Supervisory Logistics Management Specialist Extensive experience in supply chain management to include order processing, inventory control and financial management in customer-oriented environments. Excellent oral and written communication and interpersonal skills. Organized self-starter requiring minimal supervision. Exceptional knowledge of logistics strategies including supply chain activities, query, report writing skills, and Program Management. Highly effective management professional emphasizing innovation and creativity in solving complex problems. Energetic and results-focused with success in developing and leading diverse teams to achieve outstanding results.
Marine Corps Logistics Command, WSMC, Enterprise Asset Planning Div, Albany, GA Salary: $94,596 per year.
Vincent Hutcherson, Director.
Phone: 229-639-7320; may contact 40 hours per week.
providing material solutions and life cycle support to the Marine Corps Logistics Command.
Full delegated authority to act on behalf of the Division Director.
Interfaces with internal and external stakeholders and coordinates initiatives at the enterprise level, formulates plans to implement new policies for the management of Division and logistics functional activities.
Participates in making key decisions concerning the utilization of resources allocated for accomplishment of the mission.
Provides support, leadership, and direction to military and civilian personnel on technical and administrative matters.
Provides staff advice, assistance and consultation regarding management inquires pertaining to staff.
When required, leads integrated process teams (IPTs).
Serves as the focal point for reviewing staffing actions.
Assist with overseeing the performance of a staff consisting of military, civilian, and contractor support personnel responsible for the Enterprise Lifecycle Maintenance Program (ELMP) requirements determination, budgeting, and equipment returns for Marine Corps depot level maintenance.
Military equipment sourcing, execution planning, Life Cycle Sustainment Planning, and Foreign Military Sales.
Led the effort to obtain online learning platform that helped action officers to learn business, software, technology and creative skills to achieve personal and professional goals.
As a result, action officers were able to apply learned skills while operating in an enterprise level environment.
Co-Chair for Inventory Analysis Cross Functional Team (CFT) which consists of stakeholders representing a broad spectrum of the Marine Corps Logistics enterprise tasked with providing actionable recommendations that seek to balance the available military equipment throughout the Marine Corps based on the Commandant of the Marine Corps priorities.
Developed quad charts to help staff convey the status of various programs on a quarterly basis.
As a result able to meet the directors long term strategies to achieve all goals and evaluate the performance of various programs and projects.
Center Lead on Project Working Group to unify sourcing and manual military equipment stratification processes and reports into a single IT capability, which will enable accurate, timely planning and execution of equipment sourcing, inventory management, and funding.
Phone: 229-639-6546; may contact 40 hours per week.
Branch Head and Program Manager
providing material solutions and life cycle support to the Marine Corps Logistics Command.
Extensive knowledge of government contract management; organizational effectiveness and operations management implementing best practices; budget development and management; and operational and strategic decision-making.
Direct the focus for assigned team goals according to strategic initiatives and plans.
LEADERSHIP: Oversaw personnel responsible for contract management in support of maintenance sourcing and repair of secondary repairable items to minimize downtime and improve operational efficiency.
Exercised administrative, managerial and technical control of 10 assigned civilian and military employees, and provided contract regulated guidance to 28 support contractors with a commitment to high professional ethical standards and a diverse workplace.
Managed policy review and staffing requirements; assigned work; and coordinated projects.
Planned work to be accomplished by subordinates; established and modified short and long-term priorities; and prepared schedules for completion of work.
Adjusted staffing levels to accommodate resource allocation decisions made by senior management.
Routinely meet deadlines.
Lead team of employees, Marines, and contractors spread across five warehouse facilities, six repairable issue points in the continental U.S., Hawaii, and Japan.
Contributed to Life Cycle Logistics objectives, short and long-term organizational strategic planning and strategy as a member of the management team.
Employed consultative management style, open to direction and a collaborative work environment to foster employee loyalty and commitment to complete tasks.
Analyze situations from several points of view, considering the best interests of the organization and employees, while never compromising integrity.
Improved teamwork and morale by forming teams to better match individual skill sets with assigned tasks, leading to timely and successful completion of projects and initiatives.
Conducted assessments to identify training needs, performance requirements and the skills needed by the workforce to achieve established requirements.
Approved/recommended developmental training and directed resources to areas of greatest demand to fulfill organizational mission, improve productivity, and provide quality products and services.
Advised, counseled, and instructed employees in work-related and administrative matters.
Set clear performance standards and conducted annual performance reviews and provided constructive feedback to improve employees personally and professionally, as a result, expectations were routinely met.
As part of a professional development effort, initiated a coaching session that required all employees, in a controlled environment, to brief the programs they were responsible to support.
As a result, saw an increase in situational awareness about how the programs support the commands organizational goals and initiatives.
Recommended hiring actions to fill vacancies taking into consideration Manage the Payroll (MTP) constraints.
Developed assessment plans, questionnaires, and updated Position Description documents to accurately match required skill sets to job requirements.
LOGISTICS PROGRAM MANAGEMENT PRINCIPLES AND PRACTICES: Managed the performance and provided program oversight of $250M Contractor Logistics Services (CLS) maintenance repair contract and Equipment Receiving Distribution Team contract, assessing compliance with requirements using audits, inspections, sampling, documents, statistical analysis, and metric reviews.
Oversaw the recompete process of the Logistics Integration Service (LIS) and Equipment Receiving Distribution Team (ERDT) contracts by reviewing, and approving source documents.
As a result, all submission requirements were delivered on time.
Chaired source selection board; recommended the awarding of a CLS equipment receiving and distribution contract worth $3M, providing subject matter expert (SME) input, which helped with defining the correct skill sets, manpower requirements, while contributing to the life cycle of the program.
Oversaw Program Support Section which was responsible for reviewing policy, insuring initiatives are consistent with the overall support strategy, and providing representation during fielding working groups.
Identify key issues in planning development to ensure regulatory, policy, procedural, and system guidance are adhered to at all times.
Monitored the execution of Life Cycle Logistics requirements to ensure the most effective procedure was provided by ensuring a comprehensive distribution plan was in place to support fielding's.
Oversaw Logistics Integration Section (LIS) responsible for managing a CLS contract responsible for the remanufacturing, overhaul or repair of approximately 1100 different secondary repairables including engines, transmissions, drive train components, optics and electronic components.
As government program manager oversaw the performance of an equipment receiving and distribution team that was responsible for Life Cycle Logistics supply support by Identifying inbound equipment, obtain and validate cataloging/management data; verify allowance data within TFSMS; and coordinate and verify equipment distributions and receiving requirements, as a result, providing decision makers with the ability to field equipment that is ready for use upon receipt.
Routinely negotiate resolution of issues by performing duties as government program manager, overseeing the performance of two major CLS contracts, as a result, able to stay abreast of major issues before they become a detriment to the operation of the programs.
For example, warranty considerations, specific maintenance tasks to be performed on the system, specific criteria for repair, metrics review, and equipment fielding issues.
Analyzed planning and programming documents to determine nature and scope of efforts and identified logistics support required by reviewing scope of work, feasibility, and resource allocations.
Developed and implemented strategies to overcome obstacles in program execution and accomplishment to ensure continuous success.
Determined areas of improvement to increase greater economy and efficiency, and effect changes in operational procedures or policies, and logistical area support.
Developed and recommended alternative support structure when required.
Executed $250M program budget ensuring funds were spent appropriately and in a timely manner.
Efforts resulted in a 99% obligation rate over the last three fiscal years.
Directed the effort to implement metrics for accounting and tracking Individual Combat Equipment (ICE) throughput in support of Marine Forces Reserves.
As a result, provided Marine Force level command visibility of equipment sets distributed to over 100 different receiving distribution points.
Oversaw the implementation of a working group by working in close coordination with government and contracted personnel to develop actionable deliverables in support of the IIP fielding process.
As a result, the working group was able to develop a more comprehensive Playbook, better define rolls and responsibilities, and provided process maps to be used as management tools for operating force leadership.
Defined supply management concepts, including performance-based logistics; provisioning support; inventory management theory and concepts; interrelationship of component, commodity, end item, and weapons system supportability; technical and configuration management; and supply management regulations, policy, and business rules.
Prepared documentation for senior leaders of operational readiness issues with recommended solutions for the decision making process.
In support of Integrated logistics support concept.
Routinely called on to brief 06 level and higher on the status of programs and initiatives.
Prepared executive level information paper for the Commanding General (CG), in support of high level logistics and supply support topics.
Efforts enabled the CG to provide information to peers about the impact of losing an enterprise level support capability.
Initiated a roles and responsibilities document to help standardized department processes and SOPs for receiving and distribution, ensuring consistency of data across all warehouses to aid in warehouse performance analysis and management.
Challenged and debated issues of importance to the organization by serving as member of a Marine Corps Gap List (MCGL) DOTMLPF Working Group charged with conducting solutions analysis on new gaps identified in the Program Objective Memorandum 2016 (POM-16) Marine Corps Gap List (MCGL).
As a SME, clarified the roles, responsibilities, and capabilities of the equipment receiving and distribution team to peers and senior leadership.
This assisted with the ranking of the program in comparison to the other priorities and capability gaps in the Marine Corps.
Served as a key member of the 2015 Sustainment Readiness Operational Advisory Group (OAG) briefing a diverse audience in both rank and occupational skill.
As a result, was able to coordinate with higher headquarters by conducting a business case analysis on an enterprise level program to help determine the programs future.
This effort led to the submission of a Deliberate Universal Needs Statement (D-UNS) recommending an ERDT-like capability be made a Program of Record and codified in Marine Corps Policy.
Salary: $87,278 per year Supervisor: Mr.
Bradley Pangle, Director.
Phone: 229-291-4986; may contact 40 hours per week Assisted with planning, managing, and executing logistics management tasks to fulfill the broad scope of project responsibilities by delegating projects to contracted personnel in support of supply chain monitoring and root cause analysis.
Utilized management skills, provided leadership, and collaborated with contracted team members to work on projects that had enterprise level impact.
LEADERSHIP: Monitored contractual requirements to assess Life Cycle Logistics objectives and investigated reported or suspected problems to ensure users' needs were met.
Planned work to be accomplished by contractors, set and adjusted short and long-term priorities, and prepared schedules for completion of work.
Identified key issues planning development to ensure regulatory, policy, procedural, and system guidance were adhered to at all times.
Provided leadership and used persuasiveness to keep the team focused on projects that were in the purview of the Supply Chain Integration Office (SCIO) by holding as required and weekly meetings working with contractor support to align personnel to collaborate on projects.
Promoted an environment in which employees are empowered to participate in and contribute to effective mission accomplishment.
Enforced the relevancy and highlighted the value that the SCIO brought to the center's operational capability.
LOGISTICS MANAGEMENT PRINCIPLES AND PRACTICES: Mapped Department of Defense Activity Address Code (DoDAAC) submission process and offered coarse of actions to streamline the validation and assignment process for approximately 80 DoDAACs.
This provided senior level leadership visibility of DoDAACs that had financial and shipping implications.
Analyzed agency-wide logistics operations and identified opportunities for continuous improvement to streamline operations and reduce costs.
Analyzed logistics needs and staffing levels for key programs.
Integral member of Total Life Cycle Management (TLCM) Sustainment Management IPT Process Mapping (Fielding) to assist with mapping initiation and execution of the fielding process.
Input bought clarity to the process of what happens to equipment when it arrives at the Marine Forces issue points.
Collaborated with Army Material Command personnel, and built relationships that allowed the Supply Chain Integration Office (SCIO) to share best practices under the supply chain integration umbrella.
As a result, SCIO members had a resource that enabled them to learn from other agencies about processes that horizontally crossed all departments/services and provided an opportunity to set up future collaborations.
Interacted with contracted personnel and government team members in executing the analysis of supply chain problems utilizing project log for tracking purposes, and visual software to illustrate processes.
Evaluated agency-wide programs, to include isolating, identifying, and recommending solutions to critical problems affecting the performance of logistics systems.
Reviewed Office of the Secretary of Defense (OSD) Support Document for clarity and sensibility in support of Life Cycle Logistics requirements to established policies, procedures, and mission objectives to address concerns with regulatory compliance and/or customer requirements.
ORAL AND WRITTEN COMMUNICATION: Routinely and timely responded to organization demands to illustrate a process for improvement or understanding by delivering products on time.
Delivered manning level input in the feasibility of Marine Corps Logistics Command, assuming IIP responsibilities now resident in the MARFORs.
Determined the cost-effectiveness of taking ownership of an organization manned with contractors and financed with wartime funding and a limited Active duty Marine presence.
As a result, assisted senior level leadership with the necessary information to address a course of action that was critical in determining the future of a major program.
Introduced tracking word document that is designed to ensured continuity of projects and tasks, eliminating problems caused by personnel turnover.
Prepared documentation of operational readiness issues for senior leaders with recommended solutions for the decision making process.
LEAD SENIOR LOGISTICS MANAGEMENT ANALYST
Lockheed Martin, Marine Corps Special Operations Command (G-4), Camp Lejeune, NC Salary: $85,000 per year Supervisor: Mr.
Mark Bradshaw, Program Manager Phone: 703-499-7853; may contact 40 hours per week Team lead responsible for supporting the accountability of United States Marine Corps (USMC) classified and unclassified equipment through continual monitoring of data systems and by processing distribution and receiving transactions as a member of Marine Corps Logistics Command (MARCORLOGCOM) Equipment, Receiving and Distribution Team (ERDT).
LOGISTICS PROGRAM MANAGEMENT PRINCIPLES AND PRACTICES: Supervised the processing of over 16,000 pieces of equipment worth more than $10M.
Coordinated the duties of assigned personnel for specific tasks in support of Marine Corps Supply Support activities.
Conducted diverse integrated logistics duties and responsibilities associated with supply chain management activities, including shipping and receiving, inventory control, and management, distribution, and warehousing.
Exercised personal judgment and discretion with regard to inventory planning, allocation and shipment destinations, based on supply chain management (SCM) knowledge and Integrated Logistics Support (ILS) strategies.
Coordinated the receiving and distribution of highly classified equipment originating from internal and external to the Department of Defense (DoD).
Observed equipment and systems operation, performance, and condition to determine and assess operational readiness.
Initiated the use of the ERDT program to receipt for and distribute special operations command specific equipment.
Assisted the command with meeting a Special Operation Command (SOCOM) directive that all equipment be receipted for on individual services property books for accountability.
Conducted causative research and was instrumental in locating 35 unaccounted for items, valued at approximately $400K.
Reduced lost shipments, cut customer wait time, and eliminated costly second-destination charges by recommending a new initial issue warehouse issue point for brand new, high-value products.
Validated cataloged information.
Validated CRANE reporting of small arms.
Anticipated, monitored, and traced all equipment deliveries through use of logistics systems, coordination and communication with internal distributers through proper utilization of Marine Corps and Special Operations Command (SOCOM) data systems.
ORAL AND WRITTEN COMMUNICATION: Collaborated with stakeholders to implement Lean process improvements for logistics procedures using key performance indicators to reduce customer wait time.
Maintained direct, open communication with multiple programmatic interfaces including Government customers and associated contractors to ensure optimal customer service.
Analyzed, recommended, and prepared briefs.
Conducted In-Process-Review (IPR) with stakeholders to refine processes and document performance.
Prepared documentation of operational readiness issues for senior leaders with recommended solutions for the decision making process.
Briefed Commanding General and other senior level officers on the ERDTs capabilities.
Utilized training skills and conducted annual supply support training to military and civilian personnel on equipment and receiving procedures.
This kept all new members abreast of current processes and procedures.
SUPPLY ADMINISTRATOR SUPERVISORU.S. Marine Corps - Cherry Point, NC03/2004 - 09/2007
Salary: $54,000 per year Supervisor: Maj Charles Wheeler, Officer in Charge Phone: 910-450-0366; may contact 45 hours per week Conducted all aspects of ground supply administration and operations as part of the Marine Corps strategic operations.
Accomplished technical duties in using unit, and intermediate level supply accounting.
LEADERSHIP: Provided leadership for supply chain-related activities including, logistics, warehousing and storage, accounting, inventory, repairs, disposal, and transportation.
Provided clear and concise instructions to employees, to delegate and assign tasks and targets, ensuring conformity for specific requirements for distribution, warehousing, and inventory monitoring activities.
Fulfilled a Captain's Billet for 20 months after being appointed as Supply Officer in writing.
Successfully managed the largest ground supply account in the 2D Marine Air Wing, meeting all mission requirements and receiving excellent inspection results.
Utilizing personnel management skills directed 33 warehouse and administrative team members spread across multiple warehouses and offices.
Supervised and mentored employees to enhance personal and professional development by tracking required training and communicating the importance of education.
As a result, several personnel attended off duty education classes that helped promote staffing an educated workforce.
Adjusting staffing levels to accommodate resource allocation decisions made by senior management.
Despite deployments and end of contractual obligations, was able to arrange developmental training and direct resources to areas of greatest demand to fulfill organizational mission, improve productivity, and provide quality supply support.
Kept employees informed on all matters which affected their employment and promotion eligibility.
Heard and resolved complaints from employees, referring group grievances and more serious unresolved complaints to a higher level authority.
LOGISTICS MANAGEMENT PRINCIPLES AND PRACTICES: Maintained warehouse inventory accuracy rate greater than 95% on approximately 1,000 critical low-density repair parts.
Accountable for 25 property accounts worth over $112M, safeguarding hundreds of items.
Managed executive's staff's fiscal resources using standard accounting budgeting reporting system (SABRS).
Reduced spending 25% by conducting bi-annually training of five department heads on standard operating procedures for budgeting and financial management.
Assisted pre-deployment supply support efforts by using problem solving skills in order to correct problematic areas, resolve data output interpretation problems, and contact appropriate sources to enact solutions to questionable areas.
Maintained and prepared accounting and supply documents and custody records; and performed reconciliations.
Collaborated on budget development and oversaw expenditures to remain within guidelines.
Submitted comprehensive and timely reports to management using Microsoft Office and military Accountable Property System of Record (APSR).
TRAINING INSTRUCTORU.S. Marine Corps, Combat Service Support Schools - Camp Lejeune, NC09/2001 - 03/2004
Salary: $39,000 per year Supervisor: Mr.
Phone: 910-450-0959; may contact 40 hours per week LEADERSHIP: Assumed additional duties and excelled as the assistant supervisor for the Basic Instruction Team overseeing academic schedules and annual training for six Instructors.
As course manager led the effort and developed training plans, a course curriculum, and implemented the first combined armed staff trainer (CAST) combat service support training exercise to introduce student population in the tactical level uses of combat service support from ship to shore.
ORAL AND WRITTEN COMMUNICATION: Reviewed, rehearsed, selected, and prepared media, classroom, and student materials.
Employed classroom management and instructional techniques conducive to a positive learning environment, according to the Systems Approach to Training (SAT) Guide.
Earned Master Instructor certification.
Received award for superior performance.
Drafted scenarios that challenged students to solve real world tactical combat service support problems.
This resulted in preparing students to operate in a dynamic tactical combat service support environment.
Master of Arts: Human Resources ManagementWebster University - 2012 Human Resources Management Finance, Managerial Leadership, Organizational Behavior, Staffing, Training and Development, Procurement and Acquisitions Management
Bachelor of Science: Business ManagementUniversity of Phoenix - 2007 Business Management Management, Critical Thinking, Research and Evaluation, Quality Management, Marketing, Quantitative Analysis for Business
Basic Fiscal Law, 8 Hours,
Master Certificate in Supply Chain Management & Logistics, Michigan State University,:
Process Oversight Management, 16 Hours,:
Project Management, 21 Hours,:
GCSS-MC inventory 101, 8 Hours,:
Lean Six Sigma Yellow Belt Training, 16 Hours, LOGCOM,:
Coursework in Marketing and Advertising
Fundamentals of System Acquisition Management, ACQ 101, 26 Hours,:
American Society of Transportation and Logistics (AST&L) (2013-Present)
American Production and Inventory Control Society (APICS) (member, circa 2011-2012)
Toastmasters International (Chapter Treasurer) (2014-Present)
United States Citizen Active Secret Security Clearance Veterans Preference: CPS-10 points
AWARDS AND RECOGNITION Civilian Cash Award 2015 Civilian Cash Award 2014 Civilian Time off Awards 2012 - 2014 Meritorious Service Medal, 2007 Navy and Marine Corps Commendation Medal, 2004 Navy and Marine Corps Achievement Medal, 1991, 1992