Who We’ve Always Been

From its earliest days, LMI has demonstrated a profound understanding of its customers’ missions. We’ve built trusted relationships. We’ve stood shoulder to shoulder with our customers through their toughest challenges. And we’re doing the same today with even more expert capacity and cutting-edge data analysis and technologies. Whether it’s supporting critical systems acquisitions or providing the analysis to save the government hundreds of millions of dollars, our customer commitment remains job one.

Strength in Numbers: Shared Mission Focus at USBP

After being named the prime awardee of a $220 million task order in September 2018, LMI achieved full operating capability in support of the U.S. Border Patrol’s Program Management Office Directorate (USBP PMOD) in 2019. Scott Recinos, PMOD lead and director of LMI’s U.S. Customs & Border Protection market, assembled a team of more than 200 personnel nationwide to provide system acquisition lifecycle and engineering support services.

In recognition of LMI’s contributions, the USBP expanded the scope by 40%—from 165 employees to 230—a far cry from 15 years ago when Scott represented one-half of LMI’s entire USBP team.

“To see where we are after one year and how confident we are in our approach and our people—I’m really proud of that,” Recinos told WashingtonExec, which named him a Pinnacle Awards finalist for National Security/DHS Industry Executive of the Year. “We have spent years building a reputation with the client, bringing in talented people, and establishing ourselves as a thought leader that can help with complex problems. This award is a testament to that approach and it makes me appreciate how far we’ve come as an organization.”

“Our work has spurred the services to shift from a forecast to a non-forecast approach; we completely changed how DoD looks at it.”

— Tovey Bachman, PhD
M Fellow, Operations Research Systems Analysis

Paradigm Shifted and Dollars Saved within DoD

In 2013, LMI introduced advanced inventory optimization models—Peak Policy™ and Next Generation™, known collectively as PNG™—to help the Defense Logistics Agency (DLA). The goal: better accommodate infrequent demand or frequent, highly variable demand of consumable spare parts for weapons systems. With the new tools, parts availability increased by 5% on high-variable items and by 12% on low-frequency items. Just as important, DLA achieved a recurring annual cost savings of $400 million.

This was just the beginning for LMI fellow Tovey Bachman, PhD, who spearheaded further developments, enabling PNG™ to address an even wider set of customer challenges. The game changer, according to Bachman, was a version of PNG™ applicable to repairable parts, which are predominantly managed within the military service branches.

“That was a really big deal,” he said. “It took a lot of investment and technical innovation to expand PNG™, and it opened up new markets.”

Bachman and his team, which has grown from nine to 14, quantified the potential benefits of implementing PNG™ models across the Department of Defense in an August 2019 report. Since then, Assistant Secretary of Defense for Sustainment Robert H. McMahon has instructed the military services to introduce alternatives to forecast-based inventory management strategies by January 2020.

The August 2019 report, requested by the Deputy Under Secretary of Defense for Logistics, found wholesale wait time for parts could be reduced by as much as 70%, with annual cost savings of more than $750 million.

Primed for Growth with DHS National Labs

Does exemplary customer support drive growth? Look no further than LMI’s New York City–based team for details. As an award-winning subcontractor to the National Urban Security Technology Laboratory (NUSTL) for five years, they turned exemplary customer support into impressive results.

Specifically, the team’s outstanding past performance helped LMI secure the prime position on the recompete contract. Under the three-year, $25 million contract, LMI provides program management, science, engineering, and technical support services to the Department of Homeland Security’s Office of National Laboratories (DHS ONL), within which NUSTL and a dozen more DHS and Department of Energy national laboratories reside.

With NUSTL facing acute operational challenges in 2018, LMI ensured the ultimate success of the lab’s mission—the testing and evaluation of emerging technologies that could benefit first responders. They planned, executed, and reported on 12 test events of emerging and commercially available technologies, including those related to crime scene video mapping, body-worn cameras and radiation portal monitors. They also introduced best practices for quality surveillance audits and a new testing and evaluation equipment dashboard that helps NUSTL manage its equipment and technology inventory.

“NUSTL serves as a central and trusted resource for evaluation of technologies that may be introduced into the field for use by law enforcement, fire services and other response agencies. Throughout my time at NUSTL, I’ve witnessed the LMI team grow both in numbers and capabilities to support the invaluable mission of NUSTL.”

— Consultant Kris Dooley,
M a member of LMI’s NUSTL team since 2014

Service Lines Deliver for USPS

LMI has supported the U.S. Postal Service (USPS) for two decades, but the deliveries were bigger than ever in 2019.

Expertise in program management, logistics, and complex enterprise systems implementation helped USPS accelerate adoption of Dynamic Routing Optimization (DRO), which will reduce transportation mileage and cost while boosting operational efficiency nationwide.

LMI’s presence at USPS has grown dramatically since being awarded an IDIQ contract from the Office of Strategic Planning in 2018. LMI advises on enterprise-wide initiatives for the offices of the COO and CIO as well as the strategic management office. In September 2019, LMI helped the vice president of logistics stand up a Surface Transfer Center (STC) in Kansas City. The program management processes behind that will serve as exemplar for 12 more STCs planned by mid-2020. Together, they will position USPS to reduce mileage, lower costs, and improve service.

“Supporting the DRO task order enabled us to triple the size of our team, and we continue to add support. The customer sees the value we’re bringing.”

— Ashkan Borghei,
M USPS program lead