Bryan Tyner

As the Submarine Readiness Squadron Supply Department Enlisted Advisor, I was responsible for the supervision and professional development of all Logistics Specialist under SRS-36 authority.

Ensured all personnel in both Squadron Sixteen and Twenty TRIDENT Submarine Logistics Departments had a thorough understanding of the TYCOMS expectations and organizational structure. Provided advice, counsel, and guidance on work, administrative, personal matters, and assisted with supply department workload prioritizing based on refit and patrol cycles.

Made sure that all 16 units knew how to make sure that all Logistics needs was meet to carry out the mission of the unit.

Integrated financial and operation plans with strategic objectives to deliver improved operational and financial results to boost customer satisfaction, profitability, and working capital.

• Developed and maintained policies to optimize logistics procedures and enhance operational efficiency.
• Established savings goals, measured performance and reported results to lead initiatives in cost-reduction and increase finish development by 80%.
• Communicated directly with suppliers and analyzed contracts and service cost-effectiveness.
• Performed cycle counts to verify accuracy of on-hand inventory for over 300 products.

• Managed functional areas of logistics.
• Collaborated with project managers to discuss procurement, logistics and service requirements for optimized purchasing power.
• Coordinated mission details and communicated with unit to convey changes.
• Delivered logistic support to leverage existing resources with cost-effective savings.

• Coordinated mission details and communicated with unit to convey changes.
• Delivered logistic support to leverage existing resources with cost-effective savings.
• Organized unit training operations and managed details when unit move was required.
• Conducted audits to improve office logistics practices and procedures.
• Developed logistical checklists to guide activities support.
• Tracked assets disposal and determined IOM's best interest to upgrade inventory list.

• Collaborated with shipping department staff to facilitate smooth materials returns to correct vendors.
• Organized warehouse space and planned layouts to allow for maximum storage capabilities.
• Reviewed order data to verify transactions and shipping dates.
• Created policies based on performance data analysis to reduce costs and maintain efficiency.
• Trained, scheduled and evaluated 28 employees.
• Documented shipment receiving information in One Touch, Priority Material Office, Nuclear Outfitting COSAL, COSAL Database, NTCSS (OMMS-NG, R-Supply).