Doug has almost 40 years of experience successfully leading military organizations, managing commercial aerospace and automotive logistics operations, and providing consultative services to government organizations. He appreciates well-constructed prose and is enthusiastic about communicating written ideas in better, more positive ways.
MS, Logistics Management, Air Force Institute of Technology, 1980
BS, Administration of Justice, Southern Illinois University, 1972
Mr. VanWiggeren is a senior consultant providing valuable expertise in strategic planning, concepts development, and logistics process improvement. He has 40 years of military and civilian experience in supply, transportation, and logistics operations and in developing and using automated support for these disciplines. Mr. VanWiggeren is a positive communicator and builds consensus among project team members.
LMI, Senior Consultant
02/2005–Present, U.S. Transportation Command (USTRANSCOM), Strategy and Concept Development.
Revised the USTRANSCOM Strategic Planning process and consulted on the development of USTRANSCOM’s 2006, 2009 and 2012 strategic plans and other commander’s guidance documents. Provided consultative services for Department of Defense’s emerging global supply chain concepts, such as capability portfolio management and distribution process owner related initiatives and governance. Facilitated organizational realignment of USTRANSCOM’s Distribution Process Owner Program Management and Strategy Division. Organized senior leader strategy conferences.
Faurecia Interior Systems, Logistics Manager
03/2003–01/2005, Faurecia Interior Systems, Material Cost Reduction.
Formed an effective and supportive team with five subordinate managers to develop and implement optimized supply chain business processes for a Tier One supplier to the automotive industry and an industry leader using Just-In-Time material processes for sequenced delivery of interior components to General Motors, Daimler-Chrysler, and BMW. Revised warehousing processes for raw material and purchased parts worth $12 million, spare parts for after-market sales, material requirements planning, shipping, and packaging. Improved inventory accuracy by 30 percent to consistently above 98 percent; reduced personnel by 23 percent from 104 to 80; and reduced inventory costs by more than $1 million while providing uninterrupted logistical support to five manufacturing processes. Assisted in the design and implementation of information systems supporting Foreign Trade Zone designation to decrease Customs hold times and reduce inventory costs.
Lockheed Martin Aircraft and Logistics Center, Materiel Manager
10/1999–11/2002, Lockheed Martin Aircraft and Logistics Center, Production Materiel Management.
Developed and implemented optimized business processes using SAP’s warehouse, inventory, and sales and distribution modules to support material requirements at Lockheed Martin’s large aircraft modification and repair center in South Carolina, its jet engine overhaul facility in Texas, as well as consigned material at an aircraft overhaul facility near Cambridge, England. Managed complex, multi-contract receipts, storage, and domestic and international shipments of high-value aircraft parts. Increased company productivity and customer confidence by improving inventory accuracy and delivery times while saving $11 million by reducing inventory from 91,000 part numbers 78,000. Supported domestic and international sales as well as aircraft modifications and repairs for DoD, U.S. Customs, as well as other international military and civil aviation customers. Managed a 90-person staff, a 300,000 sq. ft. warehouse/distribution center, and a $5 million annual budget. Greenbelt in lean manufacturing principles. Marketed warehouse and material management capabilities to potential domestic and international customers. Wrote the policies and procedures that achieved first-time International Organization for Standardization (ISO) certification. Held a security clearance.
United States Air Force 7/1971–9/1999
Broad experience in materiel management and distribution for the United States Air Force including strategic planning for projects involving Headquarters (HQ) United States Transportation Command, HQ Air Mobility Command, HQ Air Force Special Operations Command, and at base-level organizations. Examples include:
7/1996–9/1999, Director, Air Mobility Command Supply Division, Strategic Planning.
Directed a staff of 74 and set policies for 4,000 personnel, worldwide. Led efforts to optimize inventory policies for aircraft spare parts and fuel distributed strategically around the world to support 650 cargo and passenger aircraft and Air Mobility Command’s en-route aircraft support structure. Reduced inventory costs 20 percent and improved departure reliability 5 percent. Successfully re-engineered business processes, reducing the value of inventory in transit by 40 percent. Led development and implementation of strategies to decrease Air Mobility Command supply career field personnel by 23.4 percent over five years. Improved Air Force-level spares funding and depot level repair support for the strategic airlift fleet.
7/1989–6/1991, Director, Air Force Special Operations Command Supply Division, Strategic Planning.
Designed the organizational structure, established policy, developed procedures, and hired staff for a totally new organization established to successfully equip special forces and sustain classified missions around the world. Operational less than 90 days from plan implementation. Policies and procedures tested successfully during the 1991 Gulf War. Assisted in developing the first Major Force Program 11 budget submissions for Special Operations logistics. Optimized stock levels to reduce inventory costs and improve inventory turns. Implemented optimized transportation concepts to reduce domestic and international freight costs.
Awards and Relevant Organizational Memberships
Society of Logistics Engineers
Air Force Logistics Officer Association
Security Clearance: DoD Secret