Talking about quality is one thing; delivering it is another. At United Van Lines, we agree with the belief that "you're judged by the company you keep." We've worked hard for more than 40 years to earn our quality reputation ... and to gain the trust and recognition of Corporate America. But we're still not satisfied. We know that a true commitment to quality is a never-ending process of monitoring customer expectations... and meeting those expectations better than anyone else. Let United Van Lines be your total transportation service partner. You'll immediately recognize the quality difference. Call your local United agent. .. or call our World Headquarters at 1-800-948-4885.
Peter M. Lynagh, Paul R. Murphy and Richard F. Poist
In last month's article, the Book Drive project for American Merchant Marine's Library Association (AMMLA) was announced. Since then, a detailed letter describing the project and a project timeline has been sent to the Region A-35 Coordinators, and on July 25 the information was presented to the NDTA Board of Directors. The reception to this project has been great! For more information please contact your Chapter A-35 Representative or your Region A-35 Coordinator. You may also get in touch with Andy Jones at (202) 675-1710 or via e-mail at A35@aol.com.
Planning for the Forum in Orlando is well underway, and I'm already excited about the activities for the A35ers. For those of you arriving early, we have a private meeting room reserved for Saturday morning at 9 am. Once our business has concluded, those who are interested can join the Regional Presidents meeting.
At our meeting we hope to discuss topics of your choosing, the Book Drive, Chapter A-35 activities that have been successful and unsuccessful, future activities, and our new Duck Derby, which up to this point has been "billed" as Monday evening's mystery event. You
can read more about this race in the President's Comer. We'll also be discussing an award to be presented by A35ers to an NDTA member who has been supportive of A-35 goals and A-35ers. Criteria for the award will be announced at this Forum, with our first presentation to be made at the 1997 Forum. This idea was brought to me by CPT Henry Pittman, the A-35 Rep for the Jacksonville Chapter and a Training With Industry Officer with Landstar System, Inc.
SSgt. Ken Russell of the San Antonio Chapter and Capt. Mike McDaniel of the Montgomery Chapter have mailed me photos taken during A-35 activities they've sponsored. My plan is to share these with you at the Saturday meeting as well as display them at the A-35 booth. If you have some photos you'd like to share, please let me know at A35@aol.com. Also, at both our Saturday meeting and our Wednesday Forum breakfast, I'll have information on the Mentor/Protege Program developed by the Jacksonville A-35ers along with other members of this chapter. It really is a nicely done presentation. Finally, I'm looking for volunteers for the A-35 booth at the Forum. Please contact me via e-mail at A35@aol.com if you are interested. I'll see you at the Forum-and keep your eyes open for more details on the Duck Derby (great prizes, lots of fun).
Theresa Giordanengo Vice-President A-35
EDITORIAL REVIEW BOARD AND EDITORIAL MISSION
Ms. Lana R. Batts, Exec. Dir., Interstate Truckload Carriers Conf
Dr. Jerry R. Foster, Associate Professor, College of Business, University of Colorado
COL Norbert D. Grabowski, USA (Ret.), Exec. Ass't., NDTA
Maj Gen John E. Griffith, USAF (Ret.), Transportation Logistics Consultant
Richard H. Hinchcliff, Consultant
Brig Gen Malcolm P. Hooker, USAF (Ret.), Member, Board of Directors, NDTA
Dr. Joseph G. Mattingly Jr., College of Business & Management, Univ. of Maryland
Whitefield W. Mayes, Chief Engineer, Transportation Engineering Agency, M1MC
Prof. Gary S. Misch, Valdosta State College Valdosta, Georgia
Dr. Richard F. Poist Jr., Professor, Transportation and Logistics, Iowa State University
MG Harold I. Small, USA (Ret.), Consultant
Donald E. Tepper, Principal, Tepper and Associates, Public Relations Research Services
COL Joseph Torsani, USA (Ret.), Consolidated Safety Services Inc.
Dr. David Vellenga, Dean, Haworth College of Business, Western Michigan University
Dr. L. Leslie Waters, Professor of Transportation, Emeritus, Indiana University School of Business
Dr. Clinton H. Whitehurst Jr., Senior Fellow, Strom Thurmond Institute of Government and Public Affairs, Clemson University
Editorial Objectives
The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense transportation, the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation and logistics by providing readers with:
• New and helpful information about defense transportation issues;
• New theories or techniques;
• Information on research programs;
• Creative views and syntheses of new concepts;
• Articles in subject areas that have significant current impact on thought and practice in defense transportation;
• Reports on NDTA Chapters.
Editorial Policy
The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, ortheNDTA.
Editorial Content
For all correspondence including manuscripts and books for review, write:
Joseph G. Mattingly Jr., Editor Defense Transportation Journal
Asst. Dean, Emeritus Van Munching Hall
University of Maryland College Park, MD 20742 (301) 405-7163 - V Mail (301) 405-0164 - Fax (703) 256-3172- Home jmatting@bmgt.umd.edu. - email
Dr. Joseph G. Mattingly Jr.
Maritime Cabotage
Since established by the first Congress, it has been recognized US policy that it is in the economic and national security interests of the Nation to develop, encourage and maintain a strong US Merchant Marine. I do not understand how the repeal of the Jones Act or changing of the Coastwise laws of our Country will contribute to the economic and national security interests of the Nation. In all recent wars or police actions the US Merchant Marine has played a vital role. I believe the proposed changes would have a major negative impact on efforts to encourage, revitalize and strengthen the private sector US Flag merchant marine.
I do not understand why some are willing to sacrifice the Merchant Marine when they are protective of the other modes of transportation. What would have happened in the Gulf War if we had not had CRAF (Civil Reserve Air Fleet) to move all those passengers to the theater? In fact, it proved so successful that discussions concerning enhancing the CRAP program have taken place. We have relied on commercial airlines to provide the additional strategic airlift. Although there have been costs associated with CRAP, these costs are far less than to rely solely on military aircraft to provide the total needs of the Department of Defense.
I do not see the difference. I believe that it is less costly to have a strong USowned Merchant Marine than it would be to rely on DoD-owned ships to provide maximum readiness, rapid expansion and a manning pool to meet national security needs. We have deregulated the other modes (rail, trucking, air) and protected US domestic operators. I think that we can and should protect the Merchant Marine.
I would hate to think that we would turn over to others the building, ownership, spare parts supply and manning of the sealift or airlift assets required to
Index of DTJ Advertisers
support our armed forces in theaters of operation. I believe if we depended on other than our US-owned flag ships our freedom of action would be jeopardized and our ability to act in a timely manner would be sacrificed.
I have completed two full careers while we have been discussing the pros and cons of maintaining a viable US commercial merchant fleet. While we talked the US Flag merchant marine has been in a state of decline. This decline has been both in the number and types of ships and the number of US Flag Carriers. The time for talking is past and we should take no action which would reduce our ability to protect our national and economic security. Instead, we should be taking actions to ensure that the Nation can meet its mobilization, economic and national security needs through a strong US commercial merchant marine. I hope our governmental agencies will provide the changes required in our laws and regulatory policies necessary to provide for an economically healthy US Flag merchant marine. I challenge those of my fellow NDTA members who have not done so to join in this debate to ensure that the country's national security needs are served. DTJ
Ideas expressed on this page are solely the ideas of the editor and do not necessarily reflect the position of the NDTA or any other officer or member ofNDTA.
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Well here we are just 30+ days away from the start of our 51st Forum and Exposition. Have you registered and made your hotel reservations yet? This promises to be one of our best Forums and meetings location to date.
The professional program is set and our speakers are confirmed. Mr. Fred Smith, Chairman of the Board, President and CEO of FedEx, c).nd the Honorable John Hamre, Undersecreta1y of Defense, Comptroller, will cokeynote our Commencement Ceremony. General Walter Kross, Commander-in-Chief, US Transportation Command, has agreed to keynote our Military Units Awards Luncheon. You don't want to miss hearing the messages of these dynamic speakers, as they will set the tone for the rest of the Forum and Exposition.
Again this year, I am making a special appeal for your support of our scholarship events. Over the past six years, our corporate sponsors have done an excellent job in raising funds for the NDTA Foundation and providing entertainment for Forum attendees. Your participation is a good investment in the future of the youth of America. This year, from the national level alone, $18,000 in Merit Scholarships will be awarded to college students majoring in transportation or logistics and high school students who are starting their first year of college. Help us double that amount for the '97-'98 school year. Details of our scholarship events are on pages 22-23 of this DTJ.
In the President's Comer of our June DTJ and in our registration brochure, we indicated there would be special BONUS prizes at the EPCOT/Pleasure Island venue. Let me reveal at least one of the bonus prizes at this event-a complete package for two to attend NDTA's 52nd Forum and Exposition in Oakland, California, from 27 September - 1 October 1997. The package includes air transportation, registration and lodging. We want you to have fun-so our A-35 members are spon-
soring a DUCK RACING DERBY at Pleasure Island. You will be able to adopt your very own web-footed friend (or at least a plastic version!) in order to win one of these bonus prizes. You must be present to win.
At the Chairman's Awards Dinner, Jeff Crowe, Chairman of the Board, President and CEO of Landstar System, Inc., will receive the National Transportation Award; General Robert L. Rutherford, former Commander-in-Chief, US Transportation Command, is the recipient of the National Defense Leadership Award; and VADM Philip Quast, Commander, Military Sealift Command, will receive NDTA's DoD Distinguished Service Award. All of the awardees have made significant and lasting contributions to Defense Transportation Preparedness. All of our award recipients are listed on page 27 of this issue.
We have had a tradition of panel presentations designed to educate and inform Forum attendees of current and future innovations in transportation and logistics. That tradition continues this year. Panel I - Tne Foundation, will be moderated by Mr. Bill Lucas, Deputy to the Commander, Military Traffic Management Command; and Panel II - Future Directions, will be moderated by Mr. Roger Curry, President and CEO, CF Motor Freight. This year our panels will be interactive with the audience.
Make sure that you visit the exhibit hall to view over one-hundred exhibits and receive the latest information on products and services in the marketplace today. As usual, this will be a truly festive exposition.
I hope you share my excitement about our 51st Forum and Exposition. Be there and I promise you a professionally stimulating and fun time. Help us continue the momentum in Building a Foundation for the 21st Century. DTJ
customers in more than 80 countries worldwide. Whenever we're needed and whatever we carry, we deliver total quality transportation.
We're proud to be partners with the Department of Defense in supporting the nation's defense strategy.
Women in Transportation and Logistics: Contemporary Perspect ives
Peter M. Lynagh, University of Baltimore
Paul R. Murphy, John Carroll University
Richard F. Poist, Iowa State University
INTRODUCTION
As the end of the 20th century looms ever closer, it appears to be a good time to reflect upon the role of women in Transportation and Logistics (T&L). Women represent a valuable human resource that must be properly utilized in all areas of business, not just T&L. Over the past several decades women have made significant advancements. Their contributions have enhanced the business world, and made the business community better for- a-ll-the se-in-velv ee, iRGluding- tlmse in-1=&-L
There is ample evidence to indicate that the role of female managers is changing, and generally for the better. A recent article in Forbes, for example, reports that, while women held only 15% of the management and executive positions in 1965, they hold approximately 40% today.1 Likewise , other articles indicate that women are on the threshold of major managerial breakthroughs. 2 Reinforcing this trend is the increasing number of women starting their own business firms. 3 Susan Tufts, Chief Executive Officer of the Women's Economic Development Corporation, says that women are starting businesses at twice the rate of men. 4
While there are positive signs that the role of women is improving, there is also evidence that some of the perceived discrimination reported in previous research has not completely disappeared. 5 , 6 For example, female lawyers in the federal court system in the District of Columbia face sex bias. 7 A study by the Advertising Women of New York informs us that the "Good Old Boys" network is still alive.8 Moreover, a recent article in Business Horizons indicates that attitudes towards women as managers have not changed much through the years. 9 While progress has been made, the playing field is far from level.1° The so-called "Glass Ceiling" is still a barrier to the board room. 11 A 1995 report by the U.S. Labor Department's "Glass Ceiling" Commission indicates that, in the words of Labor Secretary Robert Reich, "Women and minorities still have a long way to go."1 2 Female managers even face handicaps in the socialization process, particularly on the golf links.1 3
In the case of T&L, the progress of female managers
has been slow, at best. For example, women currently account for only about 10% of the membership of the Council of Logistics Management, one of the leading organizations of logistics professionals.1 4 And, while large numbers of women are entering T&L, most are doing so in lower-level managerial positions.15
THE CURRENT STUDY
As part of a larger survey, several open-ended quesions, in which each respon.denLcould answer in their _ own words, were asked to learn about the role of women in T&L. These questions focused on potential discrimination against women, and suggestions for women entering the T&L field. This paper presents an in-depth analysis of responses to these questions, using a form of content analysis along the lines of Forsythe, Johnson, and Schneider. 16
Information was collected by surveys mailed to randomly selected males and females employed in T&L. Several membership rosters, including the American Society of Transportation and Logistics, the Council of Logistics Management, and the Women's Traffic Club, were used to identify potential respondents. Four hundred questionnaires were mailed to males, and the same number to females. For both groups, 32 surveys were returned as undeliverable, leaving effective sample sizes of 368. There were a total of 86 usable surveys from the men (23% response rate), and 138 usable surveys from the women (38% response rate). Tests for non-response bias yielded results that suggested that such bias was not a serious problem in the study.17
A comparison of selected demographic variables reveals key differences between the male and female respondents (see Table 1). Approximately 80% of the male respondents reported more than 10 years of T&L experience, compared to 50% of the females Likewise, nearly 85% of the males classified themselves as middle or top managers, compared to 50% of the females. Finally, while over 60% of the males reported annual earnings of at least $60,000, the comparable percentage among women was 25%.
DEMOGRAPHIC VARIABLES
QUESTION
1. If you believe that discrimination does take place against women in transportation and logistics, what are some of your feelings and opinions as to why it exists?
The information in Figure 1 indicates that a major differen~e between male and female respondents was in their perception of the actual existence of discrimination against women in T&L. Only two percent of the female respondents believed that no or minimal -discrimination exists· against women, compared to 30% of the males.
Representative comments include: FEMALES
"I've personally never experienced any discrimination My basic philosophy has always been, you get what you give."
"It is not as bad as years ago."
MALES
"Don't agree ... We have exceptionally capable women in logistics who are recognized as such."
"I believe the comment should be reversed. The discrimination is taking place against men, especially in middle income, middle management positions."
As shown in Figure ·1, the primary reason that discrimination is perceived to exist is because T&L is a field that is now, and always has been, dominated by males. Not surprisingly, a higher percentage of women (56%) than men (40%) cited this reason.
What follows are some illustrative comments:
Women in Transportation and Logistics:
FEMALES
"Transportation is a 'male domain.' Women can't comprehend logistics issues as well as 'macho men.' It was a locker room industry for many years. I've been told women have no place in this industry."
"Distribution and transportation has been a predominantly male populated function. Women generally/historically were in staff/support roles . It will clearly take another 10-20 years for women to be represented in the more senior level positions "
"Transportation has always been perceived as a male dominated business , because men are not afraid to get dirty, work hard and can handle stress. As transportation merges more and more with logistics that attitude is carried along. However I strongly disagree."
MALES
"Strongly male-oriented history and industry Old attitudes among older work force die hard "
" Discrimination absolutely exists against women in transportation (women should be clerks mentality etc.). Transportation whether b y ship, train, or truck has always been a male domain "
"Was once viewed as a male bastion. Mid-level management slowly adjusting to idea women can be every bit as effective as men if not more so."
The "good old boys" syndrome was the second most frequently cited reason for discrimination against women in T&L, cited by 21% of the females, and nine percent of the males . This syndrome reflects the view that those established in the profession control the job opportunities and frequently make it difficult for others to enter and succeed. Typical comments include:
FEMALES
"The Good Old Boys Network is alive and well!"
"I work for the U.S. Army and I believe that in the government , it is still a 'good old boys' network. Women in higher management tend to have filed grievances through EEOC to gain the position they are in. It is definitely not on their talents/abilities."
MALES
"Transportation and logistics are still 'Good Old Boys' dominated, but it is ending rapidly."
"I think women are making strides in the right direction, but I believe it will be a while before the 'good ol boy' network fully accepts women "
The remaining reasons for discrimination against women in T&L are very diverse, and were mentioned by 21 % of the female respondents and 21 % of the male respondents. Some of these other reasons include, but are not limited to, the so-called "glass ceiling," i.e., the
difficulty many women experience in advancing to higher management positions, culture and society, male insecurity, lack of education, and women being too emotional. Representative comments include:
FEMALES
"Management positions are closed because subordinate positions are predominantly males."
"Transportation professionals continue to meet in clubs that discriminate "
"Internationally, women face the challenge of differing culture mores."
"Women become too emotional at times."
MALES
"Glass ceiling very strong Women enter lower management easily and then stall."
"Some people still feel that women should be at home with their families Women are more likely to take leave for maternity/illness and interrupt operations. Women have taken the men's jobs."
"A combination of the environment, the society at large, and corporate culture."
"Time gaps in employment due to family responsibilities."
QUESTION 2. Do you have any suggestions or recommendations for women entering the transportation and logistics field?
The results for this question, presented in Figure 2, tend to show a relatively high degree of similarity between the male and female respondents. Perhaps the single most popular suggestion for women entering the field involves education, cited by 27% of the female respondents , and 20% percent of the males. Representative comments include:
FEMALES
"Yes, learn the basics! Get all the education you can in your field."
"Make education as broad based as possible."
"Any college degree would be helpful for promotion opportunities." " Become computer literate "
MALES
"Get a sound education in the transportation field and get into any training program available."
"Women should necessarily obtain a college degree or masters in transportation so as to dispel any myths that
Women in Transportation and Logistics:
they are notdedicated to transportation industry."
"Stay in school-get a good education."
"Develop international knowledge and skills."
Another popular response was to persevere and "hang in," despite the difficulties encountered. This attribute was cited by 18% of the females and 16% of the males. Illustrative comments include:
FEMALES
"Be willing and strong enough to endure the 'good ole boy network.' Sometimes being a women in this industry can turn in your favor; someone said 'Being a woman may get me in the door easier, and once I am in look out!'"
"Know your business. Know what you are getting into. Be prepared for the attitudes and misconceptions. Also, be ready for a wonderful challenge to not only change the perception of the ideals of women, but also to change the yesteryears of transportation into the exciting opportunities of today."
"PERSEVERE! ff you're challenged by the discipline--go after it and be declarative about what interests you."
"Get tuff, stay tuft, don't give up."
MALES
"Be confident in your abilities, and don't let anybody get you down."
" ... Don't act as though women are 'owed' something re: special recognition, opportunities, etc.-women and men need to earn their stripes."
A third suggestion (see Figure 2) is for women entering the T&L profession to be professional, and to be active in professional organizations. Advice about professionalism was offered by 12% of the female respondents and 16% of the male respondents. Comments in support of professionalism include:
FEMALES
"Do not relate to yourself as being just a female in transportation, but a professional."
"Don't burn any bridges, and always give a carrier, vendor, etc. the benefit of the doubt-the first time. Watch your language-always speak professionally and courteously to every single person you come in contact with."
MALES
"Act professional-dress sharp. Stay current on events in the industry. Join transportation clubs "
"Get active with professional groups-and stay active."
Another group of suggestions involved hard work, especially since a number of respondents indicated that in order to do the same job as males, females have to work harder. Hard work was espoused by 10% of the
female respondents and 12% of the males. Illustrative comments include:
FEMALES
"Come prepared to go the extra mile."
"Work harder than anyone they know because the gender cannot afford to give the 'conventional wisdom' any room to blame deficiencies in work quality, innovation, success, etc. on the person's being a woman."
MALES
" .. .It is a field in which women can excel if they are willing to work 'smart' and hard in the most exciting area of American business."
"Know your stuff because you will have to work twice as hard as a man to prove yourself."
A fifth suggestion to women related to not entering the field, or perhaps going into business for themselves. This response was mentioned by 8% of the female respondents, compared to approximately 2% of the males. Comments that capture this sentiment include:
FEMALES
"Go into another field."
"Start own business/'
"When faced with inequities in the workplace, you have 2 choices: speak out or grit your teeth and bear it. Unfortunately, option 1 can seriously damage your job. If it becomes unbearable, consider working for yourself."
MALES
"Reconsider."
"Don't."
Finally, Figure 2 shows that a large number of responses could not be specifically classified into one of the previous five suggestions. As such, it has been labeled "other or miscellaneous advice," and comprises approximately 30% of the male responses, and 25% of the female responses. Included among this miscellaneous advice were suggestions such as seeking greater visibility, finding a mentor, being diplomatic, having a positive attitude, seeking operational experience, seeking compatibility between work and personal goals, learning to play golf, etc. Typical comments include:
FEMALES
"Work within the system and use interpersonal skills to build a support system . Work to become known outside your organization."
"Find a company which has women in its upper ranks."
"Try to get an operational position."
".Play golf with the boys and get good at it."
"Be yourself."
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Women in Transportation and Logistics :
MALES
"Establish career and job goals and make sure they mesh with personal goals. Learn how to handle men so their delicate egos don't get bruised-but without subservience."
"Find a mentor-and don't consider only females as suitable mentors."
"Concentrate on application of skills and techniques."
"Get out of HQ and take a front line supervisory position."
"Stay off the mommy track for extended periods."
CONCLUSIONS AND IMPLICATIONS
This research was undertaken to learn about the role of women currently employed in transportation and logistics. Two open-ended questions, dealing with discrimination against women in T&L, and suggestions for women entering T&L, were asked of males and females currently employed in the profession. This paper has provided a synopsis, as well as content analysis, of their comments.
While a miniscule percentage (around 2%) of female respondents indicated that discrimination against women in T&L is minimal or does not exist, approximately 30% of the males held this belief. Among those respondents indicating that discrimination does exist, the primary reason involves T&L having been, and continuing to be, a male-dominated field. Another frequently cited reason for discrimination is the "Good Old Boys" syndrome. Not surprisingly, the female "- respondents were more likely than their male counterparts to cite male dominance and the "Good Old Boys" network.
The final area examined suggestions for women entering transportation and logistics. Both male and female respondents felt education was a key. This was detailed in various ways, such as college degrees, computer literacy, and attendance at professional seminars. Other areas of agreement between the males and females involved the ability to persevere, to be professional, and to work hard.
The study appears to have a number of implications for practitioners. First of all,, it is important to realize that perceived discrimination still does exist; therefore, all who seek to improve the T&L profession must strive to eliminate barriers to women being successful. The talents of both males and females must be fully utilized if T&L is to remain strong and continue to grow.
Secondly, the results presented herein offer a starting point for constructive dialogue between males and females currently employed in transportation and logistics. Without question, some of the results are depressing, particularly the magnitude of perceived discrimination that still exists. Also, it is apparent that some women remain bitter, as epitomized by one female's comment to "Consider a sex change operation if you stay in the corporate world."
On the other hand, there are some positive signs. For example, female respondents in general appear more optimistic about their role in T&L than ever before. In this regard, Transportation and Distribution :magazine reports that women are making some of the greatest strides in climbing the corporate ladder.18 Similarly, there is a strong belief
among respondents that qualified female employees can make significant contributions to the T&L profession.
There also is some evidence that firms who take steps to eliminate discrimination reap financial rewards. A USA Today editorial recently reported that a Standard & Poor's study found that firms breaking barriers for women and minorities reported stock market records almost 2.5% better than those firms taking no positive action.1 9
In conclusion, it seems clear that women employed in T&L should be allowed the same opportunities as their male counterparts. Policies and procedures must be changed, when neces~ary, to give women a fair chance to succeed. The ultimate goal should be to advance transportation and logistics management as we head towards the 21st century. Transportation and logistics cannot wait for the "good old boys" to retire; this will take too long and, if history repeats itself, the "young turks" of today will be the "good old boys" of tomorrow. Rather, the T&L profession must be committed now to the concept of diversity and ensuring a level playing field for all employees. DTJ
REFERENCES
1. Dana Wechsler, 'The Class of '65," Forbes,July 4, 1994, pp. 92-98.
2. Laurie Baum, "Corporate Women: They're About to Break Through to the Top," Business Week, June 22, 1987, pp. 72-78.
3. For example, see Nancy Perry, "If You Can't Join 'Em, Beat 'Em," Fortune, September 21, 1992, pp. 58-59. Also see Sharon Nelton, "Showing Their Staying Power," Nation's Business, May 1992, pp. 65-70.
4. Angela B. King, "'Women in Business' Conference Explores Tactics," USA Today, March 17, 1995, p. 1B.
5. Peter M. Lynagh and Richard F. Poist, "Women and Minority Group Involvement: Frontier for Social Activism in PDM," Transportation Journal, Summer 1995.
6. Peter M. Lynagh and Richard F. Poist, "A Difference of Opinion," Distribution, August 1985, pp. 90-94.
7. Saundra Torry, "Female Lawyers Face Bias, D.C. Study Finds," The Washington Post, May 28, 1994, p. Bl.
8. Fred Danzig and Melanie Wells, "'Old Boys' Network Still Alive," Advertising Age, May 24, 1993, p. 40.
9. Crystal L. Owen and William Tudor, "Attitudes Toward Women as Managers: Still the Same," Business Horizons, March-April 1993, pp. 12-16.
10. Amanda Troy Segal and Wendy Zellner, "Corporate Women: Progress? Sure. But the Playing Field is Far From Level," Business Week, June 8, 1992, pp. 74-78.
11. Judith Dobryzinski, 'The 'Glass Ceiling': A Barrier to the Board Room, Too," Business Week, November 22, 1993, p. 50.
12. Adrian Stone and Jessica Lee, '"Glass Ceiling' Report Adds Fuel to Debate," USA Today, March 17, 1995, p. 4A.
13. Elizabeth Lusby and Lori Bongiorno, "Women Golfers Have a Handicap, All Right," Business Week, April 19, 1993, p. 94.
14. Conversation with Elaine Winter of the Council of Logistics Management on March 22, 1994.
15. Helen L. Richardson, "Women are Moving Up in Logistics," Transportation and Distribution, June 1991, p. 29.
16. Kenneth H. Forsythe, James C. Johnson, and Kenneth C. Schneider, "Traffic Managers: Do They Get Any Respect?" Journal of Business Logistics, Vol. 11, No. 2, 1990, pp. 87-100. Also see James C. Johnson and Kenneth C. Schneider, "Marketing Managers Discuss the Strengths and Weaknesses of Logistics Personnel," Logistics and Transportation Review, Vol. 23, No. 3, August 1987, pp. 325-333.
17. For example, see S.J. Annstrong and T. J. Overton, "Estimating Nomesponse Bias in Mail Surveys," Journal ofMarketing Research, August 1977, pp. 396.402.
18. Richardson, op. cit.
19. "Shatterproof Glass?" USA Today, March 17, 1995, p. 14A.
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Limited Wars, Civilian Casualties,
by Clinton H. Whitehurst, Jr. Emeritus Professor of Management and Economics , and Senior Fellow of the Strom Thurmond Institute of Government and Public Affairs, Clemson University
Strategic planning, as we understand the term, concerns the methods and mechanics of waging war. It is the business of the professional military men. The formulation of military policy, on the other hand, means to us the determination of whether and when and under what circumstances and for what purposes we should go to war. It concerns political decisions rather than military methods and is the business of the Congress and ultimately of the people in our democracy.
From an editorial "Policy and Strategy,"
The Providence Journal, September 19, 1949
When the 104th Congress convened in January 1995, a long simmering debate came to a boil over a proposed display of the Enola Gay at the Smithsonian's Air and Space Museum in Washington, D.C. The Enola Gay was the B-29 that dropped the atom bomb on Hiroshima on 6 August 1945. 1 Peace activists and some historians, who considered the bombing an American disgrace, favored graphic depictions and narratives describing the bomb's devastation. Veterans' groups and others objected. They wanted text material that explained what led to the bombing-the already high American casualties in the Pacific War (150,000 killed or wounded on both sides in the battle for Okinawa alone)-and note taken of the projected allied and Japanese casualties when Japan's home islands were invaded.2
Apologists for dropping the bomb base their case largely on the thousands of civilian casualties at Hiroshima and Nagasaki. The inference was that not only were these civilian casualties, but innocent civilian casualties.
This essay looks at the issue of civilian casualties in various types of armed conflict some 50 years later and discusses a number of questions that are but logical extensions of the Enola Gay debate.
In January of 1994, the U.S. Naval Institute published an article, "Getting It Right From the Sea," by General Carl E. Mundy, Jr., Commandant of the U.S. Marine Corps. While the article dealt with the effective and efficient use of naval expeditionary (task) forces, primarily with respect to regional conflicts, of equal interest was the way in which a commandant of the Marine Corps, perhaps the most no-nonsense branch of our armed forces, viewed (1) total and less than total wars, (2) collateral damage, (3) the use or non-use of
various weapons in our arsenal, and (4) the political costs incurred when American armed forces are put in harm's way. Not addressed, however, was whether senior military officers should share responsibility with political leaders, that is, become decision makers with regard to when and where to commit forces, with what weapons, and under what constraints.
To quote General Mundy: "In addition, we cannot ignore the political ramifications of collateral damage that even precision weapons can cause. In wars that are less than total-potentially, most of our future warswe may not be able to use weapons, however effective, if their political cost outweighs their tactical gain. There may be a time and place when near perfect accuracy just will not be good enough. That is not a pleasant thought, but it is a consideration we cannot ignore when we look at new systems and the application of existing technologies. 113
Questions: What difference if any, is there between total war and less than total war? What are the implications for our armed forces particularly our combat forces if a distinction is made?
Discussion: The model for total war is World War II. The London blitz, the bombing of Coventry, Cologne, and Dresden, the siege of Stalingrad, the fire bombings of Japanese cities and the later use of atomic weapons, leave no doubt about the totality of the conflict. On the other hand, Korea, Vietnam, and the 1991 Gulf War were characterized by the restrained use of weapons and military options.
In total war, the goal of national leadership historically has been to bring about the surrender or unconditional surrender of the enemy. 4 The objective military function is to achieve this end at a minimum cost in lives and national treasure.
Total war is also an unambiguous concept and generally understood by those doing the fighting. Limited wars, on the other hand, imply limited goals and as such are ambiguous and complex concepts. This ambiguity requires that the nation's leaders, both civilian and military, constantly explain and rationalize the reason for the conflict, a task which becomes increasingly difficult as time passes and casualties mount.
Again quoting General Mundy: In the future, we
will...be operating in a political environment in which there is an "economy of will." The American people will not tolerate high casualties in military operations they do not view as critical to our national security. Either under U.N. auspices, or multilaterally-or even unilaterally-many of our likely tasks will not affect the national security of the United States directly. Many of our future operations are going to have objectives thatwhile important in a regional sense-may not be seen as vital in Peoria. 5
In total war, the
use
of available weapons is seldom constrained. Civilian casualties, innocent and otherwise, are accepted. In less than total war the use of available
While ambiguous and complex politics are fairly open to debate by the electorate, from military tactics to broad issues of national policy, such debate cannot be limited to the weapons is constrained while political goals constrain military options.
From this point the debate can be extended to what constitutes an acceptable target. An ammunition factory, a bridge, a rail yard, an oil refinery, a column of tanks, government complexes ... ? However, as the number of targets grows, as it will in all conflicts, the number of targets that can be more quickly destroyed by conventional but less accurate weapons will also grow. In a total war, no problem arises with respect to the choice of weapons. We use what accomplishes the task with the least cost in lives and material. In less than total war, however, an increasingly popular position is to use only accurate weapons aimed at strictly military targets. Carried to a logical end, this raises the question of how much money should be allocated
to developing and producing sophisticated, "civilian friendly" weapons and how home front. In an age of instant communication, the issues will also be argued at every level of the military establishment. After all is said and done, is the soldier, sailor and airman doing the fighting more willing to fight, and possibly die, for something he understands than for something he does not?
The use of limited military force and by definition, limited political objectives, has a poor track record in the West. Witness Korea, the Bay of Pigs, Vietnam, Lebanon, Iran and Iraq. Our cold war adversaries, however, used whatever force was necessary to achieve their objectives. Witness the swift dispatch of the Czech and Hungary uprisings by the Soviet Union, the crushing of Tibet dissidents by the Chinese People's Liberation Army, and the more recent crushing of Chechnya's rebellion by Russian military forces. Afghanistan was a Soviet failure but only because the United States decided to contest the outcome.
Question: Is weaponry for total war significantly different than weaponry for less than total war? Under what circumstances, if any, is the use of atomic weapons an option? If there is a difference between weapons dependent upon what type of conflict is being waged what is the implication for defense spending?
Discussion: Improving weapon accuracy, that is, hitting what you aim at with a high probability of success, is certainly an acceptable goal of military research and development. The more accurate the weapon, the less chance it will have to be used a second or third time The savings is easily identifiable in terms of lives and material. The problem, however, is not with developing so-called smart weapons but rather the argument that unless a weapon is highly accurate it should not be used at all, that is, cause collateral damage and kill innocent civilians.
much should be spent for conventional weapons that are less accurate but more effective with respect to most enemy targets Should a target be destroyed by naval guns, cruise missiles, or long-range artillery with a minimum risk to military personnel or should a squadron of F-16s fitted with laser-guided bombs be used with a much greater risk to men and equipment-very expensive equipment and very expensive men and women?
As to the willingness to use atomic weapons, peace as between NATO and the Warsaw Pact for the past 50 years was maintained not because a balance of conventional forces existed but rather the assured mutual destruction of both alliances should atomic weapons be used. While mass destruction weapons, biological and chemical as well as atomic, are hardly civilian friendly, they nonetheless kept the peace in Europe under the most trying of circumstances.
One might also ask-Is a fourth war between India and Pakistan more or less likely now that both are atomic powers? Or would conflict between Taiwan and Communist China be more or less likely if Taiwan, as well as the People's Republic of China, had nuclear weapons?
Questions: What is the distinction between armed conflict at whatever level and using our armed forces as peacekeepers in combat areas? What implication does such a difference have with respect to training doctrine?
Discussion: The distinction between total war, less than total war, and peacekeeping as a military operation is simply one of degree. In total war, the use of available weapons is seldom constrained. Civilian casualties, innocent and otherwise, are accepted. In less than total war the use of available weapons is constrained while political goals constrain military options. In the role of peacekeepers, our armed forces must adapt to the role of a typ-
ical police force. When deadly force may be used is tightly proscribed generally not to fire until fired upon. While we have not come to the point of "Mirandizing" a potential enemy... we are coming very close.
Developing a training doctrine for combat forces across a range of conflict situations is no easy task, if it can be accomplished at all. Infantry basic training, which for the moment still includes instruction in hand to hand combat where the objective is to kill or be killed, is hardly an option when the mission is to disarm an enemy but in no case do him bodily harm. Few would point to Somalia and Bosnia as success stories wherein military forces were used in a peacekeeper role.
Questions: What is the definition of collateral damage? Correspondingly, is there such a thing as innocent civilians in war no matter what the conflict may be called?
Discussion: Collateral damage is "spillover" damage inflicted on adjacent or nearby structures and populations when the intended target is destroyed or damage caused when the intended target is only partially destroyed or missed entirely. Collateral damage becomes visible and controversial when it includes civilian casualties. 6
As to whether collateral damage in all of its aspects, including civilian casualties, can be avoided is an impossible question. It comes down to whether it is acceptable to kill a civilian while he/she is at work in an ammunition factory, railway yard or utility plant, as opposed to killing him in his home which was destroyed in an attack on an otherwise acceptable military target.
The other side of the coin is whether or not there is such a thing as a casualty-free conflict. One unintended result of the Gulf War is that the public has come to expect minimum military casualties when our forces are committed to combat. There is, however, a basic contradiction here. In many instances, weapons that inflict collateral damage are the ones that minimize the risk to our military personnel, while civilian friendly weapons are not only more expensive but increase the risk to those charged with delivering them.7
Question: If a distinction is to be made as between a limited war and total war where does responsibility lie with respect to deciding which type of conflict it will be?
Discussion: As to which type of war our armed forces will be asked to fight and who is to decide, that should never be in question. The responsibility is that of the President of the United States.
Question: If senior military officers become a part of the decision process-that is, decision makers with respect to which type of war will be waged-can they then in good faith uphold and support the oldest of military traditions-an officer's responsibility for the well-being and safety of the men and women under his command?
Discussion: Few political leaders, whether presidents
or other high-level civilian decision makers, are willing to unconditionally accept responsibility for deciding under what circumstances to commit our armed forces and accept responsibility for the casualties that follow. President Harry Truman's decision to use atomic weapons against Japan and to accept full responsibility for his decision, is an exception to the general rule. On the other hand, the Vietnam War is a casebook study of where the line between traditional military decisions and political decisions became indistinguishable. The debate as to where blame lies for North Vietnam's conquest of the South is ongoing and probably will never be agreed upon.s
In deciding the level of conflict and, by definition, the constraints imposed, the Commander in Chief does not lack for civilian advice and expertise. Long-recognized sources include the National Security Council, the State Department, the Central Intelligence Agency, the President's cabinet, his civilian appointees in the Department of Defense, and knowledgeable members of Congress.
Laying out costs in terms of casualties and material and the likelihood of success of various options put forth by civilian authorities is, however, a military responsibility. But tasking our military leaders to be part of the decision process with respect to deciding on the level of conflict and the constraints to be imposed on military action puts them in an untenable position with respect to their first duty-the well-being of those under their command. 9 By definition, this includes doing all possible to minimize casualties.
Conclusion
With the adoption of the American Constitution over 200 years ago, the United States asserted in unambiguous language that the nation's military would be subordinate to civilian authority. The power to declare war was delegated to the Congress. 10 Also implied was that conduct of foreign policy rests with the Executive Branch of government.
Throughout World War II, the different responsibilities of the military, the executive, and Congress in time of conflict, as envisioned by the framers of the Constitution, were generally adhered to with little debate. After World War II, however, things changed. A Joint Chiefs of Staff, headed by a chairman, was specifically tasked to give advice to the President on military matters. The secretaries of War (Army), Navy and Air Force became subordinate to the Secretary of Defense with only nominal authority over the services they headed. The Office of the Joint Chiefs became in fact, if not name, a fourth branch of service.
Armed conflicts became police actions, regional conflicts, people's revolutions, insurrections, undeclared wars, covert operations, and United Nations missions, but never total wars. When General Mundy stated that most of our future wars will be less than total wars he should have also noted that all conflicts involving
American forces over the past SO years have been less than total wars.
Why conflicts in the last half of the 20th century were something less than total wars is not hard to understand given that the world was essentially divided into two powerful military alliances, each having the ability to destroy the other many times over. A declared war could escalate into a total war, a contingency which neither side wanted. Thus did armed conflicts become less than total wars with limited goals and constraints on military options while military options that might lea<;l to total war were studiously avoided. In such a cold war environment decisions with respect to when and at what level conflicts should be fought became joint decisions between military and civilian leaders. And as in the case of most joint committee-type decisions, accountability for a particular decision made was no longer possible. The Vietnam War was a textbook case in this respect. Generals became politicians, politicians became generals, while combat forces became replaceable pawns in a seemingly never-ending chess game.
A second result of keeping conflicts at a below total war threshold was a growing public expectation that less than total wars, whatever they were called, should be civilian casualty-free .
Now, in the last decade of the 20th century, the world has changed again. With the collapse of the Soviet Union the probability of a total war on the scale of World War II has greatly diminished. In this new environment it is time to reexamine the decision-making process ~hich leads to committing American armed forces to combat. That a reexamination is called for can be seen in the public's resistance to committing our armed forces to conflicts where no overriding U.S. national interest is at stake, as poll after poll has shown.
One way to address the public's concern is a return to accountability where our civilian leaders, and they alone, make the decision when to commit forces, where to commit forces, and what constraints are to be placed on military action. 11 Once these decisions have been made, our military leaders become accountable for achieving civilian-determined goals at the least cost in lives and material. But more important, those who lead can once again, in clear conscience, carry out their first duty-the well-being of those under their command. Field Marshall William Slim, commanding officer of British forces in Burma in World War II, probably said it best and for all time:
"I tell you, as officers, that you will not eat, sleep, smoke, sit down, or lie down until your soldiers have had a chance to do these things. If you will hold to this, they will follow you to the ends of the earth. If you do not, I will break you in front of your regiments. 1112
Stated another way by a civilian: "When an officer accepts command of troops, he accepts not only the· responsibility of accomplishing a mission, but the guardianship of those who serve under his command. The military hierarchy exists and can function because
enlisted personnel entrust their well-being and their lives to those with command authority. When those in command authority either abdicate that authority or neglect that guardianship, more is lost than lives. Lost also is the trust that enables those who follow to follow those who lead." 13 Representative Dan Daniel, in hearings on the Beirut tragedy.
To paraphrase Field Marshall Slim. "Give our forces a clearly stated reason to fight for a clearly stated end. Do all in our power to minimize the inevitable casualties they will suffer, including use, as appropriate, all weapons available. Do this and they will be little concerned with what the conflict is called." 14 DTJ
1. "Today's debate: Remembering World War II. Our View : ' Politics has no place in Enola Gay Exhibit.' Opposing View: 'Don't rewrite history."'
USA Today January 30,1995, p. 14A.
2. Operations "Olympic, " and "Coronet" were approved by President Harry Truman on 24 Jul 1945. "Olympic" was the invasion of Kyushu on 1 November 1945. " Coronet " was the invasion of Honshu on 1 March 1946. Approximately four million U.S. servicemen, including 1.5 million combat forces, would take part. American casualties were projected in the hundreds of thousands Japanese casualties, including the pre-invasion fire bombings of Japanese cities, were projected in the millions.
3. Carl E Mundy, Jr. "Getting It Right From the Sea," U S. Naval Institute Proceedings , January 1994, p. 71.
4 In general the "surrender" of an enemy implies that surrender terms will be negotiated. Unconditional surrender negates any negotiation of surrender terms by the enemy. Confederate forces surrendered unconditionally in the American civil war as did Germany in World War II.
5. Carl E. Mundy, p 69.
6. When NATO aircraft began sustained attacks on Bosnia Serb military targets in September of 1995, civilian casualties were reported by the provisional Bosnian Serb government and not denied by NATO. The NATO response was that civilian casualties, while not intended, could not be avoided.
7. In 1995, NATO force s employed both "smart bombs" delivered by FA18 aircraft and cruise missiles launched from ships against Bosnian Serb military targets. The air delivery system imposed a significantly greater risk to personnel and equipment than the sea-launched system but was generally more accurate, that is, civilian friendly.
8. A detailed account of the overlap between political and military decision making during the Vietnam War can be found in William C. Westmoreland, A Soldier Reports (Garden City, NY: Doubleday & Co. , 1976)
9
. A President (and his deputies) can bring tremendous pressure on senior military leaders to make recommendations ~s to the kind of war to fight and thus become a part of that decision.
10. The United States has suffered over 125,000 casualties in post-World War II conflicts, yet Congress has never declared war.
1 L While there is little doubt that constraints will be placed on military action in future conflicts involving Am e rican forces , the important thing is that the President and his civilian deputies, those who impose the constraints, be clearly held accountable for results whether good or bad. The 1991 Gulf War, like the Vietnam War, is one where the decision on constraints was jointly determined. In the aftermath of victory there was little criticism of results. Only later when it was perceived that Iraq was still a threat to peace in the region did questions surface about who was responsible for ending the conflict short of removing Sadaam Hussein from power.
12 Quoted in James Fallows, National Defense (New York: Random House, 1981), p. 110.
13 Quoted in : Richard A. Gabriel , Military Incompetence : Why the American Military D oesn 't Win (New York: Hill and Wang, 1985), p xv.
14. Quoted in Clinton Whitehurst, "Limited War Is Played By Different Rules," Anderson Independent-Mail, April 2, 1995, p. 3B.
The 51st Annual NDTA Transportation and Logisties Forum
and Exposition
Lake Buena Vista, Florida September 28 - October 2, 1996
Building aFoundation for the 21st Centur~
SATURDAY • SEPTEMBER 28
9 am - 11:30 am • Regional Presidents and A-35 Meeting
10 am - 6 pm • Registration Desk Open
11:30 am - 1:15 pm• Pre-Workshop Luncheon
1:30 pm - 3:30 pm • Chapter Presidents, State Vice Presidents and Member Workshop
6:30 pm - 11:45 pm • NDTA Scholarship Event-"Church Street Station" hosted by USAir and NDTA (buses leave at 5:50 pm)
Church Street Station
6:30 pm -11:45 pm
Join all your friends and JXU111ers at Church Street Station, Orlando's number one dining, shopping and entertainment complex. We'll start with a "Way Out West" progressive buffet dinner and enjoy a Country and Western Band. After you dine and dance, take time to wander and browse venues such as Rosie O'Grady's; Lili Marlene ' s Restaurant; Cheyenne Saloon; Phineas Phoggs Dance Clubfeaturing high energy music and Orchid Garden. Shoppers do not dismay-there are some great places to shop! Get ready to "let the good times roll." Buses will depart Church Street Station at 9 :30 and 11: 45 pm respectivdy
SUNDAY • SEPTEMBER 29
7 am - 5 pm
• Registration Desk Open
7 am- 2:30 pm• Golf Tournament-hosted by Northwest Airlines-Buena Vista Golf Course (buses depart at 6:50 am)
9 am - 11 am • Continental Breakfast-co-hosted by American Airlines and NDTA
11 am - 3 pm • Do It Yourself Activities
5:30 pm - 10 pm • NDTA Scholarship Event-"New York Street Backlot Party" at Universal Studios-hosted by Dollar Rent a Car Systems, UPS and United Airlines (buses depart at 4:50 pm)
Golf Tournament
7 am-2:30 pm
Northwest Airlines will host the 1996 NDTA Golf Tournament at the Lake Buena Vista Golf Course. Team and individual prizes will be awarded. Cost per player is $73 {includes greens fees, shared golf cart and transportation). Contin ental breakfast, beverage and lunch are being
provided by the sponsor. We can only accommodate 140 players , so sign up early. Buses will start to shuttle at 6:50 am from the Buena Vista Palace Resort & Spa.
NDTA Scholarship Event:
New York Street Backlot Party
5:30 pm-10 pm Come with us as Universal Studios Florida {USF) rolls out a VIP red carpet welcome. You'll be met by the USF brass band and led to a reserved area of the Lagoon Landing. While enjoying b everages and snacks, you can view the Dynamite Nights Scuntacular. When the party begins , you'll feast on a sumptuous Italian dinner buffet. The Blues Brothers will do a private show for us. Take a ride on a New York cable-car and have a KONGFRONTATION with King Kong, the most ferocious monster in movie history, or experience EARTHQUAKE with special effects that will rip the ground right out from under you. This is an evening that you ' re sure to remember!
Monday Scholarship
MONDAY • SEPTEMBER 30
7 am - 5 pm • Registration Desk Open
7 am - 8:15 am• Start-Up Breakfast-hosted by SatoTravel
8:30 pm - Midnight NDTA Scholarship Event"Disney World, EPCOT 96 and Pleasure Island"-hosted by Carlson Wagonlit Travel, Delta Air Lines, FedEx and Holiday Inn Worldwide. Buses depart at 8: 10 pm)
Scholarship Event
EPCOT 96 and Pleasure Island at Walt Disney World Resort
8:30 pm - Midnight
Join us at EPCOT 96 Center after the Exhibit Hall closes. We will be escorted by Disney hosts to a reserved viewing area at French Island on the World Showcase Lagoon. Enjoy light refreshments and view the world famous IllumiNations light, laser and fireworks spectacular. After the show we will stop at Pleasure Island for desserts and drinks. Then on to visit the Pleasure Island nighttime
entertainment complex and enjoy the famous nightly New Year's celebration. An extra bonus event will be a special A35 Duck Derby. Adopt a duck and you'll be eligible to win a deluxe Caribbean cruise--and other great prizes. You'll have a chance to win some terrific prizes and help the NDTA Scholarship Fund at the same time. But, you must be present to win. It's an event you don't want to miss.
Spouse Tour I: Rags to Riches
llam-4pm
Getready to shop--and don't forget the plastic! First stop will be at Wimer Park for lunch at Park Plaza Gardens in a New Orleans-style courtyard garden. After lunch stroll down Park Avenue and visit the specialty boutiques for shopping or just browsing. Then it's off to the International Designer Outlets where you'll find Coach, Ann Taylor, Donna Karen, Jones New York and Saks Fifth Avenue.
Spouse Tour II: "Magic of Ming"
Gourmet Chinese Cooking Class
11 am-4pm
£"' ome join us for a hands-on cooking experience about \..Jthe secrets of gourmet Chinese cuisine at the "Magic of Ming." The Chef will prepare the main en tree and demonstrate secrets to successful stir-fry cuisine. After lunch the "Gourmet Chinese Cooking" experience and fun begin! You will be provided with recipes and ingredients for making Wontons and Spring Rolls. The Chef will provide instructions on the preparation of the appetizers, and may declare a "Justfor-Fun" cooking competition. Happy woking and good luck!
TUESDAY • OCTOBER 1
7 am - 5 pm • Registration Desk Open
7 am - 8:15 am • NDTA Recognition Breakfast-hosted by United Airlines and NDTA
8:30 am - 11:30 am• Panel I: "The Foundation"
11:30 am - 1:30 pm• Exhibits Revisited: Cocktail Reception and Buffet Lunch-Exhibit Hall
1:30 pm - 4:30 pm • Site Selection Committee Meeting
7 pm - 11 pm• Chairman's Awards DinnerPresentation of the National Transportation, National Defense Leadership and DoD Distinguished Service Awards. Entertainment by USAir. Black tie preferred.
Chairman's Awards Dinner
7am-ll pm
At the Chairman's Awards Dinner, USAir will present, for the seventh consecutive year, an outstanding evening of entertainment featuring a tribute to McLean Stevenson, star of the television show, M *A*S*H . The USAir Jazz Orchestra, one of the world's great big bands, will also perform under the direction of Roger Pemberton. Your hosts: Jerry Goodrich and J eff Eck.
Spouse Tour
Ill: "Magic of Ming Gourmet Chinese Cooking Class and Winter Park''
9am-4pm
Comejoin us for a hands-on cooking experience as described in Monday's "Magic of Ming" Tour II; except in reverse order of events. Today, after the welcome, we ' ll start our day with the cooking class After lunch we ' ll travel to Winter Park to shop and visit the Hosmer Morse Mu seum of American Art which fe atu res a collection of Tiffany glass in the world. Don't leave without seeing Orlando's own "Central Park."
Spouse Tour N: Cypress Gardens
9am-4pm
Get your cameras and come travel with us to a showplace with sparkling lakes, and tropical a nd sub-tropical plants and flowers. The "Totally Mardi Gras " waterski show blends the rythms of Latin street carnivals and energy of M ardi Gras with the color of the C aribbean and the glitz of Las Vegas. Visit the unique shops and boutiques. We'll have lunch at the "Chalet Suzanne." After lunch there is time to stroll through the gardens
WEDNESDAY • OCTOBER 2
7 am - 10 am • Registration Desk Open
7 am - 8:15 am• A-35 Breakfast
7 am- 8:15 am• Continental Breakfast in Exhibit Hall
8:30 am - 11:15 am• Panel II: "Future Directions"
11:30 am - Noon • Cocktail Reception
12:15 pm - 2 pm• International Awards Luncheon
2 pm - 2:15 pm • Break
2:15 - 3 pm• Exhibiton' Grand Prize Drawing
3:15 pm• Official Close of Forum
Don't Forget!
Dress for all daily Forum activities (including exhibitors) is casual, i. e. slacks and sports shirts. Howeve, ; the Chairman's Awards Dinner is [Jlack - lie µreferred.
OTHER EXCITING AREA ATTRACTIONS
Busch Gardens Kennedy Space CenterSPACEPORT, USA
CPosm oRuMru1se
Thursday, October 3 - Sunday, October 6
To Nassau, Bahamas, aboard Carnival Cruise Lines' Fantasy. limited space.
Call Sandy Laubersheimer, (800) 799-7872, at Sato Travel for details
Hot Forum Tip!
Adopt a rubber ducky to race in the NDTA/A-35 Rubber Ducky Race at the Monday Night Scholarship Event in Orlando. Proceeds benefit the NDTA Scholarship Fund. Details will be available in Orlando from any A-35 Representative.
Sato1raver
SatoTravel is celebrating one year of corporate success-and counting. As recently as last summer, the company was still waiting for its first corporate win. But the company didn't have to wait long; QUALCOMM Inc. awarded the company its first corporate account in June 1995, and other major US corporations have been following suit ever since. All told, seven corporations have signed on with SatoTravel.
USAir
USAir customers using Priority TravelWorksUSAir 's on-line, personal reservations and information service-now can opt for electronic ticketing. "Each of these products-Electronic Ticketing and Priority TravelWorks-are examples of how new applications of everyday technology are being utilized to satisfy our customers," said Rita Cuddihy, vice president of Marketing & Distribution Planning.
PRC
PRC, a subsidiary of Litton Industries Inc., announced that the General Services Administration has awarded the company a contract to provide technical support to the Federal Aviation Administration and other federal agencies in developing and implementing systems that augment the Global Positioning System. "This is a strategic win for PRC because it gives us a strong foothold within the FAA," said Len Pomata, president of PRC.
A, .DELTAAJRLJNES Delta Air Lines
- recently reported its best ever quarter and fiscal year financial results. "Fiscal 1996 was an outstanding financial year for Delta," said Ronald W. Allen, Delta's chairman, president and chief executive officer.
Mayflower Transit Larry F. Kelly has joined Mayflower Transit as manager of Government Services Kelly comes to Mayflower following more than 25 years of military service with the US Air Force. Kelly is an active member of NDTA, the Air Force Association and Veterans of Foreign Wars.
Co11solldt1ted Consolidated Safety Services (CSS), an NDTA Sustaining Mem$ervlces,/1tc. ber, was selected by the Atlanta Committee for the Olympic Games (ACOG) and Bennett International Group, Inc., to conduct.safety inspections on the 1,500-2,000 buses donated by 49 different transit agencies from 29 states and the District of Columbia which were used during the games . CSS conducted detailed mechanical and safety inspections on site at the transit companies, after which the buses were transported to Atlanta by Bennett Motor Express, Inc. According to CSS President Jolanda N. Janczewski, "It was an honor and a privilege for our company to be involved in such a prestigious event."
1~
NYP & Associates, Inc., is cele-
A s s O c I A r f s brating its 10th year in business.
c::;, " We began serving the government transportation community out of our homes in July of 1986," said Nell Nunn, CEO. NYP & Associates, Inc., a firm specializing in helping carriers interface effectively with all government agencies, whether it be a desire to grow their participation, help with executing paperwork, or collection of freight charges, has now grown to encompass offices in Kansas City, Atlanta, Washington, and Portland, hosting a staff of dedicated personnel well trained in the nuances that government freight holds. "NYP has worked hard to keep up with the changes and commits to continue this diligence as we head into what might be considered a hurricane force wind as all agencies re-define their roles and the way in which they produce their transportation needs," said Ms. Nunn.
Military Sealift Command
Last month, the U.S Navy's Military Sealift Command participated in the naming of USNS Gordon at Newport News Shipbuilding Company in Newport N~ws, VA. USNS Gordon is one of 19 Large, Medium Speed, Roll-on/Roll-off ships, called LMSRs, which will be built or converted at U.S. shipyards by the year 2001. It will be used for the prepositioning at sea of U.S. Army combat support equipment. USNS Gordon is named for Master Sergeant Gary I. Gordon of Lincoln, Maine, a Medal of Honor recipient who was killed in Mogadishu, Somalia, in 1993.
MTMC
New technology will soon help you find the needle you're looking for in a haystack of containerized cargo, and it's about as easy to use as a telephone. Technology now being tested allows you to stand in the center of the. container area with a hand-held interrogator and "call" the container with your generator in it. You push a few buttons and, from as far as 300 feet away , the right container "answers" by beeping loudly and flashing a red light. It's called automatic identification technology, and it has been tested successfully in Somalia and Haiti, and is currently in use in Bosnia.
General Kross Assumes Command of USTRANSCOM and AMC (USTRANSCOM PAO)
Scott Air Force Base, IL - During ceremonies July 15, U.S. Air Force General Walter Kross assumed command of U.S. Transportation Command and Air Mobility Command, both at Scott Air Force Base, IL, from now retired U.S. Air Force General Robert L. Rutherford. General Rutherford retired during the ceremony after more than 35 years of Air Force service.
General Kross was commissioned through Officer Training School in December 1964. His early career combined both fighter and airlift experience as he flew 157 F-4 combat missions, 100 over North Vietnam. He later transitioned to airlift, then senior executive and congressional pilot support. He was assigned to Headquarters U S. Air Force for six years, part of that time in the Chiefs Staff Group.
He has served as director of operations and logistics for the defense transportation requirements at USTRANSCOM during Operations Desert Shield and Desert Storm, and as director operations for Air Force headquarters. Additionally, General Kross was commander of the provisional force in charge of standing up Air Mobility Command, as well as its first vice commander. Prior to assuming command of USTRANSCOM and AMC , he served as director of the Joint Staff
General Rutherford is a Vietnam veteran, and has had assignments worldwide, including Thailand, South Korea, Japan, Germany and a number of stateside locations. He served as commander of Pacific Air Forces p rior to his current assignment as commander in chief of USTRANSCOM.
Chapter
News
Scon-ST. Louis CHAPTER
Edward Honor, President of NDT A, was the guest at the June 14 meeting of the Scott-St. Louis Chapter where he presented
Derek Schoby (pictured at left) from Lincoln Senior High School in East St. Louis with the chapter's $1,000 scholarship. Derek intends to major in airport management in college.
General Honor also inducted Dave Hinton (President), Sallie Owenby (VP for Military), John Bugner (Treasurer), Earl Hawkins (Member at Large), Lee McTeer (VP for Industry), Gerry Brenner (Secretary), and Marshall Mantiply (A-35) as new officers of the chapter. The chapter received kudos from General Honor for increasing chapter membership since the 1994 NDTA Forummost chapters see decreases following such an event.
HOUSTON CHAPTER
The Houston Chapter was pleased to award three scholarships recently. Pictured above, left to right, are Elaine Weinritt ($1,000 KA Foster Award), Bill Berg ($500), Pamela Fritz ($500), and Don Davis, Chairman of the Scholarship Committee.
RHEINLAND-PFALZ CHAPTER
The newly elected Chapter President Kurt Lengert represented the RheinlandPfalz chapter members at Baumholder. The chapter was able to give $2,800 to the town mayor, Mr. Pees, to support a scholarship program for the Baumholder Military Community. The money was donated by HQ NDTA, the Rheinland-Pfalz Chapter, Emery Worldwide, FedEx, and SatoTravel. NDTA and the carriers support this particular community because more than 3000 of the 4000 military personnel stationed there are currently deployed to Bosnia.
MONTGOMERY CHAPTER
On June 30th the Montgomery Chapter hosted an Olympic Torch Relay viewing site at Montgomery's
Lanier High School. The chapter worked closely with United Way in preparing the site for the event. With additional help from SatoTravel, Anteon Corp., 42d Transportation Flight, the American Red Cross and the folks at Lanier HS, the day was a huge success.
NEW YORK CHAPTER
The New York Chapter teamed up in July with the Military Traffic Management Command, Eastern Area, for a golf outing at Ft. Dix. Trophies were awarded for closest to the pin to Dick Noggle and Rose Yurema; longest drive to Jeff Catanzaro and Ramona Lamb. Other awardees included: Jeff & Jim Catanzaro, Bud Drew, Larry Singer, Rob Taraba, Jack Howe, Ramona & Chris Lamb, Al Ikola, Bob Ortrowski, Bob Donehue and Bob Constantino. A fall golf outing is planned for Monday, 16 September 1996.
SAN ANTONIO
A-35 members of the San Antonio Chapter got a taste of the past at a recent meeting. After dinner, Club President June Bratcher had all members and guests board one of her Daisy Tour busses for a short ride to Dee Howard's newest enterprise, River City Products, Inc. inside the new facility, members were shown his collection of over 30 antique and classic automobiles, including a mint condition 1933 Packard complete with a rumble seat; and a Pierce Arrow which ran at the Bonneville Salt Flats in June. Mr. Howards long-time friend, A.J. Foyt, was part of the driving team trying to set a new antique car speed record. Chapter members also viewed Howard's extensive transportation art collection of bronze castings, oil paintings, and original design sketches of his aviation engineering works.
1996 NDTA Awards
National Transportation Award
Mr. Jeffrey C. Crowe, Chairman, President & CEO, Landstar System, Inc.
National Defense Leadership Award
General Robert L. Rutherford, USAF, Ret. Former Commander-in-Chief, United States Transportation Command, and Commander, Air Mobility Command
DoD Distinguished Service Award
VADM Philip M. Quast, USN, Commander, Military Sealift Command
NDTA Educator Distinguished Service Award
Dr. Mary Lyons, President, California Maritime Academy
International Junior Executive Leadership Award
CPT John R. Fasching, USA-Atlanta Chapter Capt Ellen M. Moore, USAF-Washington, DC, Chapter
International Chapter of the Year
Arizona (CAT I); Atlanta (CAT II); San Francisco (CAT III)
lnternati.onal A-35 Chapter of the Year
Jacksonville (CAT I); San Antonio (CAT II); Washington, DC {CAT III)
NDTA President's Special Recogniton Award
Mr. Norm Dresden-Baltimore Chapter
Mr. Roy Kirk-San Antonio Chapter
NDTA President's Special Achievement Award
CWO Robin Brown, USMC-Okinawa Chapter
CPT Henry Pittman, USA-Jacksonville Chapter
MAJ Teddy Ross-Hodja (Turkey) Chapter
NDTA Individual Distinguished Service Awards
Ms. June Campbell, Dallas/Fort Worth Chapter
Mr. Randy Hansen, Dallas/Fort Worth Chapter
Ms. Cynthia Holliday, San Antonio Chapter
Mr. George Janicello, New York Chapter
Ms. Linda Kelly, New York Chapter
Col Christopher Lamb, USAF, New York Chapter
Ms. Marianne Pomeroy, San Francisco Bay Area Chapter
1192nd Transportation Terminal Brigade, 1190th Deployment Support Brigade (RES)
Navy:
Norfolk Naval Air Terminal
Naval Transportation Center, Navy Supply Systems Command, Norfolk, Virginia (ACT)
Fleet Logistics Support Squadron 58, (VR-58), Naval Air Station, Jacksonville, Florida (RES)
USMC:
Marine Aerial Refueler Transport Squadron 252, MCAS Cherry Point, North Carolina (ACT)
Marine Aerial Refueler Transport Squadron 452, Marine Aircraft Group 49, Newburgh, New York (RES)
USAF:
99th Transportation Squadron, HQ, ACC/LGT, Nellis Air Force
Base, Nevada (ACT)
70th Aerial Port Squardon, HQ, AFRES/DON, Homestead Air Reserve Base, Florida (RES)
USCG:
US Coast Guard Air Station Borinquen, USCG Greater Antilles Section, San Juan, Puerto Rico
NDTA Corporate Distinguished Service Awards
American Airlines
Burlington Northern Railroad
Carlson Wagonlit Travel
Delta Air Lines
Dollar Rent A Car Systems
FedEx
Emery Worldwide, a CF Company
Holiday Inn Worldwide
NDTA Scholarship Award Winners
Landstar System, Inc.
Northwest Airlines
Official Airline Guides
Sato Travel
United Airlines
United Parcel Service
United Van Lines
USAir
Elizabeth Furnari, University of Maryland
Neal T. Clarke, Weber State University
Guy Costley, Weber State University
Alice Kassel, University of Maryland
Christopher Kelly, University of Maryland
Marla Kratus, Clemson University
Tyson Gushiken, Castle High School, Honolulu, Hawaii
Traci D. Hansen, Duncanville High School, Duncanville, Texas
Leslie Lamb, New Dorp High School, Staten Island, New York
Ellen Jean Persechini, Collierville High School, Memphis, Tennessee
BUENA VISTA
PALACE
RESORT
McDonnell Douglas is proud to build the C-17 Globemaster Ill, the world's most capable airlifter.
H O n O r RO 11 of Sustaining Members
These firms support the purposes and objectives of NDTA.
AAR Cadillac Manufacturing
ABF Freight System, Inc.
AMO-American Maritime Officers
AT&T Defense Markets
Air Transport Association of America
Alamo Rent A Car
Alaska Ca!J:fo Transport, Inc.
American Airlines
American Auto Carriers
American Bus Association
American Overseas Marine Corp.
American President Companies Ltd.
American Shipbuilding Assoc.
American Trans Air
Apollo Travel Services
Associated Air Freight, Inc.
Association of American Railroads
Atlas Von Lines International Automation Research Systems
BDM Federal, Inc.
BatteUe
The Boeing Co.
T.F. Boyle Transportation, Inc.
Bristol Associates
Brown & Root, Inc.
Burlington Air Express
COMSAT Mobile Communications
CONRAIL
CSX Transportation
Carlson Wagonlit Travel
CameQie Group
Central Delivery Service-Washington
Computer Data Systems, Inc.
Computer Sciences Corp.
Consolidated FreightwCJY$
Consolidated~ Services, Inc.
Consolidated Traffk Management Services, Inc.
Continental Airlines
Coo~rs & Lyl,rand
Crowley Maritime Corp.
DHLAirways
Dallas & Mavis Specialized Carriers
Delta Air Lines, Inc.
Deutsche Bahn AG (German Railroad)
Diablo Transportation Port Authority of N.Y. & NJ.
District No. 1 - PCD, MEBA
Dollar Rent A Car
Agnew &Associates, Inc.
American Movers Conference
Anteon Corporation
Avis Rent A Car
Bay Ship Management, Inc.
Buena Vista Palace Resort &Spa
CSI Military Services
Century Technologies, Inc.
Choice Hotels International Controlled Systems, Inc
Port of Beaumont
Port of Oakland
Emery Worldwide QUALCOMM
Encompass
Rail Tex, Inc.
Enterprise Rent-A-Car R be Expre I
Evergreen International Airlines, Inc. 0 rts SS, nc.
SAIC
Farrell Lines, Inc. s M I s
FedEx • • • •
GE Aircraft Engines ~d~~onal Laboratories
GRC International, Inc. SafoTravel
Holid'!).' Inn Worldwide, Inc.
Schneider National, Inc.
H ft Hotel d R ts Sea-Barge, Inc. ya s an esor
Sea Containers America, Inc.
Information Technology Solutions Sea-Land Service, Inc.
International Longshc:iremen's Sealed Air Corp. Association, AFL-CIO
Southern Air Transport, Inc.
International Organization, Masters, Southwest Airlines Mates and Pilots
Stanley Associates, Inc.
Labor M t Ma .ti. ,.._ Stevedoring Services of America anagemen n me '"'-"mm.
Landstar System, Inc. TRW Systems Integration Group
Lockheed Martin Aeronautical Systems me C~y
Lockheed Martin Tactical Defense Tactical Vehicle Sr.stems Systems Totem Ocean Trailer Express, Inc.
logistics Management Institute Transgtoup Express
Lykes Bros. Steamship Co., Inc. Tran~ Institute
MAR, Inc.
Maersk Line ltd.
Maritime Overseas Corp.
Matson Navigation Co.
Mavffower Transit
McOonneH Douglas Aerospace
Mercer Transportation Co.
NYP & Associates, Inc.
National Air Cargo, tnc.
National Air Carrier Association1 Inc.
North American Van lines
Northwest Airlines, Inc.
Official Airline Guides
Old Dominion Freight Line, Inc.
Overnite Transportation Co.
PRC, Inc.
Pilot Air Freight Corp.
Regional Patrons
Garrett Container Systems
Global Van Lines
Great American Lines
Green Valley Transp. Corp.
HFS,lnc.
Hertz Corp.
Innovative Logistics Techniques, Inc.
Janerite Services Ltd.
Kalyn/Siebert, Inc.
Management, Consuhing &Research
Trans World Airlif1'S Trism Specialized Carriers
Tri-State Motor Transit Co.
UPS Worldwide logistics
USAir
Union Pacifte Railroad
United Airlines
United Parcel Service
United Technologies Corp.
United Von lines, Inc.
Value Rent A Car
ValuJet Airlines
WORLDSPAN
Waterman Steamship Corp. (Central Gulf Lines)
WorldPort, LA
Military Living Publications
Modem Technologies Corp.
National lnterrent
Omega World Travel
PHH Relocation
PTCG,lnc.
Radian, Inc.
Ruthem Transport Services
Savi Technology
Sea Box, Inc.
Systems & Electronics, Inc.
Techmate International
Thrifty Car Rental
Trailer Bridge, Inc.
TriEnda Corporation
Wang Federal, Inc.
Westin Hotel - Renaissance Center, Detroit
American President Lines, Inc .
Bristol Associates
CONRAIL
CSX Transportation
Emery Worldwide a CF Company
Evergreen International Airlines, Inc.
International Longshoremen's Association AFL-CIO
Landstar System, Inc.
National Air Cargo, Inc.
Sea-Land Service, Inc.
Southern Air Transport, Inc.
United Technologies Corp.
United Van Lines
The above-named corporations are a distinctive group of Sustaining Member Patrons who , through a special annual contribution, have dedicated themselv es to supporting an expansion of NOTA programs to benefit our members and defense transportation preparedness
The LANDSTAR System: Multiple Transportation Companies In One.
Landstar System. The new name for nine of the largest and most established transportation companies in the U.S. - Landstar Ranger, Gemini, Inway, Ligon, Poole, Express America, ITCO, TLC and Logistics. Working together now to make shipping more convenient and effective for you. With Landstar, one phone call to a government marketing representative gives you access to a nationwide network of people and equipment, in over 1000 locations across America, dedicated to getting your loads wherever you want them to go on-time!
Our companies will coordinate your shipments, provide you with up-to-the-minute status reports, including satellite tracking for ammunition and explosive shipments ... and even customtai~ored logistics services to match your special requirements.
Nationwide coverage plus local, personalized service - that's the Landstar System.
Call our 24 hour-a-day Government Offices in Springfield, VA at 800-443-6808, or our Western Region office in Point Richmond, CA at 800-4434348, to find out more about Landstar, the only intermodal system you'll ever need. Let Landstar deliver for you ...
Bookshelf Ideas
Bibliography of Physical Distribution Management, 1996 Supplement by Bernard J. Lalonde and James M. Masters, Max M. Fisher College of Business, Ohio State University; published by Council of Logistics Management Publications, 2803 Butterfield Road, Suite 380, Oak Brook, IL 60521-1156; price $25.
This bibliography is the 27th supplement to the Council of Logistics Management's original Bibliography on Physical Distribution Management. It contains references to material that was published during the calendar year of 1995. It contains a brief summary of articles of interest to distribution management personnel that have appeared in current literature (books, monographs, journals, newsletters and trade publications). This supplement is 72 pages long and provides a complete address for the publisher of each article that is listed in the five categories of information: 1) Integrated Logistics Concepts, 2) Handbooks and General Reference Sources, 3) Functional Analysis (purchasing, inventory, freight transportation, warehousing, materials handling, customer service, international logistics, packaging, traffic management, and third party distribution/supply chain management), 4) Management of the Logistics Function (planning, organizational, information, computer, financial/accounting and human resource applications), and 5) Special Issues (deregulation, productivity, quality, electronic data interchange, bar coding, benchmarking, recycling/disposal of hazard material, supply chain management).
The objective of the Bibliography is to provide a managerially oriented overview of current distribution/logistics literature.
So Many, So Much, So Far, So Fast: The United States Transportation Command and Strategic Deployment for Operation Desert Shield/Desert Storm by James K. Matthews and Cora J. Holt; published by Joint History Office, Office of the Chairman of the Joint Chiefs of Staff and Research Center, United States Transportation Command; available from the Government Printing Office, Superintendent of Documents, PO Box 371954, Pittsburgh, PA 15250; 1996; cost $21 plus shipping and handling; Order Information Desk 202-512-1800.
This book documents the importance of strategic mobility and the performance of the Defense Transportation System to the successful deployment of a large military force to a theater of operations in Southwest Asia. It traces the history of the United States Transportation Command and its operating units, and their use of domestic and foreign transportation assets in the support of Desert Sµield/Desert Storm.
Dr. Joseph G. Mattingly, Jr.
The book contains a •chronology of events, seven
chapters (I-Introduction, II-Strategic Deployment Management, III-Airlift, V-Overland Transportation and Port Operations, VI-Containerization, VII-Operational Support), Conclusion, 10 Appendices, Glossary, Index and Maps. It provides lessons learned and outlines areas of improvement for use in future operations.
This is a well documented history of the performance of the defense transportation system in a major operation and should be of interest to both civilian and military transportation and logistics professionals.
Directory of Logistics Related Courses published by the Council of Logistics Management, 2803 Butterfield Road, Oak Brook, IL 60521-1156. Copes may be received by contacting Janine M Tomczak at (708) 574-0985 or email clmadmin@clm l ,org.
This booklet lists 71 schools that offer logistics related courses, both domestically and internationally. The Council is seeking additional information and would like to include all institutions which offer complete programs and/or those who only have one course in a related area
The directory includes the name of the university or institution, contact name and title, address, phone and fax number, academic major, and tuition costs when available.
United States Shipping Policies and the World Market edited by William A. Lovett, published by Quorum Books, 88 Post Road West, Westport, CT 06881, 1996 cost $78, credit card orders 1-800-225-5800.
The book contains 14 chapters (or essays) which review the long history of United States shipping policy and describes the present challenges, including the increasing use of open register arrangements. Some of the topics receiving coverage are United States labor problems, tort and liability risks, environmental and safety regulations, and coastal and harbor security. The book analyzes options to revive US shipbuilding along with balance of payment implications, and sealift and national security requirements The authors offer a detailed program for US maritime renewal.
The authors intended their book for maritime, national security, international trade, and foreign policy audiences. It is recommended reading for all those who are interested in the national security of their country.
GAO Transportation Reports prepared by the US General Accounting Office, are of specific interest to readers. For copies of GAO Reports or for additional information, contact:
US General Accounting Office, PO Box 6015 Gaithersburg, MD 20760; 202-275-6241
To keep your critical shipments ru nning on tight milita ry ti me, yo u nee d a carrier that won ' t let you down. That carrier is Roberts Express. Our depend able service starts with a pickup measured by a stop watch rather than a ca lendar, and continues non-stop to delivery, with each and eve ry shipment automatically accorded exclusive use of the vehicle Service is performed se ven da ys a week, 24 hours a day
Roberts handles high-leve l explosives, hazardous materials , freight all kinds and uncrated equipment, with transportation protective services to meet your security needs This includes satellite monitoring under the Defense Transportation Tracking System (DTTS ) for the shipper who needs "in-transit visibility"
For your next critical shipment, regardless of size, rely on the ranking leader in high-p riority shipping, Roberts Express . Express Service,
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