Navy Supply Corps Newsletter

Material Information

Navy Supply Corps Newsletter
Alternate Title:
United States -- Navy Supply Systems Command
Place of Publication:
Mechanicsburg, PA
Supply Systems Command, Navy Dept.
Publication Date:
Bimonthly[Mar./Apr. 1983-]
Monthly[ FORMER -Feb. 1983]
Physical Description:
v. : ill. ; 27 cm.


Subjects / Keywords:
Armed Forces -- Supplies and stores ( fast )
Periodicals. ( fast )
serial ( sobekcm )
federal government publication ( marcgt )
periodical ( marcgt )
Periodicals ( fast )


General Note:
"The professional journal of the Navy Supply Corps"

Record Information

Source Institution:
University of Florida
Holding Location:
University of Florida
Rights Management:
This item is a work of the U.S. federal government and not subject to copyright pursuant to 17 U.S.C. §105.
Resource Identifier:
031367921 ( ALEPH )
(DLC)SN 92023343|19907637 ( OCLC )
(DLC) 2002230221|48968818 ( OCLC )
---75647998- ( LCCN )
VC35 .A44 ( lcc )
355.6/21 ( ddc )

Related Items

Preceded by:
Monthly newsletter (United States. Navy Dept. Bureau of Supplies and Accounts)

UFDC Membership

Digital Military Collection


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A Message from the Chief of Supply Corps As my time serving as Commander, NAVSUP and Chief of Supply Corps comes to a close, I attained countless goals and strengthened our ability to provide supplies, services, and qualityensure mission success. None of this would have been possible without your unwavering dedication to the Navy and our mission. Your steadfast efforts continue to strengthen the framework needed to build the Navy the nation needs. As a result of your hard work, our supply community continues to be at the forefront as leader of Navy supply support, driving readiness and accountability in support of lethality. efforts of many, NAVSUP and the Supply Corps continue to foster an environment of innovation, ability, initiative, and toughness across the entire supply community. I am proud to have been part of such an exceptional team that works hard every day and understands the important role government contracting. Contracting provides the framework necessary to accurately deliver, execute and support the delivery of high value products and services to our customers. process to ensure they are able to develop a customized plan that is tailored to the individual system. Finally, please join me in welcoming Rear Adm. Michelle C. Skubic as the new Commander, NAVSUP and 48th Chief of Supply Corps. She is more than ready to take on these responsibilities, and will no doubt ensure that we live up to our motto of being Ready for Sea. I ask that you As I complete my tour, I know I am leaving our community poised for great success as we face you will do in the future. J.A. Yuen RADM, SC, USN


III of resources in order to generate and sustain readiness capable of addressing the increasing ways that we achieve the command mission, to provide supplies, services, and quality-of-life support to across the full range of military operations. Over the years NAVSUP has become the Navys dependable and trusted agent to understand and apply the customers requirements during the acquisition process, while complying with all laws and regulations during peace time, war, and humanitarian efforts. Logistics Centers, and Navy Exchange Service Command, providing timely contractual support to customers across the globe. Finally, please continue to keep safety and wellness in mind as we move into the summer weeks and PCS peak season. Make sure we continue to take care of one another, our families, and friends through our command resources and services like those that are offered by our command families, and just one of the many people who help us take care of our own.Lead with character and competence! Command Master Chief Naval Supply Systems CommandNEWSLETTERSummer 2018NEWS FR OM THE Command Master Chief


IV Editorial Staff JANICE DERK Publisher Editors 23 Summer35 29 12 22NAVSUP REFORM6NAVSUPS HOW WE FIGHT12EVERYBODY W ANTS TO BE A CONTRACTING OFFICER23NAVSUP HUSBANDING SERVICE PROVIDER TRANSFORMATION29ACCELERATING PERFORMANCE BASED LOGISTICS ACQUISITION EXCELLENCE35MULTIDIMENSIONAL INTEGRATED STABILIZATION MISSION IN MALI (MINUSMA) RETIREMENTS 38OBITUARIES 40 6 Cover photo by Mass Communication Specialist Seaman Stephen W. Rowe R D T & E P R O C U R E M E NT SUST A I NM E NT D I SPO S A L HO W NA V SUP FIGH TS B ASI C, M AI NT & I NT E GR ATED D E PL O Y & S US T AI N B uilds al l owance s suppor t i ng Na vy s ope r at i onal & i ndus t r i al nee ds Integ r at e s s uppl y s uppor t cr e at i ng hol i s t i c s ol ut i ons fo r Na vy s t ot al re qui r e m e n t S us t ai ns Na vy s S uppl y W hol e ness F l eet A ssi s t T e am s pr ov i de e sse nt i al cr e w t r ai ni ng & suppor t P r e pos i t i ons e sse nt i al suppl i e s abroad, a board & a s hore P ol i cy & suppor t fo r F ue l A mmo, P os t al & H AZ MA T O ur S uppl y C orps pr ov i des s hi pboard l ogi s t i cs & cre w s e r v i ce s uppor t NA V SUP OP TI MI Z E S NA VY S END T O END SUP P L Y CHAIN P r ov i des QOL s e r v i ce s l odg i ng & HHG s uppor t W E F I GH T P r ov i des l ogi s t i cs & hus bandi ng s e r v i ce s S uppor t s Na vy s l ogi s t i cs t r ansp ortat i on, & nance IT Sy s t e m s M S C C V N L H D D L AM S DT r ansl at e s suppl y r e qui r e m e n t s t o P r ogr am M anage r s P r ocure s & m anages re pa i rabl e co m po ne nt s


1 1 The Navy Supply Corps Newsletter Secretary of the Navy Richard V. Spencer and Chief of Naval Operations Adm. John M. Richardson announced that Navy Rear has been selected for promotion to the rank of Rear Admiral, will be assigned as Commander, Naval Supply Corps, Mechanicsburg, Pennsylvania. Rear Adm. Skubic is currently serving as commander, Defense Ohio. Rear Adm. Skubic earned a bachelor's degree from California State University, Fullerton, and holds a Master of Science degree in acquisition and contract management from Naval Post Graduate School. She is also a graduate of the Joint Forces Staff College and the University of North Carolina Kenan-Flagler Executive Development Institute. Rear Adm. Skubic's previous duty stations include director, Logistics, Fleet Supply and Ordnance, N4, director of supplier operations, DLA Aviation, Richmond, head for program contracts, Naval Air Systems Command Supply Corps Flag Nominated for Promotion Navy Rear Admiral Michelle C. Skubic


Flash from the Commander, NAVSUP and Chief of Supply Corps 20 APR 2018R eforming NAVSUP for the Navys FutureAs our Armed Forces adapt to a faster-paced, more complex, and increasingly competitive security environment, NAVSUP is reforming to meet the changing needs to ensure mission success. Further, Defense Secretary Mattis tasked DoD to reform business practices, audit. Each of us has a role in the changes we need to build the Navy the Nation Needs. Driving our reform initiative is a desire to realign so we are closer to our customers, to NAVSUP is best positioned to understand the customers world as our own, providing close collaboration and customer-focused metrics. Reasserting NAVSUPs role as the Navys Title 10 leader for supply chain management is also a core element of our reform initiative. organically and via both public and private organizations that provide segments of supply support. Only you, our NAVSUP and Supply Corps team, can integrate these segments into a comprehensive, tailored solution to meet the full Navy requirement. Digitization is another key part of our reform. For us to provide the enhanced agility and leverage advanced analytics and data feeds to anticipate customer demands. You will see improved data analytics and new digital technology being implemented throughout our programs and processing, including forecasting. Recognizing that investing in you, our people, is vital to the success of any initiative, enabling the workforce is another core component of our reform initiative. We host a culture of excellence that develops and trains our people and the next generation of leaders. NAVSUP will identify, hire, train, and retain the new era workforce. Civilians are NAVSUPs consistent and dependable core of our global workforce. NAVSUP is optimally positioned for us to more directly engage and support our customers through these demands. Our spring edition of the Supply Corps Newsletter, available at, focused on reform and provides further examples of how we are reforming. You are making this happen. Many of our commands are already implementing reform initiatives. Over the next 18 months, a steering committee led by NAVSUP senior leaders, will oversee include integrating next generation technological advances into every supply chain process, investing in high-value technologies to improve processes, and leveraging data analytics. In the end, our initiative will forge the organization for sustained performance by evolving the NAVSUP operating model so we remain always ready, resourceful, responsive! We will keep you updated as our Reform program matures. J. A. YUEN Rear Adm. Jonathan A. Yuen REFORM Summer 2018 2


3 Command (NAVSUP) disestablished NAVSUP Global Logistics Support (NAVSUP GLS). Functions performed by NAVSUP GLS have been realigned to NAVSUP Headquarters in Mechanics burg, Pennsylvania. By realigning functions to NAVSUP Headquarters and disestablishing NAVSUP GLS, NAVSUP removed an intermediate layer of command. Ultimate ly, realignment of the NAVSUP organiza tion will improve command oversight and that will enable faster support and greater accountability as the Navy strives to maintain its competitive advantage globally. NAVSUP GLS, an Echelon III command located in San Diego, was established in 2006 and originally named Commander, Fleet and Industrial Supply Centers (COMFISCS). The command provided oversight monitoring of waterfront support performance; oversight manage ment of NAVSUP Fleet Logistics Center (FLC) operations, including contracting, fuels, global logistics services, hazardous material management, household goods movement support, integrated logistics support, material management, postal operations, regional transportation, warehousing, logistics operations, and ammunition; and oversight management of base supply support for Navy installa tions worldwide. On the occasion of the closing, NAVSUP Commander Rear Adm. Jonathan A. Yuen said, Over its short history, NAVSUP GLS established a proud tradition of service, and those associated with the command worked in earnest to diverse portfolio of services that were critical enablers for our customers.As part of the realignment, eight NAVSUP -nated as Echelon III commands, reporting directly to NAVSUP Headquarters. Additionally, NAVSUP Ammunition Logistics Center and Naval Petroleum GLS to NAVSUP Headquarters. The NAVSUP organization, better suited to provide comprehensive and tailored Naval Supply Systems Command Disestablishes Subordinate Command, NAVSUP Global Logistics SupportEmploying Supply Chain Analytics for Logistics By NAVSUP N4 Supply Chain Management Process OwnersAs the Navys premier supply chain integrator, Naval Supply Systems Command (NAVSUP) manages value streams that provide material for Navy aircraft, surface ships, submarines and their associated weapon systems. Seamless integration within, between, and beyond NAVSUP-managed supply chain segments, such as planning, repairables, material control, order to satisfying customer requirements. In early 2017, supply chain process owners were challenged to leverage deep process knowledge, collaboration, and data insights to examine the accuracy of the requirements determination process, optimize the system to ensure it performs to goal, and explore how process lead to provide material. Each supply chain process owner team took on the challenge, with the support of leadership and stakeholders across the NAVSUP Enterprise. Over the past (SCALE). The teams have given visibility to the nuanced and complex workings of various pieces of the supply chain. A broad cross-section of NAVSUP teammates from various HQ departments, NAVSUP Weapon Systems Support (NAVSUP WSS), and NAVSUP Business Systems Center (NAVSUP BSC) lent their time, improvements to customer support and identify continued opportunities for process optimization. PlanningThe NAVSUP planning process uses data from value streams throughout the supply chain as algorithm inputs to produce buy and repair recommendations. team, and NAVSUP WSS analyzed the current budget process by mapping out the requirements determination process. The team concluded that a subset of the requirement for large increases to levels updates was understated. They determined logistics integrated requirements report (FLIRR), should be used to capture these level updates, e.g., procurement lead times (PCLT) and survival rate (SR). This additional data will allow NAVSUP WSS the ability to request the correct future requirements.


4 RepairablesThe NAVSUP repair process responds to repair recommendations provided by the Navy Enterprise Resource Planning (ERP) schedule board, executing over 150,000 repairs per year, across 1,000 suppliers, at $3.28 billion, ensuring ready-for-issue material is onhand to support customer requirements. The NAVSUP repairables team developed commercial, organic, and interservice repair value streams to measure how often ready-for-issue assets are received from suppliers by the original estimated completion date. NAVSUP BSC replicated the Navy ERP data pulls, analytical methodology, and graphical displays in NAVSUPs Logistics Cell (LOGCELL) dashboard. LOGCELL supports supplier collaboration, as performance is a shared responsibility among NAVSUP and its repair partners. The repairables team is performing analysis into root causes, leading indicators, and cycle time syncs, and is working with developers, analysts, and repair activities to continue to make constraints visible. Part of this analysis includes simulations to monetize changes in process lead times. Potential solution sets include cycle time reduction carcass shipping process, and improve ments in the piece part ordering process. Material ControlThe NAVSUP material control team is responsible for warehouse management, discrepancy reporting, and inventory accuracy across sites that hold NAVSUPowned material. NAVSUP has established inventory accuracy as one of the top priorities. Although inventory accuracy varies across supply chain segments, overall inventory accuracy is at 90 percent, with a goal of 97 percent by June 2019. The material control team authored an inventory management plan that dictates inventories be conducted across the NAVSUP Enterprise. All sites must be assessed in a three-year period by performing an sample size. Any site failing an assessment must undergo a wall-to-wall inventory. Additionally, material control initiated action to monitor disconnects between inventory accuracy feeder systems and Navy ERP. The team is also developing and executing action plans to improve accountability, including regular drumbeats with external Navy budget submitting results and lessons learned. ensures material can be automatically customer requirements. NAVSUP BSC and Defense Logistics Agency (DLA) to streamline support for Navy requirements for DLA-held customer backorders, despite full functionality (lateral redistribution) not being available in the initial Navy ERP rollout. at $4.06 million by processing records in Navy ERP, leading to improved customer wait time for Navy and other service customers. Automated lateral redistribution functionality is expected to deliver in the May 2018 Navy ERP release. a sourceable/unsourceable metric that the NAVSUP BSC inforM-21 team is reviewing the design and recommending any enhancements to give the desired degree of automated sourcing to Navy Working Capital Fund-owned assets in Navy ERP.AllowancingThe NAVSUP allowancing team oversees the modeling process by which inputs, rates, are used to produce allowance of material customers are authorized to carry. The team reviewed the model and adjusted the price sensitive threshold for NAVSUP also established a Joint instruc-tion with Naval Sea Systems Command (NAVSEA) to stand up a review board called the Maritime Allowance Readiness Based Sparing, Reprovisioning, and Change-Review Board (MARRC-RB). This review board is chaired by NAVSUP (OPNAV) participation. The MARRC-RB will ensure programs are complying with current policy, OPNAV-approved models are utilized to develop spares packages, and funding is in place to support the spares process. Further, the MARRC-RB will recommend RBS analysis of underperforming weapon systems. The result will be improved weapon system account, which provides initial spares in Program Objectives Memorandums (POM) -19 and 20.SummaryWith the commands focus on cultivating enhancements to NAVSUPs supply chain to improve customer outcomes, NAVSUP process owners continue to es and achieve supply chain perfor mance increases. As NAVSUP Vice Commander Michael Madden says, We need to continue to develop a culture that is always questioning our process and our underlying assumptions, a culture that accepts prudent risks to learn and drive improvements. It is this kind of We need to continue to develop a culture that is always questioning our process and our underlying assumptions, a culture that accepts prudent risks to learn and drive improvements. Michael Madden


5 Collaboration Process KnowledgeData InsightsBelow: NAVSUP N4 process owners collaborating on SCALE: Keith Patton (planning process owner), Gus Buhrman (order Adkins (material control process owner), and Charla Fridley (repairables process owner). photo by Keith Wright Left: NAVSUP N4 allowancing process owner Bill Davis reviewing allowance data. photo by Charla FridleyBelow: NAVSUP N4 Analyst Matt Anderson developing strategic repair metrics. photo by Charla FridleyThe Navy Supply Corps Newsletter


6 R D T & E P R O C U R E M E NT SUST A I NM E NT D I SPO S A L HO W NA V SUP FIGH TS B ASI C, M AI NT & I NT E GR ATED D E PL O Y & S US T AI N B uilds al l owance s suppor t i ng Na vy s ope r at i onal & i ndus t r i al nee ds Integ r at e s s uppl y s uppor t cr e at i ng hol i s t i c s ol ut i ons fo r Na vy s t ot al re qui r e m e n t S us t ai ns Na vy s S uppl y W hol e ness F l eet A ssi s t T e am s pr ov i de e sse nt i al cr e w t r ai ni ng & suppor t P r e pos i t i ons e sse nt i al suppl i e s abroad, a board & a s hore P ol i cy & suppor t fo r F ue l A mmo, P os t al & H AZ MA T O ur S uppl y C orps pr ov i des s hi pboard l ogi s t i cs & cre w s e r v i ce s uppor t NA V SUP OP TI MI Z E S NA VY S END T O END SUP P L Y CHAIN P r ov i des QOL s e r v i ce s l odg i ng & HHG s uppor t W E F I GH T P r ov i des l ogi s t i cs & hus bandi ng s e r v i ce s S uppor t s Na vy s l ogi s t i cs t r ansp ortat i on, & nance IT Sy s t e m s M S C C V N L H D D L A M S DT r ansl at e s suppl y r e qui r e m e n t s t o P r ogr am M anage r s P r ocure s & m anages re pa i rabl e co m po ne nt s NAVSUPs How We FightBy Lt. Cmdr. David Carroll and Lt. Cmdr. Vaughn Cooper, page 8 Figure 1


7 7 R D T & E P R O C U R E M E NT SUST A I NM E NT D I SPO S A L HO W NA V SUP FIG H TS B ASI C, M AI NT & I NT E GR ATED D E PL O Y & S US T AI NB uilds al l owanc e s suppor t i ng Na vy s ope r at i ona l & i ndus t r i al nee ds Integ r at e s s uppl y s uppor t cr e at i ng hol i s t i c s ol ut i ons fo r Na vy s t ot al re qui r e m e n t S us t ai ns Na vy s S uppl y W hol e ness F l eet A ssi s t T e am s pr ov i de e sse nt i al cr e w t r ai ni ng & suppor t P r e pos i t i ons e sse nt i al suppl i e s abroad a board & a s hore P ol i cy & suppor t fo r F ue l A mmo, P os t al & H AZ MA T O ur S uppl y C orps pr ov i des s hi pboard l ogi s t i cs & cre w s e r v i ce s uppor t NA V SUP OP TI MI Z E S NA VY S END T O END SUP P L Y CHAIN P r ov i des QOL s e r v i ce s l odg i ng & HHG s uppor t W E F I GH T P r ov i des l ogi s t i cs & hus bandi ng s e r v i ce s S uppor t s Na vy s l ogi s t i cs t r ansp ortat i on, & nance IT Sy s t e m s M S C C V N L H D D L A M S D T r ansl at e s suppl y r e qui r e m e n t s t o P r ogr am M anage r s P r ocure s & m anages re pa i rabl e co m po ne nt s NAVSUPs How We FightBy Lt. Cmdr. David Carroll and Lt. Cmdr. Vaughn Cooper, page 8


8 NAVSUPs How We FightTitle 10 of United States Code directs our Navy to man, train, to conduct incident to operations at sea in order to protect America from attack and preserve our strategic logistics pipeline capable of delivering sustained support to a Navy on continuous world-wide deployment. Navy logistics are inherently unique and tailored to support small unit, decentralized operations for numerous platforms and weapon systems. logistics, which traditionally support large units of personnel and equipment operating from an installation or bridgehead.NAVSUPProducts & Services doctrine to maximize the utility of its limited resources. NAVSUP is integrated throughout RKCs end-to-end process, supporting overall readiness through the provision of supplies, services, and quality-of-life support to the NAVSUP executes its mission through a family of Echelon III commands, including eight globally-positioned Fleet Logistics Each of these tailored supply solutions provided along many of the products and services provided by NAVSUP commands, which collectively generate and sustain readiness throughout the O-FRP. primary responsibilitiessupporting the generation of readiness by sustaining supply wholeness for Navy weapon systems. Providing supply wholeness becomes NAVSUPs responsibility after a weapon material support transfers to the Navy. bilities once material support of a weapon system transfers to Navy. First, NAVSUP procures and repairs repairable components, NAVSUP teams with non-Navy supply partners to create holistic solutions for Navys total material requirements. Finally, NAVSUP prepositions material to optimize Navys end-to-end supply global chain.NAVSUPFinancial Resources Financial resources and their allocation provide a means to review NAVSUPs material support to Navy weapon systems. Figure 3 displays NAVSUPs or the authority used for the procurement by NAVSUP, which characterizes NAVSUP as Navys supply management activity. ( executed $8.4 billion to provide supplies, services, and quality-of-life support to the authority permits NAVSUP to contract with commercial and organic activities for the procurement and repair of Navy secondary repair parts a lead-time in advance. 1 Figure 2


9 9 Reso urce Alloc ationNA VS UP Buy s Lead T im e B P 34 $77M B P 85 $ 4, 554 M B P 81 $ 1, 140M B P 21 $63M B P 28 $ 718M B P 91 O ps $846M B P 91R $407M Bud g e t Pr oje cts NA V SU P $7. 8 BM a r i n e CorpsNW CF SM NAV S UP ~ 27% o f N WC F NA V SUP N WCF ~ 93% o f N A VS UPNW CF S M$ 7 ,8 05MA pp r o p r i ated $ 625M Wh o l e sal e $5 771MRe t ai l$781M O pe r a t i ons $ 1, 253MNW CF -SM (N a v y)NWC FP e rs p ecti v eN A V S U P P e rs p ecti v e R &D S uppl y M an a g e me n t $7.9B M ai n t D e p o ts M S C Base S uppo r t NW CF three-fourths, was executed on NAVSUPs primary material responsibilitythe procurement and repair of repairable NAVSUPs procurement of Government prepositioning non-Navy managed material in the quantities and locations required by NAVSUP cost in developing holistic solutions that optimize Navys end-to-end supply. Finally, the Operations wedge of business to include labor, overhead, warehousing, transportation and distribution paid to DLA. ments and overall naval readiness is supply wholeness for Navy weapon systems. Supply wholeness is achieved through procurement and repair of NAVSUP-managed repairable components and the prepositioning of of procurement, repair, and prepositioning of weapon system material optimizes Navys end-to-end global supply chain.Supply Wholeness One Component of Equipment Readiness Supply wholeness, however, is only one component of equipment readiness Overall equipment readiness relies on accurate system engineering, adequate maintenance planning and capacity, and often overlooked by those who develop an impression that a linear relationship exists between supply wholeness and equipment readiness. Equipment readiness begins with good systems engineering. Good systems engineering yields accurate provisioning predicted failure rates. Maintenance plans and capacity are established using those readiness objectives and predictive failure rates, while supply wholeness can be initially built to the systems designed provisioning. supply triad work to increase the utility of limited dollars to maximize equipment readiness of Navys weapon systems.Conclusion Our Navy stands ready to address adversaries who challenge our interests abroad. A keystone to this readiness remains the preservation of a global logistics pipeline, optimized to support decentralized operations in the maritime environment. NAVSUP continues to responsively provide tailored supply solutions that optimize procurement, repair, and prepositioning of Navys holistic material requirements, NAVSUP sustains supply wholenessa critical component in overall equipment Figure 3 1 *Based off of FY17 Actuals


10 SUPPLY WHOLENESS IS ONE COMPONENT OF EQUIPMENT READINESS SYSTEM ENGINEERING SUPPLY MAINTENANCE 4 Figure 4For a more in-depth review of how FY19 Supply Corps Captain SelectionsJason W. Adams Arcangelo P. Dellanno Paul W. Demeyer John H. Hamilton IV Albert L. Hornyak Wesley P. Johnson Andrew J. Lewis Ryan D. Lookabill Erik R. Naley Ernan S. Obellos Cory D. Schemm Johnetta C. Thomas Shawn M. Triggs Jason C. Warner Lagena K. YarbroughAttaining the rank of Captain is the culmination of years of hard work and dedication to the United States Navy. Please join me in congratulating these outstanding Supply Corps J. A. YUEN RADM, SC, USN


11 The Navy Supply Corps Newsletter NAVSUP Check out the NAVSUP YouTube page at We post videos on a variety of topics covering NAVSUP and the Supply Corps! New!


12 This edition of the Navy Supply Corps Newsletter features various articles focusing on government contracting and the major role it plays in providing the framework necessary to accurately deliver, execute, and support high-value products and services. The goal of contracting is to provide for the timely delivery of the best value products and services to the customer, while maintaining objectives. For contracting, the governments main objectives are to ensure that competition is fair and open, products and services are competitively priced, the government gets what it pays for, and that both the government and contractors comply with the law. Our contractors get involved in processes early on and take pride in developing a plan that is customized to meet the individual needs of each and every contract. This hands-on approach creates a responsible and customerfocused contracting system. It is important to remember that contracts are not to be used for the performance of inherently governmental functions such as the command of military forces, the direction and control of federal employees, the conduct of foreign rela-tions, and the determination of foreign policy. to bind the government in a contractual relationship. These relationships are a critical piece of the s at all levels of the Navy.Contracting plays a major role in driving mission success, and we take pride in the relationships we form. All contracts have this great nations best interest in mind, and we strive to reach tailored solutions to meet the full requirement for the Navy.Everybody Wants to be By Mark D. Bennington, NAVSUP Headquarters, Assistant Commander for Contracting E by trade and training, and I believe it to be the acquisition. with ensuring that all contracts meet the requirements of law, executive orders, regulations, and all other applicable procedures, including clearances and approvals. Im the strategic leader for the NAVSUP contracting community tasked with providing a framework for the delivery of contracting As the Deputy Commander for Acquisition, Im the senior civilian the Navys contracting dollars. In direct support of the Navys acquisition goals and objectives, I exercise contract authority and execute contractual and administrative matters in the procurement of ashore. of programs, including supply chain management for material support to Navy, Marine Corps, Joint and coalition partners, supply operations, conventional ordnance, contracting, resale, fuel, transportation, security assistance, and quality-of-life issues for our naval forces, such as food service, postal services, Navy Exchanges, and movement of household goods. In addition to its headquarters activity, the NAVSUP Enterprise Im constantly looking for opportunities to recruit new college Recently, I was presented with an opportunity to enlist new talent into the Naval contracting workforce. GLS employees located in San Diego, California, would be required to move to Mechanicsburg, Pennsylvania. During this time of change, I spearheaded an innovative initiative that allowed any NAVSUP GLS current GS grade and step. Summer 2018


13 workforce of the opportunity. I spent some time in San Diego addressing the workforce about the unique opportunity to work in contracting. contracting in every aspect of Department of Defense and federal functions. I shared my career background, as well as the many cool programs I had been a part of, and highlighted opportunities to work After my talk, there were a number of employees who showed candidates. was to assess the candidates aptitude for contracting. I arranged a week-long Federal Acquisition course for the interested candidates. however, for this particular offering, could attend the FAR introductory course without committing to the the course, they were still interested in contracting, NAVSUP would begin the process of series. If they were no longer interested, then they could remain in their current job series. After the FAR introductory course, each of the interested candidates was course titled, contracting. Students were immersed in the FAR, Defense Federal in knowledge of the government contracting process. introductory course. Attendance at the FAR introductory course was transition process. Normally, within the federal government, one must already be in of students, I worked with the Department of the Navy Director, and Procurement, both spoke via video teleconference at the graduation As the disestablishment date for NAVSUP GLS approached, the candidates into the NAVSUP contracting organization where they could continue their acclimation and education process. order to give them the proper experience, they could potentially be required to physically relocate outside of San Diego. Each employee gave employees the opportunity to within their current GS job series. candidates were given a second MDR, which offered them the opportunity to move to a different geographic location in order to continue their contracting San Diego, California. In the end, six employees decided to transition dinary transition opportunity, I have some observations. First, change is hard, but there are times when you need to take a chance. have proven, thinking differently about problems and solution sets can bring about awesome opportunities. Finally, for me, the ultimate objective is take care of our people. Providing our people with tools and opportunities is a must do, and Im proud of those who took this Everybody wants to be a been my mantra. I am a training, and I believe it to be within DoD acquisition. Mark Bennington, NAVSUP Headquarters, Assistant Commander for ContractingThe Navy Supply Corps Newsletter 13


14 BAE Systems: SSBA Detachment LCS PSA SSGC Detachment LCS PSA NASSCO: SSBA and SSGC LPD PSA Ingalls, Pascagula MS*LPD 17, DDG 51, LHA(R ), USOGAustal USA, Mobile AL*EPF, LCSTEXTRON, New Orleans, LA* Ship to Shore (SSC) Bollinger Shipyard, Lockport, LA* FRC B Sentinel Class Patrol Boat Swiftships Morgan City, LAIraqi and Egyptian PBEMR, New Orleans, LA Ship Disposal and Recycling Program PSA (LCS) BAE Southeast Eng QA personnel on site. 90% of contracting is done remotely. Plant Cog is covered by SERMC in a MOU. San Diego, CA (SSBA, SSGC ) Gulf Coast (SSGC)* Jacksonville, FL (SSBA) SUPSHIP BATH, Maine (SSBA) ESCO Marine International Shipbreaking and recycling Brownsville, TX (SSBA) Bath, Maine (SSBA)* Where We Do Business SUPSHIPS aligned with HQ New Construction, Private Yards 1 Groton, Conneticut (SSGR)* 4 Supervisors of Shipbuilding Commands. Over 250 Admin Contracting OfficersPresent in 10 states Involved in 7 A CAT 1 programs Newport News, VA (SSNN)* SUPSHIP Groton, Connecticut (SSGR)SUPSHIP Newport News, Virginia (SSNN) SUPSHIP Gulf Coast, Pascagula Mississippi (SSGC)NNS* CVN Ford Class NNS* VCS (sub to EB) NNS VCS repair NNS CVN De activiation NNS CVN Refuel and Overhaul -----NAVSEA 022C SEAT ------Norfolk, VA (SSNN) Norfolk Naval Shipyard S upport PSA work while NNSY C400 establishes. GD Bath Iron Works* DDG 1000 DDG 51 GD Electric Boat Virginia Class Submarine Marinette, Wisconsin (SSBA) Marinette Marine* LCS USCGA auxiliary ship BAE Systems: SSBA Detachment LCS PSA SSGC Detachment LCS PSA NASSCO: SSBA and SSGC LPD PSA Ingalls, Pascagula MS* LPD 17, DDG 51, LHA(R ), USOG Austal USA, Mobile AL* EPF, LCS TEXTRON, New Orleans, LA* Ship to Shore (SSC) Bollinger Shipyard, Lockport, LA* FRC B Sentinel Class Patrol Boat Swiftships Morgan City, LA Iraqi and Egyptian PB EMR, New Orleans, LA Ship Disposal and Recycling Program PSA (LCS) BAE Southeast Eng QA personnel on site. 90% of contracting is done remotely. Plant Cog is covered by SERMC in a MOU. San Diego, CA (SSBA, SSGC ) Gulf Coast (SSGC)* Jacksonville, FL (SSBA) SUPSHIP BATH, Maine (SSBA) ESCO Marine International Shipbreaking and recycling Brownsville, TX (SSBA) Bath, Maine (SSBA)* Where We Do Business SUPSHIPS aligned with HQ New Construction, Private Yards 1 Groton, Conneticut (SSGR)* 4 Supervisors of Shipbuilding Commands. Over 250 Admin Contracting Officers Present in 10 states Involved in 7 A CAT 1 programs Newport News, VA (SSNN)* SUPSHIP Groton, Connecticut (SSGR) SUPSHIP Newport News, Virginia (SSNN) SUPSHIP Gulf Coast, Pascagula Mississippi (SSGC) NNS* CVN Ford Class NNS* VCS (sub to EB) NNS VCS repair NNS CVN De activiation NNS CVN Refuel and Overhaul ----NAVSEA 022C SEAT ------Norfolk, VA (SSNN) Norfolk Naval Shipyard S upport PSA work while NNSY C400 establishes. GD Bath Iron Works* DDG 1000 DDG 51 GD Electric Boat Virginia Class Submarine Marinette, Wisconsin (SSBA) Marinette Marine* LCS USCGA auxiliary ship Many in the Supply Corps community have engaged in contracting, but few have dabbled in acquisitions, and fewer still have been exposed to major defense acquisition the ACOs overseeing our Navys costliest acquisition programship construction. which shipbuilding ACOs function. Details concerning the ship class are included, but the bumper-sticker take away is stunning tens of millions of dollars to authorize and program management of destroyers, air craft carriers, Virginia-class submarines (soon to include these are but a few of the day-to-day challenges and taskings of a new ship construction ACO in delivering ships to our Navy. and Newport News, Virginia. Each ACO holds contract warrant authority, and their NAVSEA and SUPSHIP Newport News Supporting the FleetBy Capt. Lee H. Weber, SC, USN, Supervisor of Shipbuilding Contracting Oversite, Supervisor of Shipbuilding, Newport News, Virginia 4 Supervisors of Shipbuilding Commands... Present in 10 states... Involved in 7 ACAT 1 programs...


15 prioritize all contract actions for critical path work across all shipyard availabilities, I cannot achieve my number one mission priority of super-visor of shipbuilding, conversion and repair, Newport News, when describing the importance of an ACO in shipbuilding. business intelligence expected of a ship construction ACO is exceptional, and industry, waterfront, and political spotlights shine bright on every decision and action. ACO for the design and construction of new nuclear powered submarines and aircraft Supervisor of Shipbuilding, Conversion and given this rare opportunity, said Lt. Cmdr. Jaime Siqueiros, deputy chief of contacts. plays a critical role in the shipbuilding Above and right: Newport News Shipbuilders lifted a 704-metric-ton unit into Dry Dock 12, where construction of the aircraft carrier USS John F. Kennedy (CVN-79) is taking shape. photo by Chris Oxley, Huntington Ingalls Industriesphoto by John Whalenprocess and has an immediate and positive impact on the day-to-day construction and located in Newport News, Virginia. submarine and aircraft carrier contracts overhaul nuclear powered aircraft carriers and submarines for the U.S. Navy. Additionally, contracts may involve the procurement of supplies and services related to highly sophisticated materials and weapon systems to support nuclear powered ships. New CVN Construction Division is different than being one at a more traditional contracting shop. Lt. Cmdr. Siqueiros and his team are responsible for pre-award and post-award contract functions on the $4 billion Detail Design and Construction Utilizing its predecessors production a modular construction technique where smaller sections of the ship are welded together to form larger structures called and assembled in the dry dock, where the ship is being erected. Currently, the construction of the USS John F. Kennedy, the second ship in the Ford-class, is nearing Our efforts have a direct impact on very fortunate to have the opportunity to Siqueiros.Submarine Division covering in-service submarine repair, Virginiaconstruction programs. Contracts department personnel perform contract administration duties for the VCS award, negotiate and administer delivery orders, spare parts and provisioning orders


16 team provides Field Pricing Reports to and is performing all contract administrative analyzes and recommends schedule adjustin all contract changes that affect contract performance and schedule, said Siqueiros.Carrier A vailabilities and Repair Division change management functions, to include issuing change orders and negotiating and executing supplemental agreements for the inactivation, in-service availabilities, and program. contract functions on the USS George performing pre-award functions on post availability contract for the Gerald R. Ford Lt. Cmdr. Siqueiros team is fully engaged, supporting Naval Sea Systems Command planning contract for USS John C. Stennis extremely complex contract provisions, establishing contract milestones and developing an executable procurement plan. Driving toward reducing costs and urgent task orders on contract through release of contract performance reports. Due to the dynamic nature of ship repair, these requirements are generally short-notice in order to allow ships to deploy on time. As with any contracting organization, duties such as oversight and management of existing contracts continue, as well as performing contract closeout activities after the period of performance has ended. provide cradle-to-grave contracting support on multi-billion dollar contracts, monitor the quality assurance and production schedule contracts competency provides Supply their contracting skills and knowledge to shipbuilding, said Siqueiros. political leadership to provide respite to our billion-dollar investment into shipbuilding and conversion, and impacts programs ranging from VCS, CVNs, and DDGs to auxiliary ships, ship to shore connector, and Siqueiros support the Navy to be able to afford the capability and platforms needed to execute its acquisition strategy and strategic mission, states Capt. Eric Oxendine, associate describing the criticality of an ACO in shipbuilding. The Big EUSS Enterprise (CVN65) sits idle in the shadows of the USS Ford (CVN78)the lead ship of her class of newly designed USN nuclear aircraft carrier to be deactivated after a storied 51 year service life that began in late 1961. Construction of the USS Ford (CVN 78) began on 11 August 2005. She was commissioned on 22 July 2017 and is currently undergoing various testing and evaluation. USS Ford (CVN 78) is expected to make her maiden deployment in 2020.


17 prompts action to develop and train NAVSUPs people to be the next generation of leaders in sustainment. set to collect, monitor and react to important information regarding protocol where mesh points form a communications network among themselves, routing each others data through mesh gateways to logistics systems. It is a seamlessly interconnected network that supports asset visibility, movement, and status, without the need Programs was also in the booth, sharing information on NAVSUP initiatives to offer procurement opportunities to small business. NAVSUPs small business program, which consistently exceeds by the federal government, is committed to maximizing procurement opportunities for small businesses and minority-serving educational institutions. Sea-Air-Space is the largest annual innovative, educational, professional and maritime exposition based in the U.S., and features the most current information and technology relevant to maritime policy. NAVSUP at Sea Air By Kathy Adams, Naval Supply Systems Command Innovative technology and processes were showcased by Naval Featured in the booth this year was information on NAVSUPs single point of accountability for the integrated Navy supply chain with full audit compliance. As a Navy command, NAVSUP under stands the customers world as its own, providing close collaboration and customer-focused metrics. Integration from supplier to customer to program manager, and collaboration on tradeoffs, will provide the gold standard in contracting excellence. Data analytics and new digital technology implemented throughout programs and processes, including forecasting, will provide enhanced agility and customer service. Lastly, the reform Visitors to the NAVSUP booth at Sea Air Space Expo 2018 learn about how The Navy Supply Corps Newsletter


18 NAVAIR Aircraft Support Contracting Improving Speed to the FleetBy Lt. Cmdr. Matthew E. Duncan, SC, USN Deputy Department Head Naval Air Systems Command T research and development, test and evaluation, engineering, and utilized on aircraft support service contracts to improve cost realism functional labor descriptions, educational degree requirements, and focused on actual work year labor data recorded for NAVAIR service contracts, and enabled the customers to see where the majority of percent of labor categories and eliminated the need to maintain a seldom used, labor categories. Activity Award in recognition of their outstanding acquisition Evaluation Factor Guide for use on all Federal Acquisition Regulation Improve clarity for Section L proposal instructions criteria Lower bid and proposal costs for industry were required to perform additional research on evaluation best practices vice industry surveys, canvassing other government agency best practices, and coordinating with other key acquisition stakeholders Upon completion of the streamlined templates and evaluation factor review time has decreased Peer reviews and legal review boards have far fewer negative More contract awards based upon initial proposals Proposal evaluation cycle times have decreased Since instituting this streamlining initiative, competitive FAR used as a low-risk, legal counsel endorsed, starting point for further streamlining of proposal instructions and evaluation criteria for FAR Ultimately, reformed labor categories and streamlined documentation have led to better quality evaluations and improved procurement cycle alignment with NAVAIRs mission and, more importantly, are leading


SPAWAR ContractingBoldly Delivering Information and Lt. Branden W. Davenport, SC, USN, Contracting Specialist, 2.0 Contracts Directorate, SPAWAR contracting skills, while playing a part in supporting strategic objectives essential to witness the alignment between the Strategic enlightening experience for members of our while SSC PAC is nestled within the hills locations offer outstanding opportunities for local tourism, as well as some of the most to interact with numerous senior Supply Acquisition University. develop, deliver and sustain information Joint, coalition and other national missions. operations and workforce. the creativity and experience of scientists, engineers, acquisition professionals, and industry partners to create innovative 19 The Navy Supply Corps Newsletter


Summer 2018 20 solutions for our Sailors and Marines as they deter war and protect the security of our nation. As global issues become more complex and inter-state strategic competition becomes our primary national security concern, the with our industry partners and academia to acquisition professionals and Supply Corps awarding, and administering such contracts. Seeking to accelerate and streamline transition information warfare technology. are important vehicles to meet this objective. opportunity to complete cost analysis of price of these contracts based on that analysis, and create the contract itself by identifying all applicable contracting clauses in the Federal Acquisition Regulation and Defense Federal Acquisition Regulation work are a business clearance memorandum that summarizes cost analysis and negotiation, as well as the contract itself. Another technique for streamlining delivery is through the use of multiple award at SSC PAC have the opportunity to administer competitive task orders under Communications, Computers, Intelligence, is an example of a MAC that supports Fleet C4ISR installations and overhauls during maintenance availabilities and overseas service desk support, repair, and system MAC streamlines installation execution for greater economies of scale by combining areas of responsibility. resiliency. Part of driving cyber resiliency is professionals support this objective through the diligent negotiation and preparation of task orders that clearly establish cyber ments. mission through optimizing its organization, optimizing the workforce includes the ability to participate in the Navy Acquisition this includes the ability to join the Defense Acquisition Corps. delivering the latest information capabilities directorate plays an essential part in this professionals in the Supply Corps has never excellent opportunity to gain valuable contracting experience. Lt. Cmdr. David Odom, right, and Lt. Branden Davenport, left, at the entrance to SPAWAR Headquarters. The pictures lining the entrance detail the storied history of the SPAWAR facility...from B-24 production during WWII to advanced C4ISR systems design and sustainment. photo by Lt. Stephanie Conenna


21 21 Code 200 Husbanding Contracting at FLC NorfolkTaking Acquisition R eform by the Horns!By Lt. Maynard K. Lee Over the past two years, a military and civilian team at and Richard Mateljan, lead contract specialist, saw the results of their hard work when the second of two husbanding support MACs, the Americas contract, performance began. non-U.S. Navy ports located along the continental west coast of the United States, Canada, Mexico, Commonwealth of the America and Central America. Nine vendors received the award in which their services cover some or all of the nine regions. More importantly, each region will have at least three of the nine vendors competing to win husbanding support requirements for visiting ships. Less than a year earlier, NAVSUP FLC Norfolk awarded an $88 million MAC in support of husbanding services for ships visiting non-U.S. Navy ports within the continental east coast of three vendors who were awarded this contract will compete provide non-commercial husbanding support services on a limited-to-no competition among vendors, inconsistent pricing for similar services in various ports, and longer lead times to SUPSHIP Newport News Contracting PPMAP InspectionBy Lt. Cmdr. Jaime Siqueiros, SC, USN, Deputy Chief of Conversion and Repair, Newport News Naval Sea Systems Command Purchase Card Program PerforNAVSEA Level 3 Government Purchase Card program coordinators conducted a PPMAP inspection of Supervisor of procurement support during the design and construction of nuclear powered submarines and aircraft carriers, as well as during the repair and modernization periods of submarines and aircraft carriers located program allows the contracting department the opportunity to reduce goods and services to maximize greater buying power initiatives. departments continuous improvement efforts in the procurement all statutory and regulatory requirements, ensuring there are no instances of fraud, waste or abuse during the transaction review. after the last PPMAP inspection. Im very proud of my teams dedication making the program compliant with all regulatory requirements and the contracting department is in compliance with NAVSUP and NAVSEA policies and procedures and to ensure internal controls were Agency Program Coordinators. I feel very privileged to have such a remarkable team. Inspections are always high-visibility events identifying a commands strengths program turnaround has taken place since the previous PPMAP The Navy Supply Corps Newsletter


22 recent acquisition reform initiatives published by the National Defense Authorization Act ECONUS MAC, NAVSUP FLC Norfolk has already been able to improve processing the requirement via a standardized logistics consistent lines of communication and implementation of competing for requirements has ultimately driven down costs to the government, as each vendor vies to be the lowest bidder on each task order request. Under the newly awarded MACs, the government has increased oversight of contractor and ships business interactions by utilizing a three-pronged administrative procurement review system. A ship submits a and Receiving Report, prior to the contractor submiting an invoice for services provided. between the ship and the contractor are heavily scrutinized by NAVSUP FLC Norfolk. customer service? Are we getting fair and dollars are spent in an appropriate manner. Overall, NAVSUP FLC Norfolks efforts, combined with those of NAVSUP FLC Sigonella and NAVSUP FLC Yokosuka are husbanding support in any corner of the world. Summer 2018 USS Kearsarge (LHD 3) arrives at Fleet Week New York 2017 escorted by tugs coordinated by the FLC Norfolk Husbanding team, who will also support this years Fleet Week in NYC. photo is courtesy of PAO Navy Region Mid-AtlanticPictured from left to right: NAVSUP FLC Norfolk Husbanding Contract Team. Back rowLt. Tim Landry, Stuart Davis, Terri McGeeinFront RowLt. Cmdr. Carrie Paben, husbanding team supervisor. Not pictured: Richard Mateljan, lead contract specialist. photo taken by Jim Kohler


23 USPACOM Jacksonville 2 Pearl HarborUSSOUTHCOM USPACOM USEUCOM USAFRICOM Puget Sound San Diego Philadelphia Norfolk/VA. Beach Sigonella Bahrain YokosukaUSCENTCOM USNORTHCOM 3rd& 4thFleet9 Contracts 130 Annual Port Visits $17M Annual Cost 2ndFleet3 Contracts 64 Annual Port Visits $6M Annual Cost 6thFleet9 Contracts 379 Annual Port Visits $36M Annual Cost 5thFleet9 Contracts591 Annual Port Visits$67M Annual Cost 7thFleet23 Contracts 380 Annual Port Visits $51M Annual Cost NAVSUP Husbanding Service Provider TransformationBY Lt. Cmdr. Aaron Thornton, SC, USN, N72 HCA Policy & Oversight Directorate, Naval Supply Systems Command Our National Defense Strategy continues to call for a forward presence that strength ens global partnerships capable of decisive presence relies, in part, on Naval Supply facilitate husbanding services for Navy, Coast Guard vessels making port calls in non-U.S. supported ports. relied on contracting vehicles tailored to individual ports and major ship categories. Services include charter and hire, utilities, force protection, communications, transportayears, NAVSUP has transformed both the to meet customer demands and virtually eliminate program vulnerabilities.MAC Acquisition Strategy source selection, eliminating unpriced line items, and maximizing competition. FLC Sigonella, and NAVSUP FLC Yokosuka were subsequently tasked with executing this new vehicle regionally. As the NAVSUP FLC Sigonella responsibility earning him the selection as acquisition professional of the year for both were cited for overcoming challenges of establishing the necessary process for implementation while educating all participants on the new approach and adjusting the prevailing mindset of using more structured approach to husbanding and incorporated the necessary oversight into the entire process from requirements development, to receipt and acceptance and Customer Engagement Standardization MAC is contingent on the effective use of inspectors to ensure ships received the port services they requested. Partnering with the implementation of oversight and contractor HSP MAC Global Coverage


24 A Dynamic Transformation in 7th Fleet BY Capt. Nicola M. Gathright, SC, USN, Director of Contracting, NAVSUP Fleet Logistics Center YokosukaNAVSUP Fleet Logistics Center (FLC) Y okosuka Contracting Department (C200) provides an array of contract ing services throughout the Western Our contracting team consists of 138 military, civilian and foreign national personnel distributed among seven divisions in sites located in Y okosuka, Sasebo, Atsugi, Okinawa, Singapore, Korea (Chinhae) and Manila. Our contracting team is Ashore and Husbanding. These divisions focus on improving processes and procedures that serve the waste, and abuse in the dynamic Providing Ship Repair and Aircraft Maintenance Support Operating in one of Navys most dynamic Division is constantly challenged to meet our division provides ship repair, maintenance homeported in Yokosuka and Sasebo, Japan. Support includes the Japan Regional Command and U.S. Navy activities operating contracts for depot-level maintenance on six Providing General and Supplies and Services Our ashore team provides contract support for a wide range of acquisitions for supplies and services, including, but not limited to, logistics services, conferences, shipboard generated industrial waste general supplies and services. Aside from responding to a variety of other high-priority requirements, this team executed more include physicians, dentists, physical hospitals in Yokosuka and Okinawa.Providing Husbanding Support Our husbanding team provides contracting support for USS and USNS port visits throughout this extensive area taxis, transportation, barges, and force protection. Additionally, the husbanding teams support the strategic sourcing initiative and contingency contracting program, utilizing two dedicated deploysupport covers the awarding and administering of contracts for standard port visits, as well as contracts which facilitate major Joint and multi-lateral exercises (i.e. Our team of contracting professionals is focused on partnering with our customers are constantly seeking innovative ways to improve our processes, while maintaining the highest standard of government upholding the principles of professional ism, integrity and ethical practices. Given the criticality of our customers missions, our goal is timely and responsive support, without compromising established standards designed to promote competition and ethical execution. Our team has been extremely busy in executing several major, believes, husbanding service contracting today is more aligned with other contract processes than ever before. All of todays husbanding service contracts and task orders are competed and awarded by professional contracting staffs rigorous internal contract review process, and are included in periodic contracting who, with the assistance of ship supply departments, provide the requisite oversight and guidance during port visit planning, execution, and closeout. pre-deployment briefs and deployment via Husbanding Support Portal ment and data point entry. NAVSUP stakeholder and it has proven to be a vital oversight and data analysis tool.Stronger Future competitive marketplaces to ensure competitive pricing and rigorous oversight is present in the execution of Navy port visits. the number of contractors supporting our ships, increasing our capability to support port visits around the globe. Summer 2018


Below: Providing husbanding support to USS Carl Vinson CSG during a port visit to Danang, Vietnam (March 2018). This historic Vietnam in over 45 years. Stern Barge shown with members of ships crew along with husbanding support provider (HSP). Provided logistical contract support for a mission in Palau that resulted in recover Provided vital support following the USS Fitzgerald and USS John S. McCain collisions issuing letter contracts to secure critical contractor support for emergent environmental remediation and percent of the original contract value. covering all destroyers and cruisers that FLC Yokosuka has ever utilized the MAC strategy for ship repair. Provided contracting boots on ground port visit to Auckland, New Zealand. visit New Zealand in 33 years. oversight and contracting authority during the entirety of the USS Carl T ransforming Contracting Execution/Landscape Our landscape is constantly changing due to challenge by providing quick and responsive acquisition services in support of requirements. One of the most exciting transformations we are undertaking is within our MACs for regions and only three contractors to a MAC acquisition strategy. million. and increases the number of husbanding further mitigating the risk of fraud, waste and abuse. 25 The Navy Supply Corps Newsletter


26 By Capt. Richard McCarthy, SC, USN, NAVSUP N74 Division Director, Naval Supply Systems Command O expertise are in great demand within the Pentagon. seeking our help in improving their staffs ability to generate and execute contract million per year on professional expertise and services the Navy support for services in multiple areas ranging from our unique Procurement of these high visibility and complex services depend on meticulous requirements development. In answering the call to support, NAVSUP is standing up a new customer efforts in developing and managing contract requirements charged with performing contract award functions for the Navys that will facilitate and assist FLC Norfolk in achieving greater want to acquire via a contract while NAVSUP FLC Norfolk detachment Philadelphia will continue to determine how best to meet those needs contractually. Ultimately, the responsibility for determining the scope and too often staffs are overwhelmed, undermanned, or have high rates of personnel turnover, causing requirements development and manage to provide continual training and communication on how to develop and manage requirements, while serving as a one-stop boots-on-theground shop with a direct line of communication back to NAVSUP An Exciting Way Ahead our people are knowledgeable, thinking strategically, and proactively collaborating with our customers. People: our workforce. Implementing training programs designed to provide basic contracting knowledge to our military difference. Our newest member of the team, Lt. Dara Faraday, recently completed level I involved in the awarding of husbanding task orders. As a new member to the contracting force, I know being here at the tip of the spear allows me to support maintain their mission readiness. Im extremely proud, commented Lt. Faraday. opportunity to learn by doing, across a broad spectrum of contracting require ments, testing my knowledge and honing I enjoy working closely with GS employees in a way that both improves my skill set and provides an excellent return to the government and our customers. Preparation: Among many other challenges, we anticipate an increased operational tempo in this AOR, which will undoubtedly result in an increased demand signal for contracting support. Consequently, our NAVSUP FLC to increasing the level of contracting support to our FDNF customers. Our KOs are engaged and ready for the challenge. exciting and the successes we have had are truly inspiringits rewarding and I recommend it to anyone who wants to stay operationally relevant while growing Kiengsiri, Deployable KO, supporting Site Yokosuka husbanding division. Partnership: are individually responsible for customer service and satisfaction, while maintaining public trust and protecting the learned to our processes, and implement robust procedures to mitigate missteps. ment by all stakeholders, conducting site surveys, and having assets mobilized onsite in advance of port visits to austere locations. Our customer-focused contract-ing support in this dynamic AOR helps ally ready. In summary, this is a very rewarding assignment. I am convinced that there is no greater job satisfaction than going home at night knowing that you have


27 SONORAN PORKCHOPS, Contracting at DCMA Raytheon TucsonBy Lt. Lauren Bailey, SC, USN, Lt. Phil Robinson, SC, USN, and Lt. Tyler Vaughan, SC, USN We are the independent eyes and ears of DoD and its partners, delivering actionable acquisition insight from the factory DCMA Mission Statement O surrounded by beautiful mountains and golf courses, and home to the Systems, and (last, but assignment that challenges you professionally. It is also an environment that supports a wealth of contracting knowledge and business interaction with one of DoDs largest and support services, guaranteeing the integrity of the contractual process, and civilians, serves as a data broker and in-plant liaison for buying agencies, both during the initial stages of the acquisition cycle and throughout the life of the resulting contracts. DCMA personnel provide technical and management expertise not only in contracting services, but also in the core areas of engineering, quality assurance, supply chain predictability, manufacturing, production, and other major program support. In addition, the team ensures that consistent policies and standards are applied to all contracts across all branches of the military. valuable insight, early in their careers, into how the Navy, Army, and Air Force military careers. regarding issues of strategic importance. One hope is that the CLO will effect early coordination with the Navy Secretariat, lead time to accomplish contract awards. Provide assistance in completing performance work statements, market research, conducting independent cost estimates, and conducting contract oversight. assistance regarding invoicing and documenting contractor performance. Provide onsite coordination while planning for recurring services. Communicate and collaborate with all applicable stakeholders. to achieve positive outcomes for our Navy and DoD as a whole. Synergy between a contracting expertise is unique and generates a level of credibility with our line counterparts and customers that affords us the opportunity to be effective in working with customers, as they generate and execute their requirements, and with industry in determining what industry can provide and at what price. demand at the highest levels in the Navy. Contracting within NAVSUP continues to be a critical core competency.


28 bring his or her own experiences to the team, a rewarding experience, both personally and responsibilities, and are key to the commands integration between industry and the knowledge and business experience available to them. An added perk is the opportunity to see a part of the nation not normally available to sea-going Sailors. Administrator (left), Lt. Tyler Vaughan, Standard Missile Contract Administrator (Middle), Lt. Lauren Bailey, Evolved Sea Sparrow Missile Contract Administrator (Right) In March, 2018 NAVSUP and NAVSUP WSS held the second annual Shark Tank event in an Left to right: Kurt J. Wendelken, Assistant Commander for Supply Chain Technology/Systems Integration, Naval Supply Systems Command (NAVSUP), Lynn Kohl, Vice Commander for NAVSUP Weapon Systems Support, Rear Adm. Duke Heinz, NAVSUP WSS Commander, and retired Rear Adm. Michael Finley, senior advisor with the Boston Consulting Group, in the second Shark Tank event held in Mechanicsburg, March, 2018. photo by Dorie Heyer


29 The Navy Supply Corps NewsletterAccelerating Performance Based Logistics Acquisition ExcellenceBy Lt. Cmdr. Matt Clute, Director, Common Systems Contracts and Deputy Director, PBL Center of Excellence N Strategic Acquisition and Perfor-Center of synergize an experienced civilian and military contracting and supply chain management team responsible for the most complex and highly visible sustainment contracting requirements of the organization. increased attention and command focus to advantage of accelerated learning by providing our contracting teams and their customers a shared space to innovate and collaborate. from a holistic logistics life cycle methodoloteams primary goal is the development and execution of acquisition strategies that best growth of performance-based solutions. The CoE T eam Johnson and endorsed by the commands executive leadership, the CoE was responsible with Lt. Cmdr. Matt Clute, principle deputy, full-time employees who have holders in aviation and maritime operations, the defense contract management and audit agencies, Navy systems commands and Above: The NAVSUP WSS Strategic Acquisition and PBL Center of Excellence team gathers on the front steps of building 1 in Philadelphia to commemorate two years of service. photo by Maddie Klebe


Deputy Assistant Secretary of the Navy leadership, the CoE is Creating Synergy organizational structure, and has created a centralized repository for sharing acquisition and contracting documents. A centralized, open workspace encourages collaboration between led to faster turnaround times and less rework in required approvals. CoE environment has also led to better contracting solutions since approaches.Getting to a Strategic Contract or PBL continuous relationship building with a contractor for a particular program. In the early stages of any of these relationships, individual contracts and stand-alone purchase orders are typical. Once performance and price history are established, moving to a and effective method of executing a large volume of business with a contractor. order terms and conditions are already agreed to in advance. Orders negotiated each time as they would in an individual contract or stand-alone purchase order. NAVSUP WSS employees with the Strategic Acquisition and PBL Center of Excellence discuss an acquisition strategy at an impromptu meeting in Philadelphia. Pictured from left to right: Lt. Cmdr. Matt Clute, Larry Garvey, Susan Stein, Mike Forgione, Kristen McFadden, Steve Van Note. photo by Maddie Klebe other details that allow transactions to occur very rapidly during the period of time delineate readiness level benchmarks that the contractor is incentivized to meet. to execute the outcome, thereby fostering an environment where the front since so many things need to be considered and incorporated into the contract (obsolescence management, reliability, demand projecthe readiness levels of the weapon systems they are designed to support. Conclusion could be successfully exported to other contracting activities within the NAVSUP Enterprise. readiness through contracting and acquisition excellence, providing improved supply support at a lower cost. Summer 2018 30


31 Did You Know the Navy Supply Corps School (NSCS) Has a Film Crew? Supply Corps School In March, two instructors traveled to Naval operations. supply centric scenarios. All footage collected will be used to enhance curriculum enabling classroom environment. Left: Lt. Adam Johnson, BQC Instructor, interviews Lt. j.g. Elizabeth Staab, onboard USS Leyte Gulf (CG 55). Above: Lt. Michael Marchese, SODHC Instructor, conducts on site interview with a Logistics Support Representative from the Logistics Support Center Norfolk, delivering crucial casualty reports (CASREPS) to ships on the waterfront. Left: A sailor onboard USS Arlington (LPD 24) operating a forklift during stores onload


32 Japanese Maritime Self-Defense Force Visits Navy Supply Corps SchoolBy Lt. Steven Astafan, Navy Supply Corps School Assistant Rhode Island, to learn about NSCS course offerings and discuss the possibilities for JMSDF participation. During the visit, Capt. Joji Inada, director department, JMSDF 4th Service School, and command overview facilities tour and session. After observing NSCS classes, the Newport support facilities to include lodging, commissary, and the Navy Exchange. NSCS was delighted to have the appreciated the JMSDF visitors making the long trip to visit, and look forward to seeing Right, from the top: Capt. Doug Noble (middle left), from the Japanese Maritime Defense Force. Lt. Cmdr. Adam Hamilton (far left), academic director, presents Supply Corps memorabilia to Japanese Maritime Self Defense Lt. Gene Krampen (far left), retail operations instructor, presents mock-up laundry equipment to Japanese Maritime Summer 2018


33 The Navy Supply Corps Newsletter 33 Personnel Exchange ProgramBrazil Naval Supply Systems Command Lt. Brian Traganza is a Logistics Programs Duke, he spent a semester in Spain, studying the language, and a experiences ingrained in him a passion for South American culture and the importance of assimilation, especially learning the language. communicating on the job is done completely in Portuguese and very most rewarding thing for me has been representing the United States completely different perspective on their Navy and the United States, da Diviso de Planejamento e Avaliao Diretoria de Abastecimento da in downtown and Vice translating from both English to Portuguese and Portuguese to English. My proudest moment was when I conducted a presentation Showing Americas incredible naval capabilities and translating it to Another part of his job is serving as the United States Navy their supply system. As part of this effort, he presents a quarterly supply relation to the NEX in Brazil project to the Brazilian Navy. Photo courtesy of Isaac Vieira.


34 update a catalog of spare parts provided by because the vendors do not speak Portuguese and they correspond in English. Adjusting to life somewhere new is always challenging, especially in a developing with stunning natural beauty and friendly people. In his off time, he enjoys traveling and travel photography. One of his favorite escapes was traveling to Chile to ski in the beach volleyball with a team made up of players from the Department of State who work at the consulate, which is a great opportunity to interact with other agencies. and other U.S. personnel stationed there. and doing a very unique job has challenged him, made him more independent, and given him a more global perspective. win for the Supply Corps, as it keeps the U.S. engaged with a strategic partner and the largest Navy in the Americas next to the U.S. It allows for increased interoperability with our navies and leads to unique is very relationship based, and by having a am truly honored and humbled to be the been a more important time in our nations history to foster good relations with other countries and strengthen our allies and strategic partners. I am grateful that the Navy has invested so much time and money into my training so that I might better represent the United States Navy and accomplish our mission abroad. Summer 2018 Lt. Traganza (on right) with his Brazilian Navy boss, Capt. Villela, who he accompanied to courtesy of Mrcia Moraes Lt. Traganza (second from right) serving as translator for the Brazilian Navy, during a tour of the USS Wasp (LHD-1) during a port call in Rio de Janeiro. photo courtesy of Mariana Miranda


35 The United NationsMultidimensional Integrated Stabilization Mission in Mali An Interview Tamara SononBy Karla Gabel, Naval Supply Systems Commandto Could you please tell me about yourself?Lt. Cmdr. Sonon: Pensacola, Florida. Mechanicsburg, Pennsylvania. My husband is also an active duty assignment? Lt. Cmdr. Sonon: Initially I was assigned as Cmdr. Kims alternate. I was new to came up, my name was put in the hat, and I was selected as an alternate. I went through all the training and preparation up to pre-deployment training, so that if training, a different primary candidate was pre-deployment training and to the IA deployment to Mali.Could you tell me about your pre-deployment training?Lt. Cmdr. Sonon: an introduction to the UN, defensive driving, off-road driving, and weapons Lt. Cmdr. Tamara Sonon


36 How did your career path prepare you for this job? Lt. Cmdr. Sonon: Leadership and staff classes on leadership and organizational behavior, and Joint Professional Military deployment. What did the job entail?Lt. Cmdr. Sonon: I was a logistics advisor to the G4 Logistics Cell at Sector East American team in Gao was of a team of nine (three Navy, two Marines, two Army, and United States Military Observer Group in I recommended improvements to achieve My job was mainly about advising, identify ing the broken areas, and trying to implement solutions. How did the experience you gained on this job help your career? What did it add to your toolbox? Lt. Cmdr. Sonon: For my toolbox, I received working with different countries and how different logisticians operate was invaluable. operates and overcomes language and cultural barriers was a once-in-a-lifetime experience.What was the biggest lesson learned from this job?Lt. Cmdr. Sonon: For me and where I am in my faith, understanding that nothing is ever really in my control, was my biggest lesson lot of challenges. I kept asking myself, how do I overcome these challenges and actually make a difference? I managed to overcome those challenges by taking advantage of circumstances and opportunities as they surfaced. For example, we encountered a fuel crisis in Gao a month after I arrived. I used illustrate the importance for synchronization and open communication among all stakeholders.Do you have any advice to help prepare take this assignment?Lt. Cmdr. Sonon: mind, and never be discouraged, no matter what. but we eventually got washing machines. brought a hot plate and a rice cooker to Gao and I cooked my mealsthats how I survived. Some people bought food at the left, they were in the process of building a DVDs and resistance bands and worked out presentation for the incoming team, which informed them of what to do, what they need, and what to expect. My advice is to listen to the gouge from the people that are changing in Gao and they are making quality-of-life improvements daily. Also, be sure to get a very good dental Cmdr. Kim on assignment in Timbuktu, Mali.MINUSMAAn Interview with By: Karla Gabel, Naval Supply Systems Command


37 Could you please tell me about yourself? Cmdr. Kim: support of Operation Iraqi Freedom with to Naval Medical Center, San Diego and deployed with Mercy in lieu of the tsunamis wife and I moved to Sasebo, Japan where I operational tour on Essex, I was selected the University of Kansas. Upon San Diego, which is now NAVSUP ExxonMobil. I was then detailed to this current tour that I was selected in Singapore later this summer. I have a wife who is a former Supply assignment? Cmdr. Kim: advertised through the Supply Corps the personnel for the IA and, from there, I the assignment.Could you tell me about your predeployment training?Cmdr. Kim: Induction was at Navy Expeditionary Combat Readiness Center Virginia. During the pre-deployment training, all personnel received extensive training on tactical driving, tactical combat How did your career path prepare you for this job? Cmdr. Kim: Operational and staff experience helped me to better understand my customer, and having a petroleum back enabler for this job was my education and Joint Professional Military Education Army lieutenant colonel, but we also had people from the Marine Corps, Air Force, and Army. What did the job entail?Cmdr. Kim: I was a logistics advisor, on consulted brigade-level and battalion-level staff on plans generation and mission execution. Much of the training focused on execution of the military decision making variant of this process called the Military so I worked directly with the G4 chief theater-level logistics support and execution of orders. How did the experience you gained on this job help your career? What did it add to your toolbox? Cmdr. Kim: processes than the U.S. military, and I am attuned to those processes now because I had to deal with them throughout my deployment. What was the biggest lesson learned from this job?Cmdr. Kim: As a community, we need to be prepared to deploy to austere environments. All the gear that I had was the stuff I carried with me from the United States. I had to learn how to sustain myself. I ate a lot of MREs and peanut butter and jelly sandwiches Do you have any advice to help who take this assignment?Cmdr. Kim: Joint education is a necessity for used is completely different from that of maritime logistics or maritime operations. plan within the Supply Corps is absolutely the lay of the land, move and react, and be known for. of the Togolese contingent of MINUSMA patrols the streets of Menaka in northern Mali. photo by Marco Dormino, MINUSMA


38 CAPT. KENNETH DIXON 35 yearsFebruary 1, 2018 CAPT. SCOTT L. HAWKINS 36 yearsOctober 1, 2017 CAPT. RONALD J. KOCHER 30 yearsNovember 1, 2017 CAPT. CHRISTOPHER S. MOSHER 30 yearsJanuary 1, 2018 CAPT. KARL E. OETTL 25 yearsDecember 1, 2017 CAPT. DAVID A. SHEALY 29 yearsJanuary 1, 2018 CAPT. KURT E. WAYMIRE 31 yearsNovember 1, 2017 CMDR. NATHAN B. BEGLEY 22 yearsOctober 1, 2017 CMDR. TIMOTHY L. BENESH 29 yearsNovember 1, 2017 CMDR. CHAD E. BUERMELE 22 yearsNovember 1, 2017 CMDR. JOHN H. CLARK 30 yearsJune 1, 2018 CMDR. WILLIAM J. DARNEY 28 yearsDecember 1, 2017 CMDR. JASON W. ENDRESS 21 yearsJuly 1, 2016 CMDR. ROY M. GARRISON 21 yearsNovember 1, 2017 CMDR. ROBERT T. GUY 34 yearsJanuary 1, 2017 CMDR. JAMES W. HENDLEY 20 yearsMarch 1, 2018 CMDR. THOMAS R. MARSZALEK 28 yearsNovember 1, 2017 CMDR. VALERIE M. MCCALL 21 yearsJanuary 1, 2018 CMDR. ROBERT S. MCMASTER 25 yearsOctober 1, 2017 CMDR. JOAQUIN J. MOLINA 30 yearsDecember 1, 2017 CMDR. TROY C. MORSE 20 yearsOctober 1, 2017 CMDR. WENDELL L. PASARABA 23 yearsDecember 1, 2017 CMDR. JEREMY C. POWELL 20 yearsOctober 1, 2017 CMDR. MARCOS A. SEVILLA 28 yearsDecember 1, 2017 CMDR. KAREN L. STABELFELDT 21 yearsOctober 1, 2017 CMDR. HAROLD W. VALENTINE 38 yearsJanuary 1, 2018 CMDR. BRAD W. VETTING 25 yearsDecember 1, 2017 CMDR. NOLASCO L. VILLANUEVA 31 yearsOctober 1, 2017 CMDR. JAMES J. WALLS 21 yearsOctober 1, 2017LT. CMDR. GREGORY M. ALEXANDER 20 yearsNovember 1, 2017LT. CMDR. ALFRED F. APPLEWHAITE 33 yearsFebruary 1, 2018 LT. CMDR. MARTIN J. BARLOW 20 yearsOctober 1, 2017 LT. CMDR. MICHAEL A. BELL 23 yearsOctober 1, 2017 LT. CMDR. KURT A. CELIS 22 yearsNovember 1, 2017 LT. CMDR. LORI L. CODY 32 yearsOctober 1, 2017LT. CMDR. SALVATORE A. DAMATO 20 yearsFebruary 1, 2018LT. CMDR. DOUGLAS P. ELLINGTON 26 yearsNovember 1, 2017 LT. CMDR. ARNEL FLORENDO 26 yearsFebruary 1, 2018LT. CMDR. ALFONSO V. FRANCISCO, II 24 yearsJanuary 1, 2018 LT. CMDR. MICHAEL W. GEORGE 30 yearsFebruary 1, 2018 LT. CMDR. GEORFFREY D. HOLLY 20 yearsNovember 1, 2017 LT. CMDR. BRIAN T. JETER 20 yearsFebruary 1, 2018 LT. CMDR. KEVIN J. KENT 21 yearsMarch 1, 2018 LT. CMDR. MATTHEW D. KREMER 20 yearsDecember 1, 2017 LT. CMDR. CURT R. LAROSE 29 yearsFebruary 1, 2018


39 LT. CMDR. CARLOS V. LOPEZ 27 yearsMarch 1, 2018 LT. CMDR. KEVIN L. MCGRAW 29 yearsFebruary 1, 2018 LT. CMDR. SCOTT L. MELLGREN 21 yearsFebruary 1, 2018 LT. CMDR. JON W. MERRITT 27 yearsFebruary 1, 2018 LT. CMDR. DAVID W. NORIEGA 30 yearsFebruary 1, 2018 LT. CMDR. ERIK A. OLSEN 29 yearsNovember 1, 2017 LT. CMDR. BENIGNO T. RAZON, JR. 30 yearsOctober 1, 2017LT. CMDR. MANUEL R. REFUGIA, JR. 27 yearsFebruary 1, 2018LT. CMDR. ROLAND G. RODRIGUEZ 20 yearsJanuary 1, 2018 LT. CMDR. ROMEO B. ROMEO 25 yearsFebruary 1, 2018LT. CMDR. MICHELLE A. SIMMONS 23 yearsMarch 29, 2018 LT. CMDR. PATRICK E. STACEY 27 yearsFebruary 1, 2018 LT. CMDR. SHAWN M. STEBBINS 24 yearsFebruary 1, 2018 LT. CMDR. LANCELOT A. THOMAS 23 yearsFebruary 1, 2018 LT. CMDR. TITO A. WARNER 23 yearsApril 1, 2018 LT. CMDR. LARRY M. YOUNGER 27 yearsFebruary 1, 2018 LT. ENRIQUE R. ASUNCION 27 yearsJanuary 1, 2018 LT. ERIK J. BRACELAND 20 yearsFebruary 1, 2018 LT. DERRICK B. BUESEN 24 yearsApril 1, 2018 LT. ALYSSA C. CHANDLER 21 yearsApril 1, 2018 LT. DEANN L. CLOANINGER 24 yearsMarch 1, 2018 LT. JUAN A. ESPIRITUSANTO 20 yearsNovember 1, 2017 LT. CHRISTOPHER J. FOX 20 yearsMarch 1, 2018 LT. JOHN D. HARRISON 30 yearsNovember 1, 2017 LT. KEVIN K. HESTER 21 yearsMarch 1, 2018 LT. THOMAS C. LAURICK 20 yearsApril 1, 2018 LT. KATO D. LUEDKE 22 yearsMarch 1, 2018 LT. VIVIAN L. MANER 26 yearsMarch 1, 2018 LT. MICHAEL C. NAVARRO 26 yearsMarch 1, 2018 LT. OMOLOLU O. OLUGBEMI 20 yearsFebruary 1, 2018 LT. JOHN R. POWELL 27 yearsDecember 1, 2017 LT. KEVIN M. RAAD 20 yearsMarch 1, 2018 LT. SANDRA M. VALENCIA 26 yearsMarch 1, 2018 CWO5 WILLIAM L. DUKA 31 yearsFebruary 1, 2018 CWO5 LISA A. EDENHOFER 33 yearsDecember 1, 2017 CWO5 TODD F. GRUNLIEN 33 yearsJanuary 1, 2018 CWO4 AMOR P. LAYUG 30 yearsDecember 1, 2017 CWO4 STEPHEN E. WYRICK 30 yearsApril 1, 2018 CWO3 KENNETH L. MILLER 29 yearsApril 1, 2018 CWO3 ERICK A. ROBERTS 23 yearsApril 1, 2018


40 Ret. Captain James Bly Davis, SC, USN congressional appointment to the U.S. Naval Academy and matriculated with the Naval Academy Preparatory School played plebe football, competed in brigade boxing, and graduated Ret. Capt. George Henry Eckert, SC, USN service while serving as deputy commander, Navy Accounting Navy. Capt. Eckert received his bachelors degree from St. College and the Industrial College of the Armed Forces. Duty Regional Finance Center, Philadelphia.Ret. Capt. John W. Elmore, SC, USN worked and lived on a small farm outside of town, until enrolling and was then successfully commissioned as bomb disposal & of Research & Inventions, which was the beginning of the current Ret. Lt. William Golden Carter Pennington, SC, USN the states, he was stationed in New York, Philadelphia, and Ret. Cmdr. Winston Burdette Miller, SC, USN


41 Ret. Capt. Ronald M. Yonemoto, SC, USN local public defender and an administrator for the U.S. Department of Veterans Affairs. Ret. Capt. William H. Reed, SC, USN from the University of Michigan and his masters degree from Ret. Capt. James E. Weekes, SC, USN naval service while serving at the Naval Aviation Depot Operations Center, Naval Air Station, Patuxent River, of South Florida and his masters degree from Salve Regina. Regional Contracting Center Detachment, Newport, Rhode Military Mission with the Iranian Army, Military Assistance Systems Command and Naval Ordnance Systems Command, Ret. Captain Thomas L. Cox, SC, USN service while serving at Fleet and Industrial Supply Center,


NAVSUP Enterprise Leaders Focus on Optimizing Customer Support for Mission Success Communications N changing needs. NAVSUP Commander Rear Adm. Jonathan A. Yuen. Addressing NAVSUPs customer-centric those requirements and translate it for our partners. and executive directors from across NAVSUPs worldwide Enterprise. responsibilities as they re-align as echelon III commands reporting directly to NAVSUP will enable faster support and greater accountability. reform initiative at their respective commands. NAVSUP commanders, assistant and executive directors from across NAVSUPs worldwide Enterprise listen to NAVSUP Commander Rear Adm. Jonathan A. Yuen speak about NAVSUPs reform initiative and needs. photo by Janice Derk42 Summer 2018


43 NAVSUP Business Systems to Demonstrate Navy Business Intelligence ServicesBy Vickie Hardy, Naval Supply Systems Command Business Systems NNichols, information technology project lead, demonstrated the OPNAV dashboard. across the Navy, freeing up valuable resources to focus on improving logistics for the Navy enable the Navys entire chain of command from Executive Leadership down to supply systems analysts to make effective data-driven decisions. and many other data points critical to the understanding of an organization on a daily if not hourly basis. NAVSUP BSC Experts Streamline Weapons Acquisition Tool By Naval Supply Systems Command Business Systems Experts at Naval Supply Stems Command in Mechanicsburg, Pennsylvania, successfully completed the transition of a new weapon systems acquisition tool to the NAVSUP Enterprise portal. Philadelphia. ALPP is an acquisition event tracking tool to monitor progress of preparatory support actions when the Navy acquires new weapon systems. the Supply Support Management Plan, which serves as a strategic document and provides a capability to record and monitor acquisition milestones from early acquisition to delivery date. Additionally, ALPP tracks receipt of provisioning technical documentation, monitors completion dates for the item selection process, schedules system transition dates, and provides visibility of interim support item list actions associated with initial operational capability. Alignment of the tool with NAVSUPs portal supports directives to reduce infrastructure footprints, and eliminates a stand-alone authority process for ALPP. will ensure its continued utilization and Neason. NAVSUP BSC Data Strategy Lead, Tom Wirfel, shared the business intelligence (BI) capability, and Information Technology Project Lead, Megan Nichols (far right), demonstrated the OPNAV Dashboard to Department of the (center).


44 NAVSUP Fleet Logistics Center Sigonella Hosts NAVSUP Global Logistics Support Commander in 6th Fleet Area of R esponsibility By Tia Nichole McMillen, NAVSUP FLC Sigonella P unique customs requirements, husbanding authorities, and foster relationships pertaining to delivering combat capability through logistics support. Southwest Asia, where the admirals discussed the strategic power of partnership between NAVSUP FLC In each location, Chase conversed with site directors, as well as fuels, contracting, and operations managers, to gain a detailed understanding of the sites strengths and concerns within a matrixed organiza tion that stretches across Europe and Africa. Chase also hosted interactive all hands meetings with Sailors and both host-nation and U.S. civilians commands within the NAVSUP Enterprise. with additional roles and responsibilities, said Chase. It is my job to ensure a seamless transition, communicate transparently, and effectively transfer authorities. I work for you. Chase personally thanked of employees for performing above and beyond the call of duty in major operations such as fuels, contracting, postal, business, support, and hazardous materials. Denise Almazan, workforce management analyst, and recipient of Chases personal coin and appreciation NAVSUP Global Logistics Support (GLS) Commander Rear Adm. Grafton Chip Chase analyzes fuels infrastructure in the 6th Fleet area of responsibility (AOR). A key component to the admirals visit was physically assessing infrastructure in Rota, Spain; Naples and Sigonella, Italy; and in Souda Bay, Greece. He met with senior base leadership at each site to better understand unique customs requirements, husbanding authorities, and foster relationships pertaining to delivering combat capability through logistics support. photo by Tia McMillen


45 Pier Charlie Ribbon Cutting a Testimony to PartnershipBy CMC Monique K. Meeks N Systems Command, Fleet Logistics Center Jacksonville Its more than just a fuel pier. Its a lifeline for the base, said NAVSUP FLC Jacksonville. Its critical not only to sustain todays operations, but gives us options for tomorrow and decades to come. years of civil service in the NAVSUP fuels division working on the original Pier Charlie. Many of the operations on this base occur in the background, said Ott. Generally, many are invisible to the inhabitants, whether its mail or household goods or supplies that arrive on island through a very, very complex network of supply and delivery. Ott said that fuels is one of those commodities that we often, at times, take for granted, until, of course, it runs out. or providing diesel fuel for power plants to the generator, I hear humming in the background, or to help water plant capacity or we really dont think about at times, but we rely on, and it needs to be there consistently, said Ott. demolition project began so that the new facility could be constructed. project as complex as this one, said Ott. It is truly a team effort. Since the original pier construction, the population of the base has grown, other missions have arisen, and environmental regulations have come into play. Ott reiterated that the new pier is more than was also taken into account with safety and environmental practices such as containment of potential spills being designed and incorporat ed into the new Pier Charlie to ensure it is even better than before. I cant underscore the scope and complexity of this Navy military went into the planning, development and execution to make it a at all levels. Ott was joined by many of these partners at the ribbon cutting and expressed thanks to Navy Region Southeast Chief of Staff Capt. Capt. David NAVFAC Southeast Defense Logistics Agency Energy Naval Facilities Engineering NAVSUP FLC Site Director Cmdr. Shane Dietrich. Ott also thanked partners, the Public Project Manager Christine Flora, and the men and women of NAVSUP FLC Jacksonexceptional service and support. Pier Charlies lifecycle is expected to match that of the original pier and provide reliable fuel distribution for decades to come. capacity, and will sustain mission readiness and service for generations to come. 45 The Navy Supply Corps Newsletter


46 Guantanamo Bay Cuba, Pier Charlie ribbon cutting ceremony. photo by R. Vargas NAVSUP Fleet Logistics Center Jacksonville, Florida; NSGB Site. Capt. Ott, commanding members that made it possible for Pier Charlie to come to fruition. photo by R.Vargas


47 Above: NAVSUP Fleet Logistics Center Jacksonville, Florida; NSGB Site. Cmdr. Shane Dietrich, Guantanamo Bay Cuba Site Director presents Mr. West with a of appreciation for his 55 years of civil service. Mr. West was instrumental and worked with the fuels department prior to his retirement in 2010. The ribbon cutting ceremony held on February 27, 2018 for the new fuel Pier "Charlie" was dedicated in his honor. photo by R. Vargas in the NAVSUP Fuels Division


48 NAVSUP FLC Yokosuka Site Sydney Supports US Coast Guard Cutter Polar Star and Operation Deep FreezeBy Tina C. Stillions, Naval Supply Systems Command Fleet Logistics Center Yokosuka Director of Corporate Communications Naval Supply Systems Command Fleet Site Sydney provided support to U.S. Coast during Operation Deep Freeze, which kicked February. Polar Star is an operational icebreaker that supports the National Science Foundations research stations in Antarctica by delivering critical supplies and fuel. Operation Deep Freeze is the U.S. military operation that supports research and resupply efforts. NAVSUP FLC Site Sydney has played a role in past Operation Deep Freeze exercises, and had the opportunity to support Polar Star and her crew once again this year. Site Sydney is located on the Royal Australian navy said Site Sydney Site Director Lt. Massoud Koleini. I coordinate with RAN port services to arrange many of the host nation support items, such as acquiring a brow, fender, quarantine waste bins and line handlers. I also provide assistance with customs, material handling and postal coordination. According to Koleini, the military provided multiple support services to Polar Star during Operation Deep Freeze, and Site Sydney was a key team player in logistics facilitation. Postal support is provided by the U.S. Postal Squadron in Sydney, said Koleini. Department mail in and out of Australia, New Zealand, Antarctica and the nearby our NAVSUP FLC Yokosuka Fleet Mail Center in Yokohama, Navy mail routers in San Diego, the postal team on board Polar Star and commercial airline representatives, Operation Deep Freeze. teams to plan, coordinate and move all postal items to the right place and on schedule. and other correspondence arrived to meet the ship while it was completing its mission. logistics components essential to the success of an operation the size of Operation Deep Freeze. For instance, in Australia, fuel is procured through a Defense Logistics Agency blanket purchase agreement. Multiple award husbanding support services, which is a type of contract NAVSUP FLC Yokosuka awards to procure vessel husbanding support services in non-Navy ports, such as Suva, Fiji. -service was readily available and easily calls, because we stay on the Navy base and Last year, we received support in the year, our issue was with help transcribing the Coast use of heavy equipment. Polar Star usually makes multiple port visits on its way to and from the Arctic. Polar Star made stops at Lyttelton, and Suva, Fiji. During each of the visits, Site Sydney provided distance support and advice to requirements were covered. Considering the scope of Polar Stars annual mission, not everything goes as planned, said Koleini. year caused some delay in the awarding of husbanding support contracts for all ports. mission was a success. much-needed role in support of Operation Deep Freeze. As the only ice breaker in the Antarctica, it puts NAVSUP FLC Yokosuka Site Sydney in a key position to participate and support a truly unique mission. The Coast Guard Cutter Polar Star breaks ice in McMurdo Sound near Antarctica. photo by PAC Nick Ameen


49 NAVSUP FACT SHEET FY18 SALTS SYSTEM DISESTABLISHMENT Points of Contact NAVSUP HQ N63: 717 -605-6495 NAVSUP Business Systems Center: 717 6053187 BackgroundNaval Supply Systems Commands (NAVSUPs) Standard Automated Logistics Tool Set (SALTS) system, also known as WebSALTS will be disestablished by the end of fiscal year 2018 due to software obsolescence and security issues. Current SALTS functions will be integrated into information technology systems from NAVSUP and other organizations. SALTS is commonly used by afloat and ashore commands for requisition entry/requisition status and access to fleet financial reports and purchase card statements. SALTS Functions Transition and Schedule Force Inventory Drawdown (FITS DL) Reporting transition completed and reports now submitted through RSupply or secure file transfer. Purchase Credit Card Statements/Reconciliation replacement by Citibank website in April 2018. MILSTRIP Processing (requisition submittal, status, and material obligation validation processing) replacement by One Touch Support (OTS) in July 2018. Fleet Financial Reports (Summary Filled Order/Expenditure Difference Listing (SFOEDL) and Unfilled Orders Listing (UOL) reports to be made available on the NAVSUP Enterprise web portal in July 2018. Transaction Item Reporting (TIR) transition to Defense Information Systems Agency Hosting in September 2018. TIR processing not used by all ships Communications SALTS Gram emails will be sent to all SALTS systems users regarding transition events. Periodic teleconferences will be held to discuss key transition events. Naval Messages will release prior to transition events to describe the transition and key actions required to maintain continuity of services. NAVSUP FLC Norfolk R ecognized for Aviation Support ExcellenceBy Tom Kreidel, Naval Supply Systems Command, Fleet Logistics Center Norfolk were recognized as recipients of the Commander, Oceana were recognized for the award, which is based on a combination of monthly effectiveness reports and the most recent Supply Management including net and gross effectiveness aviation range and depth, overall consumable effectiveness, requisition maintenance, carcass tracking and more. is always readily available and shipped out in a you feel that your hard work and dedication is factor in Oceana being awarded its seventh Department is vital in ensuring success. each of these organizations, allows us to overcome effectiveness of the business processes and procedures NAVSUP FLC Norfolk has in place and the fact their teams do their jobs the right way. know they earned this recognition adhering to the SALTS System DisestablishmentThe Navy Supply Corps NewsletterNaval Supply Systems Commands Standard Automated Logistics statements. integrated into information technology systems from NAVSUP and other organizations. events. Prior to transition events, naval messages will be released to describe the transition and key actions required to maintain continuity of services. For more information, contact


50 NAVSUP BSCLeft: Capt. Douglas M. Bridges Jr., Systems Command (NAVSUP) Business Systems Center (BSC), speaks with new employees during a new employee workshop at NAVSUP BSC in Mechanicsburg, Pennsylvania. The workshop is designed to educate and train recently reported personnel on policy, guidance, and functions of NAVSUP BSC. NAVSUP BSCs mission is to deliver Information Technology/Information Management related products and services. photo by James E. Foehl USS Dwight D. Eisenhower (CVN 69) celebrates the 223rd Supply Corps birthday. From left:


51 USS IWO JIMA (LHD-7)By Ensign Will Anthony, SC, USN U.S. Navy Supply Corps. Commanding birthday celebration coincided with historical date of the raising of the stars and Marines on the Iwo Jima were honored to cakes were carefully crafted by the Iwo Below: from the left: Ensign Will Anthony, Cmdr. Richie Jenkins, Lt. j.g. Ryan Felsman, Capt. Joseph OBrien, Lt. j.g. Celestino Dulnuan, Ensign Dillon West, Lt. Dave Dyal, CWO2 Glenda Young, Lt. Aaron Fish, and Lt. Cmdr. Matthew Wilcox.


CODE OCC Periodical U.S. Postage PAID Permit No. Be sure to catch our latest video, Navy Supply Corps: Training with Industry this and more videos, check out the NAVSUP YouTube page at