Mark E. Barnes

*** ******** **

Orange Park Fl **065

Email: abllmd@r.postjobfree.com

904-***-****

Retired 12/11 to current

I was a member of the US Navy Acquisition Professional Community. I was

barred from seeking contractor employment for a period of 2 years. This

exclusion expired 12/13. I have been working on completing the requirements

for my BA degree, repairing my children's homes and caring for my grand

children since I retired.

Fleet Resource Center Southeast (FRCSE) 12/09 through

12/11

I was a DAWIA level II Program Manager specializing in Foreign Military

Sales (FMS) at AIR 1.4 JAX supporting various allies with their aircraft

programs Management, Engineering, Logistics, and Training and Operational

requirements. ANACI SSBI Secret clearance 08/2009 expires 08/2019. I had

full management and budget authority (+$50M per annum) of assigned

platforms and other various supporting activities, while keeping within;

United States Code Title 10, Directions of State Department, International

Trafficking in Arms Regulations (ITAR) and the Arms Export Control Act

(AECA). I have developed budget/ status/staffing reports, capability

briefings, provided briefings and training for audiences from line

mechanics to Embassy staff. I have used Microsoft Office; Word, Excel,

Outlook, Power Point, Visio, Access, Publisher, SAP/ERP, MRPII, SAP/ERP,

MISIL, DSAMS and many other software packages as Program Manager.

I was a member of The Acquisition Professional Community. I am a Lean

Green Belt trained manager that has led Kiazen's, using knowledge of Lean

Six Sigma to reduce costs and improve processes to conform to ISO 9002

requirements. While managing the Argentine J52-P-408 engine, I led a Kiazen

that reduced the projected cost of $2.4 M to an average actual cost of

$1.1M per engine. I use Defense Security Assistance Management System

(DSAMS) and Management Information System for International Logistics

(MISIL) to manage the programs.

Additionally I was responsible for all C4SR procurement, maintenance and

cost accounting for the Management Team.

Fleet Resource Center Southeast (FRCSE) 2/04 through

12/09

I managed the repairs of airborne and Ground Support Equipment for the

Greek and Thailand A-7 and Taiwan S2-T programs. I was responsible for the

procurement of services and materials necessary in providing spares support

to our FMS customers I have been supporting the Greek and Thailand Security

Assistance A-7 programs for 10 years. Air 1.4 JAX managers provided

complete programmatic A-7 support for the Hellenic Air Force and the Royal

Thailand Navy. This is accomplished by providing complete cradle to grave

support of these programs. Procurement of the aircraft, making the aircraft

safe for flight, complete support for Engineering, Logistics and power

plants, avionics, airframe maintenance, etc, completely to disposal.

The most challenging aspect was supporting the out of production/out of

inventory systems of these aircraft. It has required us to build a unique

framework of contractor supported facilities to provide the out of

production parts and engineering services to keep the aircraft flying. I

was responsible for the development of the Foreign Military Sales Warehouse

from conception through to a fully operational warehouse supporting three

countries with over 200 aircraft. This first of its kind warehouse was for

the exclusive purpose of using our out of inventory materials to support

our allies' aviation programs. This support was enabled by the concurrent

development of the 10 Integrated Product Support (IPS) and 12 Product

Support Elements, which provide a structured and integrated framework for

managing product support and are evolved from the traditional Integrated

Logistics Support (ILS) elements. The IPS elements include product support

management, design interface, sustaining engineering, supply support,

maintenance planning and management, Packaging, Handling, Storage, and

Transportation (PHS&T), technical data, support equipment, training and

training support, manpower/personnel, facilities and infrastructure, and

computer resources. The differences between the 10 integrated logistics

support elements and the 12 product support elements are the addition of

"product support management" and "sustaining engineering", as well as

important terminology changes for several of the others, including

"maintenance planning" expanding to become "maintenance planning and

management", "computer resources support" expanding to become "computer

resources", and "facilities" expanding to become "facilities and

infrastructure".

Fleet Resource Center Southeast (FRCSE) 08/95

through 09/04

I was Contracts Administrator procuring the full range of requirements,

administrative and functional supporting US Navy aviation platforms for

both Foreign and Domestic users. I have written several performance

statements of work for supplies and services in support of many Foreign

Military Security Assistance Programs. I maintained all contract files. The

last General Accounting Office audit of the records showed no faults. These

contracts were developed using the Standard Procurement System for the

timely delivery of materials and or manpower services using Wide Area

Workflow to ensure production schedule success while maintaining compliance

with FAR, DFAR and all other DOD, NAVAIR and local instructions. I served

as the Contracting Officers Representative for Naval Air Systems Command

AIR 1.0 and Program Manager Air -272 detachments at FRCSE. I was certified

DAWIA level II in contracting.

I was a Production Controller working with FRCSE in the development and

implementation of material resource planning, now known as MRPII. A

through understand of production processes; Naval Aviation Analytical

Maintenance Program (NAVAMP) 4790, Naval Aviation Logistics Command

Management Information System (NALCOMIS), Optimized Organizational

Maintenance Activity (OOMA) were required in this function.

I planned, developed, installed and maintained the Local Area Network for

the Air 1.0 Program Management Team at Cecil Commerce Center. I was

responsible for procuring all computer services for 135 employees. I was

responsible for determining the Automated Data Processing (ADP)

requirements, hardware and software, for each user's job description. I

maintained the database of all approved ADP per user to mitigate costs per

seat. I integrated (Enterprise Resource Planning/ Standard Accounting

Practices) ERP/SAP in the AIR 1.0 organization, leading the way for full

implementation at FRCSE.

Naval Air Systems Command Washington DC 1-90 through

08-95

I was responsible for the Administration of the F-14 SDLM Contract

between PMA 241 and the Naval Aviation Depot's Norfolk and North Island.

The contract was a five year effort with a value of $40M per annum. This

was the first effort of its kind. I was required to develop all expenditure

authorization and tracking plans and procedures, and reports detailing

expenditure of material and man-hours for all activities of the contract. I

was PMA-241's on-site representative with the authority to negotiate all

over and above expenditures to the contract. I was required to formulate

all expenditures and report to PMA-241 on a quarterly basis. I was required

to formulate budget predictions for the F-14 SDLM effort.

While at NADEP NORVA the Aircraft Program Manager for Logistics (APML)

for the TF-30P-414-A.. I attended F-14 Integrated Logistics Support

Management Team (ILSMT) as TF-30 APML took responsibility to respond to all

action chits for TF-30. I Chaired the TF-30 Component Improvement Program

(CIP) meeting at Pratt & Whitney with Air Force personnel and various

support contractors in attendance.

I use the Earned Value Management (EVM) methods to perform analyses of

the projected costs of a program. Using EVM provided information to PMA-241

on budget data calls and the impacts of those budget adjustments. I as TF-

30-414 APML at PMA-224 NORVA was responsible for the day to day management

of all integrated logistics requirements for the TF-30 engine. I was

required to formulate an Intraservice support plans to insure the Air Force

would be in a position to provide TF-30-414 engines to the Navy Fleet. Long

range, forward looking planning to identify requirements to provide the

proper support at the right time ensured program success.

Naval Aviation Depot North Island San Diege CA 07/85 through

08/90

I was the Second Shift Senior Civilian responsible for all second shift

production operations of over 1,500 employees. Prior to this

responsibility, I was a First Line Flight Test/Overhaul and Repair Foreman,

for the F-18, F-14, E-2, C-2, H-53, H-46 and H-60 platforms. I was

supervising the assembly of 17 aircraft, Supervising 125 personnel

including; Aircraft Mechanics, Metalsmiths, Electricians, Avionics

Technicians, Workers, Apprentices and Trainees. As Foreman, I planned and

scheduled the shop workloads, planned the division of work among the shop

personnel and assigned specific operations and tasks to shop personnel. I

assisted and trained apprentices and workers, as necessary, to ensure the

proper use of tools and test equipment:, interpretation of technical data,

and safety; and, I assisted them in troubleshooting operational faults. I

monitored work progression and took corrective action when there were

material, equipment or manpower shortages to ensure the shop workload was

completed within the established costs and time frames. I completed status

reports on the workload in my shop, and, recommended revised estimated

completion dates when necessary to accommodate material shortages or other

manufacturing problems. Under my direction my crew produced the first F-

14(G650) that was completed under cost and 4 days ahead of schedule at what

is now FRCSW.

I coordinated with Production Controllers to expedite needed materials

and supplies and to identify critical shortage items. I worked with the

Foreman of other trades to coordinate and sequence work. r worked with QA

Specialists when investigating quality deficiencies and selling off work. I

contacted Engineering when needing additional information or for

authorization to completed nonspecific repairs or modifications

I maintained all personnel records pertaining to attendance, sick and

annual leave, work performance, time cards, etc; completed performance

reports, overtime summaries, and corrected the daily labor exception

report. I conducted shop standup meetings where I passed on information

from management, and discussed safety, training and promotional

opportunities, the EEO program, personnel policies, overtime and any other

pertinent topics.

Naval Air Rework Facility Norfolk VA 09/77

through 07/85

I was one of 38 of the 110 apprentices to complete the Aircraft Mechanics

Apprenticeship in1981. I became highly skilled in the Depot Level

Maintenance of F-14 and A-6 Aircraft. This training included the processing

of all the various system components (Structural, Hydraulic, pneumatic,

electronic, electrical, mechanical, etc) that when completed and assembled

make up an operational aircraft. I am highly skilled in the operational

processes required in the Naval Industrial Depots to produce aircraft and

their components. I rose through the ranks after completing the Aircraft

Mechanics Apprenticeship to become a Voyage Repair Team Supervisor managing

all hands on trades required to complete operational maintenance repairs of

various deployed Naval Aircraft. I have received numerous Letters of

Commendation from Squadron Commanders for my service to the Fleet.

PROFESSIONAL TRAINING

Graduate of the Apprenticeship Program for Aircraft Mechanics NORVA

9/81.

Basis Supervision 8/87

F/A 18 Aircraft Familiarization 6/92

Advanced Production Management PRD 201 10/92

Contracting Fundamentals November CON 101 6/93

Management of the Naval Aviation Acquisition Process 8/93

Intermediate Systems Acquisition Course ACQ201 2/95.

Naval Configuration Management Expertise Development 3/96

Contract Performance Management Fundamentals BFM 102 12/96.

Executive Pre-Award Contracting CON 311 12/96

Defense Acquisition Improvement Workforce Act Level II Contracting 1/97

Contracting Officers Representative Training Course 10/97.

Logistics Reliability and Maintainability LOG 203 8/98

Lean Green Belt 10/98

Security Assistance Management (CONUS) 9/98

Defense Acquisition Improvement Workforce Act Level II Logistics 2/99

Security Assistance Management Financial Management 4/99

Security Assistance Management Logistics Customer Support 3/00

Security Assistance Management Case Reconciliation and Closure 8/00

Security Assistance Management Program/Case Management 11/00

Fundamentals of Contract Pricing 8/01

Federal Appropriations Law 5/02

Defense Acquisition Improvement Workforce Act Level II Program

Management 7/08

Education

Kempsville High School 1972

Graduate Aircraft Mechanic Apprentice Naval Air Rework Facility Norfolk

30 units

Tidewater Community College 18 units

Southwestern Community College Computer Sciences 6units

Air Force Institute of Technology, Production Management 4 units

Enrolled at FSCJ working to complete requirements For BA in Business

Management

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