Enterprise Risk Management and Supply Chain SME staff positions with OSD(Logistics), the US Army, and the Marine Corps. Developed Risk Management and Remediation tools to assist in strategic planning and decision making: Specializing in Supply Chain excellence. With the Marines, guided the transition of Garrison Retail Supply Operations to an advanced technology enterprise solution. At Headquarters, U. S. Army: To analyze and plan for future Army Logistics structuring. Analyzed, reported on, and recommend actions to manage all Logistics Planning Factors for the entire Department of Defense. Also, improved the efficiency, effectiveness, and accuracy of Property Accountability Army wide.

Providing support to the staff at Headquarters Marine Corps, Installations & Logistics. Acquiring transportation/shipping data from external systems, and US Government systems. Then collate, analyze, report, and recommend courses of action to improve the efficiency, effectiveness, and value of Marine Corps transportation funds and assets.

Took Parts Support Operations from perennial industry under-performer to #1 in the industry. Networked four warehouses that stocked over 402,000 SKUs that supported over 1,100 dealers. As well, supported country operations in Canada, South American, Europe and even support back in the supply chain for Japan. Fill Rate was lifted from ~50% to 99+% (many times 100%). On-Time Delivery Rate rose from 26% to 100%. 100% commitment to "orders received were shipped the same day"! Expanded daily support levels to over 15,000 orders of over 85,000 items. Inventory decreased 10%, and Order Accuracy was raised to 99.999%. Operational practices were adopted by parent company. Created a Tech Data section that developed its on own Electronic Quick Reference, and pioneered a Print on Demand business model for all Publications. Developed a Direct Vendor Program to broaden product offerings while utilizing external supply chains. Created a Pricing Program to manage cost increases with demand management that was praised by customers. Sales increased by 100+% and margin increased 100+%. Projects involved stabilizing and improving workforce, redefining demand planning from consumption based to demand based modeling, implemented different buying practices to raise Fill Rate, shifted inventory locations and warehouse modeling, created a sales order referral program to better utilize ATP possibilities, and shifted warehouse operations to complete order shipments with cycle times as low as six minutes nationally.

Etilize is an ASP that assists enterprises by leveraging their capital assets. This is a high technology tool that couples the power of the Internet with asset management to yield near 100% utilization of capital. As Subscriber Relations, was directly involved with Trade Show marketing, planning, and execution. Also, worked with business development to tailor system specifications to customer requirements. My particular expertise was in government property control and management.

Allergan's business model utilizing state-of-the-art information technology to streamline its operational environment and reduce processing and operating costs became part of a permanent collection at the Smithsonian's Museum of American History. Budget of $1.5 million, performing over 185,000 shipments of over 2.8 million units each year. Managed 27 people at the distribution center that procured over $750,000.00 of transportation services. Managed returns program involving over 120,000 units. Moved a major distribution center from the east coast to the west coast with only 3 lost business hours. In 1999 reduced operating costs by over $280k, reduced per unit costs by 43+%. More importantly, raised employee satisfaction rate from 51% to 87%. SAP "Super User" coordinating multiple warehouse/shipping programs supporting functions of the west-coast regional warehouse, restocking, export documentation, domestic and international distribution for Allergan's surgical products. Carrier interface, using automated shipping programs and RF bar code scanners. Engineering Correction Board Representative, project member for worldwide inventory reduction planning, and Inventory Controlling.

providing control and liaison in the employment of Navy Surface Fire Support and Naval Close Air Support in the amphibious assault, or Special Operations. Most critical to the unit is the development of its transportation plan for deployments and an aggressive training program to support its maintenance management effort. When activated, embarkation time frames were cut from weeks to hours. Increased materiel readiness from about 40% to over 95%. As a Supply Officer, maintained property records of over $32MM in operational deployment property, and $3MM in facilities and furniture with an annual budget of over $1MM. Using both the Marine Corps and Navy Supply systems for equipment, expedited logistical support for twenty exercises and operations. Established an accountability control system, monitored the physical transfer, and audited all inventory records. During earthquake and volcano relief operations in the Philippines, acted as Senior Logistics Officer for four months in strategy planning with the highest level of command authority.As Base Supply Officer in Japan, analyzed excess inventory at our end of a 12,000-mile long supply chain. Developed new control procedures and initiated inventory reduction, yet increased profitability by providing higher demand items more efficiently. Implemented the logistics required for electrical, hygiene, construction, fuel engineering, transportation, material handling, billeting, hazardous material disposal, and food service. Created seven logistics and financial procedures manuals to construct, operate, and close a base in support of 4,000 Marines.

Supervised three overlapping shifts of teamster office, drivers and dockworkers. Directly managed all operational aspects of the terminal: Scheduling, equipment maintenance and utilization, driver assignments, freight consolidation & forwarding, and breakdown of inbound freight for delivery. Aggressively developed continuing training. Initiated Weights and Research program, which after two weeks was the best in the system and #1 in revenue gain. Terminal achieved its operational goals for the first time in years (at times in excess of 120%), and continued improvement in all categories of profitability. Developed a team-based environment: Teamsters now took initiative and directed their own daily activities with the goal of maximizing their productivity and increasing the quality of their work.