented claims to carriers for damage or loss;
• coordinating storage facilities for regional materiel;
• studying trade journals and conferring with sales and service representatives of potential regional suppliers to determine price and availability for goods and services required; and
• developing annual and multi-year estimates for regional materiel expenditures.

30

• Coordinates the management and maintenance of the region's motor vehicle fleet of 30 vehicles valued at approximately $300,000 by:

• informing operators of their responsibilities in the operation of government owned vehicles and enforcing the regulations of the government's Fleet Management Information System (FMIS) and National Credit Card System for Motorized Equipment;
• reviewing records of operating and maintenance costs and recommending preventative maintenance, remedial action or vehicle replacement; and
• analyzing records and consulting with operators and servicing agencies to forecast the probable effective operational life of each vehicle.

5

• Assigns and checks work of three employees, establishes procedures, provides instruction in work methods and procedures, adjusts work flow and priorities to meet demands, evaluates performance, establishes training needs and signs appraisals.

5

• Performs other duties such as representing regional materiel management concerns on committees and task forces.

5

Specifications

Degree/

Points

Knowledge

The work requires a good knowledge of central agency and departmental policies, regulations and procedures governing materiel management practices and motor vehicle fleet operation and maintenance; of regional organization and the programs requiring materiel management support; and of the the organization and operation of the SSC Regional Supply Centre. It requires sufficient knowledge of the goods and services acquired to discuss requirements and problems effectively with suppliers and SSC officers; of road and rail shipping operations to distribute supplies and equipment to 70 points of service; of financial matters to prepare annual estimates, control expenditures and process documents.

2/100

Decision Making

The work requires making decisions in interpreting departmental and central agency materiel management policies and regulations for application throughout the region, in determining appropriate sources of supply and transportation, in evaluating tenders, in approving contracts within limits of delegated authority up to $15,000, in coordinating storage facilities, and in instituting trade-in or write-off action. While most decisions are made in accordance with established procedures, modification of established methods is necessary to solve some operational problems within the region. Expert advice is available from central agencies or departmental headquarters.

131/100

Recommendations are made to the Regional Manager, Administrative Services concerning the adoption of improved systems, the approval of contracts exceeding delegated authority, the amendment or termination of contracts and standing offer agreements, and the trade-in, write-off or disposal of equipment. Decisions and recommendations affect the timely acquisition of goods and services (unstocked items such as office equipment and motor vehicles) valued at $900,000 annually, their distribution to 70 points of service, the maintenance of the region's motor vehicle fleet of 30 vehicles, and the control of an inventory worth approximately $6 million.

Contacts

The work requires contracts with sales and service representatives of suppliers to obtain agreement on contract terms and conditions and with sales and service representatives of transport companies and vehicle service organizations to obtain corrective action for lost or damaged shipments.

81/71

Managerial Responsibility

The work requires assigning, checking and evaluating the work of three clerical employees as well as establishing procedures and adjusting workflow and priorities.

A/15

Duties

% of Time

• Plans and organizes the work of the four sections of the Stock Control Unit, the Document control, Stock Records, Stocktaking and Local Purchase Sections engaged in processing, posting and verifying stores accounting documents to ensure that adequate stock control records are kept and established procedures are followed by:

• establishing office methods and procedures and interpreting and implementing central agencies and departmental directives;
• assigning areas of responsibility and providing guidance and instruction to four section supervisors;
• reviewing and analyzing the workload of each section, establishing work schedules and assigning priorities;
• investigating complaints concerning the operation or procedures and making necessary changes to ensure the service provided meets departmental goals;
• estimating and recommending staff and physical resource needs to meet anticipated requirements; and
• reviewing stock control documents for accuracy, completeness, entitlements, adequate product description and ensuring that corrective action is taken when discrepancies occur.

40

• Recommends, coordinates and implements revisions to established methods and procedures concerning the actioning, flow and retention of supply documents by:

• participating in management meetings to discuss procedural problems and offer solutions;
• recommending for approval by headquarters amendments to directives and instructions governing stores accounting methods and procedures;
• analyzing and interpreting instructions regarding supply procedures changes, ensuring office manuals and instructions are amended; and

20

% of Time

• advising sub-staff and others concerning approved procedural changes, discussing implementation and checking sample of completed work to ensure compliance.

• Expedites urgent issues by:

• establishing priorities and liaising with other branches or units to ensure that issue dates are met;
• hastening delivery of items purchased through SSC; and
• procuring items through Local Purchase within imposed financial limitations.

10

• Supervises through four subordinate supervisors a staff of 18 military and civilian employees by:

• establishing work standards, allocating employees to meet changing workloads;
• assessing performance, discussing performance appraisals and recommending disciplinary and promotion action; and
• advising and counselling employees and arranging for training activities.

20

• Performs other duties such as writing reports and conducting correspondence in-house and with outside agencies; compiling monthly statistics on receipt, stock, inventory and distribution documentation actions; reconciling distribution accounts; creating or updating position descriptions and participating in selection boards.

10

Specifications

Degree/

Points

Knowledge

The work requires a good knowledge of depot operations and organization and the regulations, procedures and practices associated with the work of the Stocktaking Group, Document Control Group, Stock Records and Local Purchase Sections as well as knowledge of Headquarters and central agencies stores accounting systems and procedures and reporting systems.

2/100

Decision Making

The work requires making decisions in planning and organizing the work of the four sub-sections of stock control, in interpreting directives and in adjusting procedures to meet changing circumstances. Initiative and judgement are required to identify problems and recommend changes to established methods. Recommendations are made to the Supply Administration and Systems Officer. Decisions and recommendations affect the efficiency of the supply depot which processes approximately 500,000 items annually with a value of $700 million. Expenditures requiring an increase in operating costs must be approved by higher authority.

B1/100

Degree/

Points

Contacts

The work requires contact with employees within the department to give or obtain information concerning supplies, or supply procedures and documentation requiring discussion and explanation.

A1 / 30

Managerial Responsibility

The work requires planning, organizing and controlling the work of 18 military and civilian employees in the four sections responsible for stock control at a Canadian Forces Supply Depot. There is a requirement to allocate employees to meet changing workloads, assign priorities, establish and modify procedures, assess performance, recommend discipline and arrange training programs.

C / 70

Bench-mark Position Number: 9

Descriptive Title: Contract Management Officer,

Industrial and Commercial Products Directorate

Level:   3

Point Rating: 350

Duties

% of Time

• Plans and conducts the procurement of a wide range of commodities in the clothing, footwear and furniture fields on behalf of Canadian government departments and agencies, through the CCC, foreign governments and agencies in accordance with central agency policies, regulations and procedures by:

• providing input into and, as required, participating in the formulation of Method of Supply decisions on which Branch commodity plans are based;
• participating, when required, in meetings with SSC planners and customer officials to develop optimum procurement plans;
• reviewing product specifications and technical data, estimating costs and conferring with customer officials to eliminate ambiguities, reach agreement on funding, and ensure that requirements are defined clearly and, whenever possible, permit competitive tendering;
• assessing technical and financial risks and the need for special contractual provisions such as performance incentives, security deposits and assessing potential socio-economic impact in order to determine the most effective bid solicitations and procurement techniques;
• developing contract management plans including reporting arrangements, design changes, cost verification and delivery schedules;
• participating in formal meetings with customer departments and agencies to assist in the administration of complex contracts;
• locating or establishing sources of supply in the assigned industrial field and assessing contractor capabilities;
• arranging for the preparation of bid solicitations, requests for proposals and requests for quotation which express customer requirements;
• analyzing bid components to select that which best satisfies customer requirements and procurement policies;

75

% of Time

• resolving technical problems occurring during the pre-production or production phase with DND, RCMP, CSC, other civilian departments and/or Clothing Advisory Group;
• analyzing and negotiating all cost elements, markups, profit margins and published prices and reaching agreement with suppliers on contract terms;
• determining the most appropriate contract type and approving contracts and contract amendments within delegated authority and recommending approval of those exceeding those limits;
• administering contracts and formal agreements from date of award to acceptance of goods and services and required audits;
• monitoring progress and ensuring the validity of process claims before approving program payments;
• controlling design change requests; evaluating and reaching agreement on changes in price and delivery schedules; and amending contracts as necessary;
• expediting the delivery of government supplied equipment and crown owned tooling to prevent disruption of the production schedule;
• terminating contracts when programs are reduced or cancelled or contractor is unable to complete work satisfactorily;
• recommending to the Contract Settlement Board a basis for settlement payment claims;
• negotiating the return or acceptance of marginally unsatisfactory goods with the supplier and customer department; and
• monitoring crown owned tooling inspections and return of tooling, initiating claims against the supplier where mishandling of crown owned tooling is evident.

• Develops and maintains effective working relationships with customer and inter-program departments, commercial organizations and foreign governments by:

• advising customer department design and inspection authorities of alternative ways of satisfying requirements to ensure awareness of all options;
• explaining bid solicitation and contractual conditions to customers and giving advice on time, cost and performance ramifications such as warranties and quality assurance;
• informing departments concerned with socio-economic programs of the effects which can be achieved by using procurement to further such programs;
• contacting officials of Canadian and foreign governments to clarify specifications and resolve procurement and delivery problems; and
• advising suppliers on government bid solicitation and contracting regulations and procedures, as necessary.

15

% of Time

• Verifies the capacity and capability of commercial organizations in the assigned industrial field to ensure continued maintenance of adequate sources of supply by:

• maintaining current facility evaluation survey reports on commercial organizations in the assigned field;
• reviewing departmental source lists for the area and supplementing them with those of other sources such as Regional Industrial Expansion;
• assessing the technical and manufacturing capabilities of selected suppliers through personal knowledge of the clothing and textile industry, Canadian manufacturing methods, production techniques and marketing practices and pricing; and
• checking on domestic and foreign product availability in the assigned area.

• Performs other duties such as preparing reports and correspondence; assisting in preparing training seminars; and providing advice and guidance to junior contracting officers.

5

5

Specifications

Degree/

Points

Knowledge

The work requires a good knowledge of central agency procurement policies, regulations and procedures; of cost analysis; and of cost and pricing factors such as labour and material costs, overhead and profit margins. It also requires an in-depth knowledge of the clothing, footwear and furniture industry, the commercial suppliers, manufacturing methods, production techniques, marketing practices and the relation between production volume and cost benefit.

3/140

Decision Making

The work requires the making of decisions in assessing bids, in selecting sources of supply, in analyzing contract cost elements such as labour rates and overhead, in reaching agreement with suppliers on contract terms and conditions, and in assessing contractor performance. The position has delegated contract approval authority up to $100,000 competitive tender, $50,000 negotiated and $20,000 aggregate amendments; and recommending approval of those above these limits to the Senior Contract Management Officer (SCMO). Recommendations for "ex gratia" or other contract settlements are made to the Contract Settlement Board. The work requires a moderate degree of initiative and judgement as the resolution of some problems could require modification of existing methods but the SCMO is readily available to provide advice or assistance should the proposed solution not be within the intent of present practice. The majority (70%) of the contracts are the result of competitive tendering rather than the more complex single-source contract negotiations. Recommendations are made to the SCMO. Decisions and effective recommendations have a significant impact on the product, resource and contin­gency costs of some 150 contractual documents worth more than $15 million annually including value of government supplied material, on the timely satisfaction of customer requirements and on commercial organizations in the product field.

A2/101

Contacts

The work requires contacts with officers of commercial organizations ranging from Sales Managers to Presidents of medium-sized firms in the clothing, footwear and furniture fields to reach agreement on contract terms and conditions.

B3 /109

Managerial Responsibility

There is no substantive responsibility for work performed by other employees.

-/0

Duties

% of Time

• Develops and adapts policies and procedures on all aspects of materiel management of a wide variety of supplies and equipment including the procurement of professional and technical services for uniform application throughout the department by:

40

• reviewing and analysing current policies and procedures and identifying deficiencies and particular operational problems, from personal knowledge and experience, and through discussions with officers concerned;
• reviewing, in the light of service requirements, recommendations from the regions, audit reports and central agencies for changes in existing policies and procedures;
• meeting with senior departmental officers to obtain additional information and clarification with respect to their recommendations for policy and procedural changes;
• assessing the implications and costs of proposed policy and procedural changes;
• assembling and examining statistical data, files, and reports, to determine the need for, and scope of, new or revised policies and procedures;
• discussing with materiel management officers in other government departments their policies and procedures with a view to adopting and adapting those which have proved to be most effective;
• liaising with senior departmental officials to ensure that there are no conflicting policies and procedures in areas of shared responsibility;
• discussing policy and procedural proposals with officers of TBS and SSC (including Disposal Operations) to ensure conformity with government policy and guidelines and with departmental officers to ensure that regional policies and procedures do not conflict with proposed modifications;
• drafting and recommending revisions to existing policies and procedures and the introduction of new ones, to overcome problems and achieve greater efficiency and consistency; and

% of Time

• preparing final policy documents for approval of senior management.

• Prepares additions and amendments to policies and procedures for inclusion in departmental materiel management manuals by;

• reviewing departmental manuals and rewriting and clarifying any segments that may be considered contradictory or ambiguous, or insufficient;
• reviewing departmental manuals to determine areas where comment on related policy does not appear but should be included;
• drafting new sections, amendments, or additions, submitting them to interested officers for comment, and then editing for final approval; and
• interpreting policies, guidelines and directives received from TBS or other central agencies, adapting if necessary to departmental requirements and operations, and ensuring prompt inclusion in the departmental manuals, or dissemination by internal directives.

35

• Provides an advisory service on materiel management policies and procedures by:

• developing and maintaining effective communication with senior officials at Headquarters, with departmental field staff and with other departments (such as SSC) and providing advice and guidance on-the interpretation and application of policies and procedures;
• representing the Division, Branch or Department, as required, on internal or interdepartmental committees;
• determining the need for, and preparing explanatory directives or circular letters to clarify the interpretation and application of policy and procedures and in particular for problems affecting departmental services; and
• visiting field offices to discuss problems encountered in the implementation of new and revised policies and procedures.

15

• Performs other duties such as assisting in the development of the departmental training program on materiel management and preparing and delivering various modules within this program.

10

Specifications

Degree/

Points

Knowledge

The work requires a thorough knowledge and understanding of TBS policies and guidelines on materiel management and the procurement of services applied within the department, including procurement and contracting procedures, computer and other systems for financial and inventory control, codification and cataloguing, stores operations, materiel authorizations and entitlements, and surplus assets disposal. A knowledge of related legislation and government contract regulations is also necessary, particularly as

3/140

Degree/

Points

applied to matters of policy. Also essential is a thorough knowledge of the organization, functions, and overall objectives of the department and the supply policy and procedures of SSC (including Disposal Operations). There is a requirement for knowledge of the analysis and resolution of policy problems, and of clear and concise writing techniques in the preparation of material for the departmental Materiel Management Manual, directives, and instructions.

Decision Making

The work requires the making of decisions on those policies and procedures governing materiel management including the procurement of services which are in need of review and on the adaptation and revision, or introduction of new policies and procedures to meet the particular needs throughout the department.

B2/150

Decisions must also be made on the need for and the content of materiel for inclusion in the Department's materiel management manuals, as well as on the need for supplementary directions and instructions on policy and procedural matters. Recommendations for changes in policies and procedures are made to the Section Head, Materiel Management Policy, and discussed further with officials concerned, if necessary, before implementation. Decisions and recommendations contribute to the efficient and effective management of materiel resources and the procurement of services throughout the department.

Contacts

The work requires contact with senior officials in the department to interpret policies and procedures and to obtain their views and concurrence on proposed changes.

B1/71

Managerial Responsibility

There is no substantive responsibility for work performed by other employees.

-/0

Duties

% of Time

• Plans, organizes, conducts and monitors contracting activities for a diversified range of services, such as professional and consulting services, facilities maintenance and janitorial services, construction projects and leases for Departmental Headquarters components to ensure that such activities obtain best overall cost in accordance with Government Contract Regulations and consistent with Government and departmental policies and objectives by:

50

• conferring with the Technical Authority in the formulation of proposed projects, the establishment of factual cost estimates and in the development of project definitions to eliminate ambiguities and reach agreement on the Terms of Reference;
• reviewing and analyzing contracting requests, specifications and related data with the Technical Authority to ensure maximum contracting efficiency in terms of price, delivery and technical suitability of service and equipment;
• reviewing the proposed method of evaluation and the evaluation criteria to be used to determine the successful contractor and approving if reasonable and equitable to all potential contractors;
• determining the most cost effective contracting method to be used, identifying potential problem areas, and discussing the most appropriate alternative with the Technical Authority;
• locating potential sources of supply, meeting with potential contractor representatives to assess capabilities and selecting and/or qualifying contractors on invited tenders/requests for proposals;
• determining the most appropriate contract type and developing special contract clauses to reflect the conditions and circumstances of the work/services to be performed;
• overseeing the preparation and promulgation of invitations to tender and/or requests for proposals;

% of Time

• chairing pre-tender briefings with the Technical Authority and prospective contractors, clarifying requirements and reviewing and resolving any requests for changes in tender documents relating to plans, terms, conditions and specifications;
• chairing public and closed tender opening committees to officially open and record bids received;
• developing and overseeing the preparation and promulgation of addenda to tender documents and determining the viability of extensions to the tender period;
• evaluating tenders/proposals received, verifying tender audit data; identifying those items within the proposals which require further clarification and/or possible negotiation, obtaining the additional information required from the Tenderer and determining which tenders/proposals can be submitted to the Technical Authority for further evaluation;
• analyzing cost elements, mark-ups, profit margins and published prices to determine an acceptable basis for contract discussions and negotiations;
• negotiating and reaching agreement with Contractors on contract terms and conditions, approving and awarding contracts within delegated authorities, and recommending for approval to higher levels of delegated authority where required, preparing and submitting in collaboration with the Technical Authority, Treasury Board and Contract Review Committee submissions for contract approval;
• notifying unsuccessful bidders and explaining the rationale for selection;
• determining, formulating and monitoring the preparation of the appropriate contract and ensuring that all pertinent clauses, terms, conditions and specifications are contained in accordance with both the Terms of Reference and the accepted proposal;
• controlling requests for amendments to ensure agreement on changes in the scope of work, price and delivery schedules and amending contracts as necessary;
• arranging contract termination when programs are reduced or cancelled or contractor is unable to complete the work satisfactorily; and
• recommending a basis for settlement of extras, or ex gratia payment claims.

• Develops and maintains effective communications and working relations with Departmental Technical Authorities, Regional Offices of Materiel and Contracting Services, Government Central Agencies and private sector by:

• informing, briefing and instructing Departmental Technical Authorities on government and Departmental policies and procedures, Government Contract Regulations, Treasury Board directives and on their implications and application;

30

% of Time

• advising Departmental Technical Authorities on alternative ways of satisfying requirements and all available options;
• discussing contracting standards and procedures with representatives of SSC, Treasury Board, Public Works Canada and Department of Justice and facilitating contracting actions through these departments;
• conducting and assisting in negotiations in support of such factors as materiel, hourly rates, overhead and profits, basis and conditions of payment, professional and technical fees, performance and delivery criteria and other additional requirements related thereto;
• resolving differences in interpretation of the strategy or methodology arising during the progress of the projects between the Technical Authority and the contractor;
• advising contractors and other representatives of the private industry on departmental policies and procedures, Government Contract Regulations, Treasury Board directives and on their implications and applications to contracting situations; and
• recommending to Regional colleagues various courses of action with respect to contracting procedures to best satisfy the requirement at hand.

• Supervises one junior contracts officer by:

• developing goals and objectives and determining work priorities;
• monitoring productivity and performance;
• appraising performance and recommending promotion, transfer, discipline or other actions; and
• providing advice and guidance as required.

15

• Performs other duties such as representing the Contracts Division on committees and at meetings to assist clients served in planning their activities, developing project completion schedules and establishing work priorities to optimize degree and quality of service to be offered; and identifying and analyzing functional problems and recommending appropriate action or improvements to the Section Head.

5

Specifications

Degree/

Points

Knowledge

The work requires an extensive knowledge of contracting-out practices, of departmental and government policies, practices, procedures, legislation and regulations related to contracting within the federal government, in particular those involving construction and service contracting; a thorough knowledge of Government Contract Regulations and related policies and procedures, particularly as they apply and relate to departmental operations

3/140

and services by direct contract; a good knowledge of the organization, functions and overall objectives of the department, and the procedures to be followed in identifying requirements, analyzing cost, composing invitations to tender, evaluating bids, and negotiating contracts. A good knowledge of general materiel management concepts and techniques, of the nature and inter-relationships of trends and developments in contracting methods and procedures normally used in establishing prices for basis of payments, labour, overhead and rates of profit is also required as well as knowledge of the policies and practices of the services industry and in negotiating techniques.

Decision Making

The work requires judgement, initiative and discretion in managing and coordinating several diversified areas associated particularly with service contracting. Decisions are made in assessing bids, in selecting suitable sources, in selecting a supplier, in analyzing contract cost elements such as labour rates and overhead, in reaching agreement with suppliers on contract Terms and Conditions, and in assessing contractor performance. Decisions and recommendations are also made concerning the adequacy of client requirement descriptions; the most appropriate contract types, and in determining allowable and reasonable overheads, mark-up rates, discounts and profit elements when negotiating service contracts with sole source suppliers and when evaluating tenders which often contain many variables. The position has delegated contract approval authority up to $200,000 (competitive) and recommends approval of those above the limit to the Section Head. Recommendations for "ex gratia^- or other contract settlements or entering into sole source contracts over $30,000 are made to the Contract Review Committee; recommendations for entering into sole source contracts where the per diem rate exceeds the prescribed rate are made to the Minister. The work is normally performed independently within established departmental procedures. Recommendations made to the Section Head have a significant impact on the service, resource and contingency cost of approximately $12 million worth of contracts in one year of which 60% is by competitive tender and 40% negotiated. Decisions taken can effect substantial changes in costs and charges to the Department and contribute to the effectiveness of the user branch's program. Poor decisions can lead to embarrassment to the Minister and the Department, misuse of public funds, increased costs to the Department, delays in service delivery and possibly, litigation.

A2/101

Contacts

Contacts are required with Senior Officials of the business sector and private industry to obtain agreement in negotiating the terms of contracts such as allowable profits, discounts, exchange and mark-up, acceptable overhead and administrative costs, and in negotiating contractual changes concerning these and other factors such as price, warranty, delivery, specifications or special terms and conditions.

B3/109

Managerial Responsibility

The work requires establishing the objectives, determining the work priorities, and monitoring and appraising the performance of a junior contracts officer.

A/15

Degree/

Points

Decision Making

Decisions and recommendations are made concerning the adequacy of customer requirement descriptions; the most appropriate contract types, and in determining allowable and reasonable overheads, mark-up rates, discounts, purchase options and profit elements when negotiating production contracts with sole source suppliers and when evaluating tenders which often contain many variables requiring cost-benefit analysis and/or value judgements in assessing alternative offers. While guidance is available in the form of specialized staff advice with regard to overheads, the work is normally required to be performed independently. The majority of procurement actions undertaken deal with the more complex negotiated type rather than the competitive one. The position has delegated contract approval authority up to $100,000 competitive tender, $50,000 negotiated and $20,000 aggregate amendments. Decisions are also made in regard to selection of suitable sources, the selection of a supplier, and the terms and conditions which are included in tenders and contracts. The quality of administration of the contract can have a significant effect on cost, quality and delivery performance and may have serious repercussions on other programs if delinquent in any of these factors. In one year approximately $10 million worth of contracts are placed of which 355 is by competitive tender and 65% negotiated.

B1/100

Contacts

Contacts are required with representatives of industry and trade associations to obtain agreement in negotiating the terms of contracts of a complex nature such as allowable profits, discounts, exchange and mark-up, acceptable overhead and administrative costs, and in negotiating contractual changes concerning these and other factors such as price, purchase options, warranty, delivery, specifications or special terms and conditions normally associated with production contracts.

C2/131

Managerial Responsibility

Theree is no substantive responsibility for work performed by other employees.

-/0

Duties

% of Time

• Manages the national materiel assets management services to ensure control and accountability of approximately $1.7 billion of materiel assets located throughout the Department across Canada by:

30

• analyzing and assessing TBS and SSC materiel assets management policies, directives and procedures to determine their impact on the Department's national operations;
• developing a general set of goals and objectives, and establishing priorities, for headquarters, regional and district user operations to facilitate effective implementation and ongoing operation of the national materiel assets management services;
• researching new and automated assets management techniques and methods, to reduce paperwork and improve the management of materiel assets;
• meeting with supply officers of U.S. government (GSA) and materiel management and other officers of private industry to discuss systems relating to effectiveness, utilization and security of material assets and to exchange ideas and study new approaches;
• developing the Department's Annual Materiel Assets Management Control and Accountability Guidelines and Instructions, issued to all responsibility managers to ensure user understanding of government and department objectives and to promote greater control and effective accountability of materiel assets;
• conducting training courses, management briefings, etc., in order to generate positive attitudes towards the efficient and effective control and accountability of materiel assets on charge to the Department; and
• analyzing assets management reports and instituting measures to ensure compliance with the materiel assets management program.

Degree/

Points

Support and affect the efficient and effective use and disposal of materiel throughout a large decentralized department, which utilizes a diversity of technical and other equipment, and the economical management and disposal of assets within limited resources.

Contacts

The work requires contact with senior officials of other departments on interdepartmental committees and working groups concerned with materiel assets management to provide expertise on departmental systems in operation and substantial advice on the implementation of similar systems in other departments since the department is a frontrunner in such systems as those used in motor vehicle fleet management.

B2/90

Managerial Responsibility

The work requires planning, organizing and evaluating the work of the Materiel Disposal Officer and the Materiel Assets Coordinator along with 3 clerical employees. There is a requirement to develop goals and objectives, establish priorities, monitor productivity, evaluate performance and provide advice and guidance to the staff of the Materiel Assets Management unit.

B/40

Degree/

Points

Decision Making

Decisions with respect to the method of purchase, the extent of tender coverage, the scheduling of supplies to meet construction and maintenance program requirements and the selection or recommendations to SSC on the selection of contractors are required in support of regional operations. These decisions affect the quality of service provided to regional programs and the cost and timely delivery of a wide range of goods and related services (annual value of approximately $20 million) processed at the rate of approximate­ly 6,000 line items per month, delivered to all parts of the Region, including remote sites, and the provision of government supplied materiel to departmental contractors. Recommendations which affect the departmental materiel management policies and procedures are made to headquarters, and adaptations are made to these policies and procedures to meet the requirements of the Region as a result. Decisions and recommendations result in the development or modification and implementation of appropriate systems and procedures to ensure the effective acquisition, storage, distribution, use and disposal of depart­ mental materiel. Total materiel assets are valued at approximately $18 million. Decisions are also made with respect to the utilization and direction of staff and the development and conduct of materiel management training program. Recommendations are made to the Regional Director, Corporate Management and to the Director of Materiel Management at headquarters.

B2/150

Contacts

The work requires contacts with officials of supplier organizations to reach agreement concerning large contracts (e.g. for building materials) as well as with officials of transportation companies to negotiate the arrangements for the delivery of materiel to remote northern sites (e.g. by the chartering of aircraft).

B3/109

Managerial Responsibility

The work requires planning, organizing and evaluating the work of a regional Materiel Management unit consisting of two Procurement Officers, a Storeperson and two Clerks. Responsibilities include setting priorities, assigning work, estimating personnel, financial and other resources and evaluating performance.

B/40

Duties

% of Time

• Plans the procurement of a wide range of electronic systems such as aircraft instrument landing systems, information processing systems, detection systems, command, control and communications systems, and their associated control software, spares, manuals, training and engineering support on behalf of Canadian and foreign government departments and agencies to ensure that purchase requirements are realistic and permit effective purchase action in accordance with government policies and regulations, by:

20

• conferring with customer department staff to ensure that technical specifications are clear and accurate, to explain anticipated procurement problems and their possible effects, to discuss alternatives, and to reach agreement on funding requirements;
• examining the need for special contractual conditions such as performance incentives and assessing potential socio-economic impact;
• developing a management plan which includes arrangements for contractor reporting and contract monitoring by headquarters and/or by regional field contract administrators;
• identifying potential supply sources from existing source lists, trade directories or personal knowledge or, when no source lists exist, issuing letters of solicitation and assessing their technical and manufacturing capabilities through formal field facility evaluations and plant inspections; and
• selecting the most appropriate procurement method and directing the issuing of solicitation documents which clearly express customer department and SSC requirements and government socio-economic priorities and objectives.

• Conducts procurement action to obtain engineering products for customer departments at lowest total life cycle cost consistent with government objectives and within acceptable time and quality limits by:

30

% of Time

• evaluating competitive tenders against predetermined criteria to select the one which best fulfills total requirements and negotiating options where appropriate;
• reviewing sole source submissions for production, repair and overhaul, or research and development contracts to assess contractors' proposals and validate key requirements such as delivery schedules;
• determining the type of contract to be issued such as incentive or firm price;
• negotiating with suppliers to reach agreement on all contract terms and conditions including cost, quality controls, incentives and delivery schedules;
• ensuring that contract requests and amendments accurately and concisely reflect contract terms, and structuring contracts which accurately reflect negotiated and approved terms and conditions;
• conferring with departmental legal officers to ensure that terms and conditions incorporated in contracts and Formal Agreements, when used, are consistent with those negotiated; and
• approving competitive and sole source contracts within delegated approval limits; recommending approval and supporting contract requests submitted to higher authorities for approval, such as Contract Quality Approval Board, Departmental Management Committee and Treasury Board.

• Administers contracts from date of award to date of acceptance of products by:

• managing the contract to ensure performance by all parties to the contract, including the contractor, client, quality assurance, and financial authorities;
• resolving differences of interpretation between contractor and customer department;
• using statistical records and control systems to record and control various aspects of contract performance and to anticipate problems;
• monitoring progress and ensuring the validity of progress claims before approving progress payments to ensure claims accurately reflect progress of the work and contractors costs;
• estimating the effects of design changes proposed by customer department or contractor on delivery schedules and costs and negotiating revised costs and delivery dates;
• instituting engineering change control procedures, evaluating proposed changes and negotiating revised costs;
• monitoring the delivery of government furnished equipment (GFE) or government supplied materiel (GSM) to prevent disruption to production schedules;
• reviewing with customer departments any contractor requests for extension of delivery dates, determining cause of delays, probable consequences and available options, and amending contracts;

35

% of Time

• evaluating and, if warranted, approving contractor's application to sublet a portion of the prime contract;
• determining the availability of and, if warranted, authorizing or recommending rent free use of government-owned tooling or test equipment already located in contractor's plant for another contract;
• assessing contractor's requests for capital assistance, determining entitlement in accordance with departmental policy and, if warranted, recommending approval;
• establishing, where necessary, the use by the contractor of inventory control procedures for government-financed spare parts used in repair and overhaul work; and
• reviewing government-owned accountable advance inventories regularly to remedy discrepancies and adjust inventory levels.

• Conducts post-contract clean-up activity to resolve problems outstanding after acceptance of goods from contractor by:

• arranging for and analyzing Audit Services Bureau cost audit reports to identify areas of dispute and to propose solutions;
• negotiating final contract cost settlements, obtaining Financial Review Branch agreement and directing the issuing of confirming documents;
• determining and recommending appropriate arrangements for the disposition of government-owned tooling and test equipment, and surplus material or supplies on loan to the contractor;
• examining and recommending solutions to claims for extra or "ex gratia­” payments; and
• negotiating contract amendment or termination when programs are reduced or cancelled or when the contractors are unable to complete work satisfactorily and developing alternative means of providing the products.

5

• Assigns, checks and evaluates the work of a clerical assistant.

5

• Performs other duties such as:

• providing technical advice to the Centre's cost analyst and assisting more senior officers in annual rate negotiations;
• maintaining effective working relationships with officials of Canadian and Foreign government departments and commercial organizations in the assigned industrial sector; and
• performing duties of a more complex nature such as developmental training under the direction of the Section Chief.

5

Specifications

Degree/

Points

Knowledge

The work requires an advanced knowledge of the principles and practices of electronics and related technologies, and a thorough knowledge of Canadian government procurement policies, regulations, procedures and the interpretations placed on these policies. It requires a good knowledge of government organization and industrial assistance programs; an advanced knowledge of the facilities, capabilities and potential of the major commer­cial organizations in the assigned field of electronics, the industry's technology and production techniques, and cost analysis, general and cost accounting concepts. This knowledge is required in preparing and interpreting complex technical specifications, selecting contractual terms and conditions, negotiating often politically-sensitive contracts at formal meetings in contractors' plants, resolving technical problems, and monitoring the transportation and delivery of shipment.

4/180

Decision Making

Decisions made in planning and administering procurement action and in conducting competitive tendering and post-contract clean-up action are based on usually well-defined government policies and regulations. However, many customer requirements can be satisfied only by single-source procurement actions which require difficult and complex face-to-face formal negotiation at the company's head office and often involve areas where procurement policy is not defined clearly. The Section Chief is available at headquarters to obtain and provide policy interpretations and may, on occasion in very complex and contentious negotiations, act as team leader. The position is delegated contract approval authority up to $100,000 competitive tender, $50,000 negotiated and $20,000 aggregate amendments, and contract signing authority up to $500,000 competitive tender, $250,000 negotiated and $100,000 aggregate amendments. Recommendations are made to the Section Chief on contract type, rent-free use of government equipment and solutions to claims for "ex gratis" payments. Decisions and recommendations affect the total life cycle cost of a range of complex electronic systems and associated software, spares, manuals, training, and installa­tion engineering support, some of which require significant equipment design activity. Of the yearly average of some 30 contracts and 40 contract amendments, approximately 50% are negotiated single source to Crown specifications. In an average year there is a requirement to issue an average of $30 million new contracts and administer several hundred million dollars of active contracts many of which are multi-year procurement projects.

132/150

Contacts

The work requires contact with Directors and Vice-Presidents of Engineering, Finance, Manufacturing and Marketing and, on occasion, with Presidents of industrial organizations to negotiate contracts and contract amendments and to resolve contractual problems; and with Division Chiefs and Colonels of Canadian customer and program departments and foreign governments to resolve such problems as design changes, capital assistance, funding, delivery schedules, sales tax, custom duties and shared costs.

C3/150

Managerial Responsibility

The work requires assigning and checking the work of one employee and evaluating performance.

A/15

Bench-mark Position Number: 17

Descriptive Title: Section Head, Materiel Identification,

Supply Systems Division

Level:   4

Point Rating: 509

Degree/

Points

Contacts

The work requires contact with officials of NATO countries and of industries in other

countries involved in multi-national defence projects. There is a requirement to

represent Canada at international conferences and meetings to ensure that Canada's

requirements for a bilingual and automated system under the complex NATO codification

system are met. The cataloguing system is not a common catalogue but includes precise

technical information and supply and manufacturing information necessary to ensure supply

of the correct item while also ensuring interoperability with other NATO countries and the

ability of the Canadian Forces to meet its operational commitments. There is a

continuing requirement also to persuade officials in industry to use the NATO system in

identifying and numbering items to be purchased by the Department.

B3 / 109

Managerial Responsibility

The work requires planning, organizing and controlling the activities of the Materiel

Identification Section consisting of approximately 60 positions through 4 subsection

supervisors each responsible for a similar organization. There is a requirement to

allocate staff to meet changing workloads, develop operating plans and procedures,

provide direction and guidance to employees, evaluate staff performance and ensure

discipline.

C / 70

% of Time

• reviewing, prior to execution, all agreements being entered into by the department to ensure that the legal position of the Crown is protected, that the intent of the parties involved has been correctly stated and that adequate safeguards have been established;
• representing the Department in negotiations with contractors to establish contractual terms and conditions such as allowable profits, overhead and administration charges, level of performance and delivery;
• negotiating with outside organizations (i.e. provincial governments) the contractual arrangements for joint study and research projects and the loan of equipment;
• assessing and approving, or recommending the approval of, contracts in accordance with the provisions of the Government Contract Regulations;
• monitoring all facets of the government restraints and energy conservation programs to ensure adherence to requirements with respect to vehicle size, scales of entitlement, controlled purchasing of materiel, etc.; and
• developing and recommending, to the Assistant Director, Materiel Management, solutions to procurement problems and changes to procurement policies and procedures.

• Manages a logistics support service to ensure the provision of northern logistics services to field parties while proceeding to or from and while operating in the field, the custody and disposal of surplus materiel, the loan of equipment and the control of the departmental fleet management system by:

• planning and negotiating with officers of MOT and commercial carriers the movement of departmental equipment and supplies to Arctic sites via MOT sea lift;
• planning and coordinating the provision of accommodation and transportation for personnel, supplies and equipment as required by field parties with the Canadian Armed Forces, DEW Line and U.S. Department of Defence;
• arranging for support services to foreign governments and other government departments with establishments in remote areas, for accommodations, storage, handling and movement of equipment and supplies, including aviation gasoline and provisions;
• representing the Department on interdepartmental committees on northern logistics matters;
• reviewing forecasts of future field activities to ensure availability of appropriate logistic support;
• analyzing problems concerning policy and procedures and recommending solutions;
• analyzing information with regard to the timely delivery of all materiel to be included in the sea-lift;

20

Degree/

Points

Decision Making

Decisions and effective recommendations are required in the planning, organization and control of departmental procurement activities including the provision of northern logistics services to field parties in the North and the control, allocation, repair, maintenance and disposal of vehicles and equipment; the provision of specialist advice to senior officers of the department on procurement matters; the development of inputs to procurement policies and procedures; and the deletion of suppliers from departmental source lists. Decisions are also made in establishing initial and reorder stock levels, in negotiating contractual terms and conditions with suppliers and in approving contracts in accordance with the provisions of the Government Contract Regulations up to $200,000. Recommendations are made to the Assistant Director, Materiel Management. Decisions and recommendations affect the cost, quality and delivery of materiel and services to meet the operating requirements of the Department. The annual procurement value is approximately $175 million.

B2/150

Contacts

The work requires contact with senior officers of supplier firms to obtain agreement on contractual terms and conditions; and with provincial government and university officials to negotiate the details of contractual terms and conditions for the loan of equipment and the performance of study contracts.

B3 / 109

Managerial Responsibility

The work requires the management of the Procurement and Logistics Services Section (13 employees) through the Head of Procurement and Logistics, the Head of Support Services and the Vehicle Fleet Supervisor. There is a requirement to plan and adjust workloads, to set performance standards, goals and objectives, to develop and implement procedures, to evaluate performance of unit heads and to carry out personnel-related responsibilities.

C / 70

% of Time

• providing an implementation plan for the financial, procurement and logistics aspects to the Project Manager including input in the following areas: acquisition plan, foreign involvement, maintenance package required, identification of Initial Provisioning requirements, total approved project costs, cash phasing contract demands, cost breakdowns, financial coding, etc.;
• establishing through visits, meetings and correspondence that departmental interests such as quality assurance, maintenance, training, etc., are adequately reflected in procurement documents;
• raising contract demands so that they provide clear and comprehensive statements of requirements and include clauses which will safeguard the department, provide effective control over the financial and procurement action, and ensure timely selection and delivery of materiel;
• discussing contract demands for major equipments, systems, and complex elements of a project with the Project Manager or Section Head;
• ordering and controlling the supply of Government Supplies Materiel (GSM) to meet the scheduled requirements of the prime contractor;
• signing the contract demands raised for assigned projects and forwarding them to SSC;
• working closely with SSC during the tendering phase, and in the evaluation of tenders (in conjunction with engineering and operational staffs), determining and advising on quality/cost trade-offs during the review of proposals/tenders, and replying for the department on tender's suitability;
• liaising with Initial Provisioning and R&0 staffs to ensure that timely action is taken so that spares and facilities will be ready to support the equipment or systems once they are delivered;
• reviewing Engineering Change Proposals and recommending rejection or acceptance taking into account cost contractual implications and schedule impact;
• continually reviewing the pace and progress of assigned projects and compliance with the stipulations of the contract emphasizing the cost, cash flow, status of delivery of materiel, movement of materiel, etc., and taking corrective action in conjunction with other concerned staffs;
• forecasting and amending milestones and cash flow in the DSP, Project Forecast, and Departmental Estimates for delegated projects; and
• reviewing draft Equipment Logistics Directives (ELDs) for completeness and accuracy and approving these directives or asking for revisions to be made.

• Directs and supervises staff:

• assigning responsibilities for specific projects and financial controls;
• providing guidance to subordinates, assessing training needs and recommending training;

10

Degree/

Points

Managerial Responsibility

The work requires planning, organizing and evaluating the work of 3 to 6 Procurement Officers and clerical staff assigned for the duration of different projects being undertaken. Responsibilities include estimation of assistance required for each project, distribution of the workload, control of finances, prioritization of tasks, monitoring and evaluation of performance and assessment of training needs.

B/40

Duties

% of Time

• Plans, coordinates and directs all operations of the Materiel Management Division of a decentralized department to ensure the effective and economic utilization of materiel management resources by:

30

• determining departmental materiel needs through consultation with senior managers at headquarters and in the regions;
• developing materiel management goals and objectives, priorities and operational plans;
• ensuring the development, analysis and implementation of departmental materiel management policies, systems and procedures on a department-wide basis;
• interpreting and applying central agency policy, directives, regulations and guidelines and supervising the preparation of departmental directives and other procedural documents concerning materiel management matters;
• liaising with users of materiel management services to obtain feedback and solicit input to modifications to departmental materiel management policies, systems and procedures;
• providing authoritative advice to managers at headquarters and in the regions on all materiel management matters;
• developing and coordinating materiel management training activities for users of services;
• controlling the human, financial and materiel resources of materiel management, including the establishment of budgets and budget controls and the establish­ment and maintenance of effective monitoring and reporting systems;
• monitoring materiel management activities and functions, supervising the conduct of feasibility studies or improvement projects to rectify problems and recommending corrective action;

Degree/

Points

Decision Making

Decisions and recommendations have a direct impact on the quality of service provided to departmental programs and operations serving the public at dispersed points of service across Canada. They are made in both the policy formulation and programs implementation aspects of materiel management support services provided to a headquarters organization with annual expenditures for materiel of $23 million, annual regional expenditures of $14 million and a national inventory of $36 million. Such decisions and recommendations affect national policies and practices for the supply of a wide variety of goods (approximately 5000 line items) and services (i.e. furniture and furnishings, office machinery and equipment, motor vehicles, EDP equipment and service contracts, personal service contracts, stationery and supplies, specialized forms, etc.) required in the day-to-day operations of the Department. The Chief exercises full signing authority for procurement requisitions and contracts up to $25,000. For contracts in excess of this amount and for regional contracts in excess of $50,000, recommendations are made to higher authority.

C2/200

In response to central agency policies, directives and guidelines, decisions and recommendations result in the development and application of new or revised systems and procedures in all areas of materiel management, in the implementation and maintenance of improved monitoring and reporting systems in regular assessments in terms of compliance and policy effectiveness of central agency policies, and in the ongoing analysis of materiel management systems and procedures to ensure that cost-effective practices are adopted throughout the Department, Recommendations are made to the Director, Administration Services.

Contacts

The work requires contact with senior officers in SSC, TBS and other departments to conduct consultation concerning departmental materiel management policy matters and with representatives of provincial and territorial governments and of transportation companies to negotiate warehousing and distribution services for remote areas.

C2/131

Managerial Responsibility

The work requires the direction of the staff of the Materiel Management Division (17 employees) through the Head of Procurement and Distribution Services, the Head of Regional Support and Materiel Coordination Services, and the Policies and Procedures Officer. It is necessary to establish goals, assign workload and priorities, appraise performance, control the budget, oversee the selection and training of personnel and resolve personnel problems.

C/70

Bench-mark Position Number: 23

Descriptive Title: Section Head, Procurement Policy

Level:   6

Point Rating: 740

% of Time

• preparing and presenting and/or directing the presentation of briefings or the issuance of directives, procedure manuals or other explanatory documentation and monitoring or directing their implementation by Directorate/Departmental procurement personnel to ensure approved policies, strategies and objectives are clearly understood and acted upon;
• advising senior departmental officials and/or responding to queries concerning procurement policies;
• identifying areas or aspects of procurement programs/practices which require review;
• planning, implementing and directing policy research activities, including research into relevant precedents, practices and policies presently or previously in effect within the department, other departments or industry; and
• analyzing the Department's operational plans and objectives (short and long term) in order to develop, promote and implement procurement policies on a proactive basis.

• Represents the department in the development, negotiation, acceptance, implementation and evaluation of major government initiatives affecting procurement operations throughout the Federal Government by:

30

• ensuring departmental/government policies, programs, plans and initiatives are responsive to the political, economic and social sensitivities surrounding defence procurement;
• identifying and reporting to senior management on government initiatives and policies (e.g. Common Services Policy) which may inhibit established procurement practices or procedures or negatively impact on departmental goals and objectives;
• developing consensus with senior officials of own and other departments, coordinating and developing responses to proposed policy thrusts and initiatives and formulating Memoranda of Understanding (e.g. those between the department and SSC) for ratification at the ADM, DM and/or Ministerial levels;
• directing and advising subordinate staff in the analysis and development of departmental positions on procurement policy, program and process issues of an interdepartmental nature, reviewing proposed positions and recommending changes where appropriate;
• participating in interdepartmental working committees or working groups convened to formulate, discuss, resolve and finalize inter-departmental agreements, plans, programs and strategies (i.e. Annual Strategic Acquisition Plan sponsored by MOT, ONO, SSC and DIST; Canadian Supply Development Plan sponsored by DIST; Atlantic Opportunities Program sponsored by DIST and SSC;
• reviewing on-going policy negotiations and developments (e.g. taxation policy negotiations), assessing the need for taking action and/or initiating senior management intervention to ensure achievement of departmental objectives;

% of Time

• directing and/or assisting in the preparation of, and presenting written or oral briefings, position papers and memoranda, evaluating the impact of government policy on field operations and programs, to the Director, the Chief of Supply, and the ADM; and
• providing support to senior departmental officials for discussions and negotiations affecting supply policy development and resource allocation at intra- or inter-departmental meetings.

• Prepares, organizes and synthesizes policy advice and counsel for the Chief of Supply and the ADM in their capacity as the government's primary spokespersons on Canada's defence supply procurement priorities by:

20

• coordinating the preparation of briefing notes for the ADM and the Chief of Supply;
• preparing written advice or speeches on defence procurement issues for participation in Cabinet committees;
• negotiating with officials of the Privy Council Office to ensure the Branch's effective participation in Cabinet agenda items;
• negotiating with officials of Treasury Board to ensure the Branch's effective participation in Treasury Board agenda items;
• developing strategic overviews of the Supply Branch responsibilities for defence procurement (including the effective expenditure of over $4 billion) so as to meet both departmental and other government objectives;
• coordinating the preparation of replies to Ministerial enquiries including questions in the House;
• reviewing, analyzing and preparing comments on various Cabinet documents that come through the Cabinet Committee on Economic and Regional Development; and
• briefing senior management on procurement policy through courses and seminars.

• Develops and negotiates acceptance of the department's position on procurement matters in international agreements/arrangements (e.g. GATT, NATO, USA-Canada Memoranda of Understanding concerning defence procurement issues) to ensure departmental policy concerns/objectives are reflected in such agreements and vice-versa by:

10

• conducting policy negotiations and discussions with Canadian and allied government officials on issues impacting on departmental procurement policies, planning and objectives;
• monitoring, through close liaison with External Affairs, international agreements and proposals to assess their impact on departmental policy;
• conducting/directing the analysis of proposals and preparing recommendations concerning procurement strategies for consideration by a NATO Acquisition Croup and other bodies;

Degree/

Points

Decision Making

The work requires decisions on the interpretation of government (national and international) procurement policies and directives and the application of government industrial development, taxation and regional development programs to defence procurement and vice-versa. The work involves developing and formulating recommendations concerning agreements for the implementation of Defence procurement policies, strategies, positions and programs. The sensitivity of policy documentation, involving complex intra depart­ mental OPIs and interactive agreements and arrangements with foreign organizations is significant and decisions must consider the impact on all organizations, not just the department. There is a requirement to make policy decisions/recommendations which will effectively commit the department to a particular course of action and have a major influence on departmental programs and the ability to meet government objectives and departmental requirements effectively. A significant degree of judgement is required to take advantage of opportunities in a time-sensitive environment and to avoid unnecessary costs due to taxation, customs duties and sourcing premiums. Government and Departmental regulations and directives provide only general guidance. It is frequently necessary to determine the position to be taken on issues of interdepartmental or international concern, particularly those of a sensitive nature, without recourse to superiors. The proposal of new procurement policies and related strategies influences senior management decisions governing approximately $4.3 billion in expenditures annually. Recommendations are made to the Director and in some instances policy advice and guidance are provided directly to the Chief of Supply and/or the ADM.

C3/250

Contacts

The work requires contact as the departmental representative on international working groups with senior managers of foreign governments and agencies (NATO and Foreign Armed Forces) for the purpose of negotiating agreements and memoranda of understanding concerning defence procurement issues.

C3/150

Managerial Responsibility

The work requires planning, organizing and evaluating the work of two policy analysts

responsible for the analysis, development and presentation of departmental positions on

interdepartmental procurement policy, program and process issues. Responsibilities also

include setting goals, allocating and readjusting workload, establishing priorities,

providing advice and training and appraising performance.

B/40

Duties

% of Time

• Develops and implements plans, policies, systems and procedures to provide for effective materiel management services in the Department by:

15

• analyzing, evaluating and interpreting new policy and procedural directives and guidelines issued by central agencies and forecasting their impact on depart­ mental materiel management services;
• formulating, or directing the formulation of, materiel management operating policies, directives, systems and procedures for promulgation under the authority of the incumbent, the Director, the Assistant Deputy Minister or the Deputy Minister as appropriate;
• recommending to senior management the adoption of departmental policy positions and operational plans for implementing materiel management services;
• conferring with officers in TBS to discuss matters related to TBS policy directives and guidelines, their interpretation and application within the Department and to resolve contentious areas; and
• representing the Department on interdepartmental committees, study groups, task forces, etc., established by central agencies to discuss materiel management policy and procedural matters having service-wide implications.

• Plans and directs the provision of materiel management support to a department engaged in a wide variety of scientific, engineering and technical programs in accordance with federal government materiel management policies and regulations by:

35

• discussing departmental programs with senior officials of the department to determine the anticipated requirements for materiel and related services, forecast workload by region, and identify priorities and timings;

% of Time

• representing the Department in discussions with officers of SSC to ensure the effective implementation of the departmental procurement service of approxim­ately $175 million and maintaining a continuing liaison on policy matters related to purchasing, supply and cost recovery;
• conducting negotiations with contractors and other departmental representatives to ensure that the department secures satisfactory contract performance and maximum value for expenditures;
• meeting with representatives of suppliers to reach agreement on local and emergency purchase arrangements and with traffic agents of common carriers to discuss developments in shipping and reach agreement on rate structures;
• directing the coordination of Northern Logistics services including the procurement of materiel and services and the coordination of an annual sea lift;
• directing the development and operation of a materiel-in-use records system to ensure that materiel assets of $150 million (approximately 12,000 line items) are controlled and verified and that losses are reported and investigated promptly;
• ensuring that materiel-in-use is identified in accordance with NATO cataloguing system;
• instituting and monitoring departmental systems and procedures for the procurement, preventative maintenance, servicing, repair and overhaul of vehicles and equipment and the trade-in or disposal of obsolete or surplus equipment in accordance with central agency policies;
• instituting and maintaining a review system of requisitions for materiel and services;
• planning and directing the provision of technical field support services through two supply and maintenance depot locations involving approximately 2500 items with a value of about $9 million to approximately 400 field parties carrying out research, investigations, etc., anywhere in Canada;
• approving the purchase of emergency supplies and of goods and services from standing offer agreements;
• consulting with SSC officers and senior managers concerning the location of suitable suppliers, the procurement of unique equipment, the assessment of tenders, the development of standing offer agreements, and the coordination of regional and field supply operations to achieve effective procurement;
• developing and monitoring a departmental program of post-delivery inspections and materiel-in-use verifications; and
• preparing regular and special reports and annual financial budgets.

% of Time

• assessing departmental materiel management staff requirements and capabilities, performance and career opportunities to develop appropriate training activities and plan staff development and training assignments;
• reviewing and assessing departmental, PSC and private sector courses in terms of their adequacy and appropriateness for departmental employees; and
• participating with departmental management in the development and implementation of training activities.

• Performs other duties, such as: providing statistical and narrative input for the department's operational plans; and preparing replies to ministerial inquiries, ad hoc reports on special projects, and division activity reports.

5

Specifications

Degree/

Points

Knowledge

The work requires a thorough knowledge of federal government policies, regulations and

procedures governing all aspects of materiel management including supply planning,

determination of requirements, purchasing, ordering cycles, contracting, warehousing,

material handling, distribution systems and transportation, customs and disposal, and

their application to the provision of materiel support to a decentralized department.

It requires a good knowledge of departmental organization and of the administrative and

financial systems used and an understanding and appreciation of the role of SSC in the

areas of purchasing and supply. Work also requires a knowledge of sources of supply and

specifications for a wide variety of scientific equipment and services as well as of

technological developments in the industry. It is also necessary to maintain a current

knowledge of Arctic logistics and supply systems.

6/260

Decision Making

The work requires decisions in all aspects of materiel support to the programs of the

Department including developing and implementing new systems and procedures concerning

decentralized inventory control; evaluating equipment and products for possible intro­

duction into the supply system; deciding warehouse locations, layouts, equipment, stock

levels, distribution methods and fire, safety and security arrangements; exercising full

delegated authority for contracts of goods and services up to the limits specified by the

Government Contract Regulations; resolving a wide range of complex operational problems;

and evaluating system performance. Central agency directives provide guidance but daily

operational decisions as the senior materiel management officer in the department require

adjustment of support plans and activities to meet changing demands. Recommendations are

made to the Director, Administrative Services to approve departmental materiel management

policies, systems and procedures, to write off equipment, to approve purchases exceeding

authority and to institute major organizational changes and operating budgets. Decisions

and recommendations have a significant effect on the ability of the Department to execute

its operational programs in a timely and efficient manner and on the management of its

materiel resources. Departmental procurement represents an annual value of approximately

$175 million and departmental materiel assets are worth more than $150 million.

C3/250

Degree/

Points

Contacts

The work requires contacts with senior officials of other departments as the departmental representative responsible for conducting consultations on materiel management policy matters as well as for the negotiations concerning all aspects of technical supply and field support for a wide array of scientific field parties throughout Canada including remote areas.

C2 / 131

Managerial Responsibility

The work requires planning, directing and controlling the resources of the Materiel Management Division (approximately 60 employees) through three section Chiefs. There is a requirement to coordinate the work of the Technical Field Support Services Section (responsible for Warehousing, Maintenance and Quality Assurance and Materiel Distribu­tion), the Procurement and Logistics Services Section (responsible for Procurement and Logistics, Support Services and the Vehicle Fleet), and the Policy, Systems and Procedures Section. Responsibilities also include determining future human, financial and materiel requirements, setting objectives, establishing goals, determining priorities, assigning workloads, monitoring and appraising performance, organizing training and development, controlling the budget and providing guidance in all areas of departmental materiel management.

D / 100

Bench-mark Position Number: 25

Descriptive Title: Chief, Planning Control and Administration,

Canadian Patrol Frigate Project

Level:   6

Point Rating: 770

% of Time

• Administers project contracts related to all aspects of the project requirement in the areas of Project Planning and Control, Management, Finance and Industrial Benefits by:

15

• ensuring that the work is accomplished in accordance with the cost, schedule and performance requirements of the contract;
• negotiating amendments and approving subcontracts, as required, related to areas of responsibility and making recommendations to the Deputy Director where such changes are beyond the authority of the position;
• ensuring the payment claims for the work performed are substantiated and conform to contract terms and conditions and the contractor is not in an overpaid position;
• negotiating interim overhead billing rates with the Prime Contractor and Class 1 subcontractors;
• negotiating terms and conditions of contracts, evaluating propositions from contractor;
• negotiating schedules, work around plans to get back on schedule with officials of industry involved in contracting;
• participating in meetings with officials of industry (contractor and sub-contractors) to ensure terms and conditions are adhered to;
• administering the Advance Payments, foreign exchange, federal sales tax, economic price adjustments, custom duties, incentives and penalties; and
• tasking the Audit Service Bureau (ASB) to conduct financial audits of Prime Contractor and subcontractors.

• Plans and directs project planning and control activities in support of the client department to ensure that the Project is carried out within the confines of Project Management principles and charter by:

10

• identifying changes to the Organizational Arrangements necessary to meet the requirements of the Project;
• monitoring the detailed plans involved in Project execution;
• ensuring that Project Office plans are compatible with the plans of the Contractor, DND and DRIE;
• directing and coordinating the preparation of formal periodic reports to provide senior management with a clear and concise status of the Project;
• preparing and presenting formal briefings on Project status; and
• providing SSC coordinated input to DND Project documents and reports.

• Directs the implementation of effective systems and approaches to control SSC internal activities in the Project Office by:

10

% of Time

• communicating goals, objectives and policy to subordinates and monitoring progress to ensure they are adhered to;
• organizing on-the-job instruction and training and arranging for participation in departmental training courses;
• conducting performance reviews and providing counsel and guidance as required; and
• managing all other personnel and staffing activities for staff.

• Performs other duties such as: providing advice and guidance to other Major Crown Projects; and participating as a resource person in departmental training seminars.

5

Specifications

Degree/

Points

Knowledge

The work requires a thorough knowledge of policies, regulations, practices and procedures governing the government procurement process, especially with regard to capital equipment acquisition. A broad knowledge of the practical application of project management principles, methods and practices in major procurement is also required along with detailed knowledge of practices and procedures of the management of high cost, technically complex, engineering procurement projects. In addition, it is necessary to have knowledge of negotiation techniques, contract administration, accounting and cost analysis methods, reporting and information systems and socio-economic programs. Specialized knowledge of cost, schedule, documentation and configuration control systems is also required.

7/300

Decision Making

The work requires making decisions in the interpretation of government procurement policies and directives, in resolving problems at industry briefings, in discussions concerning industrial benefits with departments having socio-economic programs and in providing expert contractual advice and guidance to customer departments. Decisions and recommendations are made in planning and implementing project changes, and in establishing new objectives to meet changing conditions or changes in the customer's requirement. Decisions are also required in evaluating proposals, in assessing project management systems for planning, cost and schedule control, documentation change control and progress reporting. The design and direction of these systems rest with this position. Decisions and recommendations are performed in planning, coordinating and negotiating major contracts of significant size, risk, sensitivity, political conse­quences, or complexity. The position has delegated contract approval authority up to $400,000 competitive tender, $200,000 negotiated and $80,000 aggregate amendments. Decisions and effective recommendations have a major effect on the progress of the Canadian Patrol Frigate (CFP) project amounting to approximately $6.2 billion in contracting and $6.4 billion in industrial benefits. Decisions and recommendations also affect the quality, cost and delivery of products and services contracted for the CFP project and the project's performance vis-à-vis changing costs and technology. Recommendations are made to a Deputy Director.

C3/250

Degree/

Points

Contacts

The work requires contacts as a representative of the department in meetings with senior officials of large commercial organizations and other government departments to resolve problems with respect to approaches, contract prices, terms and conditions, socio­ economic considerations and program support. Regular contacts are maintained with senior company officials for the purpose of contract negotiations and contract management.

C3/150

Managerial Responsibility

The work requires a significant involvement in the planning of the work schedule for a major procurement project and directing and controlling human, material and financial resources through 3 subordinate supervisors. Responsibilities include the developmentof performance standards, the establishment of operating systems and procedures, the allocation of resources and the management of personnel activities. This position is also the control point for most of the disbursement of funds associated with this $6.2 billion project.

C/70