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Forward presence customer account specialists support Oklahoma City ALC

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  • By Tonya Johnson
  • DSCR Public Affairs
TINKER AIR FORCE BASE --  Joe McRoy, Eyvette Preston, and Angie Larson are always busy in their forward presence assignments as Defense Supply Center Richmond customer account specialists at Tinker Air Force Base, Okla. Each CAS works for a specific division--engines, commodities, and aircraft--in the 76th Maintenance Wing at Oklahoma City Air Logistics Center.
   "I like being hands on with the customer and seeing an issue through to help return an aircraft back to the warfighter," said Larson, a CAS in the 76th Aircraft Support Division. "The forward CASs face challenges every day. We network with many people to get the critical items moving. I would say being here in person helps you to understand the seriousness of the issues and makes you feel good to know when you see an aircraft flying is partly due to your work and determination."
   The three CASs are responsible for making sure that items, also known as potential show stoppers, are expedited to prevent line stoppages. They work the items that are briefed to Brig. Gen. Judy Fedder, commander of the 76th Maintenance Wing.
   "As a forward CAS, we directly interface with contractors, post awards, supply and demand planners, buyers and all others in the supply chain to gain expedited delivery or bridge support where needed for our Tinker customers," said McRoy.
   Preston is the most recent CAS to be hired and has been on the job 13 months.
   "When I was first selected for the program, what attracted me to it was that it was new, outside of the box, and it was innovative," said Preston, an Army veteran who is a CAS for the 76th Propulsion Support Division. "It was important for me to be on something new that I had hands-on effect in producing, setting up, and actually seeing in process."
   There are nine employees who are part of the forward presence team at Tinker. The business and customer relationship manager is Neal Miller, who is the team leader. The team also includes one demand planner, one transition liaison officer and three customer service representatives.
   "A CAS has to be a self starter who is not intimidated and is a go getter," said Miller. 
    Mcoy has been in his position since 2004 and is a CAS for the 76th Commodities Support Division.
   "All three of us engage in whatever it takes to get the parts we need for Tinker," said McRoy. "We contact buyers directly and they appreciate our phone calls because they realize that these customers need their parts immediately. If they (buyers) don't know your name, then you're not doing your job."
   According to Preston, communication skills are essential to doing her job.
   "In my job, I have to have the ability to sit with the customer, weed through and analyze all actual line stoppages, and work as a liaison to DLA to convey that message of urgency in order to keep the production line at Tinker moving," said Preston.
   One part that Preston has recently helped expedite is a pin rivet for the General Electric F108 and F118 engines. It was an item that DLA had not procured for the Air Force since 1993.
   "Since the item had not been ordered by DLA since 1993, it was difficult to locate a vendor who could produce the part quickly. Communication with all involved in the supply chain was essential in expediting this part," said Preston. "I'm a bridge in communication between DLA and the Air Force in pulling both of those touch points together."
   Preston was instrumental in communicating the urgency of this requirement so that the manufacturer did not push it back in its production process.
   "They looked at that item, realized its urgency, and have moved it up in the production process. We will be getting delivery in March," said Preston.
   Other parts are also hard to procure. McRoy said that it takes longer to procure items if solicitations are put out, but no company responds or if the company that was a sole source for a part goes out of business. Other reasons for delays in parts include not enough technical data on the engineering support request, known as a 339, or if a price of the item has been inflated.
   "We're pretty much goal and results oriented," said McRoy. "But we have to answer to our customer. They don't like to hear that the word 'wait.' Do you know how hard it is to brief, 'They're working on it?'"
   Two parts that McRoy is trying to secure for his customers are the right and left ruddevator castings for the KC-135 Stratotanker refueling boom. According to McRoy, all of the castings for the fleet of the KC-135s need to be replaced. He is in the process of working his contacts within the supply chain as well as the Air Force's Engineering Support Authority to expedite these items.
   "It boils down to teamwork," said McRoy. "Nothing gets done without teamwork from the Air Force and DLA."
   Although the forward CASs focus is to work hard issues, they still help their Tinker customers with other requests. "I may get a call from a guy that is turning a nut on a DLA managed item and he needs that item," said Preston. "I say, 'What is the issue? Why can't you get your part?' It's as simple as me making a phone call saying this bin is empty."
   Preston said that, on average, she briefs Tinker leadership weekly on 70 to 80 or more charts on parts for the TF-33 F100, and GE engines, that could have an impact on mission-related activities.
   "The ones that are coded red are definitely show stoppers," she said.
   Miller said that the goal is to have four additional CASs and three demand planners by Dec. 31 to support Tinker customers.
   "The customer account specialists do a fantastic job representing DLA," said Miller. "They're enthusiastic and they're at the forefront every day making a difference. They make things happen faster being here than if they weren't here. Being engaged face to face allows you to better understand and recognize your customers' requirements."