Dwann E. Washington

Virginia Beach, VA ***** / 757-***-**** / adtgpy@r.postjobfree.com

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CAREER SUMMARY

20+ years, US Navy, Supply Officer (LCDR/O4), Honorable Discharge: 03/23

6+ years, Supply & Disbursement Management (logistics, supply chain)

5.5+ years, Planning Analyst, Project Manager (operations, logistics, supply chain)

5+ years, Director, Senior Manager (logistics, supply chain, operations, military)

WORK EXPERIENCE

US Navy, Defense Logistics Agency Distribution, Norfolk, Virginia (DDNV), Norfolk VA

02/22 – present, Deputy Director of Integrated Operations, Director of Mapping (Lt. Commander)

Managed warehouse inventory for Continuous Maintenance Availability (CMAV) for logistics operations; distributed parts to non-nuclear ships stationed (Norfolk Naval Base) for ~$300 million of inventory

Managed, supervised, and oversaw >20 personnel responsible for using forklifts and Hyster turret trucks to move product within the warehouse and fill trucks delivering >65,000 pallets of material to Naval ships and submarines in Hampton Roads for ~10 trucks, each delivering >$75K of material daily

Supervised personnel responsible for stowage and delivering maps stored on the Naval base, including land and maritime maps, 625,000 items in the Map Catalog, Dual Digital Map System (DDMS), and Federal Logistics Record (FEDLOG), and 23,000 classified charts and mapping products, with values of >$400K; oversee receipt, storage, issue, and disposal of products supporting Second, Fifth, and Sixth Fleet deploying units in EUCOM, AFRICOM, and CENTCOM theatres

Supervised Special Programs Division short leadership personnel, including providing material support for Chief of Naval Operations non-nuclear maintenance availabilities

Researched, analyzed, identified, and targeted training to subordinates for safety; provided safety (OSHA and/or NOSHA-based) training to ~15 personnel (weekly) for ~40 classes annually

10/20 – 02/22, Deputy Commander of Detachment Three Laos (Lt. Commander)

US Navy, Defense POW/MIA Accounting Agency (DPAA DET LAOS), U.S. Embassy, Laos

Directed, managed, and supervised material division of two Joint Field Activities (JFA) consisting of 98-person military/civilian teams, 80 Lao government officials, and 640 host nation workers, responsible for agency’s first Laos recovery missions (in COVID environment) recovering four potential USA service member’s remains

Managed logistical oversight of the respectful packaging and transportation of military service members’ remains from Laos to identification laboratories (USA)

Managed budget of ~$3M annually, managed and monitored contracts (valued at ~$2M) through NAVSUP FLC Singapore and the U.S. Embassy for logistics and service contracts; responsible for the formulation, justification, and administration of fiscal and budgetary management policies, plans and procedures, coordination of and approval of program and organizational unit funds; researched, analyzed, identified, and reported labor, materials, and commercial services costs

Directed, managed, and supervised inventory in a warehouse with 100% wall-to-wall inventory of excavation material and Material Handling Equipment (MHE) valued at 3.2M (equipment used for excavation) valued at ~$3.2M, including oversight to personnel responsible for receipt, storage, issue, and shipment of assigned materials and equipment

Researched, analyzed, and identified services and equipment were readily available for five JFA, including excavation and exhuming military service members’ remains

Researched, analyzed, and identified concerns with logistics and warehouse operations; designed and implemented new processes and protocols, resulting in an 100% accountability inventory inspection

Researched, audited, and analyzed security discrepancies identified by the U.S. Embassy security team, implemented improved processes and procedures, resulting in savings of >$100K and optimized warehouse operations

Trained and mentored (weekly) for >50 classes (annually) to 10-65 personnel, including 10 non-JFA staff and ~65 JFA personnel

11/18 – 01/21, NAVSUP Planner (Lt. Commander)

US Navy, Navy Supply Fleet Logistics Center (NAVSUP FLC-B), Naval Station, Bahrain

Planned logistics aspects of Operation Plans (OPLANs), Concept Plans (CONPLANs), and other contingency plans using the seven steps of the Navy Planning Process (NPP), including Mission Analysis, Course of Action (COA) Development, Courses of Action (COA), Analysis (war gaming), COA Comparison and Decision, Plans and Orders Development, and Transition

Conducted service planning processes, e.g., Joint Operation Planning Process (JOPP), Military Decision-Making Process (MDMP), Marine Corps Planning Process (MCPP), Rapid Response Planning Process (R2P2)

Developed, analyzed, and compared logistic support options and logistics feasibility of strategic and theater plans of higher headquarters and other component, joint, and coalition partners for each COA developed by planning teams; coordinated and directed determination of requirements to support logistic objectives, utilizing Joint Operation Planning and Execution System (JOPES)

Researched and planned fleet and expeditionary logistics capabilities and quality of life services to Joint and coalition forces deployed and homeported with CENTCOM AOR; developed logistics Concepts of Operations (COOP), Logistics Staff Estimates, and the Concept of Logistics Support for current, future, and contingency plans in the USCENTCOM AOR including NAVCENT and FIFTH Fleet operations

Manage logistics planning for NAVCENT International Maritime Exercises, including strengthening coalition relationships with 57 partner nations by establishing a logistics pipeline for flow of supplies

Provided Subject Matter Expert (SME) advice and counsel to NAVCENT N4 and NAVSUP Enterprise entities supporting USCENTCOM exercises/projects for exercises and real-world contingencies for logistics planning, as a member of four Operational Planning Teams

Directed, managed, and oversaw contracts and ~4,753 Navy contractors in-theater to implement base operating support to NAVCENT OCS Support Cell efforts with USCENTCOM J4, as NAVCENT’S only Operational Contract Support Officer, including 100% compliance with Host Nation (Restriction of Movement) ROM safety requirements during COVID pandemic

Directed, managed, and supervised integration of logistics delivery capabilities supporting U.S. 5th Fleet units, including operation of a $17.5M NSA Bahrain water security barrier and a live-fire shoot house development in Jordan; briefed NAVCENT N4 higher echelons on operations, engagements, contracts (scheduled deliverables)

Researched, analyzed, and identified key impact elements to COVID-19 impacts on fleet operations and administrative and operational planning; as NAVSUP’s lead for the NAVCENT Pandemic Influenza-Infectious Disease (PI-ID) Working Group, developed and implemented guidance for unique Navy equities and mitigation strategies during the pandemic

Coordinated 12 Contingency Plans (CONPLANS) to develop and implement Combatant Command (command authority; COCOM) requirements to draft, facilitate, and implement a base master plan to deliver a real estate acquisition strategy for the Duqm material logistics center to further develop NAVCENT’s operational sustainment capability in Duqm, Oman (as a Joint strategic planner)

Directed, managed, and monitored a modified logistics crisis response cell that developed, implemented, and communicated contingency responses and recommendations to NAVSUP, NAVCENT Staff, Task Force Commanders, and CENTCOM to minimize logistics gaps in theater in response to Iranian aggression (as NAVCENT N4 logistics readiness planner)

Led 14 officers and seven enlisted in daily operations supporting deployed units as well as in an integrated training environment during Internal Look 2019 (Maritime Operations Center exercise); coordinated with five Combatant Commands and 10 task forces, resulting in N4 achieving 90% of training objections; panned logistics scenarios for Internal Look 2020 training exercises

Developed and integrated NAVSUP initiatives for NAVCENT N4 COOP plan, as representative for NAVSUP and NAVCENT, to ensure movement and reestablishment of command and control

Architected NAVCENT’s Concept of Logistics planning and supporting CENTCOM operations and contingency plans; led NAVENT’s planning initiatives at inaugural O6-level Joint Sustainment Support Board Logistics Wargame, resulting in the identification and implementation of priorities and joint coordination of future theater logistics capabilities; oversaw the development of the logistics annex

Developed Red Sea sustainment node for FIFTH Fleet; facilitated and coordinated with U.S Embassy Egypt, DLA, NAVSUP FLC Bahrain, NAVCENT N5 Theater Security Cooperation, and multiple FIFTH Fleet Task Forces to deliver fuel, food, CASREP parts, and mail during ship visits to Safaga, Egypt, resulting in record sustainment levels for the first time in two decades

07/17 – 09/18, Full-time Student, Naval War College, Newport, RI

10/15 – 06/17, Staff Supply Officer (Lieutenant)

US Navy, Commander, Naval Surface Squadron Five (CNSS FIVE), Naval Station Bahrain

Managed supply support functions of the Patrol Coastal Squadron One (PCRON) staff, 10 Patrol Coastal ships, four Mine Countermeasures (MCMs), and the Maintenance Support Team (MST) Supply Warehouse # 6 with warehouse inventory valued at ~$11.7M, including management and supervision of 15 personnel

Managed oversight of administration, supply, training, and maintenance personnel responsible for manning, training, and equipping 13 Patrol Coastal (PC) Class ships to meet (C5F) operational requirements

Manage and monitor an OPTAR budget of ~$2M (annual fiscal year), to ensure funding for critical and emergent shipboard requirements, resulting in a (FY17) ‘zero’ Depot Level Repair (DLR) carcass charges (additional billing representing value between Standard Price and Net (Exchange) Price; also referred to as a Delta Bill); coordinated the Government Credit Purchase Card Program Agency Program

Managed and audited four MCM ships Purchase Card programs and 10 PC ships private mess accounts resulting in finding zero discrepancies

Completed 30 Command audits on Wardroom Mess, Command’s MWR, and 10 PC’s Private Mess funds, ensuring programs were financially solvent and in compliance with guidelines; audit program identified as ‘best-practice’ model and methodology distributed for use as a guide for PC ship inspections in Mayport, FL

Managed three housing sites, supporting 220 Temporary Additional Duty (TEMADD) personnel, with oversight and financial practices resulting in saving the Navy over $500K in lodging expenses

Developed and implemented the shelf-life Defective Material Summary (DMS) program, improving receipt, stowage, and inventory; monitored and updated line items, including identification, removal, and reordering of expired items; forecast accurate allowance quantity to meet requirements and ensured listings were processed and validated resulting in 100% accountability and improved asset visibility

Managed, mentored, and supervised four junior MCM ship Supply Officers, responsible for inventorying >6,000-line items in off-ship storage sites, identification of items for Defense Reutilization Marketing Office (DRMO) for future re-utilization/disposal to the MCMs and/or BANZ-10 Warehouse, with 100% accountability

Researched, audited, and identified systemic errors; developed and implemented corrective processes to ensure the expeditious delivery of parts throughout the Fifth Fleet Area of Operations

Managed, researched, analyzed, and identified parts and equipment resources for emergent Casualty Report (CASREP), including engines on ships, engine parts, propulsion parts, and parts for ship navigation systems, logistically scheduled parts’ deliveries across theater

Converted legacy program, MicroSnap, to RSupply, including inventory of warehouse holdings, data input to RSupply system, and managed consumable’s budget with zero carcass charges for FY16 for 10 PC ships

Ordered ship’s needs, ranging between pens, HazMat, weapons, equipment parts, food, laundry supplies, and navigation equipment, for up to 30 military service members (and the ship itself)

Researched, analyzed, identified best-logistics options, and moved goods via FedEx, UPS, Amazon, and local Norfolk, VA vendors to supply destinations in Bahrain; ordered parts via GSA catalog, sole sources, and other materials and supply vendors

Operated and ordered logistics services via FEDLOG and One Touch System (OTS), enabling locate, research, requisition, submission of follow-ups, cancel, modify, audit, and track status of requisitions, conduct backorder review, and track carcass turn-in history, with access to 30-plus DoD, Navy, and commercial data sources and the Relational Supply System (RSupply), which supplies the U.S. Navy with online inventory, logistics, and financial management tools

Compiled financial status (weekly), generated to the Captain, for EMRM funding available and how consumable funds on the books, including the status of the parts on order

04/13 – 09/15, General Supply Officer (Lieutenant)

US Navy, USS Kauffman (FFG-59), Norfolk Naval Station, Norfolk, VA

Supervised S1, S2, S3, and S4 sections: S1 – financial/parts order section; S2 - food; S3 - services (store, barbershop, vending, laundry); and S4 - disbursing (cash, money orders); pay bills/write checks in foreign ports

Managed 30 sailors responsible for short- and long-term planning for ship-store sales (ship store, laundry, and barbershop), logistics, and food service operations

Conducted financial accountability of a $25M Pack Up Kit for aviation, a $2.75M OPTAR Budget, 9,000 repair parts valued at >$20M, and DoN Purchase Card Program

Manage the acquisition and supply purchases for ship store, galley, and other departments, with 100% validity for >300 subsistence line items valued at >$100K via RSupply and FedLog OTS and GSA

Managed an Equipment Maintenance Related Material (EMRM) inventory valued at $660K and a $250K consumable budget with zero carcass charges, under Issue in food service at <1%, and completed stock turn

Provided logistical supplies/deliveries resulting in >130,000 meals for crew members (FY14-FY15

Managed, facilitated, and coordinated logistics support during a 30-day ISO Independent Deployer Certification during COMTUEX, including sourcing parts and conducting active ship cannibalizations that corrected dozens of CASREPS on C4F mission

Directed, managed, and oversaw decommissioning tasking for ship (moved to PA); researched, audited, and identified items of value for disposition/transfer to archives, memorials, museums, and historical repositories

Managed, facilitated, and scheduled service member training during the Basic Training Phase to meet minimum certification compliance for ships’ deployment to warfare areas

Coordinated and prepared department for Supply Management Certification, with ratings for Stock Control Division at 95%, Food Service Division at 92%, and Ship Service Division at 96%, resulting in an overall score of 94%, resulting in identification as only ship on the waterfront with zero unmatched expenditures as best supply operation and earning the Blue E eligibility for the first time in four years

Managed custody of >1,500 items in Maintenance Activity Management System (MAMS), resulting in 99.9% inventory validation during Selected Restrictive Availability NAVSUP Fleet Logistic Center XMAMS review

Managed, supervised, and oversaw the ordering, receipt, and issue of >$2.5M Operating/Operational Target (OPTAR), a storeroom with ~$10M inventory, and 400 mission-critical repair parts with ‘zero’ FY13 DLR carcass charges under the MAMS custodian program

Managed and oversaw Repair Locker #5 as the primary fire station, emergency-response center

Trained 150 sailors, as the Senior Helo Control Officer, in Repair Lockers, In-port Emergency Teams, Flight Deck Fire Party, Flying Squad, and Decontamination Team, contributing to the ship’s Mobility Damage Control (MOB) ‘D’ certification

Supervised flight operations training for the control tower team, resulting in the ship’s Air Certification for landing helicopters; trained ~25 personnel, as Primary Repair 5 DCTT Trainer, for ~15 classes annually

Conducted training for the Damage Control (DC) Training Team as the leader for Repair 5 to respond to any emergent shipboard casualties, firefighting, basic first aid, and flooding

06/11 – 04/13, Designated Project Integrated Logistics System Coordinator (Lt. Junior Grade)

US Navy, Commander, Naval Sea System Command (NAVSEA), Washington, DC

Managed PC, MCM, LHD, and LCC ships, providing Subject Matter Expert (SME) advice for overall logistics planning for type and number of personnel, materials, and facilities for fleet introduction, operation, and readiness of a new weapons system

Managed readiness, modernization, life cycle operations, and Fleet support for non-nuclear surface ships; created a plan for the inventory team to quantify the material, identify shipping methods, and an alternative stowage location to manage PC class ship supply parts for NAVSEA’s Naval Surface Forces, Atlantic

Managed formal decommissioning, transfers, and follow-on technical support to friendly foreign navies

Conducted Plan of Action and Milestones (POA&M) tasking supporting SEA 21 Readiness Strategic Laydown meetings to facilitate agendas for weekly PC and MCM POA&M meetings

Researched, identified, and established restricted warehouse space for support parts for three Coastal Patrol (PC) ships from the Coast Guard, implementing security protocol and inventory accountability

Updated PC Class Ship Information Books and Ship Selected Records; prioritized Technical Manual Maintenance Authority (TMMA) efforts for ships scheduled for Continuous Maintenance Availability (CMAV) and Chief of Naval Operations’ (CNO) availabilities

Conducted a Technical Manual Assessment on MCMs forward deployed in Sasebo, Japan; identified any shortages of technical manuals and ensured 100% of electronic technical manuals onboard or ordered for mission readiness

Facilitated a validation effort to verify whether Rigid Hull Inflatable Boats (RHIB) outfitted on the PC ships were provisioned (compliance); validated APL and AELs against the gear associated with Norfolk Ship Support Activity personnel for USS FIREBOLT (Bahrain) and USS TEMPEST (JEB Little Creek, VA)

Researched, audited, identified plating material suppliers’ stock estimates for PC class ship repairs

06/09 – 09/10, Disbursing Officer (Ensign)

US Navy, USS Mesa Verde (LPD-19), Norfolk Navy Base, Norfolk, VA

Managed and monitored the Navy Cash system for personnel work-related expenditures, resulting in a ‘zero’ balance (no debt on cards) record with expense volume at >$250K monthly

Directed procurement, custody, transfer, and issue of funds for payrolls and allowances

Issued savings bonds on payroll deductions; prepared and submitted public vouchers

Prepared military pay records; coordinated collections for credit to appropriations and other accounts

Prepared financial returns and reports; maintained inventory and accountability for US Treasury checks

Mentored peer officers for other ships with equipment and habitability areas (INSURV preparations)

Researched, analyzed, and implemented store improvements, resulting in a 97.2% rating for the Supply Management Certification (SMC)

Managed >70 sailors and marines in delivery of ~1,100 meals four times daily as Food Service Officer

Identified and resolved issues for Mesa Verde’s audit during a Field Examination Group (FEG) assist visit

Trained >50 sailors in preparation, training, and execution of shipboard survivability and damage control, as Repair Locker Officer; trained ~20 personnel on disbursing protocol and procedures, safety, and firefighting(weekly) for >60 classes over 2.5 years

FORMAL EDUCATION

2018, Master of Arts, Defense and Strategic Studies, United States Naval War College, Newport, RI; GPA: 3.33; Courses: Joint Maritime Operations Curriculum, Theater Security Decision Making Curriculum, Strategy and War Curriculum, and Leadership in the Profession of Arms

2004, Bachelor of Science, Management, National-Louis University, Washington, DC; GPA: 3.70;

Courses: Business, Management and Leadership, Marketing, Data Analysis for Managers, Operations and Strategic Management, Financial Accounting, Managerial Accounting, Finance and Accounting Concepts for Managers, Human Resource Management, Project Management, Legal & Ethical Decision Making in Business, Professional Communication for Managers, and Strategic Management

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