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Nov. 8, 2019

The Navy is a Family Business

On 1 September, 2019, Krysten Ellis was promoted to CDR by her retired Submariner father, Captain Jimmy Ellis, on the USS Missouri (BB-63) in Hawaii. Although the historical significance of the USS Missouri (BB-63) as the WWII battleship where Genera...

Nov. 8, 2019

Brooklyn Native’s Naval Service Adds to Asian American, Pacific Islander Heritage

From humble beginnings heaving lines as a seaman for deck department aboard USS Pearl Harbor (LSD 52), to earning a commission as a Navy Supply Corps officer, to selection as Business/Enterprise Supply Chain Management (BEM) intern at NAVSUP Business Systems Center (BSC), Lt. Dong Logan’s service adds to the rich legacy and heritage of Asian Americans and Pacific Islanders in the U.S. Navy.  “There are no short cuts on how to be successful in the Navy. Stay humble, keep an open mind, and keep pushing yourself. Opportunity is everywhere if you’re willing to do the work,” said Logan.  At age 12, Logan and her family moved to Brooklyn, New York, from Guangdong Province, China, to pursue what they called “the American dream.”

Nov. 8, 2019

U.S. Navy Supply Corps Officer Drops Anchor in Raleigh for his MBA

For Lt. Cmdr. Will Morrison, the last two years at North Carolina State earning his MBA have been a welcomed pit stop on his journey to the top of the ranks of the U.S. Navy’s Supply Corps.

Nov. 6, 2019

NAVSUP Fosters a Culture of Innovation with the MyNAVSUP Idea Portal

Have you ever had a great idea for work, but didn’t know who to tell? Innovation comes from everywhere, but not all innovative ideas are heard. NAVSUP is challenging that notion.

Nov. 6, 2019

NAVSUP Strengthens Supplier Relationships for Greater Navy Readiness

Navy readiness depends on robust and reliable supply chains. To be ready to fight tonight, the availability of vital spare and repair parts is critical–especially “top degrader” parts for aviation and maritime readiness. Aircraft can’t fly and ships can’t steam when these parts are not available. NAVSUP recognizes a key component of a responsive and reliable supply chain is strong relationships with suppliers.

Nov. 6, 2019

NAVSUP to Employ New Wholesale Inventory Optimization Model

NAVSUP Weapon Systems Support (WSS) is the Navy’s Program Support Inventory Control Point, and, in coordination with the Office of the Secretary of Defense, has been focusing on how to improve methods for establishing wholesale inventory policy, the backbone of the Navy supply system. “The new Wholesale Inventory Optimization Model for Enterprise Resource Planning (WIOM-ERP) will enable NAVSUP to make better, more robust, and more defendable inventory policy decisions,” said Lt. Cmdr. Duncan Ellis, NAVSUP Headquarters operations research branch director.

Nov. 6, 2019

On-Time Delivery Team Poised to Meet Contract Delinquency Reduction Goal

Inkeeping with Enterprisewide reform efforts, NAVSUP Weapons Systems Support (WSS) Nuclear Reactor Supply Chain Management Directorate (NRSCMD) is poised to achieve its contract delinquency prevention goal this year with help from its on-time delivery team.

Nov. 6, 2019

Navy Data Platform Consolidates Business Intelligence Capabilities

NAVSUP Business Systems Center (BSC) launched Navy Data Platform (NDP), a standardized business intelligence and data platform that supports Navy supply-chain data-analytic capabilities, July 1.

Nov. 5, 2019

Supply Corps N41 Improves Navy Readiness at Fleet Readiness Center Southwest

In March, the Supply Corps placed me at Fleet Readiness Center Southwest (FRCSW) to standup the new N41 position there. This job encompasses end-to-end materiel management for aircraft and component lines. I manage 233 civilians and work closely with the NAVSUP Weapon Systems Support (WSS) Integrated Weapons Support Teams (IWST) to improve component throughput at the depot.

Nov. 5, 2019

NAVSUP Reform Update

As part of the NAVSUP Enterprise, and anyone that affects the Navy supply chain, you are an important part of making the NAVSUP reform effort successful. NAVSUP Enterprise reform is at a critical juncture where we are going full throttle in taking charters, roadmaps, pillars, enablers, objectives, and initiatives to unfold large-scale reform efforts that have been successful during their pilot stages. As we head into the next phase of reform, we want to highlight the following efforts around three focused initiatives.