Fleet Service Manager / Logistics Management Resume

Desired Industry: Management	SpiderID: 14926
Desired Job Location: el paso, Texas	Date Posted: 8/21/2007
Type of Position: Full-Time Permanent	Availability Date: 10 March 2008
Desired Wage: 50,000
	U.S. Work Authorization: Yes
Job Level: Management (Manager, Director)	Willing to Travel: Yes, Less Than 25%
Highest Degree Attained: Other	Willing to Relocate: Yes

Objective:
Retiring from the United States Army after 21 years of active duty service at the age of 38; too young to stop working. Seeking a new career where over 20 years of military leadership and experience will add value to any organization.

Experience:
2006–Present
First Sergeant
HHC 27th Brigade Support Battalion, United States Army, Mosul, Iraq
Supervisor: Robin R. Evans – robin.r.evan@us.army.mil
Salary: $6,000.00 per month

Supervise an 80 Soldier organization in the United States Army that provides command and control of over 400 personnel in Mosul, Iraq. Coordinate training on Field Feeding to the 3rd Division of the Iraqi Army. Provide daily transportation for Radio Transmitter Operators and Iraqi Interpreters to and from One West Iraqi Police station in the Nineveh Province. Enforce tactical Standard Operating Procedures; plan and coordinate training; synchronize reporting of personnel to ensure 100% accountability of Soldiers dispersed in four locations in Iraq. Oversee administrative actions, supervise supply and vehicle maintenance.

• Selected over five senior personnel 30 days prior to deployment and led the most diverse and exigent company of eight into combat, supporting the Global War on Terrorism

• Formulated strategic plans to execute over 100 combat logistical patrols while supporting base defense operations and logistical support to the Iraqi Army despite personnel shortages.

• Exceeded the company’s reenlistment mission by 169% through inspiring leadership, constant focus on Soldiers and their quality of life in the arduous conditions of Iraq.

• Reduced overdue administrative actions from 50% to zero

2005–2006
Battalion Maintenance Supervisor
27th Brigade Support Battalion, United States Army, Fort Bliss, TX
Supervisor: Blanca Williams – blanca.williams@us.army.mil
Salary: $5,200.00 per month

Supervised the vehicle maintenance of eight companies consisting of 1192 Soldiers, over 1000 vehicles, trailers and power generation equipment. Developed plans supplemental policy and program instruction affecting the logistical support operations. Established and enforced Standard Operating Procedures for maintenance, vehicle dispatch, operator licensing and occupational safety. Coordinated training for personnel on new equipment. Analyzed and interpreted regulations, directives, and policies to determine impact on the logistical operations of the command. Advised and oriented higher echelons as to logistical status, support and type of logistic support required to achieve and maintain effective operational readiness stature and successful conduct of training missions. Determined additional support required for logistical operations through inspection of equipment and facilities.

2003–2005
Battalion Maintenance Supervisor
HHC 1st Battalion, 77th Armor Regiment, United States Army, Schweinfurt , Germany
Supervisor: Salvador Mena – salvador.mena@us.army.mil
Salary: $5,2000.00 per month
Duties: Supervised organizational and higher echelon maintenance for over 500 military vehicles, M1A2 Abrams tanks, trailers and generators. Managed the quality control of equipment services and vehicle dispatching. Supervised the organization's Army Oil Analysis Program (AOAP) consisting of over 408 components. Ensured accurate inventory, accountability and serviceability of equipment repair parts valued at over $2 million dollars. Directly supervised 102 personnel.

• maintained a equipment Operational Readiness Rate of 94% on equipment that was used 365 days and accumulated over one million miles.

• reduced the Task Force’s 408 component Oil Analysis delinquency rate from 95% delinquent to zero, saving the Army thousands of dollars on needless oil changes.

• saved the organization over 1.8 million dollars by identifying excess repair parts and returning excess back into the supply system.

• awarded the Bronze Star Medal for exceptionally meritorious service during Operation Iraqi Freedom II.

2002–2003
Maintenance Supervisor
12th Chemical Company, United States Army, Kitzingen , Germany
Supervisor: Robin Lambert – robin.j.lambert@us.army.mil
Salary: $4,2000.00 per month

Supervised organizational maintenance; coordinated scheduled services and vehicle recovery operations for over 120 vehicles, 6 Nuclear Biological and Chemical Reconnaissance vehicles, 7 track vehicles and 12 Decontamination Apparatuses. Responsible for accountability of $1.5 million dollars worth of tools, equipment and repair parts. Directly responsible for 16 personnel.

• awarded the Army Maintenance Excellence Award FY 2002 for the best maintenance operations in the entire United States Army European region.

• awarded the United States Army Europe AOAP award for maintaining a delinquency rate of less than 1% for 12 consecutive months (2nd award)

2001–2002
Platoon Sergeant
C. Company, Training Support, United States Army, Fort Jackson, SC
Supervisor: Vincent Collins - vincent.collins1@us.army.mil
Salary: $3,800 per month

Platoon Sergeant in a reclassification company composed of an average daily strength of 220 Soldiers. Directly responsible for the morale, health, welfare, and counseling of a daily strength of 60 Soldiers training to be Army mechanics. Monitored barracks cleanliness and maintenance. Conducted physical fitness training 5 days per week. Administered monthly drug screening of over 200 personnel per month. Supervised the in and out processing of transitioning Soldiers. Selected over 10 more senior personnel to work in this position, indicative of proven leadership.

• trained over 500 mechanics of which 15% graduated with distinguished honors

• commended by the Army's Drug and Alcohol Facility on conduct of company's drug prevention program; selected as the model program on Fort Jackson.

1999–2001
Battalion Maintenance Supervisor
187th Ordnance Battalion, United States Army, Fort Jackson, SC
Supervisor: Tony Jones – willie.a.jones1@us.army.mil,
Salary: $3,800 per month

Planned, organized and executed organizational level maintenance on 378 vehicles at the Army's only Wheeled Vehicle Mechanic School. Responsible for the accountability and serviceability of vehicle repair parts and tools valued at over $20 million dollars. Directly responsible for 17 personnel.

• synchronized the Unit Level Logistics System’s automated maintenance request with the Directorate of Logistics, eliminating the manual form and saving countless man-hours.

• developed a 6.5 liter diesel engine training aid from surveyed equipment and scrap materials, producing more realistic training and reduced costs for mechanics ordering incorrect parts.

1998–1999
Automotive Maintenance Instructor
HHC 187th Ordnance Battalion, United States Army, Fort Jackson, SC
Supervisor: Stanley Hartley
Salary: $3,800 per month

Duties: Provided 37.5 academic hours of instructions per week at the Army's Wheeled Vehicle Mechanic School. Trained over 2,400 Soldiers annually in automotive technology. Supervised 4 other instructors.

1995–1998
Maintenance Supervisor
630th Military Police Company, United States Army, Bamberg, Germany
Supervisor: David Jurina – david.jurina@us.army.mil
Salary: $3,400 per month

Supervised the organizational maintenance for 100 vehicles, 18 trailers and 3 generators in 2 different communities located over 50 miles from the company headquarters. Coordinated repairs for higher echelon maintenance. Directly responsible for 8 personnel.

1992–1995
Senior Mechanic
68th Chemical Company, United States Army, Fort Hood, TX
Supervisor: Frank Smith - frank.smith1@us.army.mil
Salary: $2,900 per month

Education:
2005
Big Bend Community College
Moses Lake, WA
Associates Degree, Automotive Technology

Army Maintenance Management Course (10/13/1999)
Provided knowledge of Army Material Command maintenance development and support role as an integral part of the Army logistics system. It addressed the relationship of maintenance to other logistic functions, the development and satisfaction of materiel requirements, maintenance engineering, and maintenance operations. Additional, it addressed some of the new initiatives under the Logistics Transformation, which is, National Maintenance Management and Single Stock Fund.

Maintenance Supervisor Course (07/18/1997)
Provided students the ability to use maintenance publications in the supervising of maintenance procedures, record data on maintenance records, prepare status reports of equipment, maintain records of equipment status, prepare document register for supply actions, verify completion of maintenance services, evaluate a maintenance facility, and implement a quality assurance program.

Battalion Maintenance Officer Course (01/06/1997)
Prepared senior personnel for assignment to positions that have direct related maintenance responsibilities at the unit level with emphasis on management and supervision of battalion or squadron maintenance operations.

Defense Financial Management (10/08/1996)
Increased the managerial skills and efficiency of Department of Defense personnel by providing an overview of financial systems, statutory controls, and programs. This course encompassed defense financial systems and controls to include: financial laws; planning, programming, and budgeting system; defense appropriations; working capital funds; review and analysis; accounting; audit; and productivity programs.

Automated Logistical Specialist Course (08/08/1996)
Provided senior logistics personnel with the necessary skills and knowledge to enable them to perform effectively in a 1000 plus personnel administration and maintenance operations and in logistics staff and management positions in echelons above battalion.

Manager Development Course (07/26/1996)
Introduced new managers to the skills necessary to perform managerial duties at a high level in a diverse organization.

Supervisor Development Course (12/19/1995)
Provided training in basic supervisory and human resources skills to newly appointed supervisors.

Logistics Management Development Course (06/02/1995)
Provided an overview of the Army logistics system. The life-cycle management model was the common thread of the course and was used to highlight the more significant considerations of research, development, test and evaluation, procurement, inventory management, maintenance, and disposal of Army materiel. Instruction was oriented toward improving the decision-making abilities by providing knowledge of the techniques and considerations involved in logistics management

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