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February 2006 • Vol 62, No. 1
PUBLISHER
LTG Ken Wykle, USA (Ret.)
EDITOR
Kent N. Gourdin
MANAGING EDITOR
Karen Schmitt karen@ndtahq.com
CONTRIBUTING EDITOR
Denny Edwards
CIRCULATION MANAGER
Leah Ashe
PUBLISHING OFFICE NDTA
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PRODUCTION MANAGER
Ken Massey
GRAPHIC DESIGN
Debbie Bretches
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Don Perkins
Advertising & Production Carden Jennings Publishing Co., Lid 375 Greenbrier Dri ve, Suite 100, Charlottesvi lle , VA 22901 (434) 817-2000, X 143 • fax: (434) 817-2020
CARDEHJEN~~ PIJBUSMING
DEFENSE TRANSPORTATION JOURNAL (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association, a non-profit research and educational organization; NDTA, 50 South Pickett St., Suite 220, Alexandria, VA 22304-7296, (703) 751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, VA, and at additional mailing offices.
SUBSCRIPTION RATES: One year (six issues)S35 Two years, $55. Th ree years, $70. To foreign post offices, $45. Single copies, S6 plus postage. The DTJis free to members. For details on membership, visit www.ndtahq.com.
POSTMASTER: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296
Karen Schmitt
EDITORIAL REVIEW BOARD
I ANO EDITORIAL OBJECTIVES
Dr. James M. Daley, Dean, Helzberg School of Management, Rockhurst University, Kansas City, MO
William J. DeWitt, Teaching Professor, R.H. Smith School of Business, University of Maryland
Dr. Kent N. Gourdin, Director, Global Logistics and Transportation Program, College of Charleston
COL Norbert D. Grabowski, USA IRet)
Maj Gen John E. Griffith, USAF (Ret.), Transportation Logistics Consultant
Richard H. Hinchcliff, Consultant
Brig Gen Malcolm P. Hooker, USAF IRet.), Member, Board of Directors, NDTA
Dr. Joseph G. Mattingly, Jr , R.H. Smith School of Business, University of Maryland
Whitefield W. Mayes, P.E., President and Chief Engineer, Mayes and Associates PLC
Prof. Gary S. Misch, US Naval War College (Ret.)
Lt. Col Anne T. Peck, USAF IRet.)
Dr. Richard F. Poist, Jr., Professor, Transportation and Logistics, Iowa State University
MG Harold I. Small, USA IRet.), Consultant
COL Joseph A. Torsani, Jr., USA IRet.)
Dr. David Vellenga, Director, Carl A. Gerstacker Liberal Arts Institute for Professional Management, Professor of Economics and Management, Albion College
EDITORIAL OBJECTIVES
The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense transportation and the partnership between the commercial transportation indust ry 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 transportati on 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, or NDTA.
EDITORIAL CONTENT
Far correspondence including feature manuscripts and books for review, write:
Dr. Kent N. Gourdin, Editor DTJ Director of the Global Logistics & Transportation Program , College of Charleston , Charleston, SC 1843) 953-5327 • Fax : 1843) 953-5697 gourdink@email.cofc.edu
Government, Corporate , NDTA and Chapter News, Almanac Input, Mini-features, and all other departments, send news and photos to:
Ms Karen Schmitt, Managing Editor, DTJ NDTA
50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 (703) 751-5011 • Fax: (703) 823-8761 karen @ndtahq.com
A-35
Get Active & Participate!
Ms. Lori Leffler Brooks, A-35 Chair Manager, US Government Sales The Hertz Corporation
2005
was a great year for NDT A, and especially for our A-35 Committee! The Association hosted one of its finest Forums in recent memory in beautiful downtown San Diego, right on San Diego Bay. The A-35'ers that attended are unanimous in their praise of the event. I mentioned the 2005 Forum in detail in my last column, but one of the things I want to add are my kudos to the relatively new San Diego Chapter that managed to revive and reorganize itself in support of the Forum-all in a very short time frame. A special "hats off" to Mark Bauckman, Mike McVeigh, and Dale Vandergaw and all the hard-working San Diego Chapter members for their inspired commitment and steadfast determination to make San Diego 2005 a roaring success. They certainly succeeded.
This will be a tough act to follow in Memphis. But judging by several of the exciting ideas that are in the planning stages right now, Memphis will stamp its own brand of success on the 2006 Forum. Which brings me to my first point. We need all A-35'ers to start thinking RIGHT NOW about the various roles we can play in Memphis. Using our newly approved logo with its four supporting pillars as a guide, let's try to plan activities in all four areas:
1. PROFESSIONAL OPPORTUNITIES. This will be a major discussion subject that I will bring to the table at the 2006 Forum Planning Meeting in Washington, DC. If any of you would like to attend this meeting as an observer, please let me know. I also need your suggestions as to which professional opportunities we should pursue in 2006.
2. SELFLESS SERVICE. A marvelous project awaits us in Memphisthrough the world famous St. Jude's Children's Hospital located just blocks from our Forum hotel. We could consider organizing a blood drive for the Hospital to support their fund raising theme, "If you can't give Green, give Red." More details will come, but let me know you thoughts!
3. NETWORKING and
4. MENTORSHIP are both pretty well covered with our leadership breakfast and our table hosting at the Chairman's Awards Dinner. But we are always looking for new ideas in these areas.
I am predicting great successes for the A-35 Program in 2006. I encourage each of you to get active, participate, suggest and recruit new members and volunteers, and start planning now to attend the Memphis Forum! OTJ
With this issue of the DTJ, the Editorial Review Board will lose long-time member, Professor Clinton H. Whitehurst, Jr. Professor Whitehurst has faithfully served the Journal and NDTA for more than two decades He has been a part of the editorial team ever since it was first established in 1982 and founded a student chapter at Clemson University where he is currently Senior Fellow-Strom Thurmond Institute of Government and Public Affairs. In 1982, he chaired a subcommittee of the Career Education Committee that developed the Association's Merit Scholarship program, and in 1991 he received NDTA's Educator's Distinguished Service Award. His dedicated commitment to the Association has touched our hearts and minds. In addition to numerous scholarly publications on defense transportation, he has contributed insightful reading to NDTA members over the years
Professor Clinton H. Whitehurst, Jr.
IAmerica's Shrinking M ilitary
Dr. Kent N. Gourdin, Editor DTJ Director, Global Logistics and Transportation Program College of Charleston
n the middle of July, folks in Charleston, SC, were able to cross the Arthur Ravenel Jr. Bridge over the Cooper River for the very first time. Under construction for almost four years, the eight-lane edifice replaced two aging spans (one of which was so old and unsafe that many refused to use it) with a soaring structure that is both a joy to drive on and to look at. After watching the new bridge slowly take shape over the past several years, we are now being treated to the sight of the old ones coming down, a process that will be completed in approximately 18 months. Clearly, constructing something takes much longer than destroying it, a point that has been brought home by recent developments at the highest levels of the Department of Defense (DoD).
The Mobility Capabilities Study (MCS) released in November concluded that a transport force structure planned before 9/11 will be sufficient to meet military needs through 2012. In line with that conclusion, officials are proposing to halt further buys of the C-17 and C-130J airlifters by the end of the decade while retaining the entire fleet of (problematic) C-Ss. This surprising turn of events is of grave concern for several reasons . First, if plans articulated in the MCS are adopted, Boeing would immediately begin the process of shutting down their production facilities. Relatively quickly, such actions become irrevocable which means that future airlift needs would have to be met either with US-built aircraft designed to meet commercial needs or planes made outside the United States. Unfortunately, while the Europeans have been working on a tactical airlifter, there is no strategic military transport being manufactured or even contemplated outside of the US.
Second, this course of action would place an even greater burden on our airlines and the Civil Reserve Air Fleet (CRAP). Though things seem to be slowly improving for US carriers, the industry is not out of the woods yet.
Many airlines are paring fleets and schedules as they move to cut costs and rationalize routes. Unfortunately, such changes do not bode well for a CRAP that may be called upon to provide higher levels of both peacetime and contingency support to the DoD. Finally, given the sweeping mission changes that resulted from the emergence of terrorism as a national threat on September 11, 2001, I have a hard time accepting any future military transport requirements that rest on life as we knew it before that date.
In a similar vein, the Army is weighing options that would scale back its planned growth by at least one activeduty and six National Guard brigades over the next year to keep its modernization programs on track. Taken in concert with the MCS and 2005 Base Realignment and Closure Committee recommendations, I think many people are again wondering if we are cutting our military capability too much too quickly. I recall having similar thoughts in the early 1990s as base closures and
huge active duty force reductions changed the face of the DoD. Of course, the nation has continued to meet its military responsibilities, including those erupting out of 9/11, my fears to the contrary. But the burden on Reserve and National Guard members has significantly increased as the active force has gotten smaller, which seems somewhat paradoxical to me.
So, maybe I just shouldn't worry about these things. But, of course, I will. To specify future manpower and equipment needs based on plans made before 9/11 seems extremely shortsighted to me. From the point of view of the Defense Transportation System (DTS), even talking about ceasing production of our primary strategic and tactical airlifters without a comprehensive vision for what the future holds is cause for much concern. I hope that, upon further reflection and study, senior leaders will rethink that decision and propose a future force structure that increases transport resources rather than decreases them. DTJ
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PRESIDENT'S CORNER
LTG Ken Wykle, USA (Ret.)
NDTA President
Tie 2005 hurricane season has long mce passed, and forecasters are !ready making their predictions for the 2006 storm season. The purpose of this issue's President's Comer is to illuminate ways that our response and recovery to a natural disaster can improve. Katrina, Rita, and Wilma taught us valuable lessons-about being prepared, about having a plan, about implementing the plan, and how government, businesses, and individuals respond.
While we can prepare for natural disasters and take necessary steps to survive and minimize damage, the event itself generally cannot be prevented. Our efforts can only minimize the effects. It is necessary to prepare for natural disasters and important to have a response and recovery plan. I want to share some brief ideas (Five Steps to Recovery) that may be of value to our members and chapters, as they work with communities and businesses to think through response and recovery processes.
First, immediately after the event, an "on site" OPERATIONS CENTER must be established. The center should be led by an individual with the authority to make "on site" decisions and who has clearly-established lines of authority arid communications with the appropriate local, state, and government agencies. The leader must be visible to the public, "on the ground" assessing the damage and determining needs. This person must lead from the front-there is no substitute for personally seeing, smelling, and feeling the environmentso that requirements can be correctly identified and tasks effectively assigned.
The operations center staff may be
organized similarly to that of a military organization: Human Resources (G/S-1 Personnel), Information (G/S-2 Intelligence), Operations (G/S-3 Operations), and Logistics (G/S-4 Logistics). There would be a human resources office to manage assigned personnel and to account for volunteer organizations. The traditional military intelligence function would be an information collection office-a "clearing house for field reports," noting conditions throughout the impacted area. The operations office would use the information provided by the human resources and the information staff to direct operational assets into the areas of greatest need. The logistics staff will acquire and provide the assets necessary to conduct the operationslabor, maintenance/repair, construction, hospitals/medical, and evacuation of injured, supplies, transportation, and services. Special staff should be included as necessary.
Second, the focus and effort needs to be on the SAFETY AND SECURITY of the survivors-identifying those who need medical assistance, conducting rescue operations and evacuation, and then securing the area. The emergency response organizations should perform this function-fire departments, police, and when necessary, the National Guard and Coast Guard.
After the operations center is established and people are safe and secure, the focus is on providing WATER, FOOD, AND SHELTER for those who require this assistance. These resources and services may be provided by nongovernmental organizations (NGOs)-
the American Red Cross, other non-profit organizations, churches/religious organizations, industry, private citizens, and state and federal government. It is critical for this effort to be quick and well coordinated-the "on site" leader and a knowledgeable, efficiently functioning operations center staff is key to success.
The fourth focus area is to repair and restore the UTILITIES. Once citizens are safe, secure, and have the basic essentials to survive, the restoration of electricity, communications, clean water, natural gas, sewage, and sanitation demonstrates progress and raises morale.
The fifth area is reopening public FACILITIES that enable the community to return to "normal life." These may include hospitals, schools, the fire departments, other essential public service and emergency facilities, and finally commercial businesses.
Limited editorial space does not permit a more fully-developed document-that is not the intent. Neither has a clear timeline from start to finish been proposed. Each disaster scenario is different. Some of these steps may overlap, or they may be conducted simultaneously. It may take weeks, months, or even years to complete all of the steps. The purpose is to provide a framework within which to think about response and recovery after a natural disaster. Using this framework, each chapter or community can develop the detailed response and recov·ery plan for their particular geographic area and most probable natural disaster-hurricane, tornado, earthquake, flood, fire, etc.
Included with this issue of the DTJ is a special supplement-RFIDefense. RFID is a technology that is in the forefront of supply chain management.
continued on page 32
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ss Northern Lights A LESSON IN COMMITMENT
The SS Northern Lights, a Ponce Class steamship purchased by Totem Ocean Trailer Express (TOTE), was stretched and refurbished to enter the Alaska trade in 1993. But in February 2003, she was set to task on another mission.
Military Sealift Command chartered the vessel and crew to aid in Operation Enduring/Iraqi Freedom-to load military cargo in San Diego and deliver the goods to Southwest Asia in support of Operation Enduring Freedom.
Seafarers aboard SS Northern Lights wear protective gear as the ship survives a missile attack and many more alerts while unloading in Kuwait
Captain Jack Hearn was the Master on board at the time SS Northern Lights was summoned to action. He kept a detailed log of activities that have been published in the Tacoma News Tribune, The Marine Digest and The American Maritime Officer. The following excerpts vividly share the experience as the crew of 26 mariners, plus a 12-man security detachment of US Marines, faced the early days of warfar from their home base in the Pacific Northwest. On February 22, 2003, they were bound for the Port of Kuwait with a full load of military hardware and anxious of what lay ahead
MASTER'S REPORT 3/20
The night before arrival, March 19, the ship navigated the remaining miles at slow speeds due to heavy shipping traffic. The Northern Lights maneuvered to avoid scores of ships departing the impending war zone of the Persian Gulf. Naval ships, "coalition war ships," intermixed in the areas and complicated radar plotting. We passed an aircraft carrier in full operation, launching jets and, later, receiving returning aircraft. A naval helo carrier, restricted in her ability to maneuver, requested the Northern Lights turn away. We suspected that these ships were already in full battle operation.
Though the moon was full and bright, visibility was reduced to less than two miles due to the regional dust storms. The radio traffic was awful. Coalition war ships repeatedly called merchant vessels to ask them to identify themselves. Additionally, the "cat-calls" of local Arab fishermen and oil field workers on the VHF channel screamedtruly screamed taunts and jokes.
The first SCUD alert occurred at 1245 while Kuwait Customs was still clearing the Northern Lights. The harbor siren sounded the warning. Military personnel donned gas masks as they had trained. The captain ordered ship's personnel to don gas masks and proceed to emergency stations. The ship's emergency stations were designated shelters.
1325: SCUD/gas alert-US Naval port security elevates attack preparations in the port to MOPP 2 level for CBRD (chemical, biological, and radiological defense) training. Crew dresses in CBRD protective clothing, keeps masks ready and with them at all times. The crew would remain in CBRD gear until the evening of departure on March 22. They would eat and sleep and work (in the gear). "Forget showers," I am required to tell them. "Keep your gear on, masks ready."
1530: SCUD/gas alert-Ship's crew responds well to alert, mustering is in quick control. Military forces aboard ship and within running distance of ship use interior ship's spaces for shelter.
2215: SCUD/gas alert-No warning siren given to alert personnel to seek
The DTJ also salutes TOTE, the SS Northern Lights , and her crew with a reprint of the recognition letter from the United States Transportation Command (USTRANSCOM). TOTE participates in the Voluntary Intermodal Sealift Agreement (VISA) program, which provides the defense community with access to commercial tonnage to move cargoes during time of war or national emergency. The SS Northern Lights mission highlights the important national defense role served by the US merchant fleet.
shelter. The percussion blast of nearby missile explosion impacts and moves entire ship at her berth. No damage or injuries occur. Ship's crew and military personnel on the dock witnessed the missile strike and over a hundred personnel run the entire length of the pier for shelter within the ship ...
MASTER'S REPORT 3/21
0001: SCUD/gas alert-Just after midnight, MSC orders the cargo ramp deployed. All hands again on deck for ramp deployment. Crew again bravely remained on deck until ship's cargo and ramp equipment were safely secured.
Captain Jack Heam
0113: SCUD/gas alert-Crew returns on deck to deploy ramp Work is again interrupted by the attack.
0220: SCUD/gas alert-Once more, the crew secures tools and ship's cargo gear for the attack. They tiredly return following the attack to finally deploy the ramp. Cargo discharge commences at 0320.
0920: SCUD/gas alert-Once again, Chief Cook Rey Telmo is found in the galley during the emergency muster. He is wearing protective clothing and gas mask but continues to work preparing food. In addition to crew meals, the ship's galley provided as many meals as possible to military personnel.
1335: SCUD/gas alert-Cargo work is again interrupted. Chief Engineer Tony Vazquez guides Navy ordnance UNITED STATES TRANSPORTATION COMMAND
26 October 2005
Mr. Robert Magee
Totem Ocean Trailer Express, Inc.
32001 32 nd Ave South, Suite 200 Federal Way Tacoma, Washington 98001
Dear Mr. Magee
As we near the end of our charter for SS NORTHERN LIGHTS, I want to recognize and thank you, your company, and the officers and crew of SS NORTHERN LIGHTS for your superior support.
Early in the Iraq deployment, the Military Sealift Command (MSC) sought commercial support and your company answered the call. Since 18 February 2003, six weeks after the start of the deployment of forces to Iraq, SS NORTHERN LIGHTS was under charter to MSC. She continuously operated In support of US forces since that time, never missing a commitment. No other ship, government-owned or commercial, has operated as long in support of these critical operations.
During the charter period SS NORTHERN LIGHTS made 2S voyages and 49 port calls. She carried 12,200 piece of military gear totaling 81,000 short tons and covering over 2 million square feet.
Those statistics clearly demonstrate the value that the US flag shipping industry brings to the Defense Transportation System. At 200,000 sq ft of cargo space, this ship has nearly the capacity of the Fast Sealift Ships, has speeds approaching those of the Navy's Large, Medium Speed RoRo Ships, and had a perfect record of reliability. Having this asset enabled us to improve readiness by keeping ships of the Ready Reserve Fleet available for other contingencies as needed
You and your team of professionals showcased the US flag industry at its best. Again, thanks for a job well done.
divers checking the hull for explosives. Dive operations are suspended during the attack.
2318: SCUD/gas alert-Cargo work interrupted. The crew is mustered in the same amount of time as daytime alerts. They've been sleeping in protective clothing and report quickly with gas masks on
MASTER'S REPORT 3/22
0940: Chemical alert-Once again, no siren alerts the port. A car drives down the dock blasting three short honks on the horn, repeatedly The signal is recognized, the driver is wearing a gas mask. Then the port sirens sound. Personnel in all areas calmly drop their tools, don their gas masks and move to shelters.
Cargo is almost completely discharged. The ship is scheduled to depart at 1700. U is amazing that the ship's crew has adapted to wartime conditions within 48 hours. There are no complaints of fatigue though the overworked crew has not slept peacefully for days. There are no complaints of danger though the attacks have been steady. Not one man has suggested not leaving the port until the area is secured and deemed safe. As the work of US Armed Forces proceeds into Iraq, the ship's work and support continues.
Camaraderie with military personnel is extremely friendly. My crew guides military cargo handlers on the ship and they chat like neighbors. At the same time, I see crew handing out food and snacks, sharing MREs (meals ready to eat), and grabbing military issue bottles of water from the pallet loads left on the dock. The quarters are open to military visitors and rooms are left available to provide showers. Hats are tradeddesert camouflage hats for ball caps. Presents are given-even items as small as a soft dpnk or .a package of cookies. Once of the soldiers approached me saying, "Sir, are you the captain?" "Yes," I said. We shake hands. "Thank you for being here with us, 11 he said.
NOR~~ 1 N _.5;HWART2 General, USAF Comamander
I have an ordinary crew, regulars and mostly seasoned in the rugged Alaska trade. Many of my crew are foreign born; quite a few are of Arabic heritage. I know they've done well, worked hard, and given whatever they could to help this cause. This is where the crew of this ship wanted to beright here with these men and women. As professional merchant mariners and as Americans, we feel honored to be here. OTJ
ARMY 'SMOVEMENT TRACKING SYSTEM
Provides Lifesaving Technology for Logistics Vehicle Operators
By COL David W. Coker and LTCJeannetteJones
For more than three years the Army's Movement Tracking System (MTS) has enabled Combat Service Support (CSS) Soldiers to communicate in real time with other MTS enabled vehicles and control stations, providing Soldiers the capability to send and receive instant messages and track a vehicle's exact location. The system supplies vehicle operators
All agreed that MTS required only minor tweaking to make it compliant for military use-but its impact on Soldiers in the field has been immense. capabilities available in their vehicles provided a
sense of security that improved how they performed in the field.
allowing vehicle operators and commanders to communicate and providing complete in-transit visibility of logistics assets. Leaders can pass critical information, routes, mission changes and other information to their Soldiers while they are conducting missions.
MTS is a product of the Program Office Logistics Information Systems (LIS), under the Army's Program Executive Office for Enterprise Information Systems (PEO EIS). Procurement for the system
The initial fielding of MTS was the first time the Army used GPS satellite technology to communicate and achieve complete in-transit visibility.
began in 2001 using commercial off-theshelf (COTS) software and was initially fielded in 2002. The system exists in two configurations: a mobile device that's mounted to any tactical wheeled vehicle and a laptop control s'tation used at headquarters locations. It continues to be a relatively inexpensive endeavor-the commercial product and their leaders back at their specific headquarters with National Geospatial-Intelligence Agency maps, Global Positioning System (GPS) location data and L-band (long band) satellite two-way text messaging. MTS technology bridges the communication gaps that have existed for years in the CSS community,
MTS supplements FM radios, which are too few and far between in CSS units, have unpredictable signal strength in longrange and mountainous environments, and have no in-transit visibility capability. Operation Iraqi Freedom (OIF) has greatly increased the need for MTS as a critical link in controlling and monitoring logistics convoys in Iraq. Currently there are over 10,000 MTS devices fielded world-wide-almost 6,600 in Iraq alone-and the numbers rise everyday to
Left: MTS Transceiver Mounted on Palletized Load System (PLS)
units anxious to use its critical support functions.
FIELDING AN MTS UPGRADE
Army logisticians, vehicle operators, and personnel at major commands got a new tool for the new year when the Army began fielding MTS+ software and hardware upgrade packages in CONUS in November 2005 and OCONUS in December 2005. As a result, MTS now features an embedded GPS card and RFID interrogator in a new L-band satellite transceiver. These enhancements improve the system's anti-jamming characteristics without the need for external GPS components and allow control stations to track and redirect cargo as it travels on a convoy through the battlefield.
Currently, all MTS enhanced vehicles, whether newly equipped or upgraded, are receiving MTS+ software with RFID cargo tracking capability. Vehicles receiving MTS devices for the first time also are installed with cutting-edge, more rugged hardware, featuring an upgraded mouse, touchscreen monitor, and 911 panic button. The panic button allows an operator whose vehicle is under attack to alert other vehicles equipped with MTS and commanders with a single push of a button. The distress signal provides responders the vehicle's exact location and its bumper number.
In November, COL David W. Coker, Program Manager of LIS, and
Soldiers voiced appreciation for MTS support sites, whose staff provides customer services including installation, system maintenance and repair, system training, and general support activities. Users also appreciated the support staff's understanding of the critical nature of MTS technology and the team's ability and willingness to do whatever it takes to ensure Soldiers can maximize the device's functionality to complete their missions.
LTC Jeannette Jones, MTS Product Manager, spent two weeks in Iraq and Kuwait demonstrating the MTS+ upgrade to Army commanders.
LTC Jones addressed concerns about the two versions' compatibility by conducting demonstrations and briefings that detailed the transition plan during the MTS+ integration. MTS and MTS+ were created by the same contractor and designed to be extremely compatible. When the program was conceived, the long-term vision included a strategy for preplanned product improvements, making the current upgrade installations a very smooth process.
In all, LTC Jones' team participated in three MTS+ demonstrations for the logistics community in Iraq and Kuwait, including presentations for BG Rebecca S. Halstead, the new Commanding General for the 3d Corps Support Command, and BG Raymond V. Mason, Command General AMC-Southwest Asia/C4 Coalition Forces Land Component Command, who ultimately decided the fate for MTS+ fielding. These demonstrations not only resulted in a fielding decision for MTS, but also in the request to begin fielding immediately so Soldiers could benefit from the upgrade as soon as possible.
While in Iraq and Kuwait, COL Coker and LTC Jones also visited with MTS users and support staff and spoke to them about how MTS technology has affected their jobs. The
Soldiers relayed how MTS technology helped their convoys avoid roadblocks and other hazards, many stating that its functionality had saved their life or a life of a fellow Soldier. All agreed that MTS capabilities available in their vehicles provided a sense of security that improved how they performed in the field.
LONG-RANGE IMPACTS OF MTS
The Army-or Soldiers on the battlefield, for that matter-isn't the only organization benefiting from MTS technology. A number of other programs and implementations have already been found for MTS:
Blue Force Tracking
The success of MTS' on-the-move satellite communication capability has had a dramatic and sweeping effect on the combat arms and joint community, including Force XXI Battle Command Brigade and Below (FBCB2). When FBCB2 first saw MTS in action, it demanded the same technology for its own use. For a while, FBCB2 utilized MTS systems to track ally movement, but as that became more of an obstacle to logistics personnel performing their own duties, FBCB2 developed their own similar system, the much lauded Blue Force Tracking (BFT). Currently, MTS has a one-way situational awareness push to BFT, implemented to prevent friendly fire against logistics vehicles. However, MTS and FBCB2 are working toward integrating two-way situational awareness capabilities with BFT.
Using MTS State-side
In addition to supporting Soldiers on the battlefield, MTS functionality has proved to be handy state-side, such as when the federal government responded to victims of Hurricanes Katrina, Rita, and Wilma. After Hurricane Katrina struck the Gulf Coast in September 2005, the Active Army and Army National Guard
LTC Jeannette Jones and the MTS Anaconda Team
The panic button allows an operator whose vehicle is under attack to alert other vehicles equipped with MTS and commanders with a single push of a button. The distress signal provides responders the vehicle's exact location and its bumper number.
requested several MTS devices to aid in rescue and recovery efforts. At the time, most MTS devices were deployed overseas, but MTS was still able to offer systems for the effort.
THE FUTURE OF MTS
MTS is already planning for a second phase of upgrades, slated for 2007. MTS II will enhance the operational capabilities of MTS+ with cuttingedge software and hardware. This next version of MTS promises twoway situational awareness between MTS and BFT, pre-formatted instant messages, and increased message length ability (from 100 characters to close to 1,000 characters). It will also
Above: Movement Tracking System Motor Pool
convert the default map symbology on the COTS software into standard military symbology.
The possibilities are endless for MTS. Eventually, the system could include capabilities that diagnose a vehicle's health, signaling low fuel levels or if it's due for servicing. It could even automatically place an order for parts required to fulfill maintenance needs. Already MTS has been targeted as a component for the Army's robust future combat system. Regardless of what the future holds for MTS, the inevitable critical and exciting improvements will ultimately empower and protect CSS Soldiers on the battlefield. DTJ
Colonel David W. Coker is the Project Manager, Logistics Information Systems, US Anny. He holds a Bachelors of Science degree in Business Administration, Masters of Science in Procurement/Contract Management, Masters in Business Administration, and Masters in National Strategic Resource Management.
Lieutenant Colonel Jeannette Jones is the Product Manager, Movement Tracking System, a product of Logistics Infor-mation Systems. She holds a Bachelor of Science Degree in Psychology and Mechanical Engineering and a Master of Science degree in Materiel Acquisition Management.
By Karen Schmitt
The aerial view of the Kansas City SmartPort, NASCO member, shows
and the Norfolk Southern rail roads. The Richard Gebaur facility, under construction
Kansas City, rounds out the complex where
facility will be
LOCATION-LOCATION ... AND MORE!
The Army Corps of Engineers first coined the term to differentiate riverside ports from deep draft harbors, however a new breed of Inland Port is on the horizonone remo ved from traditional air, land, and coastal gateways, or river fronts for that matter. For North America ' s SuperCorridor Coalition, Inc. (NASCO), Inland Ports along its Corridor are strategic, multi-modal hubs located along, or in dose proximity to, a major trade corridor with access to at least two separate modes of transportation. Capabilities for warehousing and distribution, which alleviate congestion and other constraints plaguing overworked harbors and air and rail terminals , are a distinct advantage of Inland Ports. Crossings at international borders are another since they present the potential for the devel-
opment of Foreign Trade Zones (FTZ) , more jobs and ancillary opportunities.
PAVING THE WAY FOR MULTI-MODAL NETWORKS
In 1956, when President Eisenhower signed the Federal Aid Highway Act that launched America's Interstate system (officially named, the Dwight D. Eisenhower National System of Interstate and Defense Highways), h e also paved the way for today's multimodal Inland Port networks . Earlier, as a lieutenant colonel in the US Army in 1919, Eisenhower helped staff a coastto-coast convoy of 81 military vehicles. The journey was "long and lousy." He realized first hand that a better highway system was desperately needed, an opinion that was reinforced during World War II when Eisenhower employed Germany's high-speed Autobahn to dispatch troops in Europe. (Source: Th e American Association of State Highway and Transportation Officials---ASSHTO) Today's Interstates stretch a total of nearly 50,000 miles throughout the United States. Interstates 29, 94, and 35, which bridge Canada and Mexico from Minnesota to Texas, form a major corridor through America's heartland. Dubbed the International Mid-Continent Trade Corridor, it is
the backbone to NASCO's Inland Port Network. Coupled with intersecting east-west coast arteries, this Corridor offers significant possibilities for multimodal transportation and distribution.
NORTH AMERICAN INLAND PORT NETWORK (NAIPN)
Inland Ports throughout the US, Canada, and Mexico are experiencing an increase in demand due to the growth in trade and containerized cargo. Yet there are challenges for fledgling greenfield sites as well as for fully developed operational Inland Ports as they compete to stay ahead of the curve . The North American Inland Port Network (NAIPN), a working group within NASCO, advocates the interests of Inland Ports to strengthen and secure multi-modal trade and transportation systems By networking Inland Ports together, NAIPN also extends economic benefits throughout the whole Corridor improving efficiency and flow of goods. NAIPN Members contribute their challenges, successes, and resources to NASCO's special projects and initiatives, so that new business processes and technology solutions can be d eveloped and implemented for greater improvement. An example of this collaboration is NASCO's "NAFTRACS" project-the
>> America's Interstate Highway System will mark its 50th anniversary in June 2006.
North American Facilitation of Transportation, Trade, Reduced Congestion, and Security. NAFTRACS is currently under development by the
LDS Corporation and Lockheed Martin, in conjunction with and under the leadership of NASCO. This project will demonstrate the benefits of enhanced information sharing and exchange on security in the trade process, while facilitating the process of trade transactions and cargo movement. Freight mobility, velocity, and efficiency will improve while congestion and the cost of trade, will be reduced. The NAIPN working group will be an extremely valuable resource for this project."
>> North America's SuperCorridor Coalition, Inc., a non-profit organization based in Dallas, Texas, is dedicated to developing the world's first international, integrated, and secure multi-modal transportation system along the International Mid-Continent Trade Corridor, which will improve trade competitiveness and quality of life in North America. Pivotal Inland Ports along the Corridor are: Alliance in Fort Worth; Kelly USA in San Antonio; and SmartPort in Kansas City. For more information, contact Tiffany Melvin, Executive Director of NASCO at 214-744-1042.
BOTTOM LINE
The Inland Port concept benefits more than our economy. In light of recent natural disasters and ongoing efforts in support of Operation Iraqi Freedom, Inland Ports are poised to maintain our Nation's safety and security, too. The survivor and the warfighter, just like business enterprise, rely on efficient transportation and distribution for relief in times of need and to connect the "fort to foxhole." Inland Ports have proven they can deliver! DTJ
Courtesy: NASCO NASCO
Restructuring the Defense Transportation System for the 21st Century
IT'S A CASE OF SUPPLY AND DEMAND
By Jim Sinnott
Forced to respond to four newly defined threat scenariosTraditional, Irregular, Disruptive, and Catastrophic-and operating at the high operations tempo demanded in Iraq and Afghanistan and by humanitarian relief worldwide, the US Defense Transportation System (DTS) is showing signs of tremendous strain on military infrastructure.
When you add the speed goals recently outlined by Secretary Rumsfeld-10 days to reach the fight, 30 days to defeat the enemy, and 30 days to prepare for the next engagemen t-a reassessment of the DoD's augmentative approach to using commercial capacity appears in order, if we are to meet and exceed legitimate warfighter expectations.
THE "TRAFFIC LIGHT" CONCEPT, A FRAMEWORK FOR LOGISTICS CHAIN MANAGEMENT
This concept of operations is based on the premise that commercial support is more efficient, reliable, and cost effective up to the combat zone; that DoD is superior within the combat zone; and that the seamless integration of this expertise would best serve the warfigher.
"Traffic Light" logistics chain (LC) management attempts to minimize the duplication of commercial/military capability while maximizing the core strengths of both. "Traffic Light" requires agreement on three principles:
1. Define the global LC in terms of safety relative to commercial and military participants using zones of operation: Green-Yellow-Red.
2. Assign responsibility across commercial/military core competencies according to this Green-Yellow-Red definition.
3. Establish the business rules and processes to standardize the transfer of responsibility, material, and information from commercial to military and military to commercial.
DEFINING THE GLOBAL LC
Defining global LC support in terms of the physical safety of vendors and contractors is a fairly straightforward process.
Green Zone: a geographic area normally associated with standard commercial global operations. Employment of commercial assets to support DoD operations should be the first option as this is the area in which commercial logistics infrastructure is fully integrated into and responsible for world class global supply chains. It is the area of greatest industry core competency.
Yellow Zone: a geographic area within which hostile action could inflict casualties on civilian and military personnel. Because hostile activity in the Yellow Zone would be considered very limited, the integration and employment of commercial assets to support DoD operations should be used to the greatest extent possible, and, by definition, would require no assistance from the military to provide routine personal security.
Red Zone: that geographic area being contested by direct combat and continued hostile action. This is a civilianfree area as civilians would complicate and compromise the military mission.
ASSIGN CORE COMPETENCIES
All activities can now be considered in terms of who does what best. All predeployment and sustainment functions and responsibilities in either the Green or Yellow Zones should be a commercial activity.
Sustainment and stability operations should be also considered in terms of these zones, with as much responsibility pushed to the Yellow and Green Zones as quickly as possible.
An added benefit to DoD is that this concept supports Performance Based Logistics contracts for weapons sustainment by pushing capability responsibility to the contractor, who will be operating in a geographic area that supports normal commercial activity.
Existing, web-based transit information (ITV: In Transit Visibility), can be readily provided to DoD across the logistics chain by industry.
ESTABLISH BUSINESS RULES AND PROCESSES
Adapting regulations and doctrine to support this integrated DTS naturally
follows. A significant benefit of this integration process is the exchange of ideas between partners at all levels motivated by the joint recognition of, and service to, the war-fighter.
In the short term, regulatory and policy issues need to be clearly defined, and work rules to accommodate these restrictions established. Long-term efforts to remove these restrictions would be addressed as an on-going, joint commitment between DoD and Industry.
THE BENEFITS OF INTEGRATION OVER AUGMENTATION
Adopting the Traffic Light LCM solution would:
• Allow DoD to re-align its force structure and utilize personnel currently performing Green/Yellow LC activities to core Red LC activities.
• Allow DoD to re-align its budgets away from Green/Yellow LC activities in terms of assets to core Red LC activities.
• Give DoD the expertise, experience, and information processing (ITV) of world-class LC commercial providers.
• Allow DoD to realize the benefits of continuous commercial improvement to logistics chain management (LCM).
• Provide a concrete framework in which to develop effective interoperability between contractors and warfighters throughout the LC.
Integration, not augmentation, is the path to building a responsive, evolving, adaptive DTS to meet 21st Century DoD requirements within 21st Century spending realities. DTJ
Article first printed in DefenseNews, "Inside View" November 28, 2005.
Jim Sinnott is responsible for the US Government Business Development Program with Kuehne+ Nagel. The Kuehne+ Nagel Group now ranks among the top five worldwide contract logistics players following its recent acquisition ofACR Logistics.
CORPORATE NEWS*
Atlas.
ATLAS VAN LINES, INC.
When military families are transferred overseas, they soon will be able to track their possessions via the Internet during the shipping process. Global Move Security (GMS), a revolutionary shipment tracking system developed by RFID Decisions and pioneered by Red Ball International-a subsidiary of Atlas World Group-a major household goods carrier for the military, is making in-transit visibility and realtime tracking a reality.
Through the application of RFID technology, the military will be able to track complete shipments creating increased security, improved process efficiency, and greater peace of mind for military families relocating overseas. This is the first time this technology has been used for the moving of household goods.
The military moves an estimated 300,000 families overseas each year. The new tracking program has been piloted with moves between Fort Lewis, Washington and Germany with significant customer benefits-especially peace of mind in knowing that shipment integrity is protected.
RFID tags store information on tiny integrated circuit chips, about the size of a pinhead, which are attached to shipment components. Strategically located RFID readers extract information stored on the tags and securely report, in real-time, cargo whereabouts to the GMS Global Server. The location information is then made available to families and transporters through the Internet. Retailers have used RFID technology to track products and merchandising; Wal-Mart, Best Buy, and Gillette are among the companies that have mandated RFID applications for their suppliers.
The DoD's shipment tracking system takes the RFID technology one step further in tracking the shipment of household goods. Red Ball partnered with the SDDC, the arm of the DoD responsible for global surface deployment and distribution operations. The SDDC manages the household goods transportation programs for military service members.
*Some articles have been condensed due to limitations in space.
One Eye On Cargo, the Other Eye On Government Regulations
>> At the annual meeting of the Household Goods Forwarders Association of America, Inc., several issues were posed including the launch of the DoD's 'Families First' Program, implementation of the ISPM 15 and Non-Manufactured Wood Product Regulations, and concerns about the increasing impact of security regulations on the international household goods transportation industry. The USA and other governments have begun to increasingly focus on household goods for inherent industry problems in terms of chain of custody, background of the shippers, and difficulty in screening the actual cargo due to the shipment's makeup of mixed commodities with varying densities.
Unlike the majority of other commodities being shipped internationally, household goods require specific and expert handling in terms of loading and unloading. This issue has recently been brought to the forefront as the instances of physical inspections of household goods shipments by US Customs and Border Protection have increased dramatically. This increase in inspections has brought with it a significant increase in shipment damage and associated claims. Unlike a number of other countries, security inspections of containers are often handled by unskilled labor at the port, without prio r notification of the agent responsible for the shipment. Since the international shipment of household goods is often a one-time event, in terms of the customer and goods involved, household goods transporters cannot secure their supply chain as readily as other participants in the international transportation supply chain.
The Association has developed a Security Pamphlet entitled "Protecting and Securing the Integrity of International Household Goods Shipments" and hopes to partner with the US government in developing other programs and educational aids to enhance security, all to be aimed at not hampering the industry's ability to successfully and safely move household goods and personal effects from one country to another. International household goods transportation may require transiting through a number of ocean ports, airports, or countries-all of which may have varying security rules and regulations that have to be adhered to.
Several regulatory changes have already had significant impact on the international household goods transportation industry, including the TSA's "Known-shipper" Program, which resulted in the complete ban of unaccompanied baggage shipments from being carried on passenger aircraft. The above, along with a number of other pressing security policy issues, is sure to affect this industry for years to come. From an economic standpoint, the impact on the estimated 12 Billion (USO) international relocation and moving market could be significant, should security regulation hamper the expedient movement and transfer of an increasingly mobile and global workforce.
Household Goods Forwarders Association of America's 43rd annual trade association meeting. Washington, DC, October 2005.
• YRC Worldwide
EXACT EXPRESS
During the past Christmas holiday season, Santa needed a little help. Mrs. Claus, the elves, and the reindeer were available, of course, but certain deliveries required dedicated handling. That's why Santa-and his friends at NDTA-were grateful to have Exact Express on call!
Exact Express is the guaranteed, expedited service from Yellow Transportation,
one of the strongest brands in the transportation and logistics industry and a proud part of YRC Worldwide. YRC has more than 70,000 employees at some 1,000 locations worldwide. The corporation's family of brands sets the standard in global transportation and logistics services for big shipments.
Yellow Transportation is the global leader when it comes to big shipments for business. But the NDTA shipment in question wasn't big-and it wasn't about business It was, however, very, very important
NDTA was facing a tight delivery window for a special Toys for Tots shipment:
Toy trains donated to the Marine's annual campaign needed to arrive in Newport News on Friday, December 16. Exact Express came to the rescue, donating its services, picking up the toys, and delivering them right on time!
For everyone involved, this small shipment had a huge impact. By donating its Exact Express expertise, Yellow helped the NDTA and the Marines reach the primary goal of Toys for Tots: to deliver, through a shiny new toy at Christmas, a message of hope to needy youngsters, which will motivate them to grow into responsible, productive, patriotic citizens and community leaders. DTJ
Department of Defense IUID milestones are quickly approaching. To facilitate successful IUID implementation throughout the government and the supply base, new tools have been developed to help decision makers understand and best respond to the IUID policy. To learn more, please visit http://www.iuidtoolkit.com.
GOVERNMENl- NEWS*
DEPARTMENT OF DEFENSE
The Department of Defense (DoD) has released a draft Performance Work Statement to obtain industry feedback on its effort to contract a transportation services provider. Issuance of this document marks a significant milestone for the Defense Transportation Coordination Initiative (DTCI), a Department effort to increase the efficiency of freight shipments in the continental United States.
Industry representatives and the military services will have an opportunity to review and comment on the draft Performance Work Statement, a document outlining the scope of services DoD is seeking as well as desired performance measures. Comments will be reviewed by the DTCI project management office for consideration in a final document due for release in early 2006.
*Some articles have been condensed due to limitations in space
The DoD effort mirrors a growing trend in industry where companies are turning to professional transportation providers to increase efficiency across their supply chain. Defense officials believe partnering with a world-class transportation services provider will increase shipment visibility, allowing for load consolidation, more use of cost efficient inter-modal solutions, and improved reliability for most types of freight shipments. Certain categories of material such as munitions would not be included.
The draft Performance Work Statement and associated documents are available on the DTCI public website at http://dtci.transcom.mil.
USAIR FORCE
The Air Force Move website "People First" has recently expanded its serFEBRUARY 2006
vice to include Passenger Travel. In addition to the vast personal property links, travelers will now have access to a complete Passenger Directory to assist with locating the nearest transportation office. A Ground Transportation Locator has been added to aid in finding local transportation between the installation and nearest commercial airport. Also, a Kennel Locator was developed to assist customers traveling with pets to locate kennel services around their respective military installation. Numerous other links have been added to enhance the travelers overall moving experience. The goal was to take the best passenger and personal property related links, regardless of the branch of service, and put them into one useful site. Be sure to visit the "Personal Property Traffic Management Message Board" for updates of importance (just click on the globe at the top left of the web page). To Commercial Industry Carriers: Please take the time to review this valuable site and share it with your customers the next time they travel! DTJ
CHAPTER NEWS*
ARCTIC CHAPTER
On November 23, the NDTA Arctic Chapter donated their time to the Food Bank in Fairbanks, Alaska. Members helped prepare 600 Thanksgiving meals for needy families in the local area, which totaled 21 tons of food in three hours! The Arctic Chapter teamed up with folks from Eielson AFB and Ft. Wainwright to make this happen. In all, 40 people were hard at work throughout the day-enjoying the time they spent helping others. It snowed, naturally, and the temperature was a "lovely" zero degrees, which meant that those who loaded the trucks had to wear hats, gloves, and jackets. This is the second time the Chapter has participated in the Fairbanks Food Bank efforts. Once the work was done, everyone enjoyed lunch courtesy of the Food Bank. It was a delicious end to a worthwhile day!
ATLANTA CHAPTER
Steve Henry, Director of Operations for the Georgia Department of Transportation (G-DoT) was the featured speaker at the October meeting of the Atlanta Chapter of NDTA. Steve presented an historical review of the role of G-DoT and how it ties to DoD movements. He also provided an infrastructure overview for the state highway network, which included a series of initiatives that
*Some articles have been condensed due to limitations in space.
G-DoT is employing to reduce existing and future congestion throughout the state. The strategy calls for partnership with government and private enterprise to manage development and growth. Steve showed a correlation between transportation infrastructure expansion and growth in the metropolitan areas. On November 16, the Chapter conducted a general membership business meeting. Larry Thomas chaired the meeting as plans were formulated to rejuvenate the board of directors and increase general membership. Larry also provided a financial update and a rundown of the scholarship program. COL Brian Waters discussed upcoming chapter programs, which in 2006 will be centered on four themes: Education, Carriers, Infrastructure, and Contemporary Professional Topics. The annual Chapter Christmas Party of the USMC Toys for Tots Program took place in December.
REGIMENTAL CHAPTER
ILO, EMSG, OPCON, ADCON, and TACON were all acronyms heard during the Regimental Chapter's monthly Professional Development Luncheon held November 30 at the Langley Officers Club. Col. Jim Harrold, Chief, Transportation Division, Air Combat Command, defined these acronyms as he gave a superb presentation titled "Air Force In Lieu of Forces (ILO) and the 732d Expeditionary Mission Support Group (EMSG)." Col Harrold detailed how ILO is a request by any Service to fill shortfalls in another Service. For the Air Force the request is usually to fill Army shortfalls. ILO forces normally provided by the Air Force are in the areas of Military Police, Detection Dogs, Engineering Battalions, and Transportation Companies. In this presentation, Col Harrold focused mainly on the ILO
duties performed by Air Force Vehicle Operators, who perform convoy escort duties. He outlined a typical "day in the life" of an Air Force Truck Companyfrom mission brief through mission completion. Col. Harrold also detailed challenges and lessons learned while he was assigned to Balad, Iraq as the Deputy Commander, 732 EMSG, and the requirements needed to function in this environment with a heavy emphasis on "jointness." He followed this with the statement "Keeping communication lines open at all echelons, from Air Staff/DA down to battalion/detachment level" is absolutely necessary to guarantee continued success of the ILO concept. He concluded his presentation by saying "Joint Logistics is easier said than done." This was something that everyone in attendance could relate to.
SAN DIEGO CHAPTER
The San Diego Chapter held its monthly luncheon on November 17 at the San Diego State University Visualization Center on the SDSU campus. The program was hosted by SDSU's Homeland Security Master's Degree Program, recipient of one of two scholarship awards from the San Diego Chapter of NDTA in 2005. Brigadier General (USMC-retired) Michael Aguilar, Transportation Security Administration, Airport Security Director for San Diego's Lindbergh Field and nearby airports, spoke to members about the changes in aviation security since 2001. Dr. Eric Frost, Director, Interdisciplinary Studies, SDSU Homeland Security Master's Program, gave an overview of the program and some of the exciting work being done, and led a tour of SDSU's Immersive Visualization Center that he co-directs with Mr. Bob Welty. Learn more at http://citi.sdsu.edu/. DTJ
ARMY INSTRUCTORS OF THE YEAR
FORUM NEWS
SITE OF THE 2006 NDTA FORUM
Great things are in store for the 2006 Forum-Southern style hospitality, down home cooking, and a destination focused on distribution!
0n November 16, 2005, NDTA staff members flew to Memphis for a pre-Forum site visit. From the air, it was clear to see how distribution drives the city below. The Port of Memphis, the second largest inland port on the shallow draft portion of the Mississippi River and the 4th largest inland Port overall in the US, is the most dramatic landmark. It spans the
Tennessee and Arkansas sides of the Mississippi River and links to a new "Super Terminal" container complex completed in May 2005. Meanwhile, the FedEx fleet, home-based at the Memphis International Airport, dominates the tarmack. In fact, one of the airport's runways is dedicated to FedEx aircraft after hours to dispatch freight throughout the US and overseas.
Memphis is the distribution hub it is today because of the railroads-or, more specifically, because of the railroad bridges that were built to cross the Mississippi River in 1892 and 1903. It is one of only three US cities served by five of the seven Class 1 railroads. A Class 1 railroad, the largest in North America, is defined as a railroad company having annual revenues in excess of $250 million. In Memphis, the Class I railroads are: the Burlington Northern Santa Fe [BNSF], the Canadian National [CN], the CSX, the Norfolk Southern [NS] and the Union Pacific [UP]. The "Super Terminal" is actually the result of efforts to keep rail cargo routed through Memphis where thousands of railcars and barges carrying millions of tons of material move each month.
On the ground, the NDTA preForum team was warmly welcomed by members of the Convention and Visitor's Bureau and staff of the Marriott and Wyndham Hotels, cohost hotels for the 2006 event. The two-day site visit included a taste of the area's famous barbeque and an introduction to local attractions, like the Peabody Hotel, where YRC Worldwide will sponsor an NDTA
Photos: Courtesy Memphis and Shelby COW1ty Part Commission, Maniott Hotel (Downtown), and Graceland
Scholarship Event on September 23, St. Jude Children's Hospital, and Sun Studio where Roy Orbison, Jerry Lee Lewis, Elvis Presley , and other legendary preformers recorded early rock and roll hits. Graceland, Presley's home from 1957 until 1977, was also on the tour. FedEx will sponsor an NDTA Scholarship Event at Presley's estate on September 24,
where personal furnishings, memorabilia, and a collection of hot rods, motorcycles, and his private jet will be on view.
Great things are in store for the 2006 Forum-Southern-style hospi-
NORTH AMERICA'S LOGISTICS CENTER
>> Memphis has successfully branded itself as North America's Logistics Center. With 21 percent of its work force employed in clistribu1io11 related industries, Memphis is home to more than 130 million square feet of distribution space. ("America's 50 Most Logistics-friendly Cities", by Bill K111g and Michael Keeling, Logistics Today, October 1, 2004]
tality, down home cooking, and a destination focused on distribution! If you're ready for a whole lot of movin' and shakin ' , join the NDTA Forum crowd this year in Memphis, Tennessee! DTJ
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By 2011
Gwangyang port is located in the middle of Northeast Asia, linking it to main international sea routes, and placing it within close proximity of China's major shipping ports.
Without a doubt, Gwangyang Port is ideally situated for container trans-shipments.
The water depth in Gwangyang Port's channel is optimal (20m average) and allows for the effortless passage of large container vessels.
Furthermore, the island in the center of the harbor and its surrounding mountains naturally protect the port.
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The Gwangyang Bay Area Free Economic Zone (GFEZ) in Korea will become one of the world's best business destinations because of its geographical location and incomparable benefits.
, its port will be ranked within the top 10 in the world.
NDTA extends sincere condolences to the Mangold family Your loved one will be missed
Robley (·Rob") Lewis Mangold
Mr. Mangold, Gearhart, Oregon, and former NDTA President and Chair of the Military Airlift Committee, passed away on November 10, 2005. He was born March 22, 1917, in Portland. Mr. Mangold attended University of Oregon and later attended executive business programs at Harvard, Stanford, and University of California, Berkeley. He spent 46 years with United Airlines, beginning at the ticket counter at POX and pioneering several positions in the cargo department, ultimately rising to vice president of marketing. After seeing the airline industry through its adulthood, Mr. Mangold "retired" to NASA, focusing on long-term commercial travel on space shuttles. He sold space on the shuttles to companies who wanted to test the effects of space travel on their products. He reported directly to NASA's top administrator on issues that still remain "top secret." For his work, Mr .
The one Solutlon ...
Mangold earned the Distinguished Public Service Medal from the Department of Defense. Mr. Mangold bestowed his keen sense of business on many non-profit organizations: on the board of directors of the Columbia River Maritime Museum, serving two successive terms; chair of the Museum's capital campaign, raising $5.5 million in 24 months; founding member of the Columbia Memorial Hospital Foundation, which he formed after learning of the need to raise funding for medical equipment. An avid golfer, Mr. Mangold founded several well-known golf tournaments-the Hawaiian Open and the Wide World of Golf, helping establish golf as a spectator sport on television. In addition to his wife, Ann Weston, and children, Mr. Mangold is survived by six grandchildren, six greatgrandchildren, and his brother, Henry Mangold.
and Intl. Air Charter
and Intl. Warehousing, Distribution, and Order Fulfillment
Compliance Training, Consulting and Auditing
NDTA and Industry Together
Ms. Denise Bailey Government Corporate Account Executive
Hello and welcome to INdustry INroads! This is the inaugural contribution of what will become a regular feature of the DTJ.
As Vice President of Industry, my mission is to facilitate industry support for the goals and missions of NDTA and to enhance our partnership. There are three important objectives for this committee:
1. To add value to our corporate memberships by providing expanded opportunities for professional growth, networking, and dialogue with industry leaders in both the commercial and government sectors. These expanded opportunities, in turn, will attract other companies that currently are not mem-
bers of NDTA who may want to share new vision and ideas;
2. Reach out and establish dialogue with related industries such as third party logistics companies, information technology companies, security companies, and big box retailers-to name a fewwho would like to do business with the DoD;
3. Seek commitment from our existing membership for increased support of NDT A projects such as National Transportation Week, committee work, chapter development, and Forum support-such as speakers, panelists, sponsors, etc.
How will we accomplish this task?
Here are some ideas:
• Develop a target list of the top 25 businesses by industry and develop a promotional piece on why they should be a member ofNDTA;
• "Come See What's Waiting For YOU"-a personal invitation from senior NDTA officers to attend the NDTA Forum in Memphis;
• Reduced exhibit fee for first time exhibitors;
• "Talk It Up Campaign 11 -whereby current members get points for every new member they sign up that can be used as money off the Memphis exhibit fee.
I am passionate about NDTA. We need the vitality of NDTA because the Association is our link to obtain the cooperation and support necessary for strong and efficient travel, transportation, and distribution systems. I'm counting on the continued support of our membership and the influx of new members to sustain the energy of this great organization! OTJ
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trorn Pa~es PA~ l
"New Orleans 'Flavor' to Spice 1960 NDTA Convention. 11 That was the headline that greeted DTJ readers 45 years ago. Everybody was excited about meeting in the "Crescent City, [which] offered Old World Atmosphere in a new setting. 11 1960 was to be the second time the Association would meet in New Orleans, (the original Army COL oenny Edwards, USA (Ret.) Transportation Association [ATA] held its Annual Forum there in 1948). New Orleans was chosen again for a third Forum in 1983. Only San Francisco and Washington, DC have hosted more Forums. With everybody's mind on the recent tragedies on the Gulf Coast and in New Orleans, let's recall how NDTA'ers were also focused on New Orleans back in 1948, when it hosted the Association's 3rd Annual Forum. Here are some interesting items extracted from the journals of the day. And let's hope that the famous city quickly regains its prominence as a major tourist and convention city so NDTA can consider it for a fourth return visit in the future.
Alot changed between the 1948 and 1960 New Orleans Forums. In the intervening 12 years the association's name and mission had been significantly modified. The ATA became the NDTA and membership eligibility expanded to all the Armed Forces. Forum hotel room prices had increased from $7 per night in 1948 to a whopping $18 per night in 1963 at the prestigious Roosevelt Hotel. Likewise, Forum Registration rates had more than doubled from $12 in 1948 to $25 in 1963. For the third return visit to New Orleans in 1983, folks were paying $85 per night and a registration fee of $195.
Several key Association initiatives trace their roots to 1948 and the timeframe of our 3rd Annual Forum in New Orleans. It was the last year of the ATA name, and the last year of this Journal's monthly publication schedule. The Military Air Transportation Service (MATS), predecessor to AMC, was created about the same time that the Berlin Airlift started.
The Association created the first Honor Roll of Corporate Members and instituted the ROTC Award Program; but there was no National Transportation Award presented at the 1948 Forum. That award was not authorized until 1950. Sweeping changes in the Nation's military structure were the hot topic of the day and among Forum attendees. Changes would include the creation of the Department of Defense, United States Air Force, Joint Chiefs of Staff, National Security Council, and Central Intelligence Agency.
President Harry S. Truman signed a letter supporting the goal of that first New Orleans Forum. The Keynote Speaker was the Secretary of the Army, and the New Orleans chapter achieved a perfect 100 percent membership renewal rate; something no other chapter has achieved even to this date. DTJ
Several key Association initiatives trace their roots to 1948 and the timeframe of our 3rd Annual
Forum in New Orleans.
SUSTAINING MEMBERS
3NETWISE, Inc.
AAR Mobility Systems
ABF Freight System, Inc.
Air Transport Assn. of America
Air Transport International, LLC
AIT Worldwide Logistics, Inc.
Alamo Rent A Car
All-State Express, Inc.
American Airlines
American Maritime Congress
American Maritime Officers
American Military University
American Ocean Enterprises, Inc.
American Public University System
American Road Line
American Shipbuilding Assn.
American Trans Air (ATA)
American Trucking Associations
Anteon Corp.
ARINC
Arven Freight Forwarding, Inc.
Associated Global Systems
Baggett Transportation Co.
Bank of America
Bender Shipbuilding & Repair Co., Inc.
BNSF Railway Co.
Boeing Co., The
Boyle Transportation, Inc.
Cargo Transport Systems Company
Carlson Hotels Worldwide
CAST Transportation
C.H. Robinson Worldwide Inc.
CP Ships USA, LLC
CW Government Travel
Chamber of Shipping of America
REGIONAL PATRONS
AAAA Forwarding Inc.
Acme Truck Lines, Inc.
Advantage Rent-A-Car
Alcosys, Inc.
American Moving & Storage Assn.
American Ship Mgmt., LLC
Association of American Railroads
Asya International Movers
Bearing Inspection, Inc.
Benedict Engineering Company
Cartwright International
Cendant Car Rental Group (Avis & Budget)
Center for the Commercial Deployment of Transportation Technologies (CC Do TT)
Ceres Terminals, Inc.
Chassis King
Con-Way AIR Express
RO LL
OF SUSTAINING MEMBERS ANO REGIONAL PATRONS
ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA
Chalich Trucking, Inc.
Computer Sciences Corp.
Consolidated Safety Services, Inc.
CRST International, Inc.
CrossRoads Carriers
Crowley Maritime Corp.
C2 Freight Resources
Dallas & Mavis Specialized Carriers Co.
Delta Air Lines, Inc.
Dimensions International, Inc.
Dyn Marine Services
Dynamics Research Corp.
Europcar
Extended Stay America, Inc.
FedEx Custom Critical, Inc.
FedEx Services
FMC Airport Systems
GE Aircraft Engines
General Dynamics/American Overseas Marine
Global Maritime & Transportation School
lntegres Global Logistics
lntermarine, LCC
International Organization of Masters, Mates and Pilots
International Transport Industries
Kansas City Southern
Kenneth Clark Company
Keystone Shipping
Knight Transportation
Liberty Maritime Corporation
Linc Facility Services, LLC
LMI Government Consulting
Lockheed Martin Aeronautics
MacGREGOR (USA), Inc.
Manugistics Group
Matson Navigation Co.
Con-Way NOW
Contractors Cargo Company
CSI Aviation Services
Delaware River Maritime Enterprise Council
Dollar Thrifty Automotive Group
Enterprise Rent-A-Car
Federated Software Group
Fox Rent ACar
Great American Lines
Green Valley Transportation Corp.
Hyatt Hotels & Resorts
Innovative Logistics Techniques, Inc.
International Commodity Carriers, Inc.
Interstate Worldwide Relocation
JH Rose Logistics, LLC
Jones Motor Group
Labelmaster Software
Labor Management Maritime Committee, Inc.
Lake Charles Harbor & Terminal District
Mayflower Transit
MEBA, District No. 1 - PCD
Menlo Worldwide
Mercer Transportation Co.
Mi-Jack Products, Inc.
National Air Carrier Assn.
National Van Lines
Norfolk Southern Corporation
North American Airlines, Inc.
Northwest Airlines, Inc.
North Carolina State Ports Authority
DAG Worldwide
Ocean Shipholdings, Inc.
Old Dominion Freight Line, Inc.
Omni Air International
DSG Ship Management, Inc.
Overnite Transportation Co.
Pacer Transport
Parsons Brinckerhoff
The Pasha Group
Pilot Air Freight
Port of Beaumont
Port of Oakland
Powersource Transportation, Inc.
Pratt and Whitney, a United Technologies Co.
Priority Solutions International
PRTM Management Consultants, LLC
PWC Logistics
Roadway Express, Inc.
Ryder System, Inc.
Sabre Travel Network
Sato Travel
Savi Technology
Science Applications International Corp. (SAIC)
Sea Containers America, Inc.
Logistics Management Resources, Inc.
LTD Hotel Management Co.
LXE, Inc.
Maersk K.K.
MCR Federal
Military Living Publications
MTC Technologies Corp.
Morten Beyer & Agnew
NCI Information Systems, Inc.
Northern Neck Transfer, Inc.
Oakwood Corporate Housing
Omega World Travel
Panther II Transportation, Inc.
Payless Car Rental
Philadelphia Regional Port Authority
Port of Corpus Christi Authority
Project ACTA
Quality Support, Inc.
Radian, Inc.
Sealed Air Corp.
Sealift, Inc.
Sea Star Line, LLC
Seafarers lnt'I Union of N.A. AGLIWD
SkyBitz, Inc.
Southwest Airlines
SRA International Corp.
Stanley Associates, Inc.
Stevedoring Services of America
Stonier Transportation
SupplyCore, Inc.
Team Air Express, Inc.
Teco Ocean Shipping
Textainer
Totem Ocean Trailer Express, Inc.
TransSystems Corporation
Transportation Institute
Transportation Intermediaries Assn
TRI-STATE Expedited Service, Inc.
Tri-State Motor Transit Co.
Tucker Company
TTX Company
Union Pacific Railroad
United Airlines
United Parcel Service
United Van Lines, Inc.
US Airways
UTXL, Inc.
VT Halter Marine, Inc.
Waterman Steamship Corp. (Central Gulf Lines)
World Airways, Inc.
Xpress Global Systems
Raith Engineering & Manufacturing Co.
Sea Box, Inc.
Symbol Technologies, Inc.
TotalSecurity.US
Trailer Bridge, Inc.
Trailways Transportation System
TransAtlantic Lines LLC
TransOceanic Shipping Co. Inc.
TRANSCAR, GmbH
Truva Transportation Food Import Export
Trade Co., Ltd.
US Bank PowerTrack
USM MA Alumni Foundation, Inc.
Utley, Inc.
Veteran Enterprise Technology Services, LLC
Virginian Suites, The WFI, Government Services
XIO Strategies, Inc.
Bookshelf Ideas
I thought I would do something different this month and share with you a sampling of reports relating to defense transportation from the Government Accounting Office (GAO). I have included the link should you want to access them directly.
Amtrak Management: Systemic Problems Require Action to Improve Efficiency, Effectiveness, and Accountability. GA0-06-145, October 4, 2005 (158 pages).
Defense Logistics: Better Strategic Planning Can Help Ensure DoD's Successful Implementation of Passive Radio Frequency Identification. GA0-05-345, September 12, 2005 (54 pages).
Defense Transportation: Air Mobility Command Needs to Collect and Analyze Better Data to Assess Aircraft Utilization. GA0-05-819, September 29, 2005 (39 pages).
Defense Transportation: Opportunities Exist to Enhance the Credibility of the Current and Future Mobility Capabilities Studies. GA0-05-659R, September 14, 2005 (12 pages).
Defense Logistics: Has Begun to Improve Supply Distribution Operations, but Further Actions Are Needed to Sustain These Efforts. GA0-05-775, August 11, 2005 (36 pages).
JOB REFERRAL NO. 0602-Professional, whose skill set is steeped in NVOCC ocean transportation systems, seeks opportunity to continue supplying innovative solutions. I built, developed, supported, and sold complex transportation management systems and pricing systems to customers around the world. I also became involved with US and Canadian regulatory requirements such as AMS, ACI, and Operation Safe Commerce.
JOB REFERRAL NO. 0601-A professional with 30 years of service as an Army Transporter who has lead and directed the actions of organizations and staffs ranging in size from a few to over 3,000 personnel. I've personally directed operations, analysis, budget, training, logistics, and personnel in various settings, and have extensive experience with senior levels of
You'll find the rest of their stories on the NDTA web site at http://www.ndtahq.com/resumes.htm. Click the link to learn more about these outstanding candidates!
continued from page 7
Studies indicate it increases visibility for items moving in the supply chain. It contributes to improved efficiencies, reduces costs, and "shortens" the supply chain. Wal-Mart has required its top 100 suppliers to use RFID. The DoD has recently issued a policy requiring the use of RFID technology. NDT A, through the DTJ, is sharing knowledge about this technology and industry and DoD experiences.
To all of our members, thank you for the great support to our Nation. Thank you for your confidence in the Association and the daily contributions each of you make to ensure our success. Best wishes for every success in 2006. DTJ
