National Aeronautics and Space Administration

Logistics Management Newsletter

FROM THE LOGISTICS MANAGEMENT DIVISION

FY22 | ISSUE 1 JANUARY 2022

Welcome. This newsletter 

is brought to you by the 

Logistics Management 

Division (LMD). Its purpose 

is to keep you abreast 

of the latest business 

practices and to share 

information about ongoing 

logistics management 

initiatives and events. It also 

introduces interim policy 

letters, which shall be 

incorporated in forthcoming 

updates of NASA 

Procedural Directives and 

Procedural Requirements.

IN THIS ISSUE

1 Happy Holidays from LMD 

2 Property Management and Fraud, Waste, and 

Abuse

4 Equipment Management Program

4 Physical Inventory Hacks

9 Cancellation Instructions: NASA Form 598

10 Inter-Center Loans vs. Inter-Center Transfers

11 Mail Management Program

11 New Logistics Support for the Logistics 

Management Division

12 Contact Us

HAPPY HOLIDAYS FROM LMD 

Dr. Olivette Hooks, Director, 

Logistics Management Division

NASA’s logisticians, season’s greetings to each one of you. It’s time 

to put the old year behind us and 

welcome the new. You have given 

of yourselves all year long. I want 

you to know that it was noticed and 

appreciated. Thank you all for your 

commitment, many contributions, 

and sacrifices for being the logistics 

lifeline of the Centers. I hope you 

have time to reflect on your work 

this year and be proud of what 

you’ve accomplished. 

As we spend time with our families, 

we, the Headquarters LMD, wish 

everyone quality time with friends 

and loved ones, creating memories 

and unplugging from the job. May 

everyone have good health and 

prosperity for the coming year. May 

your homes be safe and filled with 

the holiday spirit and celebration as 

you ring in the new year.

All the best in 2022!

Thank you all for 

your commitment, 

many contributions, 

and sacrifices....
2 logistics management news

Happy New Year

PROPERTY MANAGEMENT AND FRAUD, WASTE, AND ABUSE

Miguel Rodriguez and Peral Hill, Program Managers

Fraud, waste, and abuse are topics worth addressing because they hinder NASA’s mission. When 

Government property is involved, it impacts the property life cycle and could result in property survey 

investigations and new acquisitions. The property management community must remain vigilant to identify 

inconsistencies in daily inventory management activities 

that could lead to potential fraud, waste, or abuse of 

Government property at their Centers, and report it in 

accordance with established NASA policy directives 

and requirements. The following article was published 

in Heads Up, a NASA Headquarters news release, on 

November 23, 2021, which provides real-life examples 

of fraud, waste, and abuse. 

HOW YOU CAN IDENTIFY, REPORT & 

PREVENT FRAUD TO PROTECT NASA’S 

MISSION

Robert Vogt, robert.j.vogt@nasa.gov

In recognition of November as International Fraud 

Awareness Month, the NASA Office of General Counsel 

(OGC) Acquisition Integrity Program (AIP) emphasizes the 

importance of protecting the agency from fraud. Please 

visit the link below to see actual examples of recent fraud 

cases that have impacted NASA directly and to see how 

you can identify and report potential fraud, waste, and 

abuse. Remember, you do NOT need to have proof to report 

potential fraud issues.

https://www.nasa.gov/sites/default/files/atoms/

files/fraud_awareness_flyer.pdf
logistics management newsl 
4 logistics management news

EQUIPMENT MANAGEMENT PROGRAM

Miguel A. Rodriguez, Program Manager

We welcomed fiscal year 2022, and as we near the 

end of calendar year 2021, the equipment management community has started the execution of records 

validation to fulfill the FY22 inventory requirements. 

The execution of the inventory is a functional task that 

is progressively transitioning toward a normal stage 

to the extent permitted by the environment imposed 

by COVID-19.

In FY21, the community answered the 

need to modify inventory requirements, 

demonstrating a high degree of 

commitment and proactive practices....

In FY21, the community answered the need to modify 

inventory requirements, demonstrating a high degree 

of commitment and proactive practices, which resulted 

in NASA attaining, once again, a clean financial audit 

opinion on how well NASA manages and accounts 

for its capital equipment. Center inventory teams 

with greater accessibility to their Centers completed 

the inventory of capital equipment and 100 percent 

equipment inventory validation within the timelines and 

benchmark for loss rate established by the Agency.

The Logistics Management Division expresses its 

gratitude to the equipment management community for a job well done! Your accomplishments and 

frequent feedback serve to better the equipment 

management program.

PHYSICAL INVENTORY HACKS: AN EASY WAY TO LEARN THE HARD STUFF

By Andy Thwaites, CPPS, Windy 

City Chapter

Article reprinted with permission 

from The Property Professional, 

Volume 30, Issue 3

INTRODUCTION

Do you cringe when you hear the 

phrase “Physical Inventory?”

Don’t feel guilty—you are not alone! 

Physical inventories can be intimidating, complex and expensive 

undertakings that often require 

too much of a property management team’s time. But you can set 

yourself and your organization up 

for success if you have the proper 

guidance that includes the planning 

activities and execution approach 

needed to complete an effective 

physical inventory!

Physical Inventory asset management is critical to ensure that your 

organization is financially responsible and compliant with external governance, contractual agreements 

and audit regulations. It identifies 

issues with asset receiving and 

issuance, loss or theft and data and 

records management and drives 

data standardization and sound 

financial management practices 

across the organization.

I’ve built my career on managing 

complex Physical Inventory projects, bringing more than a decade 

of leadership experience working 

across all major industry verticals—from manufacturing and IT 

to education and healthcare. I’ve 

managed varying project scopes 

with inventories ranging from 500 to 

250,000 assets and trained internal 

teams upwards of 50 people, so 

you can imagine I’ve seen quite a 

bit! Do I have tips to share? You bet! 

Industry best practices? Absolutely! 

I also want to share pitfalls to watch 

out for so that your organization can 

be proactive in managing around 

challenges that arise throughout the 

inventory process.

The following three phases outline a 

proven approach for conducting a 

Physical Inventory, along with those 
logistics management newsl 

pitfalls to watch out for, to help you 

proactively drive accountab[ility] 

within your organization.

PHASE 1:

UNDERSTANDING DATA AND 

INVENTORY REQUIREMENTS

Importance/Description: 

Understanding your data is a vital 

aspect of physical inventory planning that often gets overlooked.

Property professionals need to 

identify the items that will be tagged 

and cataloged during the inventory. 

Physical inventories are an ideal 

time to standardize your data. This 

includes standardizing catalogs 

(description, make, model), locations (site name, building, room, 

etc.) and ownership (department, 

custodian, user).

Standardization could be an effort 

that takes place before the inventory 

begins or during the inventory.

Challenge/Implication: It’s important to identify any risks you might 

find during the data collection 

process, as it will have direct input 

to the project plan (sit tight, we’ll 

get to that next). If you’re not thorough and disciplined it could lead 

to trouble managing the scope of 

items and information to collect. 

That then leads to schedule delays 

and ultimately requires additional 

time and energy of the physical 

inventory team.

The Importance of Data:

A REAL-WORLD EXAMPLE 

Within the education industry, I 

worked with a post-secondary 

network of thirteen campuses with 

8–10 team members per campus site. 

We inventoried and reconciled 230 

thousand assets from their system 

of record. After the initial inventory, 

exception lists were long and reconciliation percentages were staggeringly low, however after further 

investigation we discovered that 

our exceptions list included thousands of assets that were disposed 

of and not updated in the system 

of record. A simple data exercise 

in the planning phase could have 

identified these items, removed 

them from the baseline and saved 

the team a significant amount of 

frustration and time.

INVENTORY PLANNING TIPS

Keep these in mind as you plan for 

your inventory!

1. Asset Data Baseline: Before 

the inventory begins, establish 

and maintain a baseline of asset 

data from your system of record 

that includes the complete pool 

of assets that will be inventoried. 

a. Establishing a baseline of 

data for the inventory should 

be one of the first activities 

completed during the 

planning process. While asset 

management is a day-to-day 

operation, it’s necessary to 

set operational rules to govern 

your physical inventory before 

it begins. 

2. Data Clean-up Activities: This 

process involves data cleansing 

and standardization. Whether 

you’re using a handheld scanner or paper and pencil, you 

should always use the cleanest 

and most up-to-date data as 

possible. Data clean-up activities can range from eliminating 

inconsistencies in data points 

such as manufacturer, model, 

and description to standardizing 

asset location specifics. These 

activities work together to protect the integrity of the data both 

during the inventory and when 

it is updated in your system 

of record. 

3. Freeze the Baseline: Establish 

a specific date to “freeze” the 

baseline data and communicate 

this to property custodians. This 

means ceasing procurement 

and transfer activities within the 

system of record. Reflecting 

accurate location and ownership 

information of the assets that will 

be part of the physical inventory 

is vital for inventory and reconciliation activities.

4. Data Surplus Activity:

Encourage disposal activities 

prior to beginning inventory 

activities. Identify all surplus 

equipment before the inventory 

baseline is frozen. This step 

often gets overlooked and can 

➤ Continued on next page
6 logistics management news

cause major headaches during 

the inventory and reconciliation. 

Communicate with your excess 

or idle equipment custodians to 

identify asset records that are 

not currently flagged as inactive 

or surplus within the system of 

record. Updating the activity 

status and location will help with 

locating the assets in the field 

and refine your pool of assets 

for inventory. 

5. Identify Asset Inventory Pool: 

Identify the assets that will be 

tagged or cataloged during the 

inventory. This step can be taken 

simultaneously as you establish 

the baseline. Clearly identify what 

property will be inventoried. You 

could be performing an inventory 

on capital assets, sensitive items 

or contract assets or performing 

an inventory by asset type. This 

process will feed directly into 

the next phase of creating the 

Inventory Plan.

6. Identify Collection Data:

Identify the type of data that will 

be collected in the field. Again, 

this will be driven by your organization’s requirements...it’s why 

your organization is performing a 

physical inventory.

a. The level of data collected in 

the field during an inventory 

directly effects the inventory 

schedules. For contract 

inventories, you may only 

be required to collect a 

barcode or unique identifier 

for verification, however other 

inventories may require a 

collection of reference data 

fields that requires more time 

and effort to capture. Keep 

this in mind when putting 

together the inventory plan 

and schedule. 

PHASE 2: 

INVENTORY PLAN 

DEVELOPMENT AND 

EXECUTION

Importance/Description: Think 

of the inventory plan as your roadmap to success. It helps you align 

internally on priorities and scope 

and fosters clear communication 

throughout the inventory.

Challenge #1/Implication: It is 

important to ensure all internal 

stakeholders are aware of the plan 

before the inventory begins! Lack 

of communication leads to misinformed staff, people unwilling to 

cooperate or even worse, people 

who don’t understand the value of 

the effort.

The Importance of Planning:

A REAL-WORLD EXAMPLE 

In the healthcare industry, I worked 

on an inventory with a major hospital network. The communication 

plan and timeline of activities were 

not properly established, and there 

were numerous initial misunderstandings between departments. 

IT and Biomed staff did not accurately inform doctors and nurses of 

the inventory activities which then 

resulted in schedule delays and 

inventory inefficiencies.

Challenge #2/Implication: The 

physical inventory plan also outlines 

the steps needed to get to the finish 

line. Scope creep is a common 

issue for teams that do not develop 

a complete inventory plan. Without 

a set plan that includes the scope 

of planned items for inventory, the 

process can quickly grow over time 

(tagging, data collections, locations) 

and will lead to a longer schedule 

and increased costs.

INVENTORY PLAN AND 

EXECUTION TIPS

When creating and maintaining an 

inventory plan consider the below 

questions:

1. Inventory Scope

¡ What type of property will be 

tagged? What locations?

¡ Clarify the objective of the 

physical inventory and align on 

the anticipated outcome.

2. Inventory Schedule

¡ How will you schedule, measure, and control your project?

¡ Establish start and completion dates along with inventory 

milestones.

3. Inventory Method

¡ How will you conduct the 

inventory and what are your 

methods of data collection?

¡ Identify the method of inventory 

that best suits your requirements. An inventory can be 

performed using handheld 

scanners, paper and pencil or 

inventory by exception.

➤ Physical Inventory Hacks continued
logistics management newsl 

4. Staffing Plan

¡ How do you identify the team 

members needed to conduct 

the inventory?

¡ Be mindful of conflict of interest 

so consider personnel who 

are not directly accountable 

for the property. It is vital that 

team members understand 

the details of the inventory plan 

and what is expected of them.

5. Communication Strategy

¡ Have you defined your 

communication levels and 

expectations?

¡ The communication strategy 

specifies communications 

requirements and how they 

will be addressed through the 

inventory. It describes what 

communications will be provided, to whom, in what format, 

and how often. A concrete 

escalation plan should be in 

place in case any issues arise. 

If any changes to the inventory 

occur all stakeholders must 

be notified. 

6. Execution Strategy

¡ How will the inventory 

progress?

¡ When conducting the inventory 

be sure to provide instruction 

through the inventory plan to 

key stakeholders involved. 

Establish reporting elements 

and have a consistent inventory 

flow (i.e. building completed 

from top to bottom, crossing 

off or highlighting rooms on 

layouts). Document any locked 

doors or any sensitive areas 

where the inventory could not 

be performed.

PHASE 3:

RECONCILIATION AND 

REPORTING

Importance/Description: 

Reconciliation can be the most 

important phase of the inventory, 

and often involves many layers of 

communication to ensure movement of property is accurately 

updated in the system of record.

Challenge/Implication: 

Organizational alignment is 

extremely important during the 

reconciliation process. Exception 

and overages lists will be distributed 

to property custodians for further 

review, and it is key to have their 

cooperation and assistance on 

locating assets that were not identified during the inventory. Also, the 

benefit of proper reporting will not 

only keep the inventory schedule on 

track, but also keep key stakeholders up to speed on progress.

The Importance of Reconciliation:

A REAL-WORLD EXAMPLE 

Within the manufacturing industry,

I managed a project for one of the 

top domestic automakers who 

committed to periodic physical 

inventories and reconciliations. 

Over time, and with a proven reconciliation plan that is now a critical part of their financial business 

planning, the company established 

a 95% reconciliation rate.

The Importance of Reconciliation:

A REAL-WORLD EXAMPLE 

I lead a project in the IT industry 

managing the physical inventories 

of IT Data Centers. The company’s 

commitment to physical inventory 

asset management was significant, as they performed a physical 

inventory annually for 5 years. Each 

year the inventory and reconciliation 

became more efficient and took 

less time and fewer resources to 

complete. Establishing an inventory 

reconciliation process, and then 

following that process, will make 

future inventories more efficient.

RECONCILIATION TIPS

1. Ensure the schedule includes 

an adequate amount of time to 

complete reconciliation activities.

2. Clearly communicate expectations and set timeframes and 

deadlines for property custodians 

and managers regarding their reconciliation duties and deadlines.

3. Schedule and monitor the time 

needed for property custodians 

and managers to review exceptions and overages lists.

4. Schedule revisits with property 

custodians to areas to locate 

missed assets. Document why 

assets were not located during 

the initial inventory to incorporate 

into future inventory planning.

5. As you now know, communication to stakeholders 

➤ Continued on next page
8 logistics management news

during inventory is a vital step. 

Established inventory reports 

illustrate inventory progress and 

help determine the level of effort 

for the reconciliation. I know 

through my experiences that a 

well-developed inventory report 

distributed regularly throughout the inventory process can 

shorten the process itself just by 

keeping stakeholders engaged 

and eliminating basic questions.

6. Develop requirements for this 

report during the planning stages 

and include it in the approved 

inventory plan. Report requirements should answer the who, 

what, when, where, and how 

about the inventory.

7. Create a standard reconciliation 

report that illustrates real-time 

inventory numbers along with the 

percentages of both exceptions 

and overages.

AND FINALLY...KEEP THESE 

TIPS IN MIND!

¡ Look at physical inventory as a 

challenge that can be conquered with proper understanding, planning, and execution.

¡ Document your proven inventory reconciliation approach and 

make it a part of your organization’s asset management processes and procedures.

¡ Be proactive, not reactive! 

Keep these tips top-of-mind and 

figure out what your organization 

needs to do to achieve long-term 

fiduciary responsibility. Utilize 

technology as often as possible to ensure efficiencies and 

remember there are resources 

to help!

ABOUT THE AUTHOR

Christopher (Andy) Thwaites, CPPS, 

PMP, is Project Lead at Sunflower 

Systems. He provides physical 

inventory management solutions 

and expertise to a variety of clients in both the public and private 

sectors and across industries 

including education, information 

technology and healthcare. Andy 

is active in the NPMA Windy City 

Chapter and holds a Bachelor of 

Arts degree in Marketing from Ferris 

State University.

This article is a reprint from NPMA 

The Property Professional, Volume 

30, Issue 3, 06/2018. NPMA is the 

largest association for asset property management professionals 

who are responsible for the effective 

and efficient management of equipment, materials, and other moveable and durable assets for their 

organization. Established in 1970, 

NPMA has members throughout 

the U.S., in Canada and overseas. 

NPMA serves as a center of excellence, education, and evolution 

for the profession. Recognized as 

world-class professionals, members 

benefit from the finest products, 

programs, and services that promote professional development. 

Learn more at www.npma.org 

➤ Physical Inventory Hacks continued
logistics management newsl 

CANCELLATION INSTRUCTIONS: NASA FORM 598

Wayne Cragwell, LMI Logistics Support

The following instructions are included in this edition to 

provide clarity to the cancellation of an NF598 when “in 

process.” In this instance, the cancellation can only be 

accomplished if you fulfill the Property Custodian (PC) 

or SEMO responsibilities and determine it is necessary 

to cancel an “in-process” NF598. The cancellation of an 

NF598 is essentially a two-step process. The first step 

is performed by the PC, SEMO, or designee, and the 

second step is performed by the individual receiving the 

cancellation task notification (note this can be the PC or 

SEMO if the form is in their queue for processing). The 

following process should be followed:

Step 1

1. Go to the NF598 Search Page: https://

forms.nasa.gov/lc/libs/ws/index.

html?processName=NF_AgencyFormsNF598%2FProcesses%2FNF598Search

2. If you know the applicable tracking number, skip to 

number 5.

3. Use the Search for Tracking Numbers to find the 

tracking number for the form in question.

a. Enter the submitter e-mail, survey number, or 

ECN/NSN/DSN.

b. Click Run Search to pull a list of all submitted 

forms that match that criterion for your Center.

c. If you can’t find the form you are looking for, 

check to ensure that there are no additional 

spaces and/or typos.

4. Alternatively, to pull a quick report of all the forms in 

the system, click the Run Report button.

a. After you click the button, please wait 5 minutes 

to receive the report from the system via e-mail.

b. The report contains the basic metadata for forms 

in the system and should help you find your 

tracking number(s).

5. Enter the Tracking Number in the Tracking Number 

Search field and click the Find Form button.

6. If found, the form’s Status, Reviewers, and Current 

Reviewer should all be listed.

a. If not found, the form may have been submitted 

by a different Center.

7. If you have permissions to Cancel the form, you 

should see additional buttons beyond the normal 

Download Form button.

8. To begin the cancellation process, click the Cancel 

Form button.

9. In the initial pop up, you must enter “Yes” (note 

that the “Y” is capitalized) and then click OK in 

order to cancel the form.

10.After you respond with the “Yes” (note that it is 

case-sensitive), you will be prompted to enter the 

comments/reason for cancellation.

➤ Continued on next page

Yes
10 logistics management news

➤ Cancellation instructions continued

11. The cancellation comments will show up in the 

Cancel/Reconcile comments at the bottom of the 

form. Once your comments have been entered, 

click OK.

12.To finish this part of the cancellation step, you will 

need to click the blue Submit button.

From the PC or SEMO’s perspective, the work is done at 

this point unless the form is in their queue for action (they 

received a task notification to cancel the Form).

Step 2

Finalizing the cancellation process: The person in 

whose queue the form ended up must open the form 

and click any of the blue buttons other than Save. The 

system can’t programmatically remove the item from 

someone’s queue without a server admin manually 

reassigning it at this time.

The user getting the task notification will be capable 

of completing the cancellation process if the form has 

been canceled.

They will get a pop-up message on opening the 

request indicating that the Form is canceled and that 

they need to click one of the blue buttons in the lower 

right-hand corner (Submit, Reject, Reviewer Specific 

response button).

Once the reviewer completes the cancellation process, 

they should get a cancellation e-mail from the system. 

The Form is now canceled.

INTER-CENTER LOANS VS. INTER-CENTER TRANSFERS

Wayne Cragwell, LMI Logistics Support

The processing and recording (in SAP) to 

loan NASA’s equipment differs from the 

transfer of NASA equipment from one 

NASA Center to another. The execution of 

a loan represents the temporary custody 

and control of the item by the NASA organization accepting the loan. Equipment loans are documented 

on NASA Form (NF) 893 (Loan of NASA Equipment) governed 

by NPR 4200.1. Moreover, the execution of a loan fulfills a 

specific purpose that satisfies a NASA mission requirement; it 

is intended for a finite period, and the “owner” Center retains 

accountability for the equipment in SAP/Property, Plant and 

Equipment system (PP&E). 

When processing a loan, it’s important for stakeholders to 

process the loan transaction in SAP/PP&E without changing 

the Business Area owner of the item. The appropriate 

change in SAP/PP&E is the Location and Maintenance 

Plant. Contrary to the processing of a loan transaction in SAP, 

when equipment is permanently transferred from one NASA 

Center to another, also known as an “In-Transit” transaction, the owner organization must document the transfer on 

NF894, Property Accountability Transfer Form. The proper 

processing of the transfer action changes the ownership, 

or Business Area, as well as the Location and Maintenance 

Plant. Property control, accountability, and responsibility 

shift to the receiving Center upon acceptance of the transfer 

transaction in SAP.
logistics management newsl e

MAIL MANAGEMENT PROGRAM

Miguel A. Rodriguez, Program Manager

Kudos: White Sands Test Facility 

(WSTF) Mail Center Personnel 

Effectively Executed Suspicious 

Mail Protocols

The Logistics Management 

Division recognizes WSTF mail 

personnel’s immediate and accurate reaction to follow established 

protocols upon identification of a 

suspicious package.

On October 26, 2021, the WSTF 

Mail Center identified a suspicious 

mail package during the screening 

and x-ray for mail retrieved from 

the local USPS post office. The 

mail center attendant noticed that 

the package appeared to be overtaped and inconsistent with normal 

packaging; moreover, the scanned 

images revealed suspicious characteristics, such as wiring and blunt 

objects (see Figure 1). The mail 

attendant immediately alerted the 

Office of Protective Services and 

his supervisor; he secured the mail 

center before exiting the facility. 

Upon arrival, representatives from 

the Office of Protective Services 

evacuated the facility and joined 

efforts with the WSTF Ordnance 

Office to assess the package 

utilizing photos and x-ray images 

obtained from the mail center. After 

further review, they determined 

that the package was not harmful—the package was opened, and 

its contents revealed a head lamp 

assembly with batteries and wiring. 

Although the package was determined to be non-harmful, the mail 

attendant’s immediate reaction and 

adherence to established protocols 

confirmed that WSTF mail security 

procedures were effectively executed to safeguard personnel and 

property. Great work!

Figure 1. X-ray images of the suspicious package received at WSTF.

NEW LOGISTICS SUPPORT FOR THE LOGISTICS MANAGEMENT DIVISION

Miguel A. Rodriguez

The Logistics Management Division 

(LMD) welcomes Christopher 

Ainsworth as a new team member providing logistics support 

from the Logistics Management 

Institute (LMI).

Chris joins LMD with over 10 years 

of Federal market experience 

supporting the U.S. Department 

of State’s (DOS’s) global supply chain and U.S. Customs and 

Border Protection’s (CBP) surveillance operations. He developed 

accountability performance tools to 

determine gaps in equipment management procedures and oversaw 

Federal regulation compliance with 

property management programs 

both domestically and overseas. 

His interests include learning more 

about the cosmos, hiking with his 

three young children, and immersing himself in the many cultures of 

humanity. Welcome! Christopher Ainsworth
CONTACT US

Your involvement, understanding, and feedback are essential to making the Logistics 

Management Program a success. Please send us your questions or stories to share by 

calling or e-mailing:

Olivette M. Hooks

Director, Logistics 

Management Division

Office: 202-358-0721

olivette.hooks@nasa.gov

https://www.nasa.gov/offices/LMD

Chris Ainsworth

Logistics Management Institute 

(LMI) Program Support

Office: 202-358-4612

christopher.e.ainsworth@nasa.gov

Vincent E. Cappello

Deputy Director, Logistics 

Management Division

Life Cycle Logistics 

Support and Supply Chain 

Management Program

Office: 202-309-8304

vincent.e.cappello@nasa.gov

https://www.nasa.gov/offices/LMD/

programs/support_and_supply_chain

Wayne A. Cragwell

Logistics Management Institute 

(LMI) Program Support

Office: 202-358-4612

wayne.a.cragwell@nasa.gov

Timothy A. Currie

Transportation 

Management Program

Office: 202-358-1219

timothy.a.currie@nasa.gov

https://www.nasa.gov/offices/LMD/

programs/transportation_management

Ann Cuyler

Contract Property 

Management Program

Office: 202-358-1524

ann.cuyler@nasa.gov 

https://www.nasa.gov/offices/LMD/

programs/contract_property_management

Peral R. Hill

Supply and Materials 

Management Program

Office: 202-358-0491

peral.r.hill@nasa.gov

https://www.nasa.gov/offices/LMD/

programs/supply_management

Marjorie C. Jackson

Logistics Compensating Controls 

Reviews (CCR) Program

Office: 202-358-2464

marjorie.c.jackson@nasa.gov

Miguel A. Rodriguez

NASA Equipment and Mail 

Management Programs

Office: 202-358-1065

miguel.a.rodriguez-1@nasa.gov

https://www.nasa.gov/offices/LMD/

programs/equipment_management

Robert S. Sherouse

Artifact Identification and 

Disposition Program

Aviation Logistics Asset 

Management and Special Projects

Office: 202-358-0746

robert.sherouse@nasa.gov

Sharrief Wilson

Property Disposal 

Management Program

Office: 202-358-0875

sharrief.wilson@nasa.gov

https://www.nasa.gov/offices/LMD/

programs/property_disposal_management

Vacant

Administrative Assistant

National Aeronautics and Space Administration

The Logistics Management Division

NASA Headquarters

300 E Street SW

Washington, DC 20546

www.nasa.gov