Bachelor of Science - Education, June 79, Athens State College, Athens, AL
Master of Science - Logistics Management, August 94, Florida Institute of Technology
Chairman, Artificial Intelligence, American Defense Preparedness Association, 1990 - 1991 Chairman, Materiel Management Track for Artificial Intelligence, George Washington University
Chairman, Technical Matters, Society of Logistics Engineers, 1989
May 92 - Present:
GM-301-15, Director, Lead AMC Integration Support Office (LAISO), U.S. Army Missile Command. Mr. Ivey is currently serving as the Director of the Lead AMC Integration Support of Defense.
March 87 - February 77
Mr. Ivey has held various positions during his career at the U.S. Army Missile Command. He has performed all assignments in an exceptional matter from mail clerk, AMC Intern, to a Supply Systems Analyst within the Integrated Materiel Management Center (IMMC) at MICOM.
1. Downsizing/rightsizing of AMC community. The U.S. Army Missile Command was commissioned by Headquarters AMC in May 92, to set up a Lead Major Subordinate Command (MSC) for providing functional support to the Joint Logistics System Center (JLSC). Mr. Ivey was selected to establish the Lead AMC Integration Support Office (LAISO), at MICOM. This involved the staffing, program management, administration and supervision of a wide range of functional expertise made up of all Major Subordinate Command (MSC) personnel. The major area to be managed in this process was Logistics and Acquisition Systems and their functionality. Mr. Ivey has served as the single functional point of contact within the Army to ensure that the Army's functional requirements and business processes are reflected in the further DoD Corporate Information Management. Mr. Ivey is leading the process in identifying Army business process changes necessary to achieve inventory reduction, reduce supply pipe line, streamline acquisition process, and achieve seamless supply. In performance of these duties, he has been responsible for coordination at the AMC, DA, and OSD levels.
2. Implementation planning of Commercial Asset Visibility System (CAV II) and Defense Supply Expert (DESEX) System. Mr. Ivey realized the importance of increased asset visibility for assets undergoing maintenance in a contractor facility. He managed the process which documented the need for a CAV II System. He developed fielding plans for CAV II which have resulted in increased asset visibility of $35M in assets.
As a result of supporting the logistics process during Desert Storm, Mr. Ivey also saw the need for the field soldier to have better visibility of requisitions. The Defense Logistic Agency DESEX System is a voice response system whereby the customer obtains asset availability and requisition status via touch-tone telephones. Some functions that can be performed are requisitions statue, stock status, new requisitions and requisitions modifiers. DESEX has been installed at all Army ICPs. The DLA DESEX was selected and implemented in the AMC community as a quick payback initiative.
3. Systems Integration Management Activity (SIMA) planning, power projections, concept, development, right-sizing. Mr. Ivey developed a concept plan which detailed the planning necessary to effect the transfer of SIMA-West to MICOM. This concept will achieve maximum benefit to the AMC community with diminishing resources and places control at user level. Some of the advantages discussed in the concept plan are: (1) eliminate an Army Materiel Command (AMC) Separate Reporting Activity (SRA); (2) integrate system developer and configuration; (3) integrate Central Design Activity (CDA) with user community and enhance requirements definition process, user testing and overall involvement of user community; (4) reduction of installation overhead services; (5) reduction of overhead functions for Automatic Data Processing (ADP) Technology and functions that are currently performed as a part of MICOM infrastructure; (6) posture the CDA for streamlining of management functions and required reductions that may occur as a result of continued downsizing; (7) posture AMC to migrate to a streamlined CDA operation that will be in line with current CIM plans; (8) co-locate CDA with the MICOM Corporate Information Center (CIC) and Lead AMC Integration Support Office (LAISO) to create a more robust organization for the Amy to respond to automation requirements for all potential DoD customers.
4. Architecture planning laid out for AMC to revise migration systems. Mr. Ivey's organization has been instrumental in establishing and leading workgroups to identify both functional and technical changes needed to the JLSC migratory systems. These changes were necessary in order for those systems to be fielded to the Army. Functional voids and deltas were identified, boundaries were established, and issues that required resolution were written. Mr. Ivey supported the findings of these groups and provided the expertise needed to participate in Joint DoD workgroups. These workgroups wrote the functional descriptions and process change requests necessary to change the JLSC migratory systems. For instance, a total of 63 Process Change Requests were written which will effect the changes in the Stock Control System (the JLSC migratory system selected for Asset Management).
5. Development of requirements in Requirements/Stratification Systems. Mr. Ivey is responsible for the Requirements/Logistics Data Management (LDM) Division which supports the development of requirements in Computation/Stratification Systems. The Requirements Computation System (RCS) will provide a standard wholesale secondary item requirements computation for all (DoD) and will provide the Materiel Management Standard System (MMSS) requirement computation functionality. Mr. Ivey's leadership of the Requirements/LDM Division will assure that all the Army's functionality is included in the MMSS system or that substitute provisions have been considered and provided. His objective will assist the AMC in obtaining their goal to reduce PALT an the ALT.
6. Managing effort to implement Electronic Commerce/Electronic Data Interchange into procurement/acquisition cost. Mr. Ivey is managing the Army Materiel Command's efforts to implement the automation initiatives resulting from the Defense Management Report Decisions as well as the Federal Acquisition Streamlining Act of 1994. He is responding by leading the AMC into the automation of previously paper laden processes. He is managing the implementation of Electronic Commerce/Electronic Data Interchange into the procurement process. He is applying new techniques and technology to the automation of acquisition business processes. Through his leadership and guidance, the Army continues to excel and accelerate those projects designed to reduce cycle time and thereby reduce costs.
1992: Certificate of recognition for the Ernest A. Young Logistics Achievement Award.
This award recognized Mr. Ivey's contributions to the logistics field at MICOM. Specifically noted was his contribution in establishing the Lead Command implementation of the stock funding of depot level reparables and assistance in development of the business planning process within the IMMC.
1992: AMC Top Ten Employee
1986: AMC Top Ten Employee
On two occasions, Mr. Ivey was nominated by the missile command for this award. This award recognizes the candidate's contributions to their career field as well as contributions to the overall ACM business process. Mr. Ivey was specifically cited for developed of automated systems which improved the business within the AMC complex.
January 85: May 86: January 92
On three occasions, Mr. Ivey has been recognized for improvements to the logistics and materiel acquisition process. Two of the awards dealt with his development of an automated program "Line of Balance" which allows senior managers the ability to expedite key procurement and maintenance actions based upon critical or projected supply positions for a particular weapon system. The third award recognized his ability and recommendation to reduce the safety level investment for MICOM weapon systems based on the changing force structure. This resulted in the savings of millions of dollars. This recommendation was also cited by the General Accounting Office (GAO) as being a forward looking technique that should be applied at other national inventory control points.
Exceptional Performance:
In the past six years, Mr. Ivey has been recognized for his performance in jobs that cite many specific examples of materiel and acquisition process improvements. Implementation of automated programs, changes and directions in policy have improved the performance of MICOM.
Return to AFEB Home Page