Glenn Taylor

Performed supervisory and managerial duties within the Integrated Logistics Support Services (ILSS) contract. Managed Left Behind Equipment (LBE), supervision of employees, coordination of training requirements to support Performance Work Statement (PWS) and evaluation of employees. Met and exceeded contract performance standards through daily mission analysis. Coordinated logistical activities with customer units and government representatives. Analyze and resolve difficult issues involving accountability processes, work methods/procedures, PBUSE and supply data management. Managed, resolved and enforced operational procedures to support complex supply programs. Established and maintained equipment and logistics documentation for serviceability, accountability, transfer, issue or servicing. In-depth knowledge of concepts and methodologies pertaining to Supply Chain Management, Property Book Accountability, FEDLOG, SAMS and logistical operations.

Site Lead and MST performing supervisory and managerial duties within the Global Property Management Support Services (GPMSS) contract at Ft Hood, TX. Primary duties and responsibilities include overall management of Left Behind Equipment (LBE), supervision of contract employees, coordination of training requirements to support PWS, performance evaluations of staff, determine and evaluate remedial and long range training requirements, maintain contract performance standards, daily mission analysis ensuring LBE mission support requirements are satisfied. Coordinate logistical activities with customer units and government representatives. Analyze and resolve difficult issues involving accountability processes, work methods, PBUSE and supply data management. Managed, resolved and created operational procedures to support complex supply programs. In-depth knowledge of supply program relationships, concepts and methodologies pertaining to Supply Chain Management, Property Book Accountability and logistical operations.

Supervised over 180 personnel at 11 locations in 10 states. Organized and planned support of contract activities. Provided advice, guidance and daily supervision/direction to Project Manager’s and Site Leads. Directed completion of delivery/task orders within established time frames, enforced work standards and resolved disputes. Ensured compliance with laws, regulations, local policies, task orders and modifications. Provided overall management and supervision of contract employees, coordination of training requirements to support PWS, performance evaluations, determine and evaluate remedial and long range requirements, maintain performance standards, daily mission analysis, project financials and accountability, provided project reports/status and maintained ISO 9001 certification . Interim PM, Ft Riley for two months while a replacement was vetted. Assisted and provided input for business development and proposal submission. Responsible for business growth on awarded contracts and business development in logistics and operations related areas.

Manager for Global Property Management Support Services (GPMSS) at Ft Bliss TX. Supervised 30 personnel. Compiled data using statistical analysis. Analyzed and resolved difficult issues involving accountability processes, work methods, supply data management and complex supply programs. Consolidated and managed excess equipment. Managed Supply Support Activity (SSA) operations: receiving, storage, issue and turn in of CL IX materiel. Developed and maintained detailed inventory listings of property and execution of lateral transfers. Maintained and conducted oversight of contract performance standards. Conducted daily mission analysis to ensure support requirements are met.

Supervised workers augmented to US Forces Supply Support Activities (SSA) in support of Operation Iraqi Freedom (OIF II-VI). Maintained SARSS (Standard Army Retail Supply System) accounts. Processed supplies/material, serviceable/unserviceable, excess or hazardous that are required to support units or activities in the war zone (pushed forward or retrograde). Conducted physical inventories of assets in the Stock Record Account (SRA). Performed Quality Assurance inspections, modified procedures/standards to fit changing situations or requirements and trained personnel accordingly.
• Always rated within the top 10 of warehouse operations in Iraq.
• Trained Local Nationals in warehousing techniques and procedures.
• Created, revamped and streamlined policies/procedures for efficient operations.
• Significantly reduced soldier workload.
• Received numerous awards from US Forces for mission and community support.

Overall responsibility supervising 64 personnel and for the daily operations of 12 BMC supported Supply Support Activities (SSAs), Individual Protective Equipment (IPE) warehouse and Automation staff support to the Multi-National Corps Headquarters C4. Provided supply expertise and supervised the BLACKHAWK Site Leads (SLs) managing all facets of warehousing operations including identifying, cataloging, receiving, storing, issuing, referrals, limited packaging/crating, and shipping of materiel under Standard Army Retail Supply System-Objective (SARSS-O). Enforced work standards, reviewed and resolved work discrepancies to ensure compliance with contract requirements. Interfaced with government management personnel by providing oral and written reports that included obtaining the Red Hat Monthly Significant Activity Reports from the SLs. Ensured personnel adhered to the Statement of Work (SOW), Quality Control Plan (QCP). Identified and resolved work related or personnel issues, and provided to the Contracting Officer Representative (COR) a daily status report containing the roster of employees and their status. Scheduled on site visits with each site on a routine basis to review procedures, conduct inspections, and meet with the assigned personnel. In coordination with the COR, managed the assignment of personnel. Maintained contact with the Red Hat Project Manager (PM) through phone or email. Developed and maintained an effective professional relationship with the government/military.

Directed and managed property accountability and realignment ($350 mil), electronic repair and refurbishment, warehousing, records storage and destruction (4.2 mil documents), textbooks, recycling (1 mil pounds) and repair parts for 30, 000 student district. 97% average productivity rate for 8 departments. Designed data base for material ordering system which reduced equipment losses by 42%. Developed operational plan which improved customer site support by 37%. Developed textbook data base and support plan which reduced losses by 60%. Exceeded revenue goals in recycling, auctions and transcripts. Situation: “Stubby pencil” method used to track request and repairs for over 120, 000 items since most personnel were computer illiterate. Availability, condition, cost and in many cases location was unknown. Action: Created/Developed/Managed SQL centralized data base to simplify collection of data and distribute results. Simultaneously trained and coached personnel on basic computing skills culminating in launching specifically designed web sites. Result: 40% productivity increase through development of data base and support within 6 months. This system expedited the exchange of information between departments and initiated the use of data mining inquiry agents and an AMAZON.COM type interface. It linked property book, purchases, deliveries, disposals, etc., into one system with cross platform compatibility and the ability to view near real time status of requests, delivery, repairs, turn in, disposal and financial status. Hard skills used: Project Management, Multi-Site Operations, Policies/Procedures, Contract Management, Field Installation Management, Imagination, Customer Relationship Mgt, Public Speaking, Inventory Control, Problem Solving, Distribution Management, Information Interpretation, ISO/TQM.

Contacted and assisted clients in determining their needs for various support vehicles to meet the goals they had set for themselves (retirement) or their families (death).

Received, stored and shipped medical products worldwide. Ensured injection molding machines were clean and filled with material while meeting ISO 2000 standards. Trained personnel on safety procedures and equipment. Unit Safety Manager, Forklift Instructor and trainer.

Created/updated/reviewed service support plans and operations which supported over 20, 000 soldiers. Reduced computer systems upgrade costs by 70%. Processed supply requests above standard. Inactivated unit 4 months ahead of schedule.
Situation: Computer Services (CS) decided to upgrade all computers with new components (memory, RAM, mother board, miscellaneous cards, case, power supply, cables, monitor, etc) and not purchase new. Action: Persuaded CS to re-evaluate their decision, take into consideration warranty, portability and compatibility and the fact that these parts constituted a rebuild not upgrade. Result: New computers were purchased at a cost 70% less than if upgraded. Over 150 additional computers were purchased with the same funds. Hard skills used: Policies/Procedures, Contract Management, Customer Relationship Management, Public Speaking, Problem Solving, Information Interpretation, Purchasing/Procurement, ISO/TQM.

Coordinated all operations involving mobile and static inventories, warehousing, new equipment training, repairs and distribution. Negotiated and ensured all actions met contractual stipulations. Interfaced with clients and conducted site visits. Used wireless technology and JIT procedures. Prepared oral presentations and written reports to advise and recommend actions. 100% equipment issued without due outs pending. Focused on building and nurturing professional relationships. Commonsense coupled with proactiveness and aggressiveness. Redirected $200, 000 to short funded programs through contract monitoring. Trained at no additional cost over 12, 000 personnel.

Situation: 300+ active sites, six months behind in installations, poor parts delivery/availability, reduction in staff from 46 to 23 personnel and poor communication. Action: Reorganized, Revised, and created business procedures while integrating all stakeholders into support teams and improving lines of communication. Results: 18 months ahead of schedule over next 3 years. Trimmed Over $179 mil from planned projects over the life of the contract.

Situation: Clients worldwide requested, at no additional cost the training of additional personnel. Action: Contracted support facilities to meet optimum training and installation needs. Additional installation material was ordered to supplement training. Result: Over 12, 000 additional personnel were trained when the instructor ratio changed from 1:9 to 1:30. By using installation material in training, more product was on the ground to meet schedule advancements and allowed the user to train with “to be installed” equipment.

Planned, coordinating and executed all actions related to Total Package Fielding using the “Birth to Grave” support concept. Directed interchange, stationing, shipment and hand off of equipment. Contractor and customer liaison. Reviewed, monitored, negotiated and enforced contractual agreements. Prepared oral presentations and written reports to advise and recommend actions. Directorate adopted procedural guidelines reflecting my operational techniques. Knowledgeable and proficient in contracting, supply economy and WMS. Uncovered $3.2 mil in questionable contractor practices. Over $179M saved ($2.76M by renegotiating installation cost from 6.5 to 2.5 hours). Coordinated 500+ missions worldwide with equipment valued over $800 million. Delivered 22 communication systems to 9 countries 4 months ahead of schedule.

Reviewed/unraveled/evaluated all contracts in an ongoing systematic method. Actions: Reviewed weekly status reports, statements of work, change orders, requests and approval of expenditures. Costs were reduced as investigation revealed certain actions were not completed or delayed. Modified procedures and required explanations for expenditure of funds. Result: $200, 000 redirected to short funded programs.

Situation: During planned site visits, uncovered sub-contractors routinely billed for expenses not incurred. Action: Investigated who, where, how, when and obtained supporting documents. Result: Reimbursed $3.2 mil and resolved questionable contractor practices.

Evaluating, negotiation, initiated. Situation: Shortage of Contracting Officers. After visiting several sites, many installations were completed at a fraction of the contracted time. Action: Recommendation made, reviewed and approved to renegotiate a $552k per year installation from 6.5 to 2.5 hours. Result: Negotiations were successful with $2.76 mil saved over the life of the contract, additional findings were renegotiated, total savings over $42 mil.

Selected ahead of peers and senior officers to develop an innovative inspection system for redeployment of over 600, 000 pieces of equipment from Saudi Arabia. Reduced inspection process from 72 hours to less than 6 hours. Saved over 13-15, 000 man-hours with inspection system. Redirected 1000’s of communication systems resulting in significant budget savings.

Situation: Military units in Saudi Arabia were discarding communication systems to redeploy back to the US. Action: Briefed higher headquarters and recommended the systems be refurbished and issued to the National Guard and Reserves. Result: Accepted recommendations. Organized and supervised redeployment of 100’s of communication systems back to the US. Communication systems were refurbished as needed and made up shortages within the National Guard and Reserve. Approximate value of each system: $7, 500. Hard skills used: Imagination, Customer Relationship Management, Public Speaking, Inventory Control, Problem Solving, Distribution Management, Purchasing/Procurement.

Situation: Receivables warehouse inefficient: pull/fills, back orders, ROPs and inadequate transportation assets. Emergency order fills averaged 4-5 days. Action: Coordinated with transportation unit and implemented 24 hour warehouse and delivery service. Trained all personnel on use of computer and spearheaded WMS using RF capabilities. Reduced stockage levels from 3200 to 2500 lines, developed ROP using demand history. Created rubrics which detailed and streamlined anticipated repair requirements. Wrote/staffed procedures manual. Result: Within 90 days, reorganized into centralized distribution center, 30% reduction in storage requirements and reduction of equipment backlog, order turn around was a matter of hours not days; emergency orders were handled within minutes. Hard skills used: Policies/Procedures, Imagination, Customer Relationship Management, Public Speaking, Cross Cultural Team Building, Inventory Control, Problem Solving, Distribution Management, Information Interpretation, Purchasing/Procurement, ISO/TQM. Supervised personnel administration center and motor pool. Oversight included promotion, reassignment, dispatching, maintenance, requisitioning and training. 20% improvement by reorganizing Human Resource. Cross trained all personnel in personnel and administration support. Improved moral by writing over 150 backlog awards during first 90 days. Reduced and realigned equipment recovery from 2 days to 6 hours.