Travis Simmons

• Manages and leverages Navy Enterprise Resource Planning (N-ERP) to execute Warehouse Management (WM) transactions ensuring inventory accuracy of Operating material and supplies valued (OM&S) over $900 million dollars
• Evaluates and incorporates process improvements associated with ERP enabling a more efficient system
• Monitors and corrects incorrect ERP financial postings, and correct GL postings ensuring proper ERP financial accuracy
• Manages OM&S inventory In Accordance with (IAW) DoD policies and procedures, ensuring inventory accuracy specifically geared toward FIAR compliancy
• MAJOR ACCOMPLISHMENT: Attained OMS - Reminder material management by executing NAVWAR business processing rules, data, cleansing, and accountability goals to support the Command's effort in achieving OM&S FIAR auditability, compliance and fiscal responsibility
• Member of the FY21 Member of the Non-Supervisory Employee Council (NSEC)
• Accurately interprets Command business rules in order to properly advise Integrated Product Teams (IPTs) in accurately accounting for material inside CMPRO and Navy ERP
• Independently coordinates with logisticians, configuration managers, system analyst, technicians, project managers, contractors, and tool vendors
• Developed, test and applied system artifacts including but not limited to process flows, desk guides, training materials, business rules, and Command resource pages
• Lead Analyst for the CMPRO Inventory for all Material Management processes throughout the command
• Integrating and coordinating with the different IPTs to get them to the respective FIAR compliancy for DoD requirements
• MAJOR ACCOMPLISHMENT: As the lead SME, my contributions were critical to the successful design, development, production, and publication of five CMPRO Dashboard and Data Cleansing training videos. This resulted in over 75+ IPTs utilizing a new option for training and teams reports close to 100% FIAR compliance in their respective department.

CURRENT INITIATIVES:

• As the NIWC TPM for Inventory Management on the 5G Smart Warehouse team, currently assisting the transition of a traditional warehouse to the upgrade to a 5G Smart Warehouse for DLA Enterprise. Site surveys were conducted to assess the operational requirements and risk for implementation. This project will seek production by FY25. The objective of the effort is evaluate capabilities, warehouse connectivity requirements, 5G communications connectivity, and risks to establish for Defense Logistics Agency (DLA) Research and Development (DLA R&D) Smart Warehouse Program Manager. Listed are overarching goal:
• Increase efficiency of warehouse operations
• Increase accuracy of data collection and retrieval
• Amplification of human resources and lowering required direct intervention.

• Performs all the tasks to accomplish receiving, storage, distribution, inventory management, and DRMO, of material in warehouses, ensuring compliance with the applicable local Standard Operating Procedures, governing laws, regulations, policies, and other applicable requirements throughout the SSC Atlantic locations
• Managed building 198 Warehouse movement of material and all aspects/phases of N-ERP/CMPRO, including warehouse safety requirements and direct warehouse support to 12 different Logistic programs within SPAWAR
• MAJOR ACCOMPLISHMENT: Identified and researched frustrated material that were abandoned by previous programs for more than 5 years
• After research was conducted, the item manager approved the DLR's that were identified to be dispositioned
• The total number and value of material that was properly disposed included 35 line items valued at $31,000
• Processed storage and issue of material within Enterprise Resource Planning (ERP) & Configuration Management Professional (CMPRO)
• Prevented 'erroneous' Contractor Acquired Property (CAP) materials from entering 198 that had not been processed through the proper transportation channels
• Also, ensured that all received materials had been appropriately captured in N-ERP and required transportation pipeline
• Amended or rejected supply requisitions, work order requests and shipment requests that did not meet established standards
• Performed 131 Navy ERP Transactions Audit
• Out of those 131 audits, five were discovered to have minor errors
• After a thorough investigation, actions to remedy the errors were conducted in CMPRO/ERP to be in compliance of findings
• MAJOR ACCOMPLISHMENT: Get Verbiage from award.TBD Brief management and provide administrative and logistical support to visits, conferences and meetings.

• Supports various aspects of DoD Logistics in the SPAWAR environment utilizing CMPRO
• This includes providing support for procurements, Reliability, Availability, and Maintainability (RAM), Inventory Management, documentation, packaging, handling, storage, and transportation (PHS&T), configuration management (CM), material fielding, Manpower, Personnel, and training (MPT), and Diminishing Manufacturing Sources and Material Shortages (DMSMS)
• Developed request for proposals (RFP) and Performance Work Statements (PWS) for multiple service contracts
• Initiated and conducted a 100% inventory of all EDS/TEG project material
• Properly documented and captured the material in CMPRO to reflect FIAR compliance for SPAWAR standards and the PMOs requirement for accountability
• Finalized the last DMSMS report that was obligatory for the EDS Project
• Managing all of EDS/TEG material, executed CMPRO transactions that included Material Request Forms (MRF), Transportation Movement Requests (TMR), Inventory gains, Inventory Losses, and other module functions related to the mission.

• Support a wide range of federal U.S
• Agencies and members of the U.S
• Intelligence Community (IC) as a contracted Logistics Analyst for CACI International
• Manages a $162M material logistics program, overseeing 40K-square-foot warehouse that houses administrative equipment and other expendable and non-expendable resources worth up to $200M
• Recovered and accounted for more than $10M dollars’ worth of missing intelligence equipment through strategic analysis of the existing accounting systems, revamping ineffective procedures, introducing tighter inventory control methods, redirecting team efforts, and retraining all employees
• MAJOR ACCOMPLISHMENT: After creating and enacting new procedures for Equipment issue, shipping and tracking
• The GENESIS III Property Accountability Standard Operation Procedure (SOP) were modeled upon existing DoD directives and personal inventory management expertise
• CACI adopted the SOP for its global operations
• Deployed to support the National Criminal Investigative Service’s (NCIS) Joint Field Office Afghanistan (JFOA) counterintelligence operations in Kabul for three months
• MAJOR ACCOMPLISHMENT: As the sole logistician for JFOA, through networking and utilizing prior experience, there 6 month backlog of material was delivered to assist in the efforts of their missions that was able to support the troops on ground
• In result received Letter of Appreciation from senior JFOA representatives, and was inducted into the CACI Encore Achievers Club, an organization that recognizes employees for superior performance, for providing high level of customer service and representing the company in a positive light
• Completed three full inventories of more than $200M worth of material resources, helping to ensure 100% accountability and maintenance of mission-essential property, while facilitating the retrograde of government property from theater, as dictated by strategic withdrawal objectives
• Interpersonal skills valued by contractors and military staff as the subject matter expert (SME) and regarded as the go-to-person by team members and trainees, as much for logistic, contracting, inventory, and supply support knowledge as for high ethics and 24/7 approachability.

• Provided material logistics and transportation support to a diverse range of U.S
• Intelligence agencies and directorates as a Senior Logistics
• Supervised teams of up to eight logistics specialists and material handlers at any given time in overseeing all phases of the material management process
• Consulted with supported organizations’ high-level leaders to determine upcoming mission sets and strategic objectives, and planned, coordinated, directed, and evaluated the logistical requirements needed to ensure operational readiness
• Managed mission-critical, highly sensitive, and high-dollar value property worth more than $45M at any given time
• Coordinated the efficient and optimal transport of more than 100K pounds of equipment, the majority of which is highly sensitive or relevant to U.S
• National security interests, during seven-month employment with the organization
• Expertly synchronized and tracked materiel movement using a diverse range of air, ground, and sea transportation modalities
• Supported U.S
• Forces’ operations in and withdrawal from Iraq during one-year deployment to Baghdad
• MAJOR ACCOMPLISHMENT: Managed all ground and air transportation planning to facilitate materiel resupply operations for select members of the U.S
• IC, while coordinating the return of 300+ personnel and over $50M worth of sensitive and mission-essential government property to the U.S., in line with national-level retrograde objectives
• Was part of the last three personnel for the agency to leave Iraq after the last Freedom bird departed with that final pallet of material agency personnel including myself.

• Provided material logistics and transportation support to a diverse range of U.S
• Intelligence agencies and directorates as a Senior Logistics
• While serving as Financial Manager for the U.S
• Navy’s Seventh Fleet in Japan, forecasted and managed $2.2M annual operating budget and multimillion-dollar Government Purchase Card (GPC) and Government Travel Card (GTC) programs
• Additionally, prepared and presented personnel and operational readiness reports for executive leaders the admiral/general officer level
• Managed the safe and expeditious movement to and from the USS Eisenhower of over 2.9K passengers and distinguished visitors, 380K pounds of mail, and 580K pound of critical cargo in support of U.S
• Security operations in the Middle East during a combat deployment to the Persian Gulf
• Provided direct air transfer support to seven U.S
• Navy squadrons comprising 800 personnel
• In preparation for deployment to the Persian Gulf, effectively used condensed three-month timeline to train ten-person team in technical and theoretical aspects of air transfer operations
• Despite relatively short amount of time to train, the team was technically proficient and fully capable of conducting sustained operations at a rigorous pace
• Oversaw the coordination of movement for more than 12.5K tons of cargo, 5K tons of mail, and 12.5K passengers on 3K+ missions in support of U.S
• Military operations in Iraq and Afghanistan
• Established and maintained liaison with the Civilian Airport Authority in Manama to successfully coordinate the secure arrival and departure of 20 distinguished visitor aircrafts for a strategic planning conference in the Middle East
• Integral in the transport of over 53K personnel and 138K tons of materials throughout USEUCOM’s AOR, as part of security operations in Iraq, Afghanistan, Pakistan, and select locations in the Middle East
• Maintained 100% oversight and accountability of all movements while managing numerous concurrent support activities
• Coordinated efforts between internal and external stakeholders to establish a Department of Defense Activity Address Code (DODAAC) for a U.S
• Naval special warfare unit operating in European Area of Responsibility (AOR)
• The code facilitated the rerouting of urgent resupply missions through the most efficient channels, which reduced the amount of time it took to receive mission-critical repair parts by 15 days
• Leveraged technical expertise of automated systems to revamp department’s methods for preparing daily update briefs for executive-level leadership
• The process involved hundreds of man-hours over the course of eight months, but ultimately reduced input efforts by 30% and eliminated the need to divert manpower from more pressing operations
• While the financial manager for certain commands, used financial and DLA systems to procure materials for embedded organizations
• Coordinated and expedited 300+ high-priority requisitions and logistics support operations for remote detachment operations in Cyprus and Italy
• Designed and implemented a fuel monitoring system that validated daily fuel consumption and saved 30 man-hours on a monthly basis
• As a junior Material Handler for the Marine Corps Air Station Headquarters Squadron, cultivated logistics support services to a wide range of installation tenant activities, visiting organizations, and other government agencies
• Supported the requisition and receipt of over 80K pieces of equipment during three-year period
• Continually ensured proper stewardship of organizational funds, and successfully saved over $15K through meticulous verification of financial obligations.