Battle Creek, Michigan, Nov. 18, 2019 —
When he could not present an award to a DLA Disposition Services employee in person, he used video conference to reach out – sort of – to make the presentation.
Defense Logistics Agency Director Army Lt. Gen. Darrell Williams presented Bryan Mattheis, a systems accountant for business analysis and integration with DLA Finance at DLA Disposition Services, with a “Ya Done Good” awards solutions affecting financial procedures and systemic concerns.
When DLA Disposition Services took two weeks in September for a required annual inventory of all items in the organization’s possession, getting the on-site inventory to match the numbers shown in financial and property accounting systems was essential, according to Annual Inventory Project Manager Mike Rogers. Mattheis helped achieve that by using more than a hundred different spreadsheets to validate every transaction researched by Reconciliation Team.
“We were their failsafe,” Mattheis said.
Item information can be tracked differently in DLA’s Distribution Standard System and Enterprise Business System. Mattheis explained that one system may track an item by the box while the other counts the same thing by the dozen.
“Most transactions turned out okay, but we did catch more than 100 errors, which isn’t bad when you are talking about hundreds of thousands of items,” Mattheis said. “Having the team go back and reconcile those conflicts improved our accuracy rate.”
Mattheis was also praised for singlehandedly creating ways designed to help the Public Sales Directorate understand finance and reduce their accounts receivable.
“I found a way to show finance information to our public sales personnel more clearly since they are not trained in finance,” Mattheis said. “I built a bridge between our two languages.”
That bridge helped close out a large commercial venture contract as the outgoing vendor was paid monies still owed.
“I had to systematically apply a lot of credits that were due to the contractor when information about an item was incorrect and required a reimbursement,” Mattheis explained. “I had to create a process to apply them.”
That system cut the accounts receivable balance by 90%, from $39 million to $3.8 million.