Hadiza Abdullah-Bello Logistics Management Specialist Defense Logistics Agency-Logistics Operations Biography Hadiza Abdullah-Bello serves as a Logistics Management Specialist in Military Service Support (MSS) Division-Air Force (AF) Team. Manages a wide-range of logistics issues/concerns as they pertain to the United States Air Force (USAF). Coordinates with several Primary Level Field activities (PLFAs) to provide an in-person, day-long DLA Training/Customer engagement event at various Air Force units. The training sessions were taught by DLA Logistics Information Service (DoD EMall, WEBFLIS, WEBVILPS), DLA Energy, DLA Troop Support, DLA Disposition Services and DLA Aviation (AMARG Pull Process, Protected Stock Policy). They were praised by USAF leadership for focusing on key DLA processes and procedures used by their Airmen to support in garrison and deployed forces. Additionally, serves as the liaison on the AF team for coordinating with the DLA J34 Stock Positioning team to identify NIINs for potential forward stocking in support of the USAF operations around the world. The AF Team POC for coordinating PLFA visits that foster communication and collaboration with the AF team and the respective PLFAs. Serves as the DLA rep for 2 IPTs pertaining to the current Air Force A4 Flight Plan such as Responsive Resilient Supply Chain (RRSC) and Set the Theater. From Nov 2015- July 2016 Hadiza served as a Logistics Management Specialist on the Marine Team where she facilitated the Partnership Agreement Council (PAC) meetings held quarterly between the USMC and DLA to ensure continued high levels of support to gain the importance and understanding future efforts. Hadiza also provided support to Marine Corp Systems Command (MCSC) and DLA J7 on a contracting initiative to identify possible strategies and cooperation between MCSC and DLA as it pertains to contracting methods used by the two organizations for supporting systems with an organic sustainment strategy. From Oct 2010- Oct 2015 Hadiza served as Supply Systems Analyst in the Process Integration (PI) Office of the Logistics Operations Directorate. Managed all integration on enterprise wide actions or process issues across all EBS processes (Planning, Order Fulfillment, Technical and Quality, Procurement, Real Property, Industrial Operations and Financial Management) and also provides guidance to revise or develop new processes. Served as one of the PI subject matter experts in providing direction on cross process issues across all Primary Level Field Activities (PLFAs) as well as ensuring all process areas comply with all applicable regulations. PI rep Continuing of Operations Plan (COOP) working group for J3 (Logistics Operations) to plan and ensure that normal business functions continue in the event that operations at Headquarters (HQ) DLA are disrupted or threatened with disruption. Part of an enterprise team that worked on testing USTRANSCOM and DLA COOP business processes to validate touch points and conduct a combined mission risk assessment to include operation and technical mitigation. From Jan 2007- Oct 2010 Hadiza served as a Property Disposal Specialist within the Inventory Management Division, Disposal Policy Branch. In this capacity she was part of an integrated team with DLA Disposition Services to perform Operational Effectiveness Review (OER) visits to audit the field activities all over the United States and Overseas. She was the Inventory Management POC for all Enterprise Business Systems (EBS) areas in the Inventory Management Division. This role is key to implement new DoD wide end to end Supply Chain ERP Programs. Hadiza was also selected to participate in the OSD Acquisition Exchange Program from March- September 2009. She had the responsibility as the Program Manager for the system known as the Joint Organization Query (JOQ), which is envisioned to replace the DoD portion of FedReg. She became intimately familiar with the Information Assurance process, test scripts, program plans and software and hardware procurement nuances. She also became the lead to organize the development of a joint Contracting Officer Representative tool. This capability is currently managed and deployed by the Army but Hadiza took the lead to manage the development of a joint version. She had the opportunity to join a joint service team, develop relationships with the folks managing this for contingency application as well as for the Defense Acquisition University. She managed the timeline, ensured the money was provided to the Army and herded cats to bring the team together. Last but not least she managed a single process for transitioning from the old FAR 45 (Government Property) provisions to the new FAR 45 rule. This effort took painstaking work to meet with industry and department stakeholders and develop a consensus approach, working with DCMA. In 2006 Hadiza started her government career in DLA as a Property Disposal Specialist in Law Enforcement Agency (LESO). Prior to coming to DLA Hadiza served 8 years in the Army as a Logistics Tech with assignments consisting of 2 tours in South West Asia, Fort Bragg, NC , Fort Lee, VA and Fort Belvoir VA. Hadiza has been awarded several Performance awards throughout years of government service and was also selected as the J-33 Peer Award Recipient in March 2010. Hadiza graduated from University of Maryland University College earning a Bachelor of Science Degree in Human Resource Management and also holds a Masters Degree in Management with a concentration in Procurement and Contract Management from University of Maryland University College as well as an MBA also from University of Maryland University College. In her 13 years with The Boeing Company, Janelle Bakke has held Mechanical and Structural Engineering, Systems Engineering, and Product Support positions in Boeing Defense, Space & Security (BDS) and Boeing Global Services (BGS). Currently, she is the Senior Manager for Army Logistics in Mesa, AZ, within the BGS Engineering, Modifications & Maintenance Capability. In this role, Janelle has responsibility for Integrated Product Support processes and deliverables for Apache, Chinook, and Little Bird. Prior to her current role, she was the Attack Helicopter Sustainment (AHS) Senior Manager for Logistics Engineering and Integration and has also been the AHS Systems Engineering, Integration, and Test (SEIT) First Line Leader. In this role, she supported United States Government and International Apache and Little Bird customers. Prior to her first management assignment, Janelle led a Systems Engineering team for as a Technical Lead Engineer (TLE). In this role, her responsibilities included design for supportability analysis, technical proposal development, requirements development and management, and control account management. Earlier in her career, Janelle also worked as a Mechanical and Structural Engineer. Janelle has a Bachelor of Science in Mechanical Engineering and a minor in economics from Tulane University in New Orleans, LA, and graduated from Arizona State University in Tempe, AZ, with a Master of Business Administration. She has also completed the Global Leadership Certificate Program through Thunderbird School of Global Management and graduated from the Rotorcraft Systems High Potential (HIPO) program. Outside work, Janelle enjoys participation in the Phoenix chapter of the Society of Women Engineers, Tulane Club of Phoenix, and ASU Alumni Association. Problem Statement – Janelle Nicole Bakke As platform lives increase, modernization and modification of existing platforms is increasingly relevant. Once fielded, platform configurations change, and as platforms return for modification, bringing them to equivalent and later configurations is proving challenging. As modifications potentially differ by aircraft, engineering and configuration challenges abound. Additionally, preparing instructions, training resources, and dispositioning multiple solutions has proven complex. Further, supply chain considerations result in the field during periods of different end configurations. How do customer and supplier partner to make field modernization cost effective and efficiently-executed? U N I T E D S T A T E S A I R F O R C E COLONEL DAVID A. BIGGS Colonel David A. Biggs assumed duties as the Reserve Advisor and Deputy Chief, Logistics Readiness Division for the Headquarters Air Force Director of Logistics (AF/4L), Pentagon, Washington, DC in October 2015. He is responsible for organizing, training, and equipping more than 180,000 technicians and managers maintaining the Total Force Air Force global engagement aerospace weapons system inventory, providing strategic direction for materiel and equipment management, fuels, vehicle management and operations, distribution, personal property and passenger traffic management. Advises A4L on Total Force policy and manpower issues pertaining to 20,000 ARC logistics forces and leads division responsible for logistics readiness policy development ensuring the readiness of Air Force combat forces worldwide. He provides oversight and review of logistic doctrine and is responsible for policy development for Supply, Distribution, Airman Clothing & Individual Equipment, Fuels, Vehicles and Support Equipment. Develops enterprise level logistics operations strategies, organizational and management concepts of operation, and guidance through Air Force instructions and procedures. Colonel Biggs is a 1991 graduate of the Air National Guard Academy of Military Science. He served as a traditional Guardsman with the Virginia Air National Guard’s 192d Fighter Wing as an Executive Officer for the Aircraft Maintenance Squadron, a Personnel Specialist for the Mission Support Group, a Logistics Readiness Planner, and Chief of Supply for the Logistics Readiness Squadron from 1990 to 2011. He served on a short tour with the US Joint Forces Command in support of the concept development of the Standing Joint Forces Headquarters (SJFHQ), a headquarters deployable Joint Task Force. He also served three active duty assignments with the United States Southern Command (USSOUTHCOM) as a Joint Logistics Planner for the SJFHQ, as the Chief of Public-Private Cooperation Non-Governmental Organizations, and an Exercise/Plans Officer to the Security Cooperation Office at the US Embassy for the Eastern Caribbean. He deployed in support of Operation Enduring Freedom as the J4 Director for the Combined Forces Special Operations Component Command Afghanistan in 2010. He served two years with the J4 (Logistics Directorate) (USSOUTHCOM), as an Air Force Reserve Individual Mobilization Augmentee Logistics Readiness and Plans Officer, providing joint logistics expertise to the Director on transportation, sustainment, planning, and HQ staff actions and special projects. He served as the 482d Fighter Wing Logistics Readiness Squadron Commander, Homestead Air Reserve Base, Homestead, Florida. He mostly recently served as the Air Force Reserve Deputy Division Chief, with the Joint Chiefs of Staff (JCS) J4 Joint Logistics Operations Center (JLOC), Pentagon, Washington, DC. EDUCATION: 1988 Bachelor of Science in Business Administration, University of Mary Washington, Fredericksburg, VA 1991 Academy of Military Science Officer Commissioning, Knoxville, TN 1999 Squadron Officer School (Correspondence) 2003 Air Command Staff College (Correspondence) 2008 Advanced Joint Professional Military Education, Fort McNair, Washington, DC 2011 Masters of Business Administration, American Intercontinental University, Weston, FL 2012 Office of Foreign Disaster Assistance - Joint Humanitarian Operations Course 2013 Air War College (Correspondence) ASSIGNMENTS: 1. February 1990 - October 1991 Command and Control Specialist (enlisted), 192d Operations Group, Sandston, VA 2.October 1991 - October 1994 Executive Officer to the 192d Maintenance Squadron Commander, Sandston, VA 3. November 1994 - December 2002 OIC Personnel Specialist 192d Military Personnel Flight, Sandston, VA 4. January 2003 - February 2011 Logistics Readiness Officer/ Chief of Supply, 192d Logistics Readiness Squadron, Sandston, VA and Langley Air Force Base, VA 4. June 2005 - Feb 2008 Logistics Plans and Operations Officer Standing Joint Force Headquarters USSOUTHCOM, Miami, FL 5. March 2008 - October 2009 Chief Public Private Cooperation, Non-Governmental Organization Division, USSOUTHCOM, Miami, FL 6. Jan 2010 - October 2010 J4 Director for the Combined Forces Special Operations Command- Afghanistan Kabul, Afghanistan 7. March 2011 - September 2013 Logistics Readiness Officer J4 Directorate USSOUTHCOM, Miami, FL 8. October 2013 - January 2015 Logistics Readiness Squadron Commander, Homestead Air Reserve Base, FL 9. January 2015 – Sep 2015 Joint Logistics Officer, Joint Chiefs of Staff J4, Pentagon, Arlington VA MAJOR AWARDS AND DECORATIONS: Bronze Star Defense Meritorious Service Medal Meritorious Service Medal Air Force Commendation Medal with one oak leaf clusters Joint Service Commendation Medal Joint Service Achievement Medal Air Force Achievement Medal EFFECTIVE DATES OF PROMOTION: Second Lieutenant 3 Oct 1991 First Lieutenant 17 Oct 1993 Captain 3 Dec 1995 Major 12 Feb 2000 Lieutenant Colonel 12 Feb 2007 Colonel 6 December 2014 (Current as of Sep 2016) DOD Center of Excellence in Logistics and Technology (LOGTECH) Program in Advanced Logistics and Technology Applicant Logistics Problem Statement or Effective Solution of a Recent Problem U.S. Department of Defense currently utilizes contractors to fill support roles in theaters of conflict to an extent that is unprecedented in modern history. For the DoD, contractors act as force multipliers providing both military and political flexibility. They provide supplies and perform a variety of other functions, including security, logistical support, weapon and equipment upkeep and maintenance, intelligence, communications, transportation, construction, engineering, and base support operations and maintenance. With extensive employment of contractors has come increased scrutiny and visibility of the risks, such as waste, fraud, and abuse, as well as the unforeseen strategic, operational, and tactical consequences of injecting contract funds into theaters of operation. The issue is the lack of planning, integration and management of these contracting resources in the deliberate planning processes. Paragraph 1: Summarize the transformational logistics issue, problem and/or solution the member is currently working in their respective position. Operational contract support (OCS), defined as the process of obtaining supplies, services, and construction from commercial sources in support of joint operations. It is an enabler to getting at the issues stated above. My office is currently tasked at looking at the best possible options to integrate OCS through the Air Force using DOTMLPF. The three key areas that OCS covers as defined in terms of Joint Publication 4-10. Contract Support Integration (CSI): The coordination and synchronization of contracted support executed in a designated operational area in support of the joint force. Contracting Support (CS): The execution of contracting authority and coordination of contracting actions in support of joint force operations. Contractor Management (CM): The oversight and integration of contractor personnel and associated equipment providing support to the joint force in a designated operational area Paragraph 2: Briefly describe the potential options and/or solutions that are worth further study/review to the problem described in paragraph 1. • Define OCS planning and integration personnel across the total force • Define the training requirements outside of current Joint Staff capability • Identify opportunities to best employ OCS as a force enabling capability to support and inform commanders’ assessments, adaptive planning and the services force planning scenario development • Ensure a proper OCS human capital strategy—recruit, train, track, and retain—for all deployment and staffing for Joint Forces and compliance with legislation • Insufficient awareness of the significance and complexity of OCS with Senior Leadership • Limited integration of OCS into AF policy, task planning, assessments, training, and reporting CDR Christian Booth Supply Corps, United States Navy A native of Seattle, Washington, CDR Booth earned a bachelor’s degree in Economics at the University of Western Washington in 1997. He earned his commission through Officer Candidate School in Pensacola, Florida, graduating in July 2000. CDR Booth completed the Supply Corps BQC in May 2001. Upon graduation, he was assigned to the USS SPRUANCE (DD 963) in Mayport, Florida. He served as the Disbursing and Sales Officer and earned his Surface Warfare Supply Corps Officer designation. In 2003, CDR Booth took over as the Supply Officer at Helicopter Anti-Submarine Wing, Pacific (HSWINGPAC). He managed critical material requests for six deployable HS squadrons on the West Coast and Japan, earning his Naval Aviation Supply Officer designation. CDR Booth then reported to Fleet Logistics Center (FLC) Sigonella in Sicily, Italy in 2005 to take on the role of Deputy Business Officer at the newly established European FLC. He led the transfer of operational funding from European Command (EUCOM) to ensure the newly transitioned regional base logistics operations such as regional mail centers, fuel depots, and contracting centers were fully funded as they transitioned to Naval Supply Systems Command (NAVSUP). In 2008, CDR Booth transitioned back to sea as the Supply Officer of USS INGRAHAM (FFG 61). He completed an INSURV, SMC, and an unsupported deployment in the Red Sea supporting MIO and anti-piracy operations. During this tour he was accepted into the 810 program and chose to attend the University of Washington’s Foster School of Business. In the fall of 2010 he started his post graduate education at UW and graduated with an MBA with a focus in finance in June 2012. In July 2012, CDR Booth arrived onboard USS RONALD REAGAN (CVN 76) and took on the role of Aviation Support Division (S-6) officer. In January, 2013 he moved into the role of Assistant Supply Officer where he served in that capacity until July 2014. In August 2014 he arrived at Commander Naval Surface Force, U.S. Pacific Fleet (CNSP) and took on the role of Force Stock Control Officer where he set policy, led effectiveness grooms and assist visits, and managed BP 28 funding, IT support, DLR management, and classroom training. He acted as the FIAR Action Officer and trained the Fleet on Off Ship Bill Pay and Husbanding Service Provider policy. In August 2016, CDR Booth reported to NAVSUP Weapon Systems Support, Philadelphia where he currently serves as the Director of the Common Systems Integrated Weapons Support Team.. CDR Booth is married to Kelly Booth who is a Math Coach at the Episcopal Academy in Newtown Square. They have two amazing children, Elliott (7) and Amelia (5). He enjoys traveling, cooking, cycling, fly fishing, photography, and chasing his kids. Updated: June 2017 DOD Center of Excellence in Logistics and Technology (LOGTECH) Program in Advanced Logistics and Technology CDR Christian Booth Logistics Problem Statement Obsolescence and Diminishing Manufacturing Sources and Material Shortages (DMSMS) for weapons systems that are out of production cause significant readiness impacts and are difficult to predict and manage. Paragraph 1: Summarize the transformational logistics issue, problem and/or solution the member is currently working in their respective position. Obsolescence and DMSMS issues directly impact the readiness of every Navy and Marine Corp aircraft managed at NAVSUP Weapon Systems Support, Philadelphia. Specifically, obsolescence and DMSMS cause particular readiness problems with aging weapons systems that are on the far right of their sustainment schedule such as the F/A- 18 A-D, C-2, P-3, and AV-8B. Many times these issues manifest themselves in the lack of availability of consumable piece parts used to repair larger weapons systems. Another significant issue is “no-bid” requirements contracts where the existing OEM declines to produce further material leaving a readiness gap. Many times the Navy does not own the TDP making qualifying new sources difficult. These “no bids” are not centrally tracked or able to be queried. Paragraph 2: Briefly describe the potential options and/or solutions that are worth further study/review to the problem described in paragraph 1. • We have drafted a pilot program that aims to solve obsolescence issues through a four step Obsolescence Optimizer process that encourages speed and responsiveness while increasing sources of supply and competition to deliver previously unavailable material to improve fleet readiness. • Execution has proven difficult. The speed and responsiveness required to be innovative are at odds with the legal contracting requirements laid out in the Federal Acquisition Regulation, source approval requirements, and testing and evaluation requirements that make it difficult to expand sources of supply and increase competition. • In parallel with the Optimizer I would like to work to implement a proactive DMSMS avoidance strategy that assists planner with avoiding DMSMS issues through: Analysis of appropriate metrics o Predictive tools o Accurate Bill of Materials (BOMs) o Proactive item management strategies o • I would like to use this obsolescence issue as a case study in the class or directly apply the skills and tools learned in class to address this important problem.