Emily “Diane” Messenger

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

N. Chesterfield, VA 23236

Home: 804-***-****

EMAIL: adufip@r.postjobfree.com

WORK EXPERIENCE:

Defense Logistics Agency (DLA) Aviation

**** ********* ***** *wy, Richmond, VA

10/7/2012 – 10/31/2021 (Retired)

Position: Senior Supply Systems Analyst

Current Grade: GS-2003-13

Supervisor: Annette Cunningham

804-***-****

I worked in a staff position in the Procurement Programs Division, serving as the Career Manager for the Defense Acquisition Workforce Improvement Act (DAWIA) certification process for the Life Cycle Logistics (LCL) career field. I independently managed the certification process for all Aviation employees consisting of over 1,400 students/employees and growing. While managing and monitoring the program, I conducted operational assessments and management analyses using several reports from the Defense Civilian Personnel Data System (DCPDS) produced by the Defense Human Resources Services (DHRS). I used these reports to measure performance and the completion of certification goals in the Life Cycle Logistics Career Field. In the absence of other Career Managers at DLA Aviation, for five (5) months I supported the Contracting, Purchasing, and the Production, Quality, Technical, and Manufacturing career fields thus retaining continuity for these DAWIA programs with regard to high priority and time sensitive issues. I communicated and coordinated with DLA Aviation activities and personnel across the globe including but not limited to: the J codes at DLA HQ Aviation, Commanders, supervisory personnel, line managers at Aviation HQs and forward sites. I collaborated with Lead Management and Program Analysts at DLA HQ J-3, Senior J-7 Acquisition Personnel, and Senior J-1 Human Resources Personnel. As the Aviation LCL Subject Matter Expert, I also advised management on vital information used for decision making and advised them of the potential impacts on the programmatic aspects of the agency's operations and management. I worked with a number of Career Managers, and counterparts at the other DLA Major Subordinate Commands (MSCs) to maintain consistency across DLA. To ensure the Aviation workforce was aware of the latest information on Spiral roll outs, I conducted presentations and briefed the Senior Management Leadership Working Group and the Deputy Commander. I conducted a briefing for all those rolling out in Spiral 2A, via a live presentation that was also shared with the forward activities via telecom and a video recording on the Video Portal Application via computer. At the staff level, I used my experience and knowledge of the process/program to make agency recommendations on the direction of future LCL spirals in accordance with the agency’s objectives and policies.

I coordinated with cross-functional management in three of the DLA HQs “J” offices to create a realistic, efficient, and effective timeline or milestone plan for successful implementation of the LCL spiral roll outs. As a part of planning, I analyzed, and determined some basic fiscal and financial management considerations and how they affected long range planning regarding the number of instructors, projected students, class quotas, training locations, and potential travel costs. I use my experience in fact-finding, investigative and analytical techniques, along with written and oral communiqués in managing the program. I participated in regular teleconferences and meetings to coordinate LCL objectives with other Enterprise LCL Career Managers. I identified and determined training quotas, coordinated bringing classes on site, track certification progression for each employee, and advised employees and management on certification requirements. I ensured cost efficiency regarding travel to various DAU locations to prevent waste or misappropriation of funds. I collaborated with Instructors and Deans from the Defense Acquisition University (DAU) on various issues. I ensured LCL Certifications were provided to DHRS to update the employees’ official personnel files. I advised numerous managers, supervisors, analysts and other employees regarding questions pertaining to: LCL training, travel, certification, Acquisition Training Application System (ACQTAS) navigation, DAU navigation, Equivalency credit program, Fulfillment program process, course cancellations and various other requests throughout the LCL Certification process. I independently pursued and obtained knowledge of the (ACQTAS) system and was the first at DLA Aviation to obtain and learn (self-guided) the administrator role for the system. Subsequently, I trained my Aviation counterparts in the Contracting and PQM Career fields on how to use the role. I set up an informational site on eWorkplace for frequently asked questions and other instructions on how to apply for training, certification, travel instructions and many other related topics.

I was the DLA Aviation Major Subordinate Command (MSC) focal point for Logistical Assessments regarding several supply series. As a Subject Matter Expert (SME) and Career Manager, I represented and possessed decision-making authority to act on behalf of DLA Aviation. I participated as a member of working groups for various job series competency assessments. As a part of the team, I solicited the PLFA for participants and representatives, in the appropriate job series, to attend and contribute to recurring teleconferences. As the SME for Aviation, I exemplified leadership in developing, training, and educating management and employees on the LCL certification program. Additionally, I made determinations and recommendations, using my prior experience as a supply systems analyst. Within 18 months of accepting this Career Manager position, I pursued and completed Acquisition, Technology & Logistics (AT&L) LCL Level 3 certification. I collaborated on staff actions and problems, regarding DAWIA and the requirements for specific job positions. I participated in cross functional joint efforts to resolve difficulties and made decisions within the scope of my responsibilities. I monitored employees’ certification due dates and determined specific course requirements and made course recommendations according to the required level for certification. I kept the directors apprised of the employees’ performance with regard to their progress towards certification via monthly reports and various means.

I evaluated and recommended potential systemic processes for the efficiency of administrative support or program operations via automation. I provided periodic communications regarding status on low-fill classes, potential year-end and congressional budget impacts resulting in training interruptions and delayed certifications for Aviation. I planned, communicated and provided information to the workforce on changes in course requirements each fiscal year. Additionally, I conducted briefings to DLA Aviation, including members of command, directorates, and other management and employees. I provided administrative support and advice on records, directives, forms, files, and documentation such as requests regarding the waiver process in accordance with DAU policy.

I independently researched complicated command requests and actions, developed and advised on command action items assigned by the command action group via the Task Management Tracker; SAYITs, responded to and resolved complex issues involving administrative programs and processes; the interpretation of policies such as the required level of certification for position reassignments, grade, and career field changes. I participated in agency wide conference calls, researched regulations, manuals, instructions desk guides, etc. to determine and advise the applicable policies. I ensured staff administrative, analytical, and evaluative work related to the LCL Certification Program operations and management resulted in organizational efficiency and productivity. I reported directly to the Procurement Program’s Division Chief and on occasion to the Director or Deputy Director of the Procurement Process Support Directorate regarding individual work assignments, accomplishments and difficulties as appropriate. I researched new/improved business management practices for agency programs such as integration of the Learning Management System (LMS) and ACQTAS, and created statistical reports on LCL certification. I conducted database merges to produce tracking spreadsheets and maintain various administrative files. I requested system updates to personnel information and created various reports. I conducted recurring monthly LCL tracking studies of organizational productivity/delinquencies and assisted supervisors with determining employee plans for certification completion before their due date. I created and issued letters of reminder at 18 and 21 months as required.

Defense Logistics Agency (DLA) Aviation

Richmond, VA

4/24/2011 – 10/6/2012

Position: Senior Supply Systems Analyst

Current Grade: GS-0301-13

Supervisor: Sylvester Abramowicz

804-***-****

As a Supply Systems Analyst in the Order Fulfillment Process area I worked directly for the Division Chief on the Inventory Management and Supply Planning (IMSP) effort. I worked with system integration and business functionality using the Enterprise Business System (EBS) and capabilities and was responsible for recommending changes concerning how the Order Fulfillment process was achieved, including system changes and other process enhancements. I coordinated with Analysts in the Order Fulfillment process area to assist EBS end users issues. In addition, I analyzed and evaluated KPIs, metrics, and other process performance critical data to ensure the Order Fulfillment process area is meeting its performance targets. As a Business Process Analyst (BPA) I was an advisor to senior agency management on Order Fulfillment functional program/process improvement initiatives, and on the development and execution of policies and procedures for the process area. I interpreted regulatory requirements and ensured regulations were followed. I developed thorough analysis of complex data regarding past, present, and projected Order Fulfillment process issues. I examined, analyzed, and evaluated enterprise-wide application of KPIs, metrics, and other critical process performance data to ensure the process area met its performance targets and identified trends adversely impacting performance. I identified areas requiring additional analysis with regard to process performance, policy effectiveness, or system design and performance. I communicated enterprise-wide KPI’s (Key Performance Indicators) and trends to leadership, Process Owner, and other Process Management team members. I provided direction to lower level BPAs concerning interpretation and application of enterprise-wide Order Fulfillment processes. I worked with Customer and/or Supplier Operations organizations to ensure appropriate measurement criteria were established, and procedures implemented for new logistics functional processes. I advised the Process Division Chief and leadership in defining performance targets and developing long-range process improvement plans. Studies current and proposed policies and assesses impact on processes, procedures, systems, and data, as well as on customer and supplier operations. I led intricate studies of process policies, including functional and system execution. I coordinated with the appropriate stakeholders to determine the effect on personnel and materiel resources and developed cost-benefit analyses. Coordinates findings, participates in the development of supplemental guidance for enterprise-wide implementation, and evaluates its impact/effectiveness on functional processes. I determined some key required system changes as a result of new processes, procedures, or policy requirements. I look for opportunities to implement automation thus improving effective processes.

DSCR & DLA Aviation

Richmond, VA

06/22/2008 – 4/23/2011

Position: Supervisory Demand Supply Chain Analyst

Current Grade: GS-0301-13

Supervisor: Carolynn Montgomery (Retired)

Chief of the Aviation Customer Support and Analysis Branch, I provided customer support to the Customer Operations directorate and the other customer facing organizations such as the Inventory Management and Order Management Processes. I was a first line Supervisor for ten (10) Demand/Supply Chain Analysts. I was the primary customer analysis focal point for the Agency Performance Review for the DLA Aviation Demand Chain for metric as Perfect Order Fulfillment, Demand Planning Accuracy/Absolute Percent Forecast Error, Logistics Response Time, and On Time Order Fulfillment. I frequently communicated with all echelons of management to satisfy customer requirements. I led a team of Demand Supply Chain Analysts to accomplish data reports and analysis for various internal and external customers. I maintained overall functional responsibility for the Integrated Data Sheet used by not only DLA Aviation in Richmond, but across the Enterprise.

As a supervisor, I carried out many tasks with regard to personnel actions; such as the hiring process to include interviews and documentation of Applicant Review Summaries. I kept abreast of personnel policies and procedures in areas such as Telework, Flexiplace, time accountability, Annual Leave Donor plan, work schedules, workload assignments and areas outlined in the Union Agreement.

As a manager, I effectively communicated with my subordinates, peers, management and customers via email, team meetings and various customer conferences. I displayed adaptability and flexibility, and worked or executed projects independently with professionalism and integrity with regard to POM/Full Time Equivalent management and tracking.

Defense Supply Center Richmond

Richmond, VA

06/12/2005 - 06/21//2008

Business Process Analyst

GS-2003-12

40 hours per week

Gladys McFarland

804-***-****

As a Business Process Analyst on the Demand Planning team in the Business Process Support Directorate, I supported the Aviation Supply Chain as well and the other Supply Chains within the Enterprise regarding functionality and system performance of the Integrated Data Sheet (IDS) a cross-process tool). I coordinated with J6R Solutions Delivery personnel on matters of a functional and technical nature concerning the IDS.

I followed up on problems and requests from both internal and external personnel. In conjunction with J6R programmers I assisted in the original design and subsequent modifications and enhancements of the Integrated Data Sheet. I determined the appropriate data sources used in populating the data sheet. I worked with all five processes to create the tool and I interact with them on the current functionality, as data applicable to each Process is displayed on the sheet. Prior to leaving this position I began work with J6R on the refinement in the development of the IDS in the Fusion Center environment. I tested and validated the data and determined enhancements and fixes for the Fusion Center version.

I was selected to represent the Planning Division on a Lean Team. Subsequently, I became the lead for the team. I led our team through the Supplier, Inputs, Process, Outputs, and Customers (SIPOC) Swim Lane documentation and determined four possible processes to do a lean event on. I completed Lean Green Belt training in February 2008, and facilitated a Rapid Improvement Event on the Identification of Disposal Candidates for Sundown Weapon Systems. Brigadier General Andrew Busch, Commander of DSCR was a full time participant in this Lean Event. The event was successful as overall flow time was reduced by 30 days and one resource was eliminated from the process. I was subsequently awarded the Commander's coin for my efforts by General Busch, Commanding Officer for DLA Aviation.

While serving in this position I was appointed as the primary analyst for report validations in the Business Information Warehouse (BW) and Crystal Enterprises (CE) for the Supply planning reports for DSCR. I was selected for this effort due to my cross-process experience and systems knowledge. I was on a team with HQs, DSCP, DSCC and Sustainment during this time to determine an Enterprise or Agency approach to these validations. On many reports, I helped to set the course of actions to be taken on the validations. My involvement with the validation process entailed the review, modification and verification of the planning reports to ensure they worked in accordance with the functional design. I set the course for how the Key Performance Indicator reports like Attainment to Plan and Inventory Turns were validated. I also monitored these reports to ensure they had realistic and accurate data. When applicable, I submitted or directed that remedy tickets or System Change Requests be created to modify or change the reports so they performed as intended. As a Business Process Analyst, I analyzed and modified Business Procedures, Job Aids and End User Training regarding the Planning process, as required. I evaluated business processes and determine how they impact the Demand Planners in the Customer Relations Management (CRM) cells and the Integrated Planning Teams (IPTs). I participated in weekly Demand Planning process calls among the sites. I have discussed ways to assist and advise Demand Planners in Customer Operations on how to adjust their forecasts to best support the customers. I worked with Demand Planners to analyze and adjust historical demand data for statistical forecasting and discuss changes with the Supply Planning members of the Integrated Supplier Teams (ISTs). I kept abreast of impacts of the executions of monthly interfaces and extensions and how they impact forecasting. I worked with the Process Owner, Sub Process Owners, Site Process Leads and Customer and Supplier Operations management to establish a common approach to issues. I assisted with the testing of process functionality. I researched and performed trend-analysis to determine the root cause of planning problems. I made recommendations to improve the business process in an effort to best support the customers.

Defense Supply Center Richmond

Richmond, VA

12/01/2002 - 06/11//2005

Business Process Analyst

GS-2003-12

40 hours per week

Catherine Huskerson

804-***-****

As a Business Process Analyst on the Supply Planning team in the Business Process Support Directorate, I was the primary analyst validating the BW Supply Planning reports. I carried out the same duties during this time as outlined in my most current work experience in this application. Additionally, I advised end users in Supplier Operations regarding planning procedures and issues. I help Supply Planners in reviewing the Time Phased Inventory Plans to make their requirements determination. I researched problems related to each Rollout of items into BSM, on the generation and or non-generation of Purchase Requisitions, on planning business rules and on Supply Planner workload. I provided direction in accordance with established DLA business procedures. I assisted in the creation and review of training materials and Job Aids. I was responsible for overseeing SAP Workflow for DSCR and was subsequently appointed as the Sub Process Owner for Workflow for DLA. I gathered statistics from a SAP report and provided information to the BSM Director, daily on the generation of Purchase Requisitions. I was the lead in preparing a presentation provided to the Inventory Managers on how their jobs would change when they entered BSM. I coordinated and made arrangements for four sessions of the presentation. I directed the content and the format in which it was delivered. It was well received as evidenced by the feedback forms received. I was given the Employee of the Month award for this effort. Additionally, I routinely created BSM Remedy tickets concerning systems issues. I assisted Supplier operations management and Supply Planners with issues, the interpretation, and accuracy of the TPIPs (Time Phased Inventory Plans). I participated in weekly Enterprise conference calls regarding both Demand and Supply Planning. I assisted with Release 2, Blueprinting and Design and Testing issues in several areas to include but not limited to Interchangeability and Substitutability, SAP Workflow and Forecasting. I was a member of an Enterprise Planning Team which conducted a Purchase Requests (PR) analysis to determine the cause for a high generation of PRs. I conducted studies and performed analyses regarding Supply Planning issues in both the Manugistics and SAP systems. I have performed several data extracts in researching various issues. I have participated in training sessions and meetings with Concept Demo Supervisors, Supplier Operations management and End Users. I also worked on cross process issues with Tech/Quality, Order Fulfillment, Finance and Procurement. I participated in the Enterprise Flash calls, Cross-Site Meetings and Planning Process calls. I was the Supply Planning liaison for DSCR with the Enterprise Change Management Team. I served as an alternate when the Branch Chief was out of the office.

Defense Supply Center Richmond, (DSCR)

Richmond, VA

03/11/2001 - 11/30/2002

Supervisory Supply Systems Analyst

GS-2003-12

40 hours per week

Charles Fernandez (Retired)

I was the first line Supervisor in the Operations Support Branch of the Research and Analysis Division, in the Legacy Support Systems Directorate. While serving in this Supply management position, I supervised eleven Management Analysts (MAs), GS0343 grades 7 through 11. Under my direction, these analysts performed support functions contributing to the efficiency and productivity of the Business Operations directorate, by reporting metrics, key performance indicators, and providing data and data analysis in the areas of supply, procurement and commodity services (Tech Quality and Quality Assurance). The nature of this position made it necessary to follow the Enterprises Key Performance Indicator and Strategic goals. Routinely, I met with various levels of internal management, and external management with Business Operations and Information Resources to discuss, research, and develop plans for unresolved or pertinent issues. I worked with the operations personnel in decision making concerning how to develop and present metrics. I worked closely with the product center leaders and provided resources and support for their requirements. I organized, prioritized and distributed assignments among the analysts ensuring a balanced workload and successful completion of work requests. I periodically reviewed work assignments, gave instructions on data sources, and advised on courses of action to accomplish tasks. Frequently, I performed various data manipulation and occasionally performed data extractions when researching problems.

In the absence of a Branch Chief, I communicated directly with, advised and was instrumental in decision making processes with the Division Chief concerning day-to-day issues involving the MAs. I also routinely briefed and advised my supervisor in the Enterprise Support Branch, the Division Chief, and the Director concerning significant events and provided information as needed. I also assumed new duties with the Business Systems Modernization (BSM) endeavor and simultaneously served in place of the new Branch Chief, in supervising the management analysts and continuing uninterrupted support to the product centers. I was nominated as Employee of the Month for May 2002 for these efforts.

I was actively involved in the recruitment process and hired four Management Analysts for the organization. I conducted required performance appraisals and assisted personnel in developing their Individual Development Programs to ensure they acquired mandatory training as required by their positions. Upon assuming this position, and on my own initiative, I revised the overall training strategy for the Management Analysts, thus enhancing self-development opportunities and identifying courses more relevant to the Management Analysts position. I tracked and arranged training as needed by the analysts. I reviewed and evaluated MAs contributions and recommended awards accordingly. I encountered and addressed performance deficiencies with counseling and took other actions as appropriate.

I monitored and adjusted leave schedules as necessary ensuring an adequate work force was available at all times. I provided input for the annual budget and performed cost analysis in conjunction with my recommendations. I complied with and enforced safety standards and EEO policies applicable to DSCR, and I executed the DSCR union-management agreement on a day-to-day basis.

As MAs were co-located with each product center, I identified a need for more communication between the MAs. With this in mind, and on my own initiative, I started weekly meetings to exchange information and discuss current projects. These meetings were well received by the MAs and were most productive.

While Section Chief, I contributed in setting the course for the new organization. I worked with my Branch Chief to sell a proposal to consolidate the management analysts in a centralized location. Our Director and Business Operations management accepted our recommendation. Business Operations' proposed training plan for the MAs was almost identical to the plan I implemented months prior.

I directed the use of a communication tool in MS Excel that was frequently used by the management analysts and their product center management. I created a similar tool, which was used expressly by the management analysts as a place to view data and reports for other Product Centers, thus sharing information and eliminating duplication of programs. This was also a place for junior MAs to find hints and tools offered by other analysts.

Prior to the end of my tenure, I was selected to work with the BSM Concept Demo effort, for which I was appointed to serve as the DSCR’s Performance Specialist. Although this position never materialized I was subsequently retained and positioned in the Planning Process and an Enterprise Process Specialist.

Defense Supply Center Richmond (DSCR)

Richmond, VA

01/18/1998 - 03/10/2001

Supply Systems Analyst

GS-2003-11

40 hours per week

Bernadette Whitehead

As a Systems Analyst in the Materiel Management Branch of the Systems and Procedures Division, I acquired a variety of supply management experience. I was the Unit of Issue (UI) Project Officer/Coordinator for DSCR. I managed and had sole approval authority for all UI changes for items managed by DSCR. I created policy and procedures for these changes. I planned, determined and established annual suspenses to the Product Centers and the Inventory Resourcing and Pricing Branch to ensure changes were processed in accordance with the local directive and instruction. Prior to leaving this position I revised the Directive and Instruction for UI changes. In replying to the Supply Council's proposals to my revision, my recommendations were reviewed and endorsed by the Director of Planning and Resource Management.

I led team discussions internally with product center personnel, pricing analysts, tech and quality assurance analysts, equipment and packaging specialists, and externally with DLIS catalogers, military customers and commercial vendors on the appropriate use of Units of Issue. I collected information provided by the aforementioned and justified my proposals to all parties involved, when determining appropriate units of issue. In determining new Unit of Issues, I often created queries using MS Access to pull and analyze requisition history data from the Oracle DSD Tables, and inquired about the Standard Pricing/Acquisition Cost Files in the financial subsystem. I also researched requisition-processing problems attributed to Unit of Issue changes. Weekly, I prepared Unit of Issue reports using MS Excel.

In this position, I was also the Interchangeability & Substitutability (I&S) Monitor. In May 1998, I volunteered to assume this role in an effort to completely reassemble this much neglected program. I began work to reconstruct and re-create local policies and procedures in this area. I reviewed past requirements and procedures and determined the best methods; most applicable to the systems and items we managed. I independently and collectively identified and researched real and potential problems. I analyzed and discovered a problem with visibility of substitutes because of file incompatibilities between the Federal Logistics Information System (FLIS) and SAMMS, and systemic processes in need of implementation. As a solution, one example of my efforts to reconstruct this program was to immediately reinstate the requirement for the Product Centers to review and work several I&S reports. As a result, this gave the Inventory Managers and customers more visibility of potential substitutes for certain items. The impact of my recommendation increased supply availability and aided in the Backorder Reduction Effort as substitute items were identified and could be promptly offered to the customers. I also worked on a policy and procedures for offering conditional substitutes which would positively impact internal supply and technical areas, Engineering Support Activities, Naval Inventory Control Points, as well as and most importantly our customers. I pulled I&S data down from the mid tier and created reports in MS Excel and provided them to DLA HQs. I also collected I&S data from the Oracle DSD tables. Much of my work regarding I&S and Unit of issue changes caused me to interact with Tech and Quality assurance personnel. In doing so I became familiar with many of their policies and procedures. I prepared a MS PowerPoint I

& S training course and had it posted on the ElkNet.

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