Hadiza Abdullah-Bello Logistics Management Specialist Defense Logistics Agency-Logistics ...

87 Pages·2017·1.91 MB·English

by  Thomas Family

Hadiza Abdullah-Bello
Logistics Management Specialist
Defense Logistics Agency-Logistics Operations

Biography
Hadiza Abdullah-Bello serves as a Logistics Management Specialist in Military Service Support
(MSS) Division-Air Force (AF) Team. Manages a wide-range of logistics issues/concerns as they
pertain to the United States Air Force (USAF). Coordinates with several Primary Level Field
activities (PLFAs) to provide an in-person, day-long DLA Training/Customer engagement event at
various Air Force units. The training sessions were taught by DLA Logistics Information Service
(DoD EMall, WEBFLIS, WEBVILPS), DLA Energy, DLA Troop Support, DLA Disposition
Services and DLA Aviation (AMARG Pull Process, Protected Stock Policy). They were praised by
USAF leadership for focusing on key DLA processes and procedures used by their Airmen to
support in garrison and deployed forces. Additionally, serves as the liaison on the AF team for
coordinating with the DLA J34 Stock Positioning team to identify NIINs for potential forward
stocking in support of the USAF operations around the world. The AF Team POC for coordinating
PLFA visits that foster communication and collaboration with the AF team and the respective
PLFAs. Serves as the DLA rep for 2 IPTs pertaining to the current Air Force A4 Flight Plan such
as Responsive Resilient Supply Chain (RRSC) and Set the Theater.

From Nov 2015- July 2016 Hadiza served as a Logistics Management Specialist on the Marine
Team where she facilitated the Partnership Agreement Council (PAC) meetings held quarterly
between the USMC and DLA to ensure continued high levels of support to gain the importance and
understanding future efforts. Hadiza also provided support to Marine Corp Systems Command
(MCSC) and DLA J7 on a contracting initiative to identify possible strategies and cooperation
between MCSC and DLA as it pertains to contracting methods used by the two organizations for
supporting systems with an organic sustainment strategy.
From Oct 2010- Oct 2015 Hadiza served as Supply Systems Analyst in the Process Integration (PI)
Office of the Logistics Operations Directorate. Managed all integration on enterprise wide actions
or process issues across all EBS processes (Planning, Order Fulfillment, Technical and Quality,
Procurement, Real Property, Industrial Operations and Financial Management) and also provides
guidance to revise or develop new processes. Served as one of the PI subject matter experts in
providing direction on cross process issues across all Primary Level Field Activities (PLFAs) as
well as ensuring all process areas comply with all applicable regulations. PI rep Continuing of
Operations Plan (COOP) working group for J3 (Logistics Operations) to plan and ensure that
normal business functions continue in the event that operations at Headquarters (HQ) DLA are
disrupted or threatened with disruption. Part of an enterprise team that worked on testing
USTRANSCOM and DLA COOP business processes to validate touch points and conduct a
combined mission risk assessment to include operation and technical mitigation.

From Jan 2007- Oct 2010 Hadiza served as a Property Disposal Specialist within the Inventory
Management Division, Disposal Policy Branch. In this capacity she was part of an integrated team
with DLA Disposition Services to perform Operational Effectiveness Review (OER) visits to audit
the field activities all over the United States and Overseas. She was the Inventory Management
POC for all Enterprise Business Systems (EBS) areas in the Inventory Management Division. This
role is key to implement new DoD wide end to end Supply Chain ERP Programs.

Hadiza was also selected to participate in the OSD Acquisition Exchange Program from March-
September 2009. She had the responsibility as the Program Manager for the system known as the
Joint Organization Query (JOQ), which is envisioned to replace the DoD portion of FedReg. She
became intimately familiar with the Information Assurance process, test scripts, program plans and
software and hardware procurement nuances. She also became the lead to organize the
development of a joint Contracting Officer Representative tool. This capability is currently
managed and deployed by the Army but Hadiza took the lead to manage the development of a joint
version. She had the opportunity to join a joint service team, develop relationships with the folks
managing this for contingency application as well as for the Defense Acquisition University. She
managed the timeline, ensured the money was provided to the Army and herded cats to bring the
team together. Last but not least she managed a single process for transitioning from the old FAR
45 (Government Property) provisions to the new FAR 45 rule. This effort took painstaking work to
meet with industry and department stakeholders and develop a consensus approach, working with
DCMA.

In 2006 Hadiza started her government career in DLA as a Property Disposal Specialist in Law
Enforcement Agency (LESO). Prior to coming to DLA Hadiza served 8 years in the Army as a
Logistics Tech with assignments consisting of 2 tours in South West Asia, Fort Bragg, NC , Fort
Lee, VA and Fort Belvoir VA. Hadiza has been awarded several Performance awards throughout
years of government service and was also selected as the J-33 Peer Award Recipient in March 2010.

Hadiza graduated from University of Maryland University College earning a Bachelor of Science
Degree in Human Resource Management and also holds a Masters Degree in Management with a
concentration in Procurement and Contract Management from University of Maryland University
College as well as an MBA also from University of Maryland University College.

In her 13 years with The Boeing Company, Janelle Bakke has held Mechanical and Structural
Engineering, Systems Engineering, and Product Support positions in Boeing Defense, Space &
Security (BDS) and Boeing Global Services (BGS). Currently, she is the Senior Manager for
Army Logistics in Mesa, AZ, within the BGS Engineering, Modifications & Maintenance
Capability. In this role, Janelle has responsibility for Integrated Product Support processes and
deliverables for Apache, Chinook, and Little Bird. Prior to her current role, she was the Attack
Helicopter Sustainment (AHS) Senior Manager for Logistics Engineering and Integration and
has also been the AHS Systems Engineering, Integration, and Test (SEIT) First Line Leader. In
this role, she supported United States Government and International Apache and Little Bird
customers.

Prior to her first management assignment, Janelle led a Systems Engineering team for as a
Technical Lead Engineer (TLE). In this role, her responsibilities included design for
supportability analysis, technical proposal development, requirements development and
management, and control account management. Earlier in her career, Janelle also worked as a
Mechanical and Structural Engineer.

Janelle has a Bachelor of Science in Mechanical Engineering and a minor in economics from
Tulane University in New Orleans, LA, and graduated from Arizona State University in Tempe,
AZ, with a Master of Business Administration. She has also completed the Global Leadership
Certificate Program through Thunderbird School of Global Management and graduated from the
Rotorcraft Systems High Potential (HIPO) program. Outside work, Janelle enjoys participation
in the Phoenix chapter of the Society of Women Engineers, Tulane Club of Phoenix, and ASU
Alumni Association.
Problem Statement – Janelle Nicole Bakke
As platform lives increase, modernization and modification of existing platforms is increasingly relevant.
Once fielded, platform configurations change, and as platforms return for modification, bringing them to
equivalent and later configurations is proving challenging. As modifications potentially differ by aircraft,
engineering and configuration challenges abound. Additionally, preparing instructions, training
resources, and dispositioning multiple solutions has proven complex. Further, supply chain considerations
result in the field during periods of different end configurations. How do customer and supplier partner
to make field modernization cost effective and efficiently-executed?
U N I T E D S T A T E S A I R F O R C E

COLONEL DAVID A. BIGGS
Colonel David A. Biggs assumed duties as the Reserve Advisor
and Deputy Chief, Logistics Readiness Division for the
Headquarters Air Force Director of Logistics (AF/4L), Pentagon,
Washington, DC in October 2015. He is responsible for
organizing, training, and equipping more than 180,000 technicians
and managers maintaining the Total Force Air Force global
engagement aerospace weapons system inventory, providing
strategic direction for materiel and equipment management, fuels,
vehicle management and operations, distribution, personal
property and passenger traffic management. Advises A4L on
Total Force policy and manpower issues pertaining to 20,000 ARC
logistics forces and leads division responsible for logistics
readiness policy development ensuring the readiness of Air Force
combat forces worldwide. He provides oversight and review of
logistic doctrine and is responsible for policy development for
Supply, Distribution, Airman Clothing & Individual Equipment,
Fuels, Vehicles and Support Equipment. Develops enterprise
level logistics operations strategies, organizational and
management concepts of operation, and guidance through Air Force instructions and procedures.
Colonel Biggs is a 1991 graduate of the Air National Guard Academy of Military Science. He served as a
traditional Guardsman with the Virginia Air National Guard’s 192d Fighter Wing as an Executive Officer for the
Aircraft Maintenance Squadron, a Personnel Specialist for the Mission Support Group, a Logistics Readiness
Planner, and Chief of Supply for the Logistics Readiness Squadron from 1990 to 2011. He served on a short
tour with the US Joint Forces Command in support of the concept development of the Standing Joint Forces
Headquarters (SJFHQ), a headquarters deployable Joint Task Force. He also served three active duty
assignments with the United States Southern Command (USSOUTHCOM) as a Joint Logistics Planner for the
SJFHQ, as the Chief of Public-Private Cooperation Non-Governmental Organizations, and an Exercise/Plans
Officer to the Security Cooperation Office at the US Embassy for the Eastern Caribbean. He deployed in
support of Operation Enduring Freedom as the J4 Director for the Combined Forces Special Operations
Component Command Afghanistan in 2010. He served two years with the J4 (Logistics Directorate)
(USSOUTHCOM), as an Air Force Reserve Individual Mobilization Augmentee Logistics Readiness and Plans
Officer, providing joint logistics expertise to the Director on transportation, sustainment, planning, and HQ staff
actions and special projects. He served as the 482d Fighter Wing Logistics Readiness Squadron Commander,
Homestead Air Reserve Base, Homestead, Florida. He mostly recently served as the Air Force Reserve Deputy
Division Chief, with the Joint Chiefs of Staff (JCS) J4 Joint Logistics Operations Center (JLOC), Pentagon,
Washington, DC.

EDUCATION:
1988 Bachelor of Science in Business Administration, University of Mary Washington, Fredericksburg, VA
1991 Academy of Military Science Officer Commissioning, Knoxville, TN
1999 Squadron Officer School (Correspondence)
2003 Air Command Staff College (Correspondence)
2008 Advanced Joint Professional Military Education, Fort McNair, Washington, DC
2011 Masters of Business Administration, American Intercontinental University, Weston, FL
2012 Office of Foreign Disaster Assistance - Joint Humanitarian Operations Course
2013 Air War College (Correspondence)

ASSIGNMENTS:
1. February 1990 - October 1991 Command and Control Specialist (enlisted), 192d Operations Group,
Sandston, VA
2.October 1991 - October 1994 Executive Officer to the 192d Maintenance Squadron Commander,
Sandston, VA
3. November 1994 - December 2002 OIC Personnel Specialist 192d Military Personnel Flight, Sandston, VA
4. January 2003 - February 2011 Logistics Readiness Officer/ Chief of Supply, 192d Logistics Readiness
Squadron, Sandston, VA and Langley Air Force Base, VA
4. June 2005 - Feb 2008 Logistics Plans and Operations Officer Standing Joint Force Headquarters
USSOUTHCOM, Miami, FL
5. March 2008 - October 2009 Chief Public Private Cooperation, Non-Governmental Organization Division,
USSOUTHCOM, Miami, FL
6. Jan 2010 - October 2010 J4 Director for the Combined Forces Special Operations Command- Afghanistan
Kabul, Afghanistan
7. March 2011 - September 2013 Logistics Readiness Officer J4 Directorate USSOUTHCOM, Miami, FL
8. October 2013 - January 2015 Logistics Readiness Squadron Commander, Homestead Air Reserve Base,
FL
9. January 2015 – Sep 2015 Joint Logistics Officer, Joint Chiefs of Staff J4, Pentagon, Arlington VA

MAJOR AWARDS AND DECORATIONS:
Bronze Star
Defense Meritorious Service Medal
Meritorious Service Medal
Air Force Commendation Medal with one oak leaf clusters
Joint Service Commendation Medal
Joint Service Achievement Medal
Air Force Achievement Medal

EFFECTIVE DATES OF PROMOTION:
Second Lieutenant 3 Oct 1991
First Lieutenant 17 Oct 1993
Captain 3 Dec 1995
Major 12 Feb 2000
Lieutenant Colonel 12 Feb 2007
Colonel 6 December 2014

(Current as of Sep 2016)
DOD Center of Excellence in Logistics and Technology (LOGTECH) Program in
Advanced Logistics and Technology

Applicant Logistics Problem Statement or Effective Solution of a Recent Problem

U.S. Department of Defense currently utilizes contractors to fill support roles in theaters
of conflict to an extent that is unprecedented in modern history. For the DoD, contractors
act as force multipliers providing both military and political flexibility. They provide
supplies and perform a variety of other functions, including security, logistical support,
weapon and equipment upkeep and maintenance, intelligence, communications,
transportation, construction, engineering, and base support operations and maintenance.
With extensive employment of contractors has come increased scrutiny and visibility of the
risks, such as waste, fraud, and abuse, as well as the unforeseen strategic, operational, and
tactical consequences of injecting contract funds into theaters of operation. The issue is the
lack of planning, integration and management of these contracting resources in the
deliberate planning processes.

Paragraph 1: Summarize the transformational logistics issue, problem and/or solution
the member is currently working in their respective position.

Operational contract support (OCS), defined as the process of obtaining supplies, services,
and construction from commercial sources in support of joint operations. It is an enabler to
getting at the issues stated above. My office is currently tasked at looking at the best possible
options to integrate OCS through the Air Force using DOTMLPF. The three key areas that
OCS covers as defined in terms of Joint Publication 4-10.

Contract Support Integration (CSI): The coordination and synchronization of contracted
support executed in a designated operational area in support of the joint force.
Contracting Support (CS): The execution of contracting authority and coordination of
contracting actions in support of joint force operations.
Contractor Management (CM): The oversight and integration of contractor personnel and
associated equipment providing support to the joint force in a designated operational area

Paragraph 2: Briefly describe the potential options and/or solutions that are worth
further study/review to the problem described in paragraph 1.
• Define OCS planning and integration personnel across the total force
• Define the training requirements outside of current Joint Staff capability
• Identify opportunities to best employ OCS as a force enabling capability to
support and inform commanders’ assessments, adaptive planning and the services
force planning scenario development
• Ensure a proper OCS human capital strategy—recruit, train, track, and retain—for all
deployment and staffing for Joint Forces and compliance with legislation
• Insufficient awareness of the significance and complexity of OCS with Senior
Leadership
• Limited integration of OCS into AF policy, task planning, assessments, training,
and reporting
CDR Christian Booth
Supply Corps, United States Navy

A native of Seattle, Washington, CDR Booth earned a bachelor’s degree in Economics at the
University of Western Washington in 1997. He earned his commission through Officer Candidate
School in Pensacola, Florida, graduating in July 2000. CDR Booth completed the Supply Corps
BQC in May 2001.
Upon graduation, he was assigned to the USS SPRUANCE (DD 963) in Mayport, Florida. He
served as the Disbursing and Sales Officer and earned his Surface Warfare Supply Corps Officer
designation. In 2003, CDR Booth took over as the Supply Officer at Helicopter Anti-Submarine
Wing, Pacific (HSWINGPAC). He managed critical material requests for six deployable HS
squadrons on the West Coast and Japan, earning his Naval Aviation Supply Officer designation.
CDR Booth then reported to Fleet Logistics Center (FLC) Sigonella in Sicily, Italy in 2005 to take
on the role of Deputy Business Officer at the newly established European FLC. He led the transfer
of operational funding from European Command (EUCOM) to ensure the newly transitioned
regional base logistics operations such as regional mail centers, fuel depots, and contracting
centers were fully funded as they transitioned to Naval Supply Systems Command (NAVSUP). In
2008, CDR Booth transitioned back to sea as the Supply Officer of USS INGRAHAM (FFG 61).
He completed an INSURV, SMC, and an unsupported deployment in the Red Sea supporting MIO
and anti-piracy operations. During this tour he was accepted into the 810 program and chose to
attend the University of Washington’s Foster School of Business.
In the fall of 2010 he started his post graduate education at UW and graduated with an MBA with a
focus in finance in June 2012. In July 2012, CDR Booth arrived onboard USS RONALD
REAGAN (CVN 76) and took on the role of Aviation Support Division (S-6) officer. In January,
2013 he moved into the role of Assistant Supply Officer where he served in that capacity until July
2014.
In August 2014 he arrived at Commander Naval Surface Force, U.S. Pacific Fleet (CNSP) and
took on the role of Force Stock Control Officer where he set policy, led effectiveness grooms and
assist visits, and managed BP 28 funding, IT support, DLR management, and classroom training.
He acted as the FIAR Action Officer and trained the Fleet on Off Ship Bill Pay and Husbanding
Service Provider policy.
In August 2016, CDR Booth reported to NAVSUP Weapon Systems Support, Philadelphia where
he currently serves as the Director of the Common Systems Integrated Weapons Support Team..
CDR Booth is married to Kelly Booth who is a Math Coach at the Episcopal Academy in
Newtown Square. They have two amazing children, Elliott (7) and Amelia (5). He enjoys
traveling, cooking, cycling, fly fishing, photography, and chasing his kids.

Updated: June 2017
DOD Center of Excellence in Logistics and Technology (LOGTECH) Program in
Advanced Logistics and Technology

CDR Christian Booth Logistics Problem Statement

Obsolescence and Diminishing Manufacturing Sources and Material Shortages
(DMSMS) for weapons systems that are out of production cause significant readiness
impacts and are difficult to predict and manage.

Paragraph 1: Summarize the transformational logistics issue, problem and/or solution
the member is currently working in their respective position.

Obsolescence and DMSMS issues directly impact the readiness of every Navy and
Marine Corp aircraft managed at NAVSUP Weapon Systems Support, Philadelphia.
Specifically, obsolescence and DMSMS cause particular readiness problems with aging
weapons systems that are on the far right of their sustainment schedule such as the F/A-
18 A-D, C-2, P-3, and AV-8B. Many times these issues manifest themselves in the lack
of availability of consumable piece parts used to repair larger weapons systems. Another
significant issue is “no-bid” requirements contracts where the existing OEM declines to
produce further material leaving a readiness gap. Many times the Navy does not own the
TDP making qualifying new sources difficult. These “no bids” are not centrally tracked
or able to be queried.

Paragraph 2: Briefly describe the potential options and/or solutions that are worth
further study/review to the problem described in paragraph 1.

• We have drafted a pilot program that aims to solve obsolescence issues through a
four step Obsolescence Optimizer process that encourages speed and
responsiveness while increasing sources of supply and competition to deliver
previously unavailable material to improve fleet readiness.
• Execution has proven difficult. The speed and responsiveness required to be
innovative are at odds with the legal contracting requirements laid out in the
Federal Acquisition Regulation, source approval requirements, and testing and
evaluation requirements that make it difficult to expand sources of supply and
increase competition.
• In parallel with the Optimizer I would like to work to implement a proactive
DMSMS avoidance strategy that assists planner with avoiding DMSMS issues
through:
Analysis of appropriate metrics
o
Predictive tools
o
Accurate Bill of Materials (BOMs)
o
Proactive item management strategies
o
• I would like to use this obsolescence issue as a case study in the class or directly
apply the skills and tools learned in class to address this important problem.