Defense Transportation Journal - August 2025

SUSTAINABLE SUPPLY CHAINS TO SERVE AMERICA

NDTA Headquarters Staff

VADM William A. Brown, USN (Ret.)

President & CEO

COL Craig Hymes, USA (Ret.)

Senior VP, Operations

Claudia Ernst Director, Finance and Accounting

Lee Matthews

VP Marketing and Corporate Development

Jennifer Reed Operations Manager

Leah Ashe

Membership Manager

Rebecca Jones

Executive Assistant to the President & CEO

Chloe Baker

Project Coordinator

For a listing of current Committee Chairpersons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at www.ndtahq.com.

EDITORIAL OBJECTIVES

The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense logistics and transportation and the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation, logistics, and distribution by providing readers with:

• News and information about defense logistics and 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 logistics and 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 and logistics. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA.

EDITORIAL CONTENT

Archives are available to members on www.ndtahq.com.

Barbara Parus, Managing Editor, DTJ NDTA

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August 2025 • Vol 81, No. 4

PUBLISHER

VADM William A. Brown, USN (Ret.)

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Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

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By LtCol Matt Verdin, USMC

Dear NDTA Team,

PRESIDENT’S CORNER

Historical Events Can Trigger Rapid Changes in International Relations

VADM William A. Brown, USN (Ret.) NDTA President & CEO

As I write, our military is once again supporting our national objectives in the Middle East. These are busy times to say the least. We are all keeping a close eye on the operations—hoping they add to lasting peace.

The recent US military strikes on Iran evoke memories of events that occurred earlier in my military career. In October 1987, I was a lieutenant on the Spruance Destroyer, USS Leftwich, when we participated in Operation Praying Mantis. The

nian Revolution in 1979—about 45 years. None of us should be surprised that the region reached a culminating boiling point this past June.

Switching gears, I hope everyone enjoys the benefit of the DTJ Almanac Edition published in June. It took a lot of hard work to put it together—so many thanks to our staff, editor, and publisher! The Almanac is a fabulous resource you should keep close at hand.

In this August issue of DTJ, we are highlighting the “Important Matters” each

WELCOME NEW CORPORATE MEMBERS

as of August 11, 2025

PRESIDENT’S CIRCLE

• Cervello Global Corporation

SUSTAINING

• Connected Logistics

• Expedited Transport, LLC

• Extended Stay America Hotels

• Intramotev

• Lion Shipping & Chartering SRL

• My Place Hotels of America

UNIVERSITIES

• University of St. Thomas

for exceptional essay on a logistics and transportation industry topic. LtCol Matt Verdin, USMC, wrote this paper while at the Eisenhower School. I highly recommend you read it because AI is at the forefront of enhancing many of our most pressing supply chain and transportation issues.

shelling operation was in response to the Iranians shooting at US-flagged tankers. The stock market fell that day.

Previously, in 1979, the current regime took power and held US Embassy personnel hostage—threatening to kill them every day. It reminded me how quickly the geopolitical situation can change, thinking about the 10 Iranian Naval Officers who were my classmates while attending VMI. Due to the sudden regime change, they were all granted asylum and are US citizens today.

My point is that this regime has been behind countless terror acts since the Ira-

NDTA Committee has been focusing on over the last year or so. Thanks to our Committee Chairs who dedicate their time, experience, and expertise to working on the issues that matter the most to the government and industry. I hope these summaries stir further engagements and initiatives as we prepare for the NDTA-USTRANSCOM Fall Meeting in October.

Also, in this edition of DTJ, NDTA is publishing “Artificial Intelligence in Defense Supply Chains: Enhancing Resilience and Optimizing Efficiency,” which received the 2025 LTG Edward Honor NDTA Award

In June, NDTA co-sponsored the Surface Force Projection Conference (SFPC) with the Center for American Studies at Christopher Newport University. It was another great event with over 228 registrants, featuring breakout sessions, port readiness meetings, six keynote speakers, three panels, a fireside chat, and an Expo Hall. The SFPC brought together leaders from the US Department of Transportation’s Maritime Administration, FBI, CISA, US Coast Guard, US Transportation Command, Military Sealift Command, Military Surface Deployment and Distribution Command, the military services, and many individual logistics and transportation companies.

Thank you to everyone who participated in making this event a success. You can find action items, slide presentations, and great videos capturing SFPC content for educational and professional development purposes on the NDTA website.

I wish all the best to each of you. Please feel free to contact me at any time if I can be of assistance. DTJ

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Artificial Intelligence in Defense Supply Chains: Enhancing Resilience and Optimizing Efficiency

Bridging the gap between industry advancements and defense applications is critical for success

THE Lieutenant General Edward Honor National Defense Transportation Association Award

FOR EXCEPTIONAL ESSAY ON A LOGISTICS AND TRANSPORTATION

ISSUE

By LtCol Matt Verdin, USMC

The emergence of artificial intelligence (AI) in the United States as an exquisite technological capability has unlimited potential to impact the global security environment by informing national security and defense strategy. The US government’s success in the global AI race is based on how well it partners with industry and allies in this rapidly emerging field. This capability area has already shown its relevancy for US policymakers and strategically impacted the National Innovation Base (NIB), Defense Industrial Base (DIB), and key sectors of the Department of Defense (DoD).

AI development across industry and the DoD has progressed rapidly, but key challenges and strategic differences exist between commercial AI applications and military-specific AI development.

The DoD faces increasing challenges in maintaining a resilient and efficient supply chain to support national security objectives from the depot to the fighting position. Current logistical capabilities, data systems, and supply chain management strategies are not fully optimized to meet the demands of future battlefields characterized by contested environments, near-peer adversaries, and emerging technologies.

Traditional supply chain management approaches have been efficiency driven, relying on centralized, static forecasting models and manual decision-making processes. These methodologies have proven insufficient in the face of dynamic global threats, supply chain disruptions, and the complexity of modern warfare. AI, Machine Learning (ML), and Large Language Models (LLMs) offer transformative potential for improving predictive logistics, real-time supply chain visibility, and risk mitigation. However, the adoption of AI-driven solutions within the DoD has been hindered by issues related to data compatibility, interop-

erability, digital literacy, and integration with legacy systems. The Services across the Joint Force and other logistics enterprises within the DoD lack fully integrated AIenabled decision-support tools capable of providing comprehensive logistics awareness and real-time risk assessments.

ASSESSING THE ARTIFICIAL INTELLIGENCE ENVIRONMENT

On October 24, 2024, The White House released the National Security Memorandum on Advancing the United States’ Leadership in Artificial Intelligence; Harnessing Artificial Intelligence to Fulfill National Security Objectives; and Fostering the Safety, Security, and Trustworthiness of Artificial Intelligence. This Presidential National Security Memorandum (NSM) prioritized the need to accelerate the use of AI for national security by leveraging the accelerated private sector innovation in the NIB to enable the DoD and DIB to improve rapidly.

AI development across industry and the DoD has progressed rapidly, but key challenges and strategic differences exist between commercial AI applications and military-specific AI development. The DoD has recognized the need to

integrate AI into logistics, decision-making, and supply chain management. The DoD Data, Analytics, and Artificial Intelligence Adoption Strategy was released in June 2023, and the foreword by Deputy Secretary of Defense, Kathleen Hicks, addressed the strategic imperatives of properly fielding an enterprise-level data management system that is characterized by resilient sustainment support. Still, adoption has been slow due to security concerns, legacy infrastructure, and interoperability issues.

Meanwhile, the private sector Cloud Service Providers (CSPs), led by companies such as Amazon, Google, Microsoft, and Oracle, have advanced AI applications in predictive analytics, automation, and supply chain optimization at an impressive pace. These companies have competitive government cloud services, but the DoD has slowly adopted a coherent strategy that keeps pace with industry standards. The assessment of the AI environment will be considered from the industry and DoD perspective and broken down into three key sections: data infrastructure and interoperability; AI adoption, experimentation, and implementation speed; AI security, ethical considerations, and risk management.

DATA INFRASTRUCTURE AND INTEROPERABILITY

In industry, AI benefits from cloudbased, scalable infrastructure that enables real-time data collection and processing. Companies like Amazon and FedEx use AI to optimize logistics and predict disruptions in supply chains. AI models in commercial environments are built on standardized, well-structured datasets that

are continuously updated for efficiency and adaptability. Seamless application programming interface integrations and decentralized AI architectures allow businesses to efficiently scale AI models across global operations.

AI in the DoD faces legacy system constraints that prevent seamless AI integration, requiring significant data standardization efforts before AI can be deployed at scale. Cybersecurity and classification barriers complicate AI implementation, as sensitive military logistics data cannot be easily shared across platforms. The lack of common AI interoperability standards across the Joint Force inhibits effective AI-enabled decision-making and logistics coordination. There is a fundamental lack of understanding about lost time and cost savings across the DoD in this realm, which inherently creates unnecessary supply chain risk for the Joint Logistics Enterprise (JLEnt).

AI ADOPTION, EXPERIMENTATION, AND IMPLEMENTATION SPEED

The rapid adoption and iterative improvements characterize AI development in the industry setting, with businesses deploying AI-driven solutions through agile development cycles and cloud computing. AIdriven predictive maintenance and logistics automation have significantly reduced operational costs. Companies can quickly update and retrain AI models based on emerging trends, ensuring continuous improvements and increased efficiency.

Unlike industry, where AI adoption is driven by competition and return on investment, the DoD must balance security, reliability, and ethics, often leading to longer AI development timelines.

The DoD operates on bureaucratic procurement processes and rigid regulatory structures that slow down AI experimentation and deployment. The DoD has made strides in AI experimentation, such as predictive maintenance models tested in the Air Force, but widespread AI deployment is limited by slow acquisition cycles and funding constraints. Unlike industry, where AI adoption is driven by competition and return on investment, the DoD

must balance security, reliability, and ethics, often leading to longer AI development timelines.

AI SECURITY, ETHICAL CONSIDERATIONS, AND RISK MANAGEMENT

Commercial AI development is profitdriven, focusing on user experience, optimization, and automation rather than strict security protocols. AI security in industry is focused on data privacy and fraud prevention, but less emphasis is placed on adversarial threats compared to the DoD. Ethical considerations, such as bias in AI algorithms, are addressed through corporate governance but are not subject to the exact national security requirements as DoD applications.

The DoD must ensure AI models are secure against cyberattacks and adversarial manipulation, requiring robust AI security architecture. Ethical concerns include using AI in lethal autonomous systems, decision-making transparency, and compliance with international laws. AI trustworthiness and explainability are critical, as AI-driven logistics and battlefield decision-making must be interpretable to military commanders. By addressing these three themes, data infrastructure, AI adoption speed, and AI security & ethics, the DoD can better align its AI strategy with national security needs while leveraging industry best practices for innovation.

ANALYSIS OF THE TOP AI CHALLENGES

The role of AI is rapidly emerging around the globe, with the potential to impact warfare drastically, but not without presenting a myriad of challenges related to policy implementation. The rapid pace of AI implementation further compounds the complexity of how the data will be managed from the core or big data in the cloud service to the edge applications used by expeditionary forces in INDOPACOM. The analysis of these challenges from the depot (core) to the fighting position (edge) will outline a series of considerations informed by national policies, DoD strategies, and industry study best practices that will be used to guide the Joint Force toward a more ubiquitous AI environment. The four primary challenges that need to be addressed in enhancing the DoD supply chain through AI are data management,

risk management, integration with legacy systems, and partnership with industry.

DATA COMPATIBILITY, INTEROPERABILITY, AND DIGITAL LITERACY

The DoD's supply chain operates with multiple legacy systems that lack standardization and interoperability across different platforms and services. Inconsistent data formats and siloed information limit the ability to integrate AI-driven decisionmaking and predictive analytics. A lack of data literacy and AI expertise among logistics personnel hinders the adoption and effective use of advanced technologies. This challenge focuses on big data at the core level that has been migrated and stored in a CSP for further analysis. Ultimately, the data owner is responsible for curating data and determining the problem that needs solving or the desired analytics. Understanding these factors will determine the right tool to inform a specific decision.

SUPPLY CHAIN RESILIENCE AND RISK MITIGATION IN CONTESTED ENVIRONMENTS

The DoD's current supply chain is optimized for efficiency but lacks resilience, making it vulnerable to disruptions from cyberattacks, geopolitical tensions, and natural disasters. The increasing reliance on foreign suppliers and just-in-time logistics strategies exposes critical vulnerabilities in wartime scenarios. AI-enabled predictive logistics and risk modeling can help mitigate disruptions, but implementation requires improved data infrastructure and real-time analytics capabilities. The necessity for AI-enabled predictive logistics at the tactical edge will be the difference between mission success or failure, as expeditionary forces in INDOPACOM will face the most critical sustainment challenges.

In February 2025, Rune Technologies, a defense technology company building software to enable military logistics in contested environments at the tactical and operational levels, announced $6.2M in seed funding. “There has been all this investment and all this stellar work by great technology companies in how we fight the force through JADC2 efforts, but now the question becomes: How do we sustain the force?” said Rune CEO David Tuttle.

Current military logistics planning and execution at the tactical and operational levels use analog processes and systems

that served the military well during the Global War on Terrorism (GWOT), but are not as well-suited for the next fight against a potential peer or near-peer adversary. Current planning systems and processes are slow to adapt to the dynamic contested environments expected in future fights; are inefficient, due to missing situational awareness of distribution platforms and in-transit visibility of resources in the battlespace and follow a reactive “pull” model that is incongruent with new doctrines across the Joint Force.

Rune’s flagship product is TyrOS, a next-generation logistics operating system that leverages predictive analytics, AI, and dynamic optimization techniques to transform slow and reactive supply chains into fast and efficient supply webs that adapt proactively and operate at machine speed. Rune’s open and secure platform is engineered for the complexity of denied, degraded, intermittent and latent (DDIL) environments that expeditionary forces are routinely challenged with. Rune’s TyrOS is backed by three of the biggest names in the defense technology venture capital space and has already undergone field testing with multiple services across the Joint force. Systems like TyrOS will be necessary to counter expeditionary forces' sustainment challenges in the future contested operating environment.

INTEGRATION OF AI AND ML INTO EXISTING LOGISTICS AND PREDICTIVE MAINTENANCE SYSTEMS

Predictive maintenance models using AI and ML have successfully reduced costs and improved readiness, yet their integration across the DoD remains fragmented. Current logistics models rely on outdated statistical forecasting methods, which do not leverage real-time data for dynamic decision-making. Bureaucratic acquisition processes, slow technology modernization efforts, and security concerns regarding AI model integrity further limit AI adoption. These slow processes have delayed the effective and timely rollout of AI applications, which have the potential to generate extensive time and money savings with a more efficient workflow.

President Donald Trump’s administration has observed these inefficiencies, and Secretary Pete Hegseth released the DoD memo, Directing Modern Software Acquisition to Maximize Lethality, in March

2025. The memo initially focuses on cutting red tape, working more with private industry, and getting cutting-edge software into the hands of our warfighters quickly before the enemy can adapt. The memo also adopts more flexible contracting tools to speed up innovation and acquisition, allowing the DoD to tap into the best tech available. The cost savings of updated AI and ML software that can be procured immediately will have exponential positive fiscal impacts, reducing operation and maintenance costs that can be reallocated for modernization efforts.

LEVERAGING INDUSTRY BEST PRACTICES FOR DOD APPLICATIONS

Companies such as Amazon, Walmart, and FedEx have successfully implemented AI-driven supply chain optimization, but the DoD has yet to fully leverage these commercial innovations. The DoD must balance the benefits of commercial AI models with national security constraints, such as data sovereignty, cybersecurity, and ethical AI implementation. Establishing partnerships with industry leaders and adapting their best practices to military logistics will be critical for enhancing supply chain performance and operational readiness. Current challenges highlight the need for the DoD to be adaptable, foster better communication and trust with industry, streamline processes, and cultivate a culture that embraces innovation while effectively managing risks.

POLICY OPTIONS

To accelerate AI adoption and enhance supply chain resilience, the following policy recommendations should be implemented.

• Modernize data infrastructure and interoperability standards, establish unified data frameworks, and adopt common interoperability protocols to enable seamless AI integration across DoD supply chains, ensuring real-time data sharing and cross-service collaboration.

• Streamline AI adoption through agile procurement and experimentation, reform AI acquisition processes by implementing agile procurement models, increase partnerships with industry leaders, and expand AI pilot programs in logistics and predictive maintenance to accelerate deployment.

• Enhance AI Security and Ethical Governance and develop robust AI security frameworks, focusing on cyber resil-

ience, adversarial threat mitigation, and ethical AI deployment to ensure AI-enabled logistics remain secure, explainable, and compliant with national security requirements.

• Invest in AI Training and Workforce Development and establish AI-focused training programs for logistics personnel and senior leaders, fostering a digitally literate workforce capable of leveraging AI-driven insights for supply chain optimization and strategic decision-making. Data literacy across the workforce and a top-down understanding of data analytics by leaders in the chain of command will be the primary drivers. By implementing these recommendations, the DoD can transform its supply chain into AI-enabled, adaptive logistics network that enhances force readiness, mitigates supply chain risks, and ensures a decisive operational advantage in future conflicts.

BRIDGING THE GAP

The DoD must rapidly integrate AI, ML, and LLMs into its supply chain to enhance operational resilience, predictive logistics, and real-time decision-making. Achieving this transformation requires addressing key challenges, including data interoperability, legacy system modernization, slow AI adoption cycles, and stringent security concerns. To bridge the gap between industry advancements and defense applications, the DoD must adopt a strategic approach that balances innovation with security, leveraging AI to strengthen supply chain efficiency in contested environments. DTJ

ABOUT THE AUTHOR

LtCol Matt Verdin, USMC, a Greenville, SC, native, holds a BS in Biology from The Citadel, an MA in Leadership Studies from Marshall University, and an MS in National Security and Resource Strategy from The Eisenhower School. With over 19 years of experience in logistics, he has served as strategic advisor to battalion commander in support of combat operations, multinational exercises, and disaster relief operations across multiple continents. LtCol Verdin also teaches supply chain, transportation, and logistics courses as an adjunct faculty member for the Dr. Boston E. Wallace School of Business, American Public University.

Supporting Military Spouse Employment: A Strategic Imperative

By Sharon Lo, Executive Positioning Specialist, SHRM

Frequent moves, deployments, long periods of family separation, and the demands and risks of military service create challenges for military families. These circumstances also often generate long-term consequences for the careers of military spouses.

According to Department of Defense (DOD) data, the unemployment rate for active duty military spouses is around 21% with some sources estimating it as high as 24%. This has remained virtually unchanged for the past decade. The overall national unemployment rate hovers around 4%, so regardless of the exact percentage, all sources point to military spouses facing an unemployment rate at least five times greater than their civilian counterparts.

Appalling as that may seem, it’s only part of the story. Even when spouses are employed, they are often underemployed and underpaid, facing a wage gap of 26%.

A DOD survey shows approximately 60% of military spouses reported being unemployed or underemployed and a Blue Star Families study found the unemployment, underemployment, and reduced participation of military spouses in the labor force costs the US economy close to $1 billion per year.

Financial stability is important to all families, but for military families, financial stability—or the lack thereof—can, will, and does affect the stability of our military forces. This is simply unacceptable. Supporting the ability of our military spouses to find and maintain stable work is not just a nice thing to do, it is a strategic impera-

tive. And, with many industries facing unprecedented talent shortages, it is prudent to recognize how mutually beneficial this can be.

LASTING CAREER EFFECTS

Changing employers every few years means that spouses often miss promotions or opportunities for career growth, contributing to the aforementioned underemployment experienced by many spouses. Over the course of their careers, fewer opportunities and lower wages, including less earned toward retirement, can have a lasting impact on spouses and their families financially.

It can become even more important for individuals to be able to support themselves and their families should their spouse (in this case the military member) be unable

(U.S. Army Photo by Scott Wakefield)

Military Spouse Employment Partnership

The DOD’s MSEP connects military spouses with hundreds of partner employers who have committed to recruit, hire, promote, and retain military spouses.

MSEP connects corporate and non-profit organizations with military spouses representing ALL Military Services, and prepares military spouses to become competitive “job ready” applicants.

Since its inception in 2011, the MSEP has grown to include more than 950 employers and nonprofit organizations. In that time, MSEP partners have reported hiring more than 360,000 military spouses.

For more information visit https:// msepjobs.militaryonesource.mil/ msep/.

to work due to death or disability, or in the event of divorce. This is not limited to military families. But it does mean that should any of these circumstances befall a military family, there is potential for an even greater financial strain due to the possibility that the military spouse is unemployed, underemployed, and/or underpaid.

FLEXIBILITY IS KEY

On average, military families move every two to three years. While it would be ideal for a military spouse to work in a fully remote position or for a company with a global footprint to allow him or her to take their job with them when they PCS, this isn’t often the case.

Regardless of a job’s portability, it is critical for employers to understand that moves, deployments, and other facts of military life may result in spouses shouldering additional responsibilities at home. The flexibility to be able to work while managing your family responsibilities is something all workers appreciate and all employers should strive toward. But for military spouses, the value of having this flexibility cannot be understated.

WHY HIRE MILITARY SPOUSES

Military spouses bring an array of skills to the table. They are adaptable and resilient problem solvers, with a strong work ethic. Having lived, worked, and volunteered in a variety of places and with people around the world, military spouses bring to the table diverse experiences and invaluable global perspectives.

Spouses are also a well-educated group. According to Military One Source, 84% of military spouses have some college education. Approximately 34% have earned their bachelor’s degree and 15% have a post-graduate degree. In addition, many spouses seek out certifications, skills training, and other professional education. While online programs have made it easier to work toward educational and professional development goals, these can also be disrupted by frequent moves.

Until more recently, it was often difficult for spouses to carry professional licenses from state to state. Congressional action, such as the passing of the Military Spouse Licensing Relief Act, has made this easier in a majority of cases, though there is still work to be done.

Department of Defense

Spouse Education and Career Opportunities

The DOD’s SECO program provides education and career guidance to military spouses worldwide and offers comprehensive resources and tools for all stages of your career progression.

SECO’s Military Spouse Transition Program (MySTeP) will help military spouses plan, prepare, and be ready for the life their families want after transitioning out of the military, whenever that time comes. The information, tools and programs highlighted in MySTeP will connect job seekers with the right resources at the right time to help successfully navigate military life at every stage of their service member’s career.

For details, go to https://myseco. militaryonesource.mil/portal/

Hiring Our Heroes

HOH’s career services include events, programs, and career counseling dedicated to connecting world-class military community talent with American businesses of all sizes.

The Hiring Our Heroes journey starts with the organization’s hightouch Career Connector team. These career advisors review event registrant profiles and program applications, refer candidates to available resources, and ensure job seekers are employment-ready and prepared for hiring events.

Also founded in 2011, HOH has helped more than 600,000 veterans and military spouses find employment.

Both employers and job seekers can learn more at www.hiringourheroes.org.

Congressional action to support military spouse careers has brought welcomed change. But, again, that’s only part of the story. Backing up these Congressional efforts requires partnerships, programs, and resources from the government, non-profits, and private sector organizations.

COMBINING FORCES

The January 2011 Presidential Study Directive-9 Report entitled Strengthening Our Military Families: Meeting America’s Commitment, highlighted the need for a unified Federal approach to developing career and educational opportunities for military spouses including increasing opportunities for military spouses to obtain private sector careers.

As a result, in June of that year, the Department of Defense leveraged successful partnerships created under the Army Spouse Employment Partnership by expanding the program to Navy, Marine Corps, and Air Force spouses. The expanded program was called the Military Spouse Employment Partnership or MSEP.

MSEP is a targeted recruitment and employment solution meant to create employment connections that provide companies

Department of Defense

The US Chamber of Commerce

with direct access to military spouses seeking career opportunities and spouses with direct access to employers who are actively recruiting.

MSEP is part of DOD’s broader Spouse Education and Career Opportunities (SECO) initiative, which seeks to strengthen the education and career opportunities of military spouses by providing career exploration opportunities, education and training, employment readiness, and employment connections.

ONCE A MILITARY SPOUSE ALWAYS A MILITARY SPOUSE

There are several other organizations that work with MSEP and SECO that can help organizations tap into the military-related talent pool. I say military-related and not just spouses here because in some cases, the partnerships provide access to a broader cross-section of military family members to include spouses of active, reserve, and National Guard components.

Some SECO resources offer support to dependent military children and other programs offer support to Gold Star Families. In some instances, help is available to spouses of retirees or even families that no longer hold a military affiliation.

One organization that provides a variety of options is the US Chamber of Commerce Foundation’s Hiring Our Heroes (HOH) program, which provides a range of opportunities for current and formerly military-related individuals to find employment. Its stance is “once a military spouse, always a military spouse,” acknowledging the long-term career effects military spouses experience.

EMPLOYER PARTNERSHIPS

There are a variety of ways an employer can get involved. Companies can apply directly to become an MSEP Partner. If approved, the employer partners receive unlimited access to talent, convenient solutions for connecting with spouses and uploading job postings, recognition opportunities, networking opportunities with the DOD and other industry-leading partners, and leadership and partnership development opportunities.

To connect with MSEP, the employer must sign a statement of support committing to increase employment opportunities for military spouses and, when possible, maintain those opportunities as they relocate. In addition, partners strive to provide military spouses who perform well with opportunities for career advancement.

Working with organizations like Hiring Our Heroes is another great option. It is important to note that partnering in these ways is open to all businesses. So, whether you work for a small business with a human resource staff of one, or for a large organization with its own military hiring program, I encourage you to explore how these partnerships can benefit your organization. In doing so, you open your organization to an exceptional group of candidates who may be exactly what you have been looking for.

FROM AN HOH ALUMNA

While I currently work for a human resources association and regularly delve into workforce issues, my connection to this topic stems from my own experience as a military spouse who has faced the same is-

The NDTA family includes a wide number of Logistics & Transportation Industry members who are very interested in hiring NDTA qualified members. For this reason, NDTA provides a Jobs Board for NDTA Members who are seeking a career and need resources.

https://www.ndtahq.com/membership/individual/

sues discussed here. But, about two years ago I connected with HOH and the support provided made a profound impact on me both personally and professionally.

Moreover, I was genuinely impressed by my fellow spouses in the program. They were an intelligent, articulate, thoughtful group of people. Being keenly aware of the labor shortages faced by many of NDTA’s members, I wanted to spread the word on these valuable resources in hopes that you may tap into this talent pool as well.

While it is true that frequent moves, deployments, long periods of family separation, and the demands and risks of military service create challenges for military families, military spouses being unemployed, underemployed, or underpaid as a result is something we have the power to correct. Maybe not completely, but significant progress can be made. I firmly believe that and I hope you do too. Supporting the ability of our military spouses to find and maintain stable work is a strategic imperative that consequently provides a strong group of potential employees for industry. Let’s all do our part to galvanize this winwin scenario. DTJ

ABOUT THE AUTHOR

Sharon Lo has been a military spouse for more than 20 years. She is currently part of the corporate communications team at SHRM, the largest human resources membership organization in the world. For more than a decade she served as Managing Editor of the DTJ

(U.S. Army Photo by Scott Wakefield)

NDTA and the U.S. Warfighter Deployed Globally

TCommittee Updates Are Here!

he following five NDTA Functional Committees will come together during the upcoming NDTA-USTRANSCOM Fall Meeting in open committee meetings to discuss trends, challenges and issues they are focusing on in 2025-26: Logistics and Distribution, Military Aviation Advisory Committee, Military Sealift, Surface Transportation, and Cybersecurity Best Practices. Each committee is chaired by a senior industry leader, supported by a senior government liaison, and operates under its own charter. Committee members include executives from NDTA corporate membership, participants from U.S. Transportation Command, its component commands, and other government agencies.

Committees meet at least twice per year to address operational and policy issues of mutual interest, give the government a window into industry processes, and provide industry a voice in government policy development.

Read what the chairs have to say about their committees’ progress this year.

NDTA Logistics & Distribution Committee Examines the Changing Supply Chain Landscape

By Anne Bradley, NDTA Chair, Logistics and Distribution Committee

Private industry has been a pillar of national security and troop support longer than the United States has enjoyed its independence. The Founding Fathers turned to privateers to attack British naval vessels, and the Continental Army relied on merchants and financiers for munitions, supplies, and credit.

In the 21st century, the partnership between the US military and industry remains foundational. It is bedrock for every assumption and planning contingency about how the nation will deal with threats, deter adversaries, maintain strength, preserve peace, and project power. In fact, the mission of the National Defense Transportation Association and functional committees like the Logistics and Distribution Committee is to facilitate close relationships between government and industry and understand the threat challenges and those associated with change.

What’s different today is that industry is being tested by a new trade agenda, changed political calculus, and the rapid advance of transformational technology. The businesses that make, manage, and move the materiel vital to national defense are struggling to cope with sweeping changes that are rewiring global supply chains.

Companies that make up the national industrial base are re-examining their own assumptions and asking:

• How they can cope with sudden changes in tariffs and other constraints, including retaliatory measures such as export controls by some U.S. trading partners.

• How a new Defense Department bud-

get and priorities will shape logistics and distribution efficiency, and what that means for contractors and the military supply chain.

• How executive orders are altering logistics, and whether businesses can quickly adapt to a fast-changing regulatory landscape.

The supply chain upheaval that began with the COVID pandemic has continued in its aftermath as the United States and China have taken major steps to reduce their strategic dependence on one another by decoupling their economies. U.S.-China friction and other geopolitical forces are accelerating the fragmentation and transformation of global supply chains.

Logistics and supply chain providers can point to any number of real-world consequences. In transportation, we’re seeing greater reliance on costly air freight along with dramatic changes in scheduling, availability, and reliability for ocean freight. In inventory, it’s been about preparing for shocks and contingencies through the use of buffering stock, strategic stockpiles, precustoms positioning, anticipatory purchasing, and cross-border balancing.

To execute better, contractors are deepening relationships with preferred carriers, pushing next-generation tracking and visibility, using technology to spot and navigate capacity and infrastructure constraints, and raising the trade compliance bar for vendors.

Still, there’s no getting around it: the new tariffs and trade barriers are painful. They raise costs, disrupt sourcing, complicate pricing. For anyone managing budgets or supply chains, they’re not just a variable or nuisance — they’re real op-

erational friction.

Unlike B2C and B2B companies, government contractors can’t protect margins by simply passing on the additional costs. Nor can they increase working capital to build inventory, smooth the transition to new suppliers, or cope with mismatches in the timing of payments.

Ultimately, tariffs will force contractors to rethink their logistics and distribution strategies, seeking to strike a balance between cost efficiency, operational effectiveness, and regulatory compliance in an increasingly complex global trade environment.

Organizations that view tariffs as a catalyst for fundamental supply chain transformation will gain a sustainable competitive advantage: For retailers, manufacturers and others, the seismic changes in U.S. trade policy have added urgency to the adoption and integration of AI-driven platforms that can help businesses keep pace, anticipate risk, spot potential supply chain issues, and simulate solutions. The same must be true for defense contractors.

The contractors that can deliver costeffective, resilient, and innovative logistics solutions are the ones most likely to thrive in the new environment. They should focus on:

• Cost-Effective & Innovative Solutions – Contractors that offer AI-driven logistics planning, predictive maintenance, and automated warehousing can gain a competitive edge.

• Reshoring & Nearshoring – The DoD may prioritize domestic or nearshore suppliers to reduce supply chain risks, creating new opportunities for contractors.

• The Regional Sustainment Framework – It can assist with some logistics and sustainment challenges associated with tariffs and DoD budgets, but we need certainty in the budget cycles and

confidence that ITAR challenges can be overcome.

• Sustainable & Energy-Efficient Strategies – Budget shifts may drive demand for sustainable logistics solutions, including alternative fuels and energyefficient transportation.

Taking a Balanced Approach to Achieve Desired Outcomes

On the acquisition front, after years of predictable increases, the defense budget now faces growing scrutiny. Lawmakers must balance competing national priorities, concerns about fiscal sustainability, and evolving security challenges.

The path forward requires a balanced approach that maintains critical capabilities while investing in the technologies and processes that will shape the future logistics enterprise. It demands collaboration across organizational boundaries and between government and industry partners. That, in turn, requires thinking more about outcomes and less about inputs: outcomeoriented planning means more flexible contract structures, more risk-sharing, and the ability to adapt as conditions change.

On April 15, President Trump signed an

executive order directing the administration to amend the FAR as part of efforts to streamline the procurement process and remove barriers to doing business with the government.

No one in industry could disagree with the need to dramatically improve the federal acquisition process. If we want to build resilience into the system, and improve surge capacity, innovation, and forward investment, change is needed. Lowest Price Technically Acceptable (LPTA) and firm fixed-price contracts might work fine for low-risk, commoditized buys, but they fall short when we’re talking about what we need for the future.

Industry can’t be caught flatfooted by future executive orders. EOs are likely to have a significant impact on logistics and distribution, affecting everything from supply chain strategies to regulatory compliance. Unlike legislation that moves slowly through Congress, executive orders can surface overnight and be implemented immediately, leaving contractors to adjust on the flight. Contractors need to focus on:

• Competitive Advantage Through Compliance – Companies that quickly adjust to regulatory changes can main-

tain supply chain continuity while competitors face delays.

• New Market Opportunities – Some EOs promote domestic sourcing, sustainable transportation, or infrastructure investment, opening doors for new business growth.

• Innovation in Logistics and Automation – Regulatory shifts often drive investments in AI-powered logistics, blockchain for supply chain transparency, and eco-friendly transportation solutions.

• Government Contracting Opportunities – Businesses that align with new government priorities may gain access to public sector contracts in areas such as defense, healthcare, and infrastructure.

ABOUT THE AUTHOR

Anne Bradley, based in Alexandria, Va., is currently CEO at Agility Defense & Government Services. She brings experience from previous roles at IDB | Institute for Defense & Business, Agility Defense & Government Services and Agility.

NDTA Military Aviation Advisory Committee (MAAC) Update

By Randy J. Martinez, Chair, MAAC

The Military Aviation Advisory Committee (MAAC) is one of the longest standing sub-committees within the National Defense Transportation Association (NDTA). The MAAC, along with its sister subcommittees, ensures our Nation has the mobilization capability and capacity to deploy and redeploy this Nation’s military anywhere in the world in both peacetime and war. We do this through commercial augmentation across all modes of transportation working directly with the US Transportation Command (USTRANSCOM) and its component commands.

Regarding air mobility, commercial airlines move approximately 95% of all passengers and 40% of all air cargo. We do this in concert with the Air Mobility Command (AMC). In fact, MAAC is an advisory body to support the AMC Commander on general aviation needs and issues. The AMC Commander is the senior government representative on MAAC. This relationship has proven its ability to meet the

Nation’s needs over decades of teamwork around the world during peace or conflict.

That’s a Big MAAC

MAAC is composed of 20 commercial companies that represent the aviation industry far beyond just airlines. MAAC was intentionally structured this way so it would have the broad-based experience needed to properly advise the AMC Commander on critical issues as they arise. Our members come from the following segments of the aviation industry: Scheduled Passenger and Cargo Airlines, Charter Passenger and Cargo Airlines, Part 135 Airlines (small aircraft & helicopters), Original Equipment Manufacturers (OEMs), After Market Service Providers, Freight Forwarders, Aviation Associations, Academia/Research & Consultancies and Autonomous Aviation companies.

MAAC has two committee meetings a year: a spring meeting (in May) hosted by one of the MAAC member companies and a fall meeting (in October) on the last day of the NDTA/USTRANSCOM Fall Meet-

ings. MAAC has one standing subcommittee, Safety and Security Best Practices, which holds multiple annual meetings to ensure we are safe and efficient in moving passengers and cargo from airfields around the world. They have done great work partnering with USTRANSCOM and AMC to ensure the regulations, policies and guidance support our ability to do so in a timely manner when our Nation needs our capabilities and capacity. This subcommittee has a standing update at each MAAC meeting.

MAAC also will charter ad hoc committees, which have a specific timeline to work on important issues affecting AMC and the aviation industry. Over the last 13 years, we have chartered the eight ad hoc committees, each lasting from one year to three years based on the complexity of the issue(s):

• Standardization and Utilization of Cargo Loading Devices

• The Use of Simulation in Training and Currency Events

• Ground Operation Efficiencies

• Crew Rest and Crew Fatigue Rule Making

• Pilot Monitoring

• Use of Big Data for Improved Operational Performance

• Cyber Resiliency for Command and Control of the Organic/Commercial Fleets

• Indo-Pacific Theater Planning

All ad hoc committees were successful in bringing ideas, changes, and operational improvements from their work. Their success stems from the Subject Matter Experts (SMEs) who volunteered from MAAC member companies and DoD with outstanding leadership by the Committee Chair responsible for running and overseeing each ad hoc committee.

A recent ad hoc committee, “IndoPacific Theater Planning,” just completed its work at our recent spring meeting after two-and-one-half years of meetings and briefings to MAAC. They focused on: Cargo Hub Operations, Industry Theater Capability Analysis, Intra-theater Operations (Part 135), Commercial Representatives at AMC, FAA Waiver Issues and War Risk Insurance/Indemnity. This team did a fantastic job addressing the issues with SMEs and providing solid content to MAAC.

Our most recent MAAC meeting was hosted by the National Air Carrier Association in Washington, DC, in May. The agenda below is representative of the issues that are addressed at our two annual meetings.

• Subcommittee Update: Safety and Security Best Practices

• AMC Unclassified Intelligence Briefing

• Ad Hoc Committee Update: Indo-Pacific Theater Planning

• Aviation Industry Capability and Capacity

• Overview and Structure

• Actual/Required Civil Reserve Air Fleet (CRAF) Capability

• Forecasted Commercial Industry Capacity

• Drone Capabilities (Technology Advancements and Future Operations)

ABOUT THE AUTHOR

Randy Martinez was the CEO of three publicly traded companies in the aviation and industrial sector and has served as a board member for four publicly traded companies, numerous privately held companies and several not-for-profit organizations. After 21 years in the Air Force, he retired as a Colonel and Command Pilot.

Military Sealift Committee Update

By Sara Fuentes, Member of the Military Sealift Committee

The Military Sealift Committee has been celebrating a year of maritime momentum. Both Congress and the new Presidential Administration have made it clear that we are a maritime nation and signaling that they are ready to shift the direction of American maritime capacity and make serious, whole of government investments towards that goal.

In the FY2024 National Defense Authorization Act, Congress directed the Maritime Administration to release a National Maritime Strategy. A bipartisan, bicameral group of Members of Congress—Senator Marco Rubio, Senator Mark Kelly, Congressman John Garamendi, and Congressman Mike Waltz— released their “Congressional Guidance for a National Maritime Strategy,” outlining strategic goals around shipbuilding and maritime capacity. MARAD hosted workshops, with input from TRANSCOM, DoD, labor, industry, academia, Congress, and other stakeholders, to provide perspectives and participate in war games to develop their Congressionally mandated strategy.

Congress felt the urgency was strong enough to start drafting legislation. During 2024, the U.S.-flag maritime industry, primarily Military Sealift Committee members, worked closely with a bipartisan, bicameral group of Congressional leaders, including then-Congressman Mike Waltz and Kings Point Academy graduate Senator Mark Kelly on their SHIPS for America Act legislation, providing input, industry perspective, and feedback and they worked through versions of their legislation. Representatives from Senator Mark Kelly’s office even attended the NDTA Fall Meeting remotely to share their draft legislation with Military Sealift Committee members and invited them to meet with Senator Kelly’s team in a confidential setting.

After the election, President-elect Trump announced that Congressman Mike Waltz would become the National Security Advisor (NSA). Members of the committee sent the Congressman a letter, thanking him for his leadership in Congress and encouraging him to consider adding a maritime strategist to his National Se-

curity Council team. Not long after the transition, NSA Waltz appointed a team of maritime experts to the Council, including former professional staff member on the House Armed Services Committee Ian Bennitt, and House Transportation & Infrastructure staffer Cameron Humphrey, among others.

Maritime Gets a Front Seat

In his first joint address to Congress, the President talked maritime and mentioned shipbuilding in this type of national address, signaling a shift in America’s commitment to the maritime industry. He stated, “To boost our defense industrial base, we are also going to resurrect the American shipbuilding industry, including commercial shipbuilding and military shipbuilding. And for that purpose, I am announcing tonight that we will create a new office of shipbuilding in the White House that offers special tax incentives to bring this industry home to America where it belongs. We used it to make so many ships. We don’t make them anymore very much, but we’re going to make them very fast, very soon. It will have a huge impact.”

After this announcement, the President released a significant Executive Order (EO) on Restoring America’s Maritime Dominance. The Executive Order went beyond shipbuilding, stating that America needs “a comprehensive approach that includes securing consistent, predictable, and durable Federal funding, making United Statesflagged and built vessels commercially competitive in international commerce, rebuilding America’s maritime manufacturing capabilities (the Maritime Industrial Base), and expanding and strengthening the recruitment, training, and retention of the relevant workforce…It is the policy of the United States to revitalize and rebuild domestic maritime industries and workforce to promote national security and economic prosperity.”

The Executive Order established an Office of Shipbuilding to coordinate these efforts, led by the NSC staff mentioned above who already have a strong relationship with our industry thanks to their years of public service in Congress. As various government agencies work on the EO-directed Maritime Action Plan to restore our maritime strength, Military Sealift Committee members have been sharing ideas

and suggestions with government agencies as appropriate.

The United States Trade Representative (USTR) also has played a leadership role. The agency had determined that the Chinese government is engaging in unfair practices in its maritime and shipbuilding sectors and made several strong recommendations that will encourage American shipbuilding. Thanks to the significant efforts of this committee and its members,

U.S.-flag carriers involved in any emergency defense program, like Maritime Security Program or Voluntary Intermodal Sealift Agreement, will be exempt from potential fees on foreign-built ships as they provide such an important role in our national security.

Challenges remain—and the Committee awaits to further contribute to national conversations on how best to strengthen the maritime industrial base.

NDTA Surface Transportation Committee Update

By KR McKenzie, Chair, Surface Transportation Committee

The first half of 2025 has been a period of robust engagement for the Surface Transportation Committee between industry and our military partners. The Surface Force Projection Conference was held in early June at Christopher Newport University in Newport News, Va, and brought together industry and military leadership to discuss the challenges of surge deployments through our strategic ports.

Ernest Bezdek, the Ports Subcommittee, the NDTA staff, and our military partners did a wonderful job of executing a highly successful event in a challenging environment. Members from across the Surface Committee will converge on St. Louis to participate in the TRANSCOM EWG in late July. These opportunities strengthen the partnership and lead to the best outcomes.

Tangible Efforts Drive Positive Outcomes

In the uncertain times that we have encountered over the last six months, industry has been attentive to monitoring potential capacity constraints across trucks, rail, and ports. This is particularly relevant given the potential impacts of economic and trade policy implementation on capacity.

The Surface Committee will be focused on pursuing tangible efforts that drive efficiencies and positive outcomes for all parties. One area of focus for the Surface Committee is the development and refinement of “real-world” surge missions across the transportation modes. Industry believes that the development of realistic scenarios and walking through them with our DoD partners is the next step in ensuring that the fourth component is ready when the nation calls us to assist in mobilizing the joint force.

ABOUT THE AUTHOR

Sara Fuentes is the Vice President for Government Affairs at Transportation Institute. She oversees the group’s efforts to educate stakeholders in Washington, D.C., and across the nation on the importance of a strong U.S.-flagged maritime industry.

Another area of focus is a collaborative effort between DoD and industry to ensure that the administrative process is designed to produce the best outcomes. This process begins with the development of accurate unit deployment data and effective capacity management by industry. Both sides have roles to play in this effort and industry looks forward to the continued collaboration with our DoD partners.

ABOUT THE AUTHOR

KR McKenzie, based in Ponte Vedra Beach, Fla., is Director of Sales, Metals and Equipment at CSX. He brings experience from previous roles at Watco Companies LLC, Florida East Coast Railway and the US Marine Corps. McKenzie holds an MBA degree from Carnegie Mellon University – Tepper School of Business.

AIM1: Artificial Intelligence and Member 1st Mobilization of the DIB for Cybersecure Supply Chains

By Ted Rybeck, Chair, Cybersecurity Best Practices Committee

The Cybersecurity Best Practices Committee was created after the 9/11 attacks to address physical and digital threats. Today, the committee’s agenda focuses on AI and Member 1st initiatives to meet a challenge posed by U.S. Transportation Command (USTRANSCOM) Commander, General Randall Reed, USAF, in April 2025:

How do we prioritize the use of AI to cybersecurely strengthen the Joint Deploy-

ment and Distribution Enterprise and deter our adversaries given the reality of supply chain and cyber as domains of war along with land, sea, air, and space?

The Committee centers on using AI to support the mobilization of nth-tier members of the Defense Industrial Base (DIB) serving USTRANSCOM and the Defense Logistics Agency (DLA). We call this AI and Member-1st approach “AIM1” based on the work of industry, higher education, and business association leaders nationwide.

To support our efforts, the Committee engaged cybersecurity, chip, and AI leaders (e.g., Microsoft, CrowdStrike, Nvidia, Groq, Google, Open AI, Esri, Databricks, Snowflake, Palantir, Rhombus Power, Oracle, SAP). Progress continued with a round table discussion to support the DoD and the DIB at the NDTA-CAS Surface Force Projection Conference on June 12, 2025.

Major General David Sanford, USAF, DLA J3 Director of Operations, kicked off the June 12 discussion by video on the importance of a predictive and prescriptive DIB Common Operations Picture (COP).

This supports Joint Chiefs of Staff Chairman Dan Caine's call for strategic outcomes through disruptive innovations with the private sector and other efforts of the committee with Vice Admiral Dion English, USN, Joint Staff Director for Logistics J4.

The Committee’s discussion aligned with General Reed's rallying USTRANSCOM’s private sector partners to use AI and digital twin technologies for redefining how each member of the supply chain collaborates to deter conflict with tooth to tail lethality. Both points fit with Director of the DLA Lieutenant General Mark Simerly’s definition of the DIB’s dependence on a whole-of-nation effort with the private sector.

Responding to the President’s Call for Action

All these DIB mobilization efforts respond to the President's call for strengthening U.S.-based supply chains in conjunction with Secretary of Commerce Howard Lutnick's campaign to upskill the U.S. industrial workforce. The discussion included John Biagioni, CEO of machine shop Lampin Corporation, which received the Fall 2024 NDTA Innovative Logistics Service Award. Biagioni actively works with his Peake Fellow, Mrs. Jamara Richardson,

Ultimately, DIB members will connect with other operators of cybersecure digital twins across each of the 435 Congressional Districts.

a recent graduate and former Army logistics specialist, to advance Lampin’s progress on Cybersecurity Maturity Model Certification and digital twinning. As a pacesetter for coping with contested logistics, Mr. Biagioni has addressed supply chains and cyber as domains of war by preparing to combine capacity with competitive machine shops nationwide for a spectrum of scenarios: surging production jointly when needed or backstopping one another during supply chain disruptions. These efforts contribute to the larger mobilization of supply chain operators to support a public-private

partnership for a DIB COP and build on a nationwide priority spearheaded by U.S. Congressman Jay Obernolte, PhD (R-Calif.), Chair of the bi-partisan Congressional Task Force on AI. Ultimately, DIB members will connect with other operators of cybersecure digital twins across each of the 435 Congressional Districts.

Mr. Biagioni said, “Uniting all the members of the U.S. supply chain is about deterring our adversaries.” Microsoft Engineering AI Community Outreach Lead Karuana Gatimu added, “For Microsoft and the other solution providers, digital twins and cybersecurity are the key to this effort across the DIB because our adversaries already do that.”

Major General Cam Holt, USAF (Ret.), former Air Force Deputy Assistant Secretary for Contracting, has been a pioneer with the Peake Fellowship on the DIB COP effort. From his current vantage point as President of Exiger, a leading Supply Chain Risk Management provider, Major General Holt emphasized that the whole-of-nation urgency of action across the DIB needs to be intensified. Lieutenant General Darrell Williams, USA (Ret.) reinforced that point. After serving as DLA Director, he went on to lead DLA’s counterpart for the British Ministry of Defense, and he now serves as the 13th President of Hampton University adjacent to the Norfolk Naval Base and Fort Monroe. President Williams, who also chairs the Mary S. Peake Fellowship, explained how every higher education

institution nationwide, including all vocational technical programs can provide the talent for this effort to upskill the DIB.

Major General David Sanford summed up the key objectives: “We want Defense Industrial Base COP digital twins that will give all of us the AIM1 benefits of our shared intelligence & innovation across our private sector partnerships including even the smallest member. The United States and our allies want warfighter speed, optimization, and resilience that our authoritarian adversaries just can’t match.” DTJ

ABOUT THE AUTHOR

Ted Rybeck serves as CEO of Venly, a digital platform innovator that spun-off from Benchmarking Partners which Ted founded in 1994. Ted co-led the development of Walmart’s first Internet-based collaboration system with its suppliers. Together with Walmart and supply chain leaders globally, Ted co-led the first open source standard for e-commerce. Ted has supported over 200 multinational collaboration initiatives based on support from U.S. National Institute of Standards and Technology (NIST). As a professor of practice, Ted developed & taught semester-long courses on network collaboration at MIT, the University of Chicago, and the Wharton School.

Mrs. Jamara Richardson, Peake Fellow ’25, speaks with (left to right) Ms. Karuana Gatimu, Microsoft Federal, Lieutenant General Darrell Williams (Ret.), Major General Cam Holt, USAF (Ret.), and Lampin CEO John Biagioni.

Chapter Spotlight

By Chloe Baker

NDTA Chapters are key to the Association’s educational mission, serving as local venues for professional programs, mentoring, community outreach and networking. This issue of DTJ highlights the NDTA Washington, DC Chapter, the NDTA Jacksonville (JAX) Chapter, and the NDTA Houston Chapter with news about recent state leadership changes and chapter networking and professional development events.

NDTA Houston Chapter

The NDTA Houston Chapter hosted a networking luncheon on May 1, 2025, offering industry professionals a valuable opportunity to connect, exchange ideas, and strengthen relationships across the maritime community. The event featured guest speaker LTC Aubrey Ashford, USA, Commander, 842nd Transportation Battal-

NDTA Jacksonville (JAX) Chapter

ion, 597th Transportation Brigade, Military Surface Deployment and Distribution Command (SDDC).

Follow the NDTA Houston Chapter on Facebook at https:// www.facebook.com/ndta.houston/.

The Jacksonville (JAX) Chapter participated in the TALON Networking Dinner on April 24, 2025—a sold-out event—held during the International Propeller Club’s Southeast Region Annual Conference. The dinner's theme was Technology, Resiliency & Trade: Trends Shaping our Region’s Economy.

The NDTA JAX Chapter supported the dinner and sponsored speakers who discussed managing trade fluctuations with data and leveraging networks, as well as the importance of a strong logistics network for resilience in inventory management and distribution optimization during trade volatility.

Stay up to date with the JAX Chapter at https://www.ndtajax.com/.

Recently, Garth Sanginiti, Chief Growth Officer and VP of Government Programs at Anew, accepted the role of Florida State President to act as liaison between the chapters and NDTA headquarters, and to monitor and support the activities and programs of the Florida Chapters. Sanginiti first became involved with NDTA during his tenure at US Transportation Command, both as a Division Chief in the Acquisition Directorate and as Chief Business Management Officer standing up the Enterprise Readiness Center (ERC), working with NDTA and USTRANSCOM’s Fourth Component to address readiness and capacity issues for both peacetime and wartime requirements.

NDTA Washington, DC Chapter

The DC Chapter hosted a luncheon April 16, 2025, featuring speaker Alexander Gorelik, Associate Attorney at Taft Stettinius & Hollister LLP. He explored the topic of “A New Era for Federal Contractors Navigating the Regulatory Landscape in 2025.” Gorelik is an expert in navigating the complex landscape of federal, state, and local government contracts. Before entering private practice, he spent over seven years with the US Department of the Navy, serving in key acquisition roles.

Follow the NDTA DC Chapter at https://www.ndtadc.com/.

Want to get involved with a local NDTA chapter?

Check out our Chapter listings at www.ndtahq.com/ membership/chapters

Or email NDTA HQ at ndtahq@ndtahq.com to get connected.

Be sure to subscribe to The Source email newsletter to stay up to date with all things NDTA!

Garth Sanginiti Steps Up as the NDTA Florida State President

The JAX Chapter sponsored speakers Andrew Lockwood, VP, Solutions Engineering & Client Development, NXTPoint Logistics (2nd from right), and Michael Baudendistel, CFA, Head of Intermodal Solutions, Freightwaves (far right), at April's TALON Networking Dinner.

Surface Force Projection Conference 2025

2024

Highlights

“Challenging the Joint Force Deployment Status Quo –Improving the Large-Scale Deployment Model”

The National Defense Transportation Association (NDTA) and the Christopher Newport University Center for American Studies (CAS) presented the seventh annual NDTA-CAS Surface Force Projection Conference (SFPC) at Christopher Newport University in Newport News, Va., June 10-12, 2025.

The SFPC brought together government and industry logistics and transportation experts, members of the Joint Logistics Enterprise (JLEnt), to focus on the deployment and sustainment of dynamic forces.

The conference featured meetings, breakout sessions, and a fireside chat to discuss topics such as inland waterways, port readiness, and JLOTS operations, along with keynote speakers and panels on optimizing transportation networks and cybersecurity, and networking in the Expo Hall.

Breakout Session: The Inland Waterways Network

A Marine Highway

Mr. Timothy Pickering, Operations Development Manager, US Marine Highway Program, Office of Ports & Waterways Planning, Maritime Administration (MARAD), provided a historical overview of the inland waterways network. This vast system of navigable rivers, coasts and bays spans 12,000 miles of inland waterways and 11,000 miles of intracoastal channels, connecting U.S. industrial hubs and ports.

Breakout Session: JLOTS Gaza Deployment, Employment and Redeployment—Lessons Learned

Moderator: COL Gordon Vincent, USA, Chief, Future Operations, Military Sealift Command, explored the recent deployment of the 7th Transportation Brigade from Fort Eustis via the Newport News Marine Terminal.

Panelists: CW5 Willis Allen, USA, Command Chief Warrant Officer, 7th Transportation Brigade (TBX); CW5 Kyle Blue, USA, Senior Maritime Advisor, 7th Transportation Brigade; LTC Comaneci Walker, USA, SPO OIC, 7th Transportation Brigade; LTC Matt Ferretti, USA, Commander, 841st Transportation Battalion; MAJ Kathleen “KD” Reimann, USA, S-3 Officer, 597th Transportation Brigade; Mr. William “Bill” Burket, Senior Director, MIRT, Port of Virginia; Mr. Alex Sedlacek, Operations and Plans Officer, Maritime Administration

Breakout Session: Irregular Warfare Center

MG Edward Dorman III, USA (Ret.), Executive Vice President and CEO, S10 Consulting, explained irregular warfare (IW) and the logistics and transportation enterprise.

IW is not a lesser form of war. It’s the space where logistics, economic power, and influence are decisive.

Fireside Chat: No-cost Cybersecurity Tools and Services for the Transportation Sector

Moderator : Mr. Gordon MacMillan, CISSP and ITIL4 Strategic Leader

NH-IV, Supervisory IT Cybersecurity Specialist, Chief, Cyber Analysis & Engagement Branch, U.S. Transportation Command, and a panel of government experts shared practical no-cost resources and programs that help organizations enhance their cyber defense.

Panelists : LCDR Hillary Adams, USCG, Maritime Cyber Readiness Branch Chief, U.S. Coast Guard Cyber Command (CGCYBER); Mr. Paul Dandrade, Special Agent/Private Sector Coordinator, Federal Bureau of Investigation; Ms. Genevieve Marquardt, Cybersecurity Advisory, Cybersecurity and Infrastructure Security Agency (CISA)

(Photo credit: VIA REUTERS)

Tuesday Highlights

NDTA-SFPC participants attended breakout sessions and meetings with leadership from the Maritime Administration (MARAD); U.S. Transportation Command; Military Sealift Command; and the NDTA Ports Subcommittee. Networking opportunities included the Chairman’s Reception with remarks from NDTA President and CEO VADM William “Andy” Brown, USN (Ret.), Center for American Studies Co-Director Dr. Nathan Busch, and Christopher Newport University President William G. Kelly.

Ms. Kristina O’Brien, SES, Deputy to the Commanding General, Military Surface Deployment and Distribution Command, set the stage for critical discussions on force projection and strategic readiness.

Mr. William G. Kelly, who has four decades of distinguished service in the U.S. Coast Guard, took the helm as the sixth President of CNU on July 1, 2023.

Mr. Douglas Harrington, SES, Associate Administrator for Strategic Sealift, MARAD, and Chair, National Port Readiness Network (NPRN) Steering Group, spoke at the Opening Ceremony.

TABB High School Navy Junior ROTC Color Guard presented the colors at the Opening Ceremony, followed by the National Anthem.

Opening Ceremony

VADM William A. “Andy” Brown, USN (Ret.), welcomed attendees and challenged everyone to take advantage of the many educational and networking opportunities.

Dr. Nathan Busch, Distinguished Professor of Political Science and Co-Director, Center of American Studies, Christopher Newport University, addressed the audience.

Wednesday Highlights

Following the opening ceremony, keynote speakers discussed the contested environment, deployment operations, global force projection, evolving technology, and future logistics and transportation innovations.

Keynote: Ensuring U.S. Global Power Projection through Maritime Security and Supply Chain Reliability

Federal Maritime Commissioner

Max Vekich highlighted current challenges, strategic priorities, and the role of coordinated efforts in securing vital maritime routes and sustaining global readiness.

Attendees probed speakers with questions.

Panel: Command & Control of the Deployment —

Remind me how that works again

Moderator : Maj Gen Daniel Tulley, USAF, Director of Operations, U.S. Transportation Command, explained how effective command and control (C2) ensures smooth operations and timely execution of missions.

Panelists: COL Steven Putthoff, USA, Deputy Commander, Military Surface Deployment and Distribution Command; MG Edward Dorman III, USA (Ret.), Executive Vice President and Chief Operating Officer, S10 Consulting; Mr. Ernest Boyd, Chief, Force Provider Division, U.S. Army Forces Command, G-35 Plans; Mr. Robert “Bob” Hein, SES, Director, Maritime Operations, Military Sealift Command

Panel: Optimizing Transportation Networks for Strategic Deployments: Analyzing Capacity and Overcoming Limitations in Highways, Railways and Ports

Moderator : Mr. Ryan Samuelson, SES, Brig Gen, USAF (Ret.), led a panel discussion focused on understanding highway, railway, and strategic port capacity and limitations maximizing deployment flow.

Panelists: COL Russell Henry, USA, Commander, 596th Transportation Brigade, SDDC; COL Gordon E. Vincent, USA, Chief, Future Operations, Military Sealift Command; Mr. Kenneth (KR) McKenzie, Director, Metals & Equipment, CSX; COL Michael Cashner, USA (Ret.), VP, Government Services, Landstar Transportation Logistics, LLC; Mr. Timothy Darrah, PhD, PMP, Specialist Master, Strategy & Analytics Government & Public Service, Deloitte Consulting, LLP

Keynote: Winning through Transition: Strategic Framework and Global Operations

Ms. Kristina O’Brien, SES, Deputy to the Commanding General, Military Surface Deployment and Distribution Command, focused on strategic approaches and global considerations for navigating and succeeding during periods of transition.

Keynote: Deploying Large-scale Forces from CONUS

LTG Willard (Bill) Burleson III, USA (Ret.), former Commanding General, Eighth Army, got the ball rolling with his inspiring presentation.

Keynote: Unmanned Aerial Systems (UAS) Policy Concerns

Mr. Michael F. Tierney, Program Manager, DHS Science and Technology Directorate Center for Securing the Homeland, MITRE, identified regulation changes needed for countering drones.

Thursday Highlights

Keynote: Delivering Capacity for LargeScale Deployments

Mr. David (Chris) Fisher, Port Director and CEO, Port of Beaumont, delved into technology innovations, commercial capacity, and capability to meet military requirements.

Keynote: Bringing the Power of Railroad Capacity and Capability to Deploy the Force

Mr. Casey Albright, Senior Vice President, Network Operations and Service Design, CSX, explored the strategic advantages of rail transport for military mobility, including large-scale equipment and supplies.

Panel: Artificial Intelligence and Member 1st (AIM1)

Moderator: Mr. Ted Rybeck, CEO, Venly, and Operations Center Lead for the Mary S. Peake Fellowship, moderated a panel discussion on strengthening cybersecure growth, reliability, and resilience of DIB supply chain members. Read his article on pages 19-20.

Panelists : Ms. Karuana Gatimu, Engineering Director, Customer Advocacy – AI & Collaboration, Microsoft 365; LTG Darrell Williams, USA (Ret.), President, Hampton University; Chair of the Peake Fellowship; and former Director, Defense Logistics Agency; Maj Gen Cameron Holt, USAF (Ret.), President, Exiger; Ms. Jamara Richardson, Peake Fellow ’25; Mr. John Biagioni, CEO, Lampin Corporation; Maj Gen David Sanford, USAF, Director of Operations/J-3, Defense Logistics Agency (not pictured).

Closing Remarks

The SFPC provided attendees with many takeaways and action items for applying their newfound knowledge to keep the momentum going strong long after the event.

COL Steven Putthoff, USA, Deputy Commander, Military Surface Deployment and Distribution Command (SDDC), emphasized how precise coordination ensures readiness, efficiency, and mission success. “SDDC synchronizes decentralized systems,” he said.

Let’s get this Q&A started!

Mr. Ernest Bezdek, Chair, NDTA Ports Subcommittee, and Director of Trade Development at Port of Beaumont, summarized important conference takeaways from Days 1 and 2.

Networking and Expo Breaks

The Exhibit Hall was a place to gather, learn, exchange information, and network throughout the conference.

CHAIRMAN’S CIRCLE

AAT Carriers

Accenture Federal Services

Agility Defense & Government Services

AIR ONE

Air Space Intelligence (ASI)

Air Transport Services Group (ATSG)

AIT Worldwide Logistics, Inc.

Amazon

American President Lines, LLC

American Roll-On Roll-Off Carrier

Atlas Air Worldwide Holdings

Bennett Family of Companies

BRW

C5MI

Carlile Transportation Systems, LLC

Chapman Freeborn International Ltd.

Corporate Travel Management (CTM)

Crowley

Deloitte

DHL Express

Enterprise Mobility

Fairwater

Federated Maritime, LLC

FedEx

Freeman Holdings Group

Gartner, Inc.

Global Critical Logistics

AEG Fuels

Air Charter Service

Anew Solutions

Berry Aviation, Inc.

BNSF Railway Boeing Company

Cervello Global Corporation

Choice Hotels International

CSX Transportation

Hapag-Lloyd USA, LLC

International Auto Logistics, LLC

JET Infrastructure

Kalitta Air, LLC

KGL

Landstar System, Inc.

Liberty Global Logistics LLC

Maersk Line, Limited

Matson

Naniq Government Services, LLC

National Air Cargo, Inc.

Omni Air International, LLC

The Pasha Group

Patriot Maritime

Port of Corpus Christi Authority

SAP Public Services

Sealift, Inc.

SEKO Government, Space and Defense

Sikich

SIXT Rent A Car LLC

Southwest Airlines

TOTE Group

Tri-State Motor Transit Co.

United Airlines

UPS

US Marine Management

US Ocean, LLC

CWTSatoTravel

Echo Global Logistics

Geodis Transportation Solutions

Global Logistics Providers

GMR Transport LLC

ICAT Logistics

National Air Carrier Association

Norfolk Southern Corporation

Ocean Shipholdings, Inc.

PayCargo LLC

SAP Concur

Schuyler Line Navigation Company LLC

The Port of Virginia Transportation Institute

U.S. Bank

Western Global Airlines

Wyndham Hotels & Resorts, Inc.

HONOR ROLL OF SUSTAINING MEMBERS AND REGIONAL PATRONS

SUSTAINING MEMBERS

3Sixty

Able Freight

Admiral Merchants Motor Freight, Inc.

Aimbridge Hospitality

All Aboard America Holdings

ALTA Group

American Bureau of Shipping

American Maritime Officers

American Trucking Associations

Applied Research Associates (ARA)

ArcBest

Army & Air Force Exchange Service

Arven Services, LLC

ATS Secure

Avis Budget Group

Baggett Transportation Company

Bear Cognition

Blue Yonder Defense Solutions

Beltway Transportation Service

Benchmarking Partners, Inc.

Boyle Transportation

Bridgeway Connects, Inc.

Bristol Associates

BTX Global Logistics

BWH Hotels

C5T Corporation

CGI Federal

Coleman Worldwide Moving

Connected Logistics

Construction Helicopters, Inc. (d/b/a CHI Aviation)

Council for Logistics Research

Cypress International, Inc.

D&G Solutions

Dash Point Distributing, LLC

Delta Air Lines

DeSpir Logistics Network

Drury Hotels Company, LLC

Duluth Travel, Inc. (DTI)

EMS Shipping & Trading GmbH

Europcar Mobility Group

Evans Transportation

Everts Air Cargo

REGIONAL PATRONS

Amyx

Apex Logistics International Inc.

CakeBoxx Technologies, LLC

Cartwright International

Dalko Resources, Inc.

Delaware River Stevedores, Inc.

Enterprise Management Systems

Gridiron Forwarding Co., Inc.

Expedited Transport, LLC

Extended Stay America Hotels

FlexCold

Global Secure Shipping

Green Motion International

Green Valley Transportation Corp.

Groundswell

The Hertz Corporation

Hilton Worldwide

Hyatt Hotels

Hylant

IHG | IHG Army Hotels

Intermodal Association of North America (IANA)

International Association of Movers

Interstate Moving | Relocation | Logistics

Intramotev

ISAAC Instruments LLC

Island Hospitality Management

Jacksonville Port Authority (JAXPORT)

Keystone Shipping Co.

Kinedyne Defend

Lansdowne Coach LLC

Leidos

Lion Shipping & Chartering srl

LMI

Marine Engineers' Beneficial Association

Mayflower Transit

McCollister's Global Services, Inc.

Mercer Transportation Company

The MITRE Corporation

mLINQS

My Place Hotels of America

National Van Lines, Inc.

Nika Corporate Housing

Northern Air Cargo, LLC

Omega World Travel

ORBCOMM

Patriot Global Lodging

Paxton Van Lines

Perfect Logistics, LLC

Plateau GRP

PODS Enterprises LLC

Port of Beaumont

Port of San Diego

JAS Forwarding

Langowski Logistics

Lineage

LMJ International Logistics, LLC

Lynden, Inc.

Move One

NorSea Denmark A/S

North Carolina State Ports

Authority

Overdrive Logistics, Inc.

Prestera Trucking, Inc.

Priority Worldwide

Prosponsive Logistics

PTS Worldwide

Radiant Global Logistics

Ramar Transportation, Inc.

Red Roof Inn

ReloQuest

Sabre

SAIC

Savi

Sea Express America Corporation

SeaCube Containers

Seafarers International Union of NA, AGLIW

Sealink International Inc.

Selsi International Inc

Signature Transportation Group

Sonesta International Hotels

Specialized Power Logistics

SSA Marine

St. Louis Union Station Hotel a Curio Hotel

Collection by Hilton

StarForce National Corporation

Steam Logistics, LLC

Stevens Global Logistics, Inc.

The Suddath Companies

Synergy Global Housing

Taft Law

Thinklogical

TMM, Inc.

Toll Group

Trailer Bridge

Travelport

Triton Container International Limited

TTX Company

Uber for Business

UNCOMN

Union Pacific Railroad

United Van Lines, Inc.

US1 Logistics

VisionSafe

Women In Trucking Association, Inc.

World Fuel

XLG Transportation Inc.

Xwing Air, Inc.

PITT OHIO

Port Canaveral

Port of Port Arthur

Solvera Global Logistics

Trans Global Logistics Europe GmbH

UNIVERSITIES

Christopher Newport University

John D. Odegard School of

Aerospace Sciences

Maine Maritime Academy

McKendree University

NC State University

Purdue University

Saint Louis University

SUNY Maritime College

University of Missouri - St. Louis

University of St. Thomas

U . S . - fl a g t r a n s p o r t a t i o n &

l o g i s t i c s s e r v i c e s f r o m A m e r i c a ’ s

l e a d i n g R o - R o c a r r i e r

We celebrate those who always strive: to rise higher, push through every boundary, and overcome every obstacle