Dan Barkman Email & Phone Number

Randolph Afb, Tx, Us

Arlington, Virginia, Us

Fort Gregg-Adams, Virginia, Us

• Managed Fort Detrick's Motor Vehicle Fleet, consisting of approximately 260 General Services Administration (GSA) leased, 100 Army-Owned vehicles • Provided guidance through interpretation of pertinent regulations and policies to installation serviced activities. Monitored and analyzed the effectiveness of equipment utilization and maintenance services• Acted as Garrison Fleet Manager to provide oversight and management of the Garrison Non-Tactical (NTV) fleet. Handled all Appropriated Fund NTV acquisition, dispositions, distributions, turn-ins and Table of Distribution and Allowance (TDA) updates• Acquired/managed NTVs as prescribed by AR 58-1 to support installation activities• Gathered/analyzed/validated the necessary data to prepare and submit the annual NTV Requirements Review/Report Control Symbol• Executed Federal Automobile Statistical Tool (FAST) reporting requirements annually in compliance with Installation Management Command (IMCOM) and US Army Tank-Automotive and Armament Command (TACOM) guidance.• Provided commitment and obligation data to Resource Management Office (RMO) for payment. Identifies funding shortfalls or program execution concerns to the Installation Transportation Officer (ITO)• Executed Common Levels of Service (CLS), Installation Status Report (ISR) and other vehicle and associated reporting requirements, to include reimbursements• Developed vehicle mileage tracking presentation for the Garrison Commander and Senior Flag Officer during annual Vehicle Utilization Review Board (VURB) briefing allowing for right sizing NTV fleet for IMCOM, ASC, and Tenant vehicles• Challenged/sought/recouped reimbursements from GSA vendors for erroneous bill-back charges• Worked with Property Book Officer to match GSA/Army owned NTVs with TDA paragraphs; identified excess vehicles/equipment. Briefed Department of Public Work Directorate and Division chiefs on vehicles reaching or exceeding Life Expectancy and/or Maintenance Expenditure Limits

• Led a 3-man data controller team; stood-up new department within a Rolls-Royce aircraft engine manufacturing• Lionbridge liaison with Rolls-Royce engineering lead, developed a centralized location for quality metrics. Consolidated three information into a single database used for weekly production meetings• Authored/revised/corrected technical instructions for use on the manufacturing floor by researching work processes and analyzing machine output.• Responsible for collection and collation of technical data from a variety of Engineering and Manufacturing departments • Gathered information from a wide variety of sources i.e. equipment, databases, spreadsheets, corporate intranets, laboratory reports and meeting minutes. Engineering-related data used to identify and improve quality, consistency and time to market for client parts• Interpreted complex technical data and transformed it into simple to understand metrics for use by the engineering department to track quality output of parts• Collated information into a complete package for transfer to a data analysis team for analysis and interpretation• Interacted with multiple departments and teams within the engineering, manufacturing, and logistics arenas to identify customer needs• Interviewed client stakeholders to identify relevant data resources. Worked to identify potential data sources required for analysis• Researched databases, intranets and other data sources for relevant information. Collated all found data into single package for further analysis• Integrated collected data into statistical programs such as Minitab to perform analyses• Ran reports and statistical analyses from Minitab, Excel and other software, following standard statistical methods• Identified variables from original information or data and complete statistical analysis as required• Interpreted data analysis results and provided written summary of analysis. Wrote reports and prepare and deliver presentations of findings

Downers Grove, Illinois, Us

- Managed daily Finishing production operations – sets priorities and manages resources; balances production requirements with employee schedules to ensure four shift coverage; participated in weekend on-call; maintains a safe working environment.- Managed 229 hourly employees and 4 salaried supervisors; provided continuous oversight of employee pay system to ensure accuracy and on-time payments – recognized for efforts.- Worked hand in hand with United Steel Workers Union to quickly resolve grievances and establish plans to eliminate initial causes.- Participated in hiring for the department, allocation of department spending, approval authority for documentation changes.- Enforced all plant safety rules, plant policies, and housekeeping procedures utilizing 5S practices. - Continuously sought opportunities to reduce employee injuries; researched/tested a hydraulic hand cart to minimize back strains for ware handlers; participated in workstation redesign to ensure a more ergonomic movements.

Randolph Afb, Tx, Us

- Corporate lead for 554 military, 69 civilian and 136 contracted employees with total logistics support for 2 Regional Wartime Support Agencies, 14 Air Force installations and 25 geographically separated units ensuring balanced operations.- Led organizational quarterly telephone conferences; conduit for 120+ leaders’ dialogue- aligned Corporate Management and Logistics Readiness policies, saved $64K travel costs. - Team lead for Air Force Smart Operations facilitated leadership’s task to cut additional duties, 100% tasks removed with a 49% process reduction and a manpower savings of 262 positions.- Leveraged use of data, logic, intuition; drafted plan to reduce deployable assets by 75%, cut $420K procurement and sustainment costs. o Developed 1st-ever career field calculator to track expense codes & purchases for budget inputs, benchmarked for Air Force future Program Objective Memorandum. - Created manpower standard tracking tool...reallocated 71 personnel positions meeting new basing criteria, balanced 10 Air Combat Command organizations.- Drafted command's ground transportation business rules during sequestration; outlined daily operations for non-flying units--met $10B budget cut expectation.- Logistics Compliance Assessment Team augmentation; inspected 163 key processes across 8 diverse functional areas.- Accountable for all logistics programs associated with command business processes, Resource Management (facilities, equipment, budget, stock control and infrastructure), command analysis, systems management, strategic planning, metrics and training. - Design ILS plans into logistic support elements for achieving, restoring and maintaining the operational capability and life cycle sustainment Air Force deployable systems and equipment. Leveraged use of data, logic, intuition; drafted plan to reduce deployable assets by 75%, cut $420K procurement and sustainment costs.

Randolph Afb, Tx, Us

- Managed operation's largest section consisting of 135 employees of 5 diverse logistics career fields, supporting 40 premier combat aircraft.- Logistics close air support subject matter expert; worked multi-site visits and eliminated limiting factors for the movement plan of 36 F-16 and A10 aircraft; key to Afghanistan coalition strategic reset.- Directed ground cargo movement team averaging 550 critical part deliveries daily, valued at $96M fulfilling 20K requests annually.- Managed commercial travel office function; $3M in contracts with a 100% oversight, cut $21K in overcharges.- Oversaw water-port cargo manifests for 210 tons health & morale supplies supporting Overseas Continuing Operations; goods shipped within 3-hours of receipt, 24 hours ahead of schedule.- Re-organized TMO & Receiving into Cargo Movement Section; modified workspaces, moved CMOS stations resulted in $1,000 savings; ACC's largest combined section; 32 members processed 7.6K receipts, 650 shipments supporting over 1,000 wing sorties (aircraft launches).- Supervised shipments and receipt of 800+ classified parts; validated 329K lbs of high visibility cargo ensuring 100% accountability.- Consolidated operations; freed 2.5K square foot space and storage supporting $900K Vehicle Maintenance facility upgrade--sustained 95% mission capability rate for wing vehicle fleet.- Oversaw Cargo Deployment and Personnel Deployment Function augmentation; transported 800K lbs cargo and moved 695 personnel to process on 16 deployment chalks--efforts were critical to Operational Readiness Exercise meeting critical timelines.- Oversaw 259 equipment turn-ins; critical and classified assets returned to the DoD pipeline and supply chain restocked.- Integrated receipt process focal point; fused two Air Force Specialty Codes by transferring six Supply Chain Management (2S) core tasks to Traffic Management personnel ensuring 100% training completed, meeting Higher Headquarters Air Force timelines.

Randolph Afb, Tx, Us

• Supervised and directed 133 military and civilian personnel and allocated resources and personnel for all work centers. Managed five facilities and War Readiness Materiel (WRM) equipment worth $20M. Managed $253K annual budget and safe condition of 130 vehicles worth $5.8M. Managed USAFE's largest transportation facilities/1K+ atch's/wash rack/equipment records worth over $20M. Provided 24/7 ground transport support to over 53K DoD personnel in the Kaiserslautern Military Community to include HQ USAFE staff and 110 tenant units.• Approval authority for 62 local nationals’ pay worksheets. Scheduled annual leave requests IAW German Works Counsel regulations.• Responsible for multiple military HR program areas, including strength management, evaluations, awards, separations, retirements, personnel actions, position authorizations, personnel assignments and requisitions and promotion/selection boards. Directed work requirements within the flight, set priorities and scheduled work to ensure effective and expeditious accomplishment without adverse effect on mission timelines.• Directed flight training programs re-review; qualified 47 Airmen/Noncommissioned officers on core career field requirements. Developed training metrics to track weekly progress to brief leadership. • Developed budget supporting $2.2B, peace and wartime vehicle fleet. Conducted fleet utilization analysis to ensure vehicle life cycles were on target for replacement. Ensured compliance with safety standards and accident mishap prevention program.• Lead for $1.1M multi-use facility contract: Reviewed requisition to determine proper specifications and purchase description in solicitation documents. Performed market research and sole-source suppliers as required or necessary to complete procurement action. Reviewed and selected special conditions clauses for inspection and acceptance quantity variation, price differential, or transportation and build costs. Evaluated bid for compliance.

Bachelor Of Arts (Ba), Transportation And Logistics Management

Senior Non-Commissioned Officer Academy

Non-Commissioned Officer Academy