Supply Chain Management

C HARLES W. COLBERT

* *** **** ***, * orona, CA *2881

571-***-**** *******.*.*******@*****.***

Director of Logistics / Supply Chain Management

Insights-driven, results oriented and accomplished Logistics / Supply Chain Director with a verifiable performance record

of progressive growth and experience across 21+ years in various Supply Chain & Integrated Logistics (IL) disciplines in

the US Department of Defense (DoD) organizations and at The Boeing Company.

C ORE COMPETENCIES

Materials / Inv. Management Partnering & Collaboration Transportation Management

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Procurement & Purchasing Compliance / Audit Review Personnel Leadership & Mgmt

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Metrics, Analytics & KPIs Supplier Management FAR / DFAR / ITAR / TINA

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COURSES AND E DUCATION

Penn State University, State College PA, Master of Science, Supply Chain Management 2011

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University of Maryland University College, Adelphi MD, Executive MBA 2009

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US Naval Postgraduate School, Monterey CA, Master of Science, Operations Research 2005

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Hampton University, Hampton VA, Bachelor of Arts, Chemistry 1992

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Shipley Associates, Oklahoma City OK, Capturing Federal Business & Writing Federal Proposals 2014

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Boeing Defense Systems, Boeing Leadership Center St Louis MO, Capture Team Leader 2013

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Univ. of Tennessee, Knoxville TN, Performance Based Logistics: Proven Product Strategy 2013

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Boeing Defense Systems, Washington DC, Huthwaite Customer Engagement Initiative 2013

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Defense Acquisition Level III Certified, Ft Belvoir VA, Systems Engineering (Science and Technology) 2007

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Defense Acquisition Level III Certified, Ft Belvoir VA, Acquisition Logistics 2006

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PROFESSIONAL EXPERIENCE

The Boeing Company, Defense Space and Security, Philadelphia, PA 11/2012–8/2014

Business & Market Development Lead (ILS), NAVSUP Weapons Systems Support - (75% Travel)

Develop and maintain cross-functional partnerships across Integrated Logistics (IL) for all NAVSUP aircraft programs.

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Serve as the external focal for the IL Division supporting the V-22, AV-8B, F/A-18 and P-8A programs at NAVSUP.

Capture business intelligence from US Navy maritime patrol customers for spares, repair parts, strategy and fulfillment

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solutions and ILS for replacement with of the P-3 Orion platform with the B737/P-8 Poseidon.

Capture team leader, past performance author, and proposal development member on production support to Aviall, Inc.

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and Northrop Grumman for the $385M DLA Aviation F/A-18 Competitive Consumables campaign.

Book captain, capture team lead, and proposal manager for the NAVAIR (PMA-257) $25M USMC Contractor

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Augmented Maintenance and Training campaign in support of the AV-8B Harrier II program.

Led the capture of internal customer aircraft program data, messaging for market shaping and final development of the

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2014 IL market engagement strategy on the Naval Supply Systems Command (NAVSUP).

Developed Boeing integrated logistics market assessments and recommendations on the Department of the Navy fiscal

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year 2013/2014 Continuing Resolution and Sequestration policy decisions.

Conducted research, data mining and quantitative analytics on the 2013 $29.3B Navy Working Capital Fund (repair and

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consumable spending) BP85 and BP 34 accounts. Extended the review from 2013 back to 2001 enabling GS&S IL

Subdivision Vice Presidents to better formulate a 2013 & 2014 $1.2B spending strategy on aviation sustainment.

Conducted assessments and developed strategies to action for the IL division from the 2012 Naval Air Systems Command

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& Naval Supply Systems Command Performance Based Logistics (PBL) Best Practices; the 2013 Naval Aviation

Enterprise (NAE) Operations and Support (O&S) cost reductions initiatives and the 2010-2013 Secretary of Defense

Better Buying Power (BBP) 2.0 policies.

Developed the 2013 and 2014 IL Navy customer contact plans for engagement for the IL division.

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Navy Supply Corps Officer, Commander (Active Secret Clearance - 3/2015) 12/1992–12/2012

Charles W. Colbert – 571-***-**** – *******.*.*******@*****.***

Department of Defense, Office of the Inspector General, Arlington, VA 10/2010–11/2012

Director, Supply Chain Management and Contracts Audit (MRO, Aviation and Petroleum) - (50% Travel)

Led various 8-person audit teams as an internal consultant on a variety of DoD audit campaigns covering various SAIC

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depot planning; and maintenance, repair, and overhaul (MRO) across the $600B annual enterprise.

Led forensic reviews in audit of $98M in Defense Logistics Agency Energy’s international agreements for acquisition of

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bulk petroleum in Italy, Greece, Portugal, Spain, Germany, and Turkey in support of US operations throughout Europe.

Identified $4.3M in erroneous expenses based on the poorly written agreement.

Recovered $712,000 in overpayments after thoroughly reviewing US petroleum programs in Korea for under contract and

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inventory management, international agreements, and Pacific theater management and quality assurance of on

specification petroleum stocks.

Spearheaded the performance audit on the US Marine Corps Bell-Boeing V-22 aircraft program at NAVAIR PMA-275;

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captured systems engineering issues, supply chain induction shortfalls, and contracting & Navy replacement (PBL) spares

policy violations, resulting in $2.9M savings to US government.

Defense Logistics Agency Energy Europe (Mediterranean), Pisa/Livorno, Italy 10/2007–10/2010

Director, Mediterranean Petroleum Supply Chain Solutions (International Acquisition) - (75% Travel)

Championed forensic review of outsourced aviation bulk petroleum contracts to Agility Fuel Services and Maytag Aircraft

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Corporation throughout Europe. Avoided $747,000 in expenses over a 3-year period by identifying mathematical flaws

and resourcing shortfalls within contracting language.

Performed analytics identifying several 5-year $43M misappropriations in unauthorized payments between petroleum

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commodity support and facilities maintenance of Italian Air Force, US Navy, and US Defense Logistics Agency.

Recommended and implemented new DoD policies for international “procure to pay” type services for airbase

maintenance services from foreign governments and bulk petroleum exchange.

Ensured compliance with international agreements for petroleum support between the US, Greece, Italy, Spain, and

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Portugal, resulting in $3.5M in annual expenditure savings across a 275-person matrixed organization throughout the US-

European theatre.

Lead a regional team of 5 personnel across 6 countries delivering timely supply chain solutions for $975M in US bulk

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petroleum inventories in Mediterranean theatre.

Optimized deliveries across the petroleum supply chain network, from the Mediterranean and Middle Eastern source

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refineries to a European partner and US storage depots for timely and successful missions. Minimized or avoided

demurrage costs by 27% of contracted petroleum marine tanker ships from prior years.

Naval Inventory Control Point, Mechanicsburg, PA 4/2005–10/2007

Director, Wholesale Inventory Modeling (Analytics) & Operations Research - (50% Travel)

Supervised/led a team of 21 operations research analysts and mathematicians addressing Navy wholesale supply chain

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analytics problems and avoided $3.7M in transportation and holding costs for DLA ICP held materiel.

Conceptualized and deployed material transportation optimization model that evaluated cost, shipping time, and storage

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capacity. Reduced the Navy’s depot level retrograde movement expenses by $6.5M over a 2-year period through carcass

turn-in and repair relocation recommendations through time and distance minimizations.

Reduced inventory storage costs by $45,000 per month through statistical analysis of DoD warehouse inventory storage

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and billing data. Identified cost reduction opportunities through recommending the elimination of outdated supply chain

regulatory policies for retaining obsolete assets on hand.

US Naval Postgraduate School, Full Time Student, MS in Operations Research 1/2002–4/2005

USS Frederick, Pearl Harbor, HI 7/2000–1/2002

Director, Logistics and Supply Chain Services - (90% Travel)

Supervised a 28-person department of logistics service providers. Shrunk delivery lead times of critical repair parts from

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50+ days to 8.9 days by increasing supply chain visibility of in-transit commodities. Increased inventory validity from

72% to 97% for 700+ food service line items valued at over $400,000.

Coordinated logistics and repair parts support from US to 18 ports of call throughout Eastern Asia and the Western

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Pacific. Buyer for more than $500,000 in spot service and supply contracts from host nations and foreign businesses,

minimizing expenses and operational costs.

Additional Naval Career History Available Upon Request (Petroleum, Retail Ops & SCM) 1992–2000

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