J4 Logistics Department

Served as the Senior Personnel Sergeant of a Battalion consisting of 1000 Soldiers. Advised and assisted the Commander, NCOs, and Soldiers on personnel matters; reviewed and consolidated reports, statistics, and personnel actions submitted to higher headquarters; assisted unit's with Military Personnel Record Jackets (DA 201 Files), pay and finance records, and medical and dental records; advised the commander on personnel strength, shortages, provided technical guidance and training a section of 6 Soldiers; supervised and managed the processing and tracking of all personnel actions, awards, NCOERs, OERs, promotions, leaves and passes; and processed and ensured SIDPERS transactions were submitted in a timely and efficient manner. Assisted

advisor to the Brigade and Staff for all equipment reset and systems modernization functions; responsible for the

Empowered subordinates at all levels. Kept CoC informed of all critical sustainment shortfalls and operational challenges that could impede logistics throughout the four Army camps in Kuwait. Always went the extra mile to accomplish the mission. Responsible for the 11-member TDY team to ACC-RI for the month-long technical evaluation of the ASG-KU's $2.7B Base Operations and Support Contract.

Student Answer: Most every company has a mission and vision statement, but some companies do poor jobs conveying the true intention or depth of these statements. The mission statement should state its purpose and drive its collective efforts. The vision statement should state its desired future and drive its strategic plan (MacLeod, L. (2016). According to these standard of a mission and vision statement most companies would be considered lacking. I am currently employed at GEODIS logistics. Our mission statement states, “We help our clients

Logistics is planning and executing of the movement and support of forces. When examining logistics I have to draw from my most

SUMMARY: With over 28 years of education and experience in the Marine Corps’ Ammunition/Explosives Occupational Field, an active Secret clearance, and thorough knowledge of military policies, government contracts and leadership hierarchy, I am a retired USMC officer ready for the next challenge. My experiences have allowed me to grow in many different management areas: program management, Defense Acquisition, logistics, configuration management, creating budget exhibits that included briefing senior leadership, quality assurance, production audits, establishing plans of action and milestones, personnel supervision and, foreign military sales.

The United States Army Quartermaster Corps is the oldest Logistics branch of the United States dating back to 1775. The other Logistics branches being the Transportation Corps, and Ordinance Corps. In 1775 the Second Continental Congress passed a resolution providing a Quartermaster General of the grand army and a deputy under him. At this time and until 1912 this organization was referred to as the Quartermaster Departments. In 1912 Congress consolidated Subsistence, Pay, and Quartermaster departments to create the Quartermaster corps. Quartermaster units and soldiers have served in every US Military operation from the Revolutionary War to current operations in the Middle East. The role of the Quartermaster Corps is to provide logistical support to the ground forces. They are in charge of general supply, Mortuary Affairs, food service, petroleum and water, aerial delivery, shower, laundry and material distribution and management. Quartermasters are a huge part of the success of the army and always have been. They are tasked with providing all of these essentials to the combat lines and without this support, the combat arms would not be able to strive on. The quartermaster soldier may not be the one out there fighting and defeating the enemy, but his role is essential to aiding and destroying the enemy. The war is won or lost before the fighting even starts, by the Quartermaster.

In the United States Marine Corps, the Logistics department is an essential component of the organization. The logistics department handles embarkation, supply and weapons management, maintenance of equipment, health services support, transportation, and ammunition (S-4, n.d.). Within the Logistics department, every employee has a unique title and job description. The junior employees may have one or two other coworkers with their same title and set of responsibilities.

Leads, directs, enforces standards, and mentors 13 employees daily; advises five technical and department managers on employee related issues. Conducts aircrew pre-mission threat analysis and briefings, builds and prepares aircrew escape and evasion bags – vital to Combat Search and Rescue recovery operations. Supports 62nd Air Wing’s, training and contingency, air mobility missions by providing global intelligence in support of direct deployment operations. Manages department administrative actions by ensuring accurate and timely performance reports are submitted to Headquarters Air Force Personnel Command. Ensures accurate record keeping and supplies, enables critical intelligence support to the mission.

Provides multifunctional logistics support for the Theater Tactical Signal Brigade (TTSB), consisting of a Brigade Headquarters with four Expeditionary Signal Battalions (ESB) and a Tactical Installation Node (TIN). Multifunctional logistics support includes: transportation, field level maintenance, commercial leased vehicle fleet, food service support, installation property book management, field services, life support service and operational contract support. Serves as the logistics subject matter expert (SME) who advises the Brigade Commander and the subordinate signal battalions concerning sustainment operations throughout the United States and aboard. Manages an annual budget of $9.4M and coordinates with engineering and budgetary staff

CPT Roys served as the Area Support Group-Kuwait Operational Support Contracting Cell (OCSC) deputy, while deployed for 11-months. Through his efforts, the Directorate of Logistics has provided uninterrupted theater logistics supporting ARCENT Forward, tenant units and coalition allied forces. CPT Roys was hand-selected, as the Kuwait Base Operations and Security Support Services (K-BOSSS), Team Lead during the selection and evaluation process for one of the Army’s largest and complex base support contracts valued at $1.7 billion dollars.

Military sustainment operations covers a wide range of logistical support requirements necessary for the accomplishment of military operations and mission endurance. Sustainment is defined by the U.S Army as; “the provision of logistics, personnel services, and health service support necessary to maintain operations until successful mission completion” - (ADP 4-0). Each of these three areas play a crucial role in military operations within their own right and present their own unique challenges. The logistics of military sustainment covers a diverse spectrum of responsibilities including Maintenance, Transportation, Supply, Field Services, Distribution, Operational contract support, and General engineering support.

Coordinates and supervises the Food Service Program for 1st Combat Aviation Brigade, 1st ID, to include dissemination of information; managing 58-92G personnel; determining technical training requirements; and developing management plans for all ClassI within the Brigade supporting 2700 Aviation Soldiers. Deveops, coordinates, and monitors budget requirements for food service equipment and expendable supplies for both garrison and field requirements. Plans, trains, and implements changes in nutritional awareness programs, modification of menus, and implementation of low calorie menus. Coordinates with Subsistence Supply Management Office (SSMO) and Class I points to ensure availability of subsistence for both garrison and field feeding operations

CPT Roys provided uninterrupted contractual support during his nine month assignment as the Area Support Group – Kuwait (ASG-KU) Operational Contracting Support Cell (OCSC) Operation Officer. CPT Roys’ meticulous attention to detail has allowed the Director, Directorate of Logistics and the Commander, ASG-KU to anticipate and project logistics forward throughout ARCENT Area of Responsibility (AOR) in support of Operation Freedom’s Sentinel, Operation Inherent Resolve, and Operation Spartan Shield.

Request Systems Manager for a $7.7 million budgeted program. Coordinates/liaisons with, in excess of 100 personnel responsible for maintaining Army mission critical Cat I systems providing support and oversight to some of the Army's largest missions: Recruiting, Accessions, retention, training and mobilization for the Active, Reserve, and National Guard components; over 20,000 users world-wide. Develop/implement policies and procedures relative to the operations of the KEYSTONE Request systems. Coordinates and tests the KEYSTONE Continuity of Operations Plan (COOP)/Failover site. Responsible for system configuration, software development, maintenance and technical testing. Participates in hardware procurement, system documentation process