BMR
Demo

Summary

I'm a logistics operations manager with 21 years building and scaling supply chain systems that move millions in equipment and inventory. Most recently, I cut a brigade's supply backlog 38% and raised fleet readiness from 87% to 94% by tying maintenance priorities to demand forecasts. I hold a B.A. in Transportation and Logistics Management, CLTD certification, and a Lean Six Sigma Green Belt. I'm ready to bring that operational discipline to civilian logistics and transportation.

Impact

Experience

1. 2023-Present

   Senior Logistics Operations Manager (Brigade Support Operations NCOIC)

   United States Army, 1st Armored Division · Fort Bliss, TX

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   • SUPPLY ESCALATION- Worked with higher-echelon supply support staff and the Defense Logistics Agency to resolve 55 critical shortages of repair parts and equipment for the 77 battalions. Tracked each open shortage, pressed for status and expedited shipment, and briefed brigade leaders on the items that held vehicles out of operation, vehicles held out of operation returned to the fleet faster.
   • SUSTAINMENT PLANNING- Planned and executed logistics support for 4 brigade-level field exercises and a 31-day National Training Center rotation, moving 1,850 vehicles and 9,200 tons of equipment by rail and line haul with 100% on-time arrival and zero reportable accidents.
   • BACKLOG REDUCTION- Cut the brigade's open supply requisition backlog 38% in 9 months (4,120 to 2,560 lines) by instituting a weekly commanders' supply review, enforcing 72-hour receipt-to-issue standards and re-coding 610 dormant requisitions.
   • FLEET READINESS- Raised brigade operational readiness for 1,100 combat vehicles and 1,300 wheeled vehicles from 87% to 94% in one year by tying maintenance supply priorities to repair-parts forecasts and relocating $3.4M in shop stock to the 3 units with the highest demand.
   • FUEL & AMMUNITION- Managed distribution of 1.9M gallons of fuel and 2,300 short tons of ammunition per training year across 7 battalions; reconciled every issue against receipts and closed the fiscal year with a 0.2% fuel variance, inside the Army 1% standard.
   • BUDGET STEWARDSHIP- Controlled a $14.6M annual sustainment and repair-parts budget; redirected $1.1M in unspent fourth-quarter funds to deferred maintenance and shelter sets, executing 99.6% of the budget with zero Anti-Deficiency findings.

2. 2020-2023

   Logistics Readiness Manager (Battalion S4 Logistics NCOIC)

   United States Army, 1st Armored Division · Fort Bliss, TX

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   • PROPERTY ACCOUNTABILITY- Closed 3 consecutive annual change-of-command inventories and 2 division-level inspections with 100% accountability of 6,400 property-book line items worth $310M; reduced open financial liability investigations from 14 to 2.
   • INVENTORY ACCURACY- Reorganized 6 company supply rooms and the battalion warehouse to one standard layout and one bin-location scheme; cyclic inventory accuracy rose from 88% to 99% and location time per item fell from 11 minutes to under 2.
   • EXCESS TURN-IN- Identified and turned in $4.7M in excess and obsolete equipment (1,180 items) through the Defense Logistics Agency in 14 months, freeing 9,000 sq ft of storage and cutting the battalion's annual property-maintenance cost by $220K.
   • REQUISITION MANAGEMENT- Processed and tracked an average of 1,350 supply requisitions per month in GCSS-Army; brought receipt-to-issue time down from 6.5 days to 2.1 days by adding a daily due-in review and a same-day issue standard.
   • DEPLOYMENT LOGISTICS- Planned the movement and sustainment of 720 soldiers and 410 vehicles for a 9-month Europe rotation: 38 rail cars, 2 vessel loads and 11 containers loaded and shipped on schedule with zero frustrated cargo.

3. 2017-2020

   Supply Chain Operations Supervisor (Supply Support Activity NCOIC)

   United States Army, 2nd Infantry Division · Camp Humphreys, South Korea

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   • Analyzed demand history and adjusted the authorized stockage list by adding 486 high-demand lines and deleting 45 zero-demand items, raising the fill rate for warehouse-stocked parts while reducing total inventory value and cutting customer wait time.
   • WAREHOUSE OPERATIONS- Ran receipt, storage and issue for 11,400 stocked lines and 2,100 receipts per week; sustained 96% inventory accuracy and 98% location accuracy on quarterly wall-to-wall inventories, up from 89% and 91% on arrival.
   • STOCK OPTIMIZATION- Scrubbed the authorized stockage list against 24 months of demand history; added 640 high-demand lines, deleted 1,900 zero-demand lines and lifted the fill rate from 71% to 86% while cutting inventory value by $5.2M.
   • THROUGHPUT- Cut customer wait time for warehouse-stocked parts from 3.4 days to 1.2 days by moving to zone picking, setting a 24-hour receipt-processing standard and adding a second daily delivery run to the 3 brigade motor pools.
   • RETROGRADE & DISPOSAL- Cleared a 2,300-item retrograde backlog in 5 months, returning $8.9M in serviceable and reparable items to the supply system and earning $1.6M in credits for the supported units.
   • SYSTEMS & DATA- Served as the GCSS-Army functional lead for the activity; built Excel and Power BI dashboards for fill rate, zero-balance lines and aged receipts that the brigade commander used in the weekly maintenance meeting.

4. 2014-2017

   Warehouse and Distribution Supervisor (Distribution Platoon Sergeant)

   United States Army, 10th Mountain Division · Fort Drum, NY, and Afghanistan

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   • COMBAT DISTRIBUTION- Planned and led 112 combat logistics patrols in Afghanistan moving 9,800 tons of cargo, 1.4M gallons of fuel and 620 pallets of ammunition to 11 outposts with zero losses, zero injuries and 100% of deliveries inside the required window.
   • AERIAL RESUPPLY- Coordinated 86 helicopter sling-load and 19 airdrop missions for sites unreachable by road, rigging 1,100 loads with zero rigging failures and cutting resupply time to the most remote site from 4 days to 6 hours.
   • FLEET MANAGEMENT- Kept 42 vehicles at 95% operational readiness through a 9-month deployment by running a weekly operator-maintenance program and a 48-hour standard on repair-parts requests; the platoon never missed a mission for maintenance.
   • WORKFORCE LEADERSHIP- Trained, counseled and rated 38 soldiers; 100% qualified on their vehicles and weapons before deployment, 12 promoted during the tour and the platoon won the brigade's sustainment platoon of the year award in 2016.

5. 2011-2014

   Inventory Control Manager (Unit Supply Sergeant)

   United States Army, 10th Mountain Division · Fort Drum, NY, and Afghanistan

   • ACCOUNTABILITY- Maintained 100% accountability of 2,900 property items worth $38M through a 12-month deployment and 2 change-of-command inventories; zero lost or damaged reports of survey against the company in 40 months.
   • HAND RECEIPT DISCIPLINE- Converted 140 soldiers from paper to electronic sub-hand receipts in PBUSE within 60 days of arrival and ran monthly 10% cyclic inventories; shortages found on inspections fell from 73 items to 4.
   • REQUISITIONS & BUDGET- Managed $640K in annual supply and equipment purchases; forecast and requisitioned 100% of deployment equipment 90 days out and received 97% before departure, the best rate of 6 companies in the battalion.
   • DEPLOYMENT PREP- Packed, documented and shipped 9 containers and 31 vehicles to Afghanistan and back with zero frustrated cargo; customs and agricultural inspections passed on the first attempt both directions.

6. 2008-2011

   Logistics Systems Specialist (Automated Logistical Specialist)

   United States Army, 101st Airborne Division · Fort Campbell, KY

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   • STOCK CONTROL- Processed an average of 9,400 supply transactions per month with a 99.7% posting accuracy on quarterly reconciliations; cleared a 1,200-document backlog in the first 45 days on the job.
   • RECEIVING- Supervised a 4-soldier team receiving 1,600 shipments per month; cut receipt-to-stock time from 48 hours to 18 by introducing a daily carrier schedule and pre-staged bin locations.
   • DISCREPANCY RESOLUTION- Researched and closed 870 shipment discrepancy and damage reports worth $2.1M, recovering $1.7M in credits and replacements for supported units.
   • TRAINING- Wrote the activity's desk-side guide for stock control and trained 22 new soldiers and 3 civilians on the system; new-arrival time to full productivity dropped from 8 weeks to 3.

7. 2005-2008

   Supply Specialist

   United States Army, 101st Airborne Division · Fort Campbell, KY, and Iraq

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   • PARTS SUPPORT- Received, stored and issued 2,300 aircraft repair-parts requests per month in Iraq, sustaining a 24-hour issue standard that kept 18 helicopters at a 92% mission-capable rate.
   • INVENTORY- Ran monthly cyclic inventories of a 1,900-line bench stock and shop stock worth $4.6M at 98% accuracy; zero lost-item reports during the deployment.
   • TOOL ACCOUNTABILITY- Managed 140 tool kits and sets for 6 maintenance sections; redesigned the sign-out process and cut missing-tool reports from 19 to 1 per quarter.

Skills

Education and certifications

Service record

Security clearance

Top Secret