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CALL FOR PAPERS
Listed below are the themes for the 1996-97 issues of DTJ for which articles are requested from our readers. Your attention is invited to the bottom of this page for a statement of DT]'s editorial policy and instructions for submitting articles for review. The deadlines for submission of articles for review are: Aug. I (Dec. 96 issue), Oct. I (Feb. 97 issue), Dec. I (Apr. 97 issue), Feb. I, 1997 Qune 97 issue), Apr. I, 1997 (Aug. 97 issue), May I, 1997 (Oct 97 issue), and Aug. I, 1997 (Dec. 97 issue).
EDITORIAL SCHEDULE 1996-1997
December 1996 • Forum Report Issue-Building a Foundation for the Twenty-First Century The December issue will report a summary of educational sessions (Panel I: The foundation, is designed to review progress of issues and programs introduced at the 1995 Forum, and Panel 2: Future Directions, is designed to provide a Government and Industry visualization of a New Environment as we enter the 21st Century) of the NDTA's Annual Transportation and Logistics forum and Exposition. Issues will include downsizing, legislation, public policy, reengineering and private vs public investment
February 1997 • The Almanac • Government Transportation Agencies, Commercial Transportation Companies, NDTA Officers and Committees, Transportation Infrastructure The February issue, the Almanac, 1s the reference manual for those engaged in providing transportation services to the federal government, presents a comprehensive listing of the transportation agencies of the Defense, Transportation, and State Departments of our federal government as well as
the federal Emergency Management Agency and General Services Administration. Our deteriorating transportation infrastructure and means to improve it are the topics for this issue.
April 1997 • lntermodalism and Ports • Modal Participation, Transportation Companies Mergers and Acquisitions The April issue will examine the effects of intermodalism and its impact upon terminals and operations of the different carriers.
June 1997 • Productivity in Transportation/Logistics • Passenger and Freight Transportation The June issue will examine the effects of marketing innovations permitted by deregulation upon productivity in the transportation/logistics fields.
August 1997 • Critical Transportation/Logistics Issues • Worldwide Terrorism, Hazardous Materials and Waste, Sensitive Materials, Safetr and Security The August issue will look at the critical areas facing the transportation industry and proposed solutions which can be taken by the government and industry to improve the logistics system.
October 1997 • Computer Applications in Transportation/Logistics• Electronic Data Interchange, Artificial Intelligence, Management Information Systems, and Education The October issue will examine the impact of computers to include microcomputers, with its microprocessors-miniaturized logic on silicon chipson transportation and logistics users. How does this affect managerial education needs?
December 1997 • Forum Report Issue The December issue will report a summary of educational sessions of the NDTA Annual Transportation and Logistics forum and Exposition
EDITORIAL REVIEW BOARD AND EDITORIAL MISSION
Ms. Lana R. Batts, Exec. Dir., Interstate Truckload Carriers Con{.
Dr. Jerry R. Foster, Associate Professor, College of Business, University of Colorado
COL Norbert D. Grabowski, USA (Ret.), Exec. Ass't., NDTA
Maj Gen John E. Griffith, USAF (Ret.), Transportation Logistics Consultant
Richard H. Hlnchcllff, Consultant
Brig Gen Malcolm P. Hooker, USAF (Ret.), Member, Board of Directors, NDTA
Dr. Joseph G. Mattingly Jr., College of Business & Management, Univ of Maryland
Whitefield W. Mayes, Chief Engineer, Transportation Engineering Agency, MTMC
Prof. Gary S. Misch, Valdosta State College Valdosta, Georgia
Dr. Richard F. Polst Jr., Professor, Transportation and Logistics, Iowa State University
MG Harold I. Small, USA (Ret.), Consultant
Donald E. Tepper, Principal, Tepper and Associates, Public Relations Research Services
COL Joseph Torsanl, USA (Ret.), Consolidated Safety Services Inc.
Dr. David Vellenga, Dean, Haworth College of Business, Western Michigan University
Dr. L. Leslie Waters, Professor of Transpo1tation, Emeritus, Indiana University School of Business
Dr. Clinton H. Whitehurst Jr., Senior Fellow, Strom Thunnond Institute of Government and Public Affairs, Clemson University
Editorial Objectives
The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense transportation, the partnership between the commercial transportation industry and the government transporter. DTf stimulates thought and effort in the areas of defense transportation and logistics by providing readers with :
• New and h elpfu l information about defense tran spor tation 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 Polley
The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board , ortheNDTA.
Editorial Content
For all correspondence including manuscripts and books for review, write:
Joseph G. Mattingly Jr., Editor Defense Transportation Journal
Asst. Dean, Emeritus Van Munching Hall University of Maryland College Park, MD 20742 (301) 405-7163 - V Mail (301) 405-0164 - Fax (703) 256-3172 - Home jmatting@bmgt.urnd.edu. - email
Dr. Joseph G. Mattingly Jr.
Airline Safety Regulation! Fact
or Fiction?
In the aftermath of the tragic ValuJet airline accident in Florida, many questions have been raised about airline safety. It seemed that many were eager to blame the low-cost airline for the accident even before any facts were known about the cause of the accident. So what are the facts? Will we ever know for sure what caused this tragic occurrence? A short review of several items concerning airline safety are provided.
The following information, reported in a GAO Report issued in April 1996, is quoted:
• "In general, the long-term decline in the rate of accidents has continued since deregulation. These safety gains are attributed to advances in aircraft technology and improved pilot training in the early and mid- l 980s, especially for turboprops and commuter carriers."
GAO/RCED-96-79 "Airline Deregulation-Changes in Airfares, Service, and Safety at Small, Medium-Sized, and Large Communities," page 52.
• The FAA Administrator stated that ValuJet was a safe airline.
• The President of ValuJet proclaimed the safety of the airline.
• Someone reported that the FAA had gone soft o n ValuJet.
• DoT's Inspector General stated that she would not fly ValuJet.
• Mislabeling of cargo may have caused the accident.
First, I am not a pilot-only a passenger-and I have no idea what caused this tragic accident or any other accident. This leaves me at the mercy of the FAA, the airlines and airline personnel including the pilot.
However, I must believe and have faith in our airline safety regulators and the airline or quit flying. Therefore, I must examine some things quickly reported by the
press and the logic in my willingness to fly.
1. I must believe that the pilot and crew have as much desire as I do to live. I cannot understand why any pilot or crew knowingly would take off with an unsafe aircraft.
2 I must believe that the airline believes in safety. Any airline-especially a small airline-that does not have safety as their primary goal will not survive in the long run. I find it difficult to believe that anyone would deliberately fly an unsafe aircraft to make a few bucks in the shortrun.
3. I must believe that the FAA is performing its safety functions to the best of its ability based upon current knowledge and technology. I find it difficult to believe that they would go soft on a low-cost airline without doing the same for a much larger carrier which has more potential clout than a small airline.
4. Having said this, I understand that human errors are made and technology fails on occasion. But, I must have faith that these are not based upon deliberate acts of any individual.
If I didn't have faith in the system, why would I fly?
If any reader can shed any light on this dilemma to increase my faith or convince me not to fly, I would be glad to hear from you. Lacking any factual evidence that someone is deliberately trying to cause an airline accident, I intend to continue to fly.
I think it would help if the media would wait until the cause of airline accidents have been determined beyond a reasonable doubt to air the cause of airline accidents. My deepest sympathy goes to the victims and their families involved in this accident. DTJ
Ideas expressed on this page are solely the ideas of the editor and do not necessarily reflect the position of the NDTA or any other officer or member ofNDTA.
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LTG Edward Honor, USA (Ret.) President
Our 51st Transportation and Logistics Forum and Exposition is quickly approaching The theme for this year's Forum is "Building a Foundation for the 21st Century." We will address public and private sector programs and perspectives which will impact transportation and its associated infrastructure into the 21st century. Our professional panels will be interactive with the audience. Plan on being with us in Orlando to meet and hear Government and Private Sector executives who are working near term and future initiatives.
In addition to our professional program , you can expect some exciting and fun things to do. Starting on Saturday, 28 September, we will have our leadership/membership meetings and our first corporate-sponsored scholarship event at Church Street Station; on Sunday morning our Golf Tournament will be played at Lake Buena Vista Golf Course, a PGA-sanctioned course; on Sunday evening join us for a New York Street Party at Universal Studios-Florida; and on Monday evening after the exhibits close, we will travel to Disney World (EPCOT) for a fireworks spectacular and laser light show with dessert and a taste of the nightlife at Disney's Pleasure Island . Look for a special scholarship bonus event that evening, with some spectacular prizes. We will also offer two spouse tours per day Monday and Tuesday from which to choose. Special afternoon rates have been negotiated for NDTA members to visit both Disney World and Universal Studios, and all attendees will receive numerous discount coupons for other Orlando area attractions. Look for more details in our registration brochure which you will receive next month.
It pays to register early for the Forum and Exposition because it makes you eligible to participate in a lottery for valuable prizes. You could win a round-trip ticket on USAir to Orlando; one week's lodging at the Buena Vista Palace Resort and Spa; and a rental car for one week from Dollar. Don't miss out on a chance to win one of these prizes.
Dollar Car Rental Systems, Inc., has been selected as the official car rental company for our Forum for the fourth straight year. It is important that you use the NDTA identification number (ND000l) when making reservations because it is used to track NDTA member usage. Dollar ' s agreement with NDTA provides a scholarship fund allowance to be paid quarterly based on time and mileage volume.
USAir will be our official airline for the Forum. When making your reservation make sure that you use the
NDTA Gold File #54310003 or advise that you are attending the NDTA Forum in Orlando . It is important that you follow these instructions to obtain the best fare in the market
The April DTJ contained information on making hotel, air and rental car reservations. You should make your hotel reservations early and take advantage of the special lodging rates we have negotiated. Don't wait until the last days because you may not be able to get into the Forum hotel. It's particularly important to make your hotel reservations as early as possible, especially if you plan to arrive early or stay later than the actual Forum dates. SPACE IS EXTREMELY LIMITED. We are pulling out all the stops to make sure that your attendance at the 1996 NDTA Forum and Exposition in Orlando is an unforgettable experience
As you can see by the cover, this is our annual Passenger Travel Issue of the DTJ. We would particularly like to salute all of our corporate member passenger transportation and related companies that are celebrating special anniversaries this year. Many of your companies pre-date NDTA's own founding in 1944 while others are relatively "new." We wish all of you a Happy Anniversary and a prosperous future.
Did you know that advertising by our corporate members in the DTJ controls the number of feature articles that we may have in each issue? At the outset, I wish to continued on page 28
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Reengineering DoD Temporary Duty Travel:
Mission First, the Customer
Always
Hon. John Hamre, DoD Comptroller
Mission travel for the Department of Defense is big business. Our military and civilian members, stationed around the world, filed 8.2 million temporary duty travel vouchers last year. Our process for managing this travel inconveniences the traveler, provides little management information, and virtually drowns everyone in a sea of paper.
Last June, the Undersecretaries of Defense for Acquisition and Technology, Personnel and Readiness, and Comptroller, and the Director for Administration and Management, chartered the DoD Task Force to Reengineer Travel. The objectives were to reduce overall costs, improve customer service, and support mission requirements. The Task Force's report, published in January 1995, recommends we shift our ways of thinking about traveling for the Government, and provides numerous specific changes in our administration of travel. Our vision is a seamless, paperless system that meets the needs of travelers, commanders, and process owners; it must reduce costs, support mission requirements, and provide superior customer service
Ten key features will help us attain this vision:
1. The traveler and commander or supervisor are honest professionals who are accountable for their actions. Simple rules and automated tools will help them carry out their responsibilities.
2. Supervisors will have travel budgets, and will approve vouchers and variations in "should-cost" arrangements. Simplified accounting and management information systems will let supervisors track their funds .
3. Entitlements are simple, easy to understand, and provide maximum flexibility for mission support. Arrangements are based on mission rather than status of traveler.
4. Travelers and supervisors will have one-stop shopping for all arrangements through mandatory use of a Commercial Travel Office (CTO).
5. One document will support travel, by being the order, itinerary, voucher, and record of any changes in arrangements. Data will be entered once, regardless of source, and all levels will rely on electronic records rather than paper documents.
6. Travelers will be paid fairly and quickly through a process they can easily understand and use.
7. No more paper statements of nonavailability-if Government facilities can't be confirmed through the CTO, they don't have to be used.
8. The traveler would hold all receipts, not the Government, just as we do for taxes
9. Travelers will use commercial travel cards to pay for all travel expenses, consistent with mission requirements, and will split disbursement to the traveler and to the card company via electronic funds transfer. No cash advances, except in the most unusual circumstancesuse the travel card for advances or pay most charges on the travel card.
10. Continuously assess performance for improvement.
On January 23, 1995, the Deputy Secretary of Defense directed the Department to implement the recommendations of the Task Force and tasked me to manage the transition effort, giving me the authority to change any practice , policy, or procedure within the Department to accomplish this end He also directed maximum reliance on the private sector. I created a transition task force of functional experts and Service and agency representatives. The task force process included a steering group of Major General/Rear Admiral or equivalent representatives from all the
Services, and it has a working group level to tackle the specifics of implementation. We also included the DoD Inspector General's staff in our process.
The first task was to create a simplified structure of entitlements, one that provides equity among officers, enlisted members, and civilian travelers in the Department. I am happy to report that a simpler regulation is virtually complete.
We have prepared ;an entitlements package that will replace chapter 4 of both the Joint Federal Travel Regulations and Joint Travel Regulations, which cover military and civilian travelers, respectively. These simplified entitlements reduce the existing regulations by over 90 percent.
Some of the changes in this simple document include: payment of 75 percent of the meals and incidental allowance on the day of departure and day of return; using a "whole day" concept for meals, whereby meals in a Government mess are regarded as available only if all three meals are in fact available; and retention of the lodgings-plus system of determining per diem, but with the ability of the authorizing official to permit exceptions up to 150 percent of the per diem rate when the CTO cannot book arrangements with the normal rate.
This package requires some waivers from other government agencies, including the IRS and GSA, which we have requested. We are also giving our unions the opportunity for input through the Defense
nominated by the Services and Defense Agencies, and pilot programs are scheduled to begin in July of this year. We anticipate the pilot and selection process will last about a year in total, and we will begin DoD-wide application of the process within the following fiscal years.
We held an industry symposium in April to seek products within the commercial sector that can meet our needs. We presented industry with three major pieces: simplified entitlements, a standard statement of work for a contract, and new administrative and financial procedures. We are evaluating these proposals and will begin testing them this summer.
Our
Some limited pilots have already begun to provide proof-of-concept testing of many elements of the new system. Air Combat Command headquarters at Langley Air Force Base, Virginia, is maximizing use of the travel card, paying by EFT, and using a commercial software program to prepare orders and compute vouchers. Within the Washington area, the 11th Support Wing, an Air Force unit, is testing similar processes. The National Security Agency has had a long-term reengineering effort underway, which was, by the way, very helpful in completing our own study; they, too, will be testing similar processes within their own specialized community. Lastly, the Army's Forces Command headquarters in Atlanta will be testing similar arrangements, but integrated with the Army's financial management I systems. Initial feedback from these limited Partnership Council. We expect a favorable response in the very near future.
The Department has also established both use of the travel card (currently furnished by American Express through a GSA contract) and pay-
ment of travel claims by electronic funds transfer as our stan-
dard business prac-
tests is encouraging: error rates, cycle times, and customer "time in line" are reduced, which assists us
VlSlOil lS a seamless, paperless system that meets the needs of
both in managing Government costs and serving travelers faster. Manpower can then be redirected to more productive tasks.
travelers, commanders, and Barriers to Progress
process owners;
it must
1. Barriers within DoD: We have not been able to fully develop a good basetice. We are developing procedures that offer the option to split disbursement of the travel payment to both the travel card vendor and the traveler, as well.
Another major initiative is the development of a standard statement of work for the commercial travel office contracts with DoD. The statement of work will clearly identify the services sought by the Government from industry. It will also require CTOs to prepare "should-cost" estimates for travel based on booked arrangements. We seek "one-stop shopping" for all travel arrangements.
By the middle of April, several pilot sites had been
line for current process costs, since each installation uses somewhat different processes and has radically different levels of technology. Our proof-of-concept pilots within Army and Air Force address some of these issues, and we will be able to get answers to many of these questions as we continue to test.
2. Barriers within the private sector: The commercial world, on which we intend to rely for many tasks, is rapidly changing its practices as well. Most airlines have imposed a cap on commissions paid to commercial travel offices, which significantly reduces their income. Since
our contracts with the CTOs are concession contracts, in which we pay nothing directly to them, we will likely have to alter our practices in this regard. No standard CTO contract exists within DoD-or indeed throughout the Government-but we are developing one now. Additionally, there are no true "turnkey" commercial systems that integrate all the parts of the process. While many vendors provide portions of such a system, no firm has integrated all the elements into a seamless system. Our travelers also do not all accept the use of the travel card, due either to miseducation or perceived poor service, and we have a challenge ahead of us to train our travelers in the advantages of using the travel card.
3. Barriers within our culture: We must first change the perception that loosening controls will cause someone to get an undeserved dollar. Rather than focus on potential chiselers, who comprise less than two percent of our total population (and of the commercial world, as well), we should be focusing on the over 98 percent of our people who are honest and do the right thing. We need to change the "Washington Post test" to focus on the cost of administration of trying to catch that one or two percent, which we impose on 100 percent of the travelers and their superiors.
We have other internal perceptions to overcome as well, such as a somewhat paternalistic view of our junior enlisted members who, we assume, when given new tools could abuse them; a distrust of new technology and of the reengineering process in general; and the impression that this effort is but another "one size fits all" solution to our problems. It is not, of course.
I am happy to report we are correcting these perceptions, but it will take some time. We have a substantial internal marketing effort underway within the Department, and are continually seeking buy-in.
Investments
We don't know the full scope of investment costs for the project until tests are complete. We intend to make maximum use of existing information architecture at our installations, but not allow ourselves to be limited by that architecture alone. We will have to buy software from commercial vendors, create "bridging" programs to get accounting systems to accept data, purchase hardware and additional connectivity for installations and organizations that lack such infrastructure, and pay for vendors to train current process owners, travelers, and commanders in their new systems. I think these costs will be relatively small, compared to the potential savings, and can be managed within the existing and projected DoD budgets. At Langley Air Force Base, for example, costs have been limited to purchasing some software, some minor hardware upgrades, and paying for system maintenance and bridging program development.
Performance Measures
We are developing performance measures to use
throughout the testing and implementation phases of this effort. They include total cycle time, indirect and direct costs of travel, and customer satisfaction. We also want to examine aspects of policy compliance, such as the percentage of total travel reimbursements made via EFT, percent of total travel paid for through the travel card, and percent of airline reservations made on the city-pair contract routes. We are preparing a draft set of performance measures now, and will refine them throughout the testing process. Of note is the participation of members of the DoD lG staff and the budget and costing communities in helping us identify cost baselines and shape these performance measures.
Potential Savings
Just as we don't know the full extent of investment costs, we don't know the full extent of potential savings. We estimate the Department currently spends between 15 and 30 percent of the direct cost of travel on administration, which equates to between $500 million and $1 billion each year. Within those numbers, about $100 million are salaries of voucher examiners and computation specialists in Service and Agency finance centers; we also estimate that about $60 million is spent on reconciling and paying travel costs billed to central accounts (such as Government Travel Accounts and transportation requests). Following our reengineering strategy would reduce these two costs substantially. We also would be able to capture the full range of travel card rebates and shared commissions with travel service providers, such as hotels and rental cars. We now retain about $55 million of a potential $110 million in shared commissions and rebates.
Other portions of the cost are in the salaries of administrative personnel, who now spend an inordinate amount of their time working within today's highly bureaucratic system-though this is not their primary responsibility. We would be letting these people perform more productive tasks once our reforms are fully implemented.
One of the greatest improvements will be reducing "time in line " Travelers spend an extraordinary amount of time complying with the current rules. Our study shows an estimated six hours of time for travelers simply to prepare a reimbursement voucher for submission; one base got this down to an hour. If we can make that much of an improvement DoD-wide, we could save as much as 21,000 manyears-a division's worth of troop labor-that would be devoted to much more productive tasks directly related to the readiness of our armed forces. These features form the specific tenets of our vision, and will assist in shaping our transition to the future. More importantly, they represent the best-in-class practices found both inside the Government and in the private sector. However, they do not now exist together in a seamless process. DoD intends to become the example for others to follow. DTJ
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we're building a better way to travel.
VISIOn=
The future of government travel looms like a congested highway interchange. That's why SatoTravel is building a better way to travel-right now.
Our vision-"Do it better. And make it simple."
Through innovative programs like book-it-yourself software and proprietary accounting and management support systems, we're building new roads far ahead of schedule. And SatoTravel is working with our partners to streamline the travel document process by automating forms, regulations, per diem computations and electron ic interfaces
All to make your journey into the future an easier one.
Achieving Missio n Possible : The Unsung Heroes of DoD Travel Reengineering
By Debbie Lewis-Manni
Customer application manager for SatoTravel
Last year, the Department of Defense (DoD) embarked on a mission-a mission bound to change government business travel forever
Like most of the department's missions, overhauling the current Defense travel system-reducing administrative costs, eliminating mountains of complicated paperwork, boosting customer service levels and eliminating the endless obstacles that government travelers facehas been no easy task. But the changes in store will result in a simpler, more cost-effective way of getting DoD personnel from here to there.
And, like most DoD missi,ons, this one has its heroes. In this case, the heroes are employees at pilot sites who not only gave valuable input to the reengineering plan, but also saw first-hand and endured the current state of DoD travel.
The First Step
At the core of the reengineering project is its "Concept of Operations," which was used as a guide for 28 pilot test sites' testing strategies. Those pilot sites •were challenged to prove or disprove the "Concept" and to find ways in which to better the process.
Of course, this challenge resulted in long days, intense discussions and peculiar business relationships for the pilot site project teams, Commercial Travel Office personnel and software vendors. While those untraditional relationships did have the positive effect of successful implementation of the plan at a majority of the pilot sites, implementation has still been a bumpy road.
The Long and Winding Road
For the most part, the vision of re-engineered travel is clear, but getting there has been another story. Pilot teams were expected to make decisions about cuttingedge computer technology, innovative integration strategies and confusing electronic commerce, even though most teams had little or no experience in those particular areas.
In addition, the necessary funding for the test sites was a strain on budgets that had already been stretched
to the limit. Personnel considerations, too, affected implementation. Finding time to give input on the ambitious project and meeting tight deadlines proved difficult for many workers, and the realization of the inadequacy of their current computer systems fueled their panic.
Still, for all the testing trials and tribulations, the pilot sites have demonstrated that they are highly capable of yielding meaningful and timely data for the DoD's Travel Reengineering Task Force. Consequently, the task force now has tangible evidence of who in the industry is willing to collaborate now to produce a comprehensive solution for the future in new Defense Travel Region RFPs; these new sites should prove to be one of the most competitive and technically diverse procurements ever to cross MTMC's collective desk.
Of course, only time will reveal who wins those coveted contracts. For now, the true winners of this Mission Possible are the pilot test sites' personnel. On behalf of all involved in this often-arduous process, SatoTravel thanks those heroes who, despite the many unforeseen problems that at times plagued their efforts, are dedicated to making the project a success and will soon enjoy its rewards. Truly, it's only a matter of time before "Mission Possible" becomes "Mission Accomplished." DTJ
Passenger Travel Services Committee Update
Reports of the demise of the Passenger Travel Services Committee have been greatly exaggerated. The committee is definitely alive and well, according to Ch airman Michael J. Premo, president and CEO of SatoTravel.
However, the group has been waiting for the dust to settle on the changes taking place in the GSA and MTMC in order to fill two government liaison positions. The committee expects to name those liaisons shortly and at that point will resume normal operations.
IRLIFT TO THE BALJ(ANS:
Something New, Something Old
by Lieutenant Colonel Chris Krisinger, USAF
Tie airlift effort supporting the Operation JOINT NDEA VOR deployment to the Balkans turned nto a coming-out party for the newest addition to the USAF airlift fleet, the C-17 Globemaster. For both operators and airlift customers alike, the aircraft performs superbly and justifies its status as the airlift workhorse of the future. But the impressive capability displayed by this new member of the USAF inventory in its first "real world" test also revives old debates about what is the best organization and structure for U.S. air-
(and thus became part of the air component of United States Atlantic Command, USACOM) as well as composite wings. Similarly, theater-based C-130s were placed under the direct control of the theater commander. This change left the C- 130, its associated units, and its airlift mission once-removed from traditional links to the global mobility system residing in AMC and United States Transportation Command (USTRANSCOM). For many airlift advocates, the C-130 transfer represented the fragmentation of the airlift system. It disrupted the
lift and mobility forces. In particular, the C-17 employment scheme in the Balkan operations challenges certain aspects of the early 1990s Air Force reorganization that fractured the previous single-manager, consolidated airlift system that performed so well for many years up to and including the Gulf War.
During the early 1990s Air Force's reorganization, then Chief of Staff, General Merrill A. McPeak, advocated and implemented the movement of certain air assets to their respective theater air force component commanders (AFCCs) in order to consolidate air assets under a single commander. He reasoned that, over the years, a blurred distinction had developed between the strategic and tactical missions. Further, the Air Force's organizational structure had moved away from simplicity in command structures as well as general reliance on a single controlling authority in theater operations.
For airlift forces in particular, the reorganization assigned C-130s as theater assets; in fact, theater airlift was made distinctive from intertheater airlift. In step with that designation, CONUS-based Hercules were transferred in October 1993 from Air Mobility Command (AMC) to Air Combat Command-ACC-
doctrinal conviction that airlift is a seamless continuum of tasks and responsibilities of which individual aircraft are only one piece.
How does the new C-17's performance fire these old debates? In times past, today's Balkan operations would exemplify the very definition of theater airlift. Flying from on-load points already in the European theater like Rhein Main AB and Ramstein AB to austere forward locations like Taszar, Hungary, and Tuzla, Bosnia, the C130 fleet would carry a great deal of the troops and cargo to those places. The C-130 portion of the overall air bridge to the Balkans would have been commanded and controlled by a single manager for airlift operations working directly for the theater commander. That single voice for airlift in the theater was the theater airlift manager embodied in the persona of the Commander of Airlift Forces, or COMALF. It was the "dual-hatted" COMALF, working for the theater commander yet plugged into the entire global mobility system, who took responsibility for delivery from the "fortress to the foxhole" under the toughest of battlefield conditions.
Today the C-130 fleet is still doing its part; however, C-17s deployed to the theater with their much-
Photo courtesy of McDonnell Douglas
increased range and payload capabilities stole the show. The C-17 upstaged the C-130 in the theater airlift mission. In the critical first six weeks of the deployment, C17s in roughly a quarter less theater sorties than C-130s moved more than three times the cargo tonnage and a quarter more passengers. Yet, those theater-devoted C17s worked through a different chain of command than the theater-based C-130s. The theater AFCC-in this case USAFE--did not have the control, visibility over, or responsibility for those C-17s that flew a substantially larger share of the theater load than its own Europeanbased C-130s. The C-17s along with other AMC aircraft-C-141s and C-Ss-flying traditional European theater missions to the Balkans in support of the theater commander, operated through a predominately AMC/USTRANSCOM command, control, and support system. Meanwhile, C-130s operated via separate USAFE channels. These two different networks of control and support only awkwardly communicated with each other and thereby lost synergies of mutual support, effectiveness, and efficiency.
Other twists derived from these awkward arrangements. Theater C-130s regularly crossed over and flew AMC missions in the European theater. Then, and only then, did AMC follow the progress and support these missions. Separate and distinctive channels were used to obtain foreign overflight clearances for AMC versus USAFE aircraft, even though both were flying Balkansrelated missions. Airfield operations personnel at the forward locations had to be capable of working with all the airlift aircraft, yet they hailed from different major commands.
This lack of centralized focus and control that a single-manager, consolidated system brings also extended the loss of synergies beyond passenger and cargo movement to include the use of other airlift system components like transportation, maintenance, logistics, and CZ. Furthermore, the European theater airlift arrangements are typical of what can be found in any of the other theaters. So for airlift support to a theater, the intent of the Air Force restructuring to consolidate controlling authority for theater operations actually decreases the performance, effectiveness, and efficiency of airlift in supporting the theater commander. It's time to go back and better integrate the old with the new. It's time to put all airlift back together again.
While the return to a single-manager, consolidated mobility system and its doctrinal corollaries is one step towards fixing present fractures, it is naive to believe airlift can merely go back to the old ways. Today's mobility mission is complicated by several new variables. The environment that airlift must operate in is different. For one, the U.S. places far greater reliance on CONUS-based forces, thereby upping the importance of mobility. Also, airlift and mobility forces in general assume new status as non-lethal applications of airpower in the pursuit of national goals increase. Witness the many humanitarian and
peacekeeping missions for airlift forces.
For future mobility operations, the traditional mind set of the "primacy of theater operations" and the geographic boundaries of theaters that guided Air Force reorganization must be increasingly questioned. An early airlift pioneer explained that idea by saying, "Within the air transport arena, the speed and mobility of transport airplanes [reduces] the entire world to one theater of operation." Examples abound. The C-17's direct delivery capability to fly from the CONUS direct to the front lines in a theater clouds distinctions between strategic and tactical; intratheater and intertheater. The range and capability of airlift and tanker assets make any Europeanlocated forces liable to support Southwest Asia operations. It must be no idle thought for airlift planners, even as Bosnia operations take center stage, to consider more than the "what ifs" of the two MRC strategy as the U.S. remains vigilant toward the situation on the Korean peninsula. The same C-17s and CONUS-based C-130s currently conducting Bosnian operations must be factored into any war plans that consider dual MRCmaybe Bosnia and Korea or Bosnia and Southwest Asiascenarios. There would be force allocation decisions based on competing equal priorities.
One step even farther than loosening an almost unshakable belief in theater primacy would be that someday one of the regional theater commands would be the supporting command for a strictly airlift or mobility operation. USTRANSCOM might be the supported command, allowing it to direct and command the employment of forces from the geographic command of one of today's warfighting CINCs. Two recent operations could very well be the prototype for USTRANSCOM being the supported command and USEUCOM acting as the supporting command. The predominately mobility character of both the Rwandan relief operations in 1994 and the Operation Quick Lift movement of the NATO Rapid Reaction Force to Split, Croatia, in mid-1995 could very well have cast USEUCOM in a supporting role.
As the C-17 launches a new era of aircraft capability, it is imperative we get the organization and structure of airlift forces right. In the airlift business, the best aircraft in the world are of little value if the entire airlift system, or even another system component is not responsive . Finally, as dollars for defense become scarcer, we will have fewer chances to buy capability and performance like the C-17. Increasingly airlift will have to depend on the wise employment of existing forces and resources. Let's put all the airlift forces back together into one system. The time-tested, consolidated, single-manager, seamless airlift system is the best choice for obtaining maximum performance, effectiveness, and efficiency from this nation's airlift forces. DTJ
Lieutenant Colonel Chris Krisinger is a career C-130 pilot and is currently assigned to the Plans & Policy Directorate (J-5) at US European Command in Germany.
Northwest Airlines' Worldwide Service
Global Network
Northwest Airlines and its global travel partners serve more than 400 cities in over 80 countries on six continents. Recent additions to its service include nonstop flights from Detroit to Beijing, China; Honolulu to Seoul, South Korea; and Washington, DC/Dulles to Amsterdam. The flights to Amsterdam provide convenient terminal connections from Amsterdam ' s Schiphol Airport to more than 90 destinations in Europe, the Middle East, Africa and India.
Northwest Code-Share Partners
We've formed partnerships with several other airlines worldwide in order to provide our passengers with the increased convenience of a major global network. Currently, Northwest has 14 code-share partners including Alaska Airlines, Asiana Airlines and KLM Royal Dutch Airlines. All passengers receive the benefits of a fully integrated one-stop checkin process for all itineraries involving travel on Northwest or any of our codeshare partners. Also, US government and military personnel can receive Northwest's discounted rates on our partner airlines while traveling around the world on official business.
Our Tradition of Support
At Northwest our history has been an integral part of the US government and military in many ways :
• During World War II we assisted the military in establishing supply centers and military posts near the Aleutian Islands.
• We were the primary contractor to the military during the Korean Airlift, flying nearly 14 million revenue plane miles and 66 million ton-miles.
• In 1973, Northwest Airlines flew the families of returning Vietnam POWs to Travis Air Force Base in California to be reunited with their loved ones.
• We supported Desert Shield/Desert Storm with 268 passenger missions and 117 cargo missions.
• During Operation Restore Hope in Somalia, we flew 19 missions carrying more than 7,500 passengers-more than any other commercial carrier.
• We are a major participant in the Civil Reserve Air Fleet (CRAP) program
• We provide charter service under the Air Mobility Command (AMC) transportation contract.
• We provide complimentary tickets annually to Medal of Honor recipients.
Discount Rates for US Government and Military Personnel
As part of our commitment to the US government and military communities, Northwest Airlines is a key air carrier in the General Services Administration (GSA) contract . The contract offers unrestricted, discounted air fares for both US government and military personnel traveling on official business. In addition, Northwest offers Military Leave fares for active-duty military personnel and their families when traveling on personal time.
Dedicated Military and Government Sales Office
Northwest Airlines' Military and Government Sales Department is located in the nation's capital in downtown Washington, D.C. Dedicated to meeting the needs of the US government, these industry professionals handle all aspects of government contracts, rates and marketing programs. Working with other Northwest departments, they ensure that the needs of the government and military communities are being met consistently.
Government Desk Offers Special Services
Northwest's Government Desk staff works with military and government travel agencies as well as transportation offices and recruit stations Staffed by professionals who are well-versed in military and government policies, procedures and fares, the Government Desk handles reservations, pre-paids, preferred seat assignments, group movements and other special requests The desk has developed an outstanding reputation with travel and transportation offices in the industry. The Government Desk can be reached at 1-800-328-4073. Northwest Airlines has been a loyal corporate member of NDTA since 1965.
Earn 1,000 WorldPerks® Bonus Miles each way on Northwest/KLM between June I and July 31, 1996 :
Our global freight services are specially designed to accommodate industries with widely different needs: Aerospace, Automotive, Consumer Electronics, Construction, Energy, Mining, Electronics & Computer Technology, Fashion, Textiles, Government, Postal, Pharmaceutical, Healthcare, Medical &juipment, Perishable Goods, Publishing, Printed Materials, Trade Shows, Conventions.
From motors to modems, the industry standard for flexibility.
Every industry has its own unique shipping requirements. No one knows that better than Emery Worldwide. We've delivered more kinds of freight for more diverse industries than any other air freight carrier.
At Emery Worldwide, we make it our business to accommodate yours. That's what we call Customer-ization: doing whatever it takes to solve your global logistical challenges. Whether your air freight is perishable, fragile, big, bulky,
heavy or dense, we have the capabilities and the experience to handle it - and get it where it's going on time. Anywhere in the ever-expanding global marketplace.
So, whether you're shipping ball bearings or begonias, count on the industry leader to provide you with the greatest flexibility and customer satisfaction.
Call 1-800 HI EMERY (1-800-443-6379) and find out what we can do specifically for you.
1996 MTMC SYMPOSIUM REVIEW
NEW YORK CHAPTER
In May the New York Chapter celebrated National Transportation Week with the twelfth annual Volksmarch. Mother Nature was very uncooperative to the 100 brave souls who ventured out to take the five-mile walking tour of the Military Ocean Terminal, Bayonne. American Auto Carriers sponsored the refreshments along the way. After braving the elements, 40 chapter members sat down to an indoor German barbecue. At the luncheon COL Waldemar Carmona, Commander, presented the unit of the year award to the 1301st Major Port Command.
tion of American Railroads, who discussed the US railroad industry today and its future. Our June luncheon speaker was LTG Hugh Smith, USA, DCINC, US Transportation Command, who presented the USTRANSCOM perspective on transportation and its impact on the transportation community.
The chapter is actively preparing for its annual A-35 Scholarship Fund Auction to be held at the Ft . Myers Officers' Club on Friday evening, 23 August.
MEDITERRANEAN CHAPTER
WASHINGTON, DC, CHAPTER
The National Archives of the United States was the site of the Washington , DC, Chapter's annual reception celebrating National Defense Transportation Day and National Transportation Week. This formal reception and buffet was held on Friday evening, May 17, and was attended by more than 150 members and guests from both government and industry.
The Chapter's April luncheon speaker was Dr. Harvey A. Levine, Vice President and Chief Economist, Associa-
New Mediterranean Chapter officers pictured left to right: LT( Sweeney, Chapter President; MAJ Hymes, Regional VP Vicenza; Mr. D'Attelo, Regional VP Naples; CSM Hull, Military Representative; Mr. Jones, GS Employee Rep; LT Flowers, Secretary; and LT Sasso, Treasurer. Not pictured are: LT( Cox, Regional VP Livorno and COL (Ret.) Cote, Retired Military Rep.
The Mediterranean Chapter held its annual elections November 27, 1995, in conjunction with a dinner hosted by the members from the 14th Transportation Battalion, Vicenza, Italy The evening began with the election of officers and concluded with a dinner at the Forte Agip Hotel in Vicenza. COL John H. Harpole, Commander, MTMC Europe, spoke to the 30 transporters in attendance.
BALTIMORE CHAPTER
In April, the Baltimore Chapter had as our guest speaker J Harwood Cochrane, former owner of Ovemite Transportation and current president and CEO of Highway Express. This was a well-attended meeting and included our National President, LTG Ed Honor.
Our May golf outing was a sellout and raised money for our scholarship program. In June the chapter awarded scholarships to Morgan State University students as well as children of chapter members.
CHARLESTON CHAPTER
LT Col David L. South presided over the monthly meeting held at North Towne Restaurant. Mr. Paul Dacey of Sea Containers was our guest speaker. We also elected officers: President-Ms. Theresa Gibeaut; 1st Vice President-Capt James Koonts; 2nd Vice President-Capt Jennings Gillem; Secretary-Mr. Chuck Holiday; Treasurer-Mr. Tom Walden. Congratulations!
COL Donald W Lamb, Chief of Staff, MTMCEA and VP-Military Affairs-NDTA, welcomes everyone to the 12th Annual Volksmarch
Washington, DC, Chapter members at the National Archives reception, left to right: Karen Edwards; Margene Sims; COL John Sims, USA; COL Denny Edwards, USA (Ret.);, COL Norbert Grabowski, USA (Ret.).
GULF COAST CHAPTER
BG Robert Mcinvale, MTMC-EA, Deputy Commander for Mobilization, spoke to our chapter in March with more than 100 members in attendance. Mcinvale focused on the functions and missiol! of the reservists in time of war and contingency.
In April, Maj Clarence Lipscombe from the 53rd Weather Squadron (the "Hurricane Chasers") spoke to the chapter about the squadron's role and mission. Approximately 90 percent of the data used by the National Hurricane Center in Miami originates from the 53rd Weather Squadron.
Pictured at right is the newest and youngest member of the Gulf Coast Chapter-Ethan Boone Knight, born 8 November 1995. Ethan is the son of Senior Airman Anthony C. Knight and Mrs. Candice A. Knight. Thanks to the recruiting efforts of Bob O'Mara, young Ethan is already a member of NDTA.
SEATTLE CHAPTER
The May membership meeting of the Seattle Chapter was held at Adolfo's Restaurant where our guest speaker was Mr. Mark Bauer, District Manager for Expeditors International. Bauer discussed a variety of aspects of foreign trade and the vital role trade plays in the economy of the Pacific Northwest. He reviewed the changing country product sources in the Far East and the importance of US participation in open trade with that part of the world. Ramifications of the problems with China were also discussed.
DALLAS-FT. WORTH CHAPTER
The Dallas-Ft. Worth Chapter held its annual golf tournament in May at Grapevine Municipal Golf Course, with 150 golfers and volunteers participating. The event was a great success, with the Chapter raising $3,200 for our scholarship fund.
We would also like to thank our corporate sponsors, to whom we owe a debt of gratitude: American Airlines, Delta Airlines, Northwest Airlines, Mark VII Transportation, ABF Freight Systems, Roadway Express, Advantage Rent-A-Car, SatoTravel, Dallas Airmotive, Design Carriers, FedEx, Burlington Air Express, Jos. A. Bank Clothiers. The first place team with a IO-under score is pictured at right (1 to r: Norm Taylor, Bob Berry, Dave Darter, Mike Dobbs).
UNITED KINGDOM CHAPTER
The Honorable William J. Crowe, Jr., US Ambassador to the United Kingdom, was the guest of honor at a special combined luncheon meeting of the United Kingdom Chapter and the Propeller Club of the United States. The meeting was held in the Constellation Room at the Headquarters of the US Naval Forces, Europe, London.
The distinguished audience included Rear Admiral David S. Bill, III, USN, Deputy Commander-in-Chief of the US Naval Forces Europe, and leading transportation executives from private industry, government, military and associated professions. Ambassador Crowe, former Chairman of the US Joint Chiefs of Staff, provided members with insightful comments and observations on~rrent and projected developments in the Mediterranean and Middle East, and discussed the commercial and economic relationships between the US and Great Britain.
NEW ENGLAND CHAPTER
On Thursday, 21 March, the New England Chapter held its regular luncheon meeting with 19 members in attendance. MSgt Victoria Forsgren was presented awards for her outstanding participation in this year's Special Incentive Recruiting Program. Lt Col Christopher P. Murphy, Commander of the 85th Aerial Port Squadron at Hanscomb Air Force Base and Chief of Business Management for the Air Force, spoke to members on the functions of an aerial port squadron and its participation in the Defense Air Transport System.
The Chapter had its May luncheon meeting at the Officer's Club, Hanscotnb AFB, where our guest speaker was BG George A. Landis, USA (Ret.). Landis is now Manager of Logistics, Missile and Air Defense Systems, Raytheon Company. He discussed his experience with career transition and the importance of strong ties between the US military community and the US defense industry.
Distinguished NDTA members and guests at the London luncheon, left to right: Ms. Loretta Francis, Secretary-Treasurer, UK Chapter; Mr. Paul R. Kelleher, President, UK Chapter; Hon. William j. Crowe, Jr., US Ambassador to the United Kingdom; and Capt. George Hellinikakis, President, Propeller Club UK Chapter.
The 1996 Navy Transportation Training Symposium
by LCDR Brian H. Bialas, SC, USN
Held at the Norfolk Waterside Marriott Conference Center, 31 January-2 February 1996, the Navy Transportation Symposium was attended by 350 attendees representing every Service and a variety of non-DoD governIIlent agencies. Attendees had the opportunity to att end 23 briefings, seven workshops , five transportation-related tours , and a commercial and DoD tradeshow with exhibitors from around the country. CAPT Dick Costello, CO, NAVTRANS, opened the Symposium with an overview of the command , after which he introduced the Keynoter, RADM Robert C. "Chooch" Chaplin, Director of Plans and Policy 05) at USTRANSCOM.
Other speakers included: LtCol Baker, USTRANSCOM, presenting a 2015 overview; CDR Karl Bernhardt and LCDR Jim Marler briefing the CINCPACFLT and CINCLANTFLT perspectives, respectively; COL Ellison, DLA; LtCol Crooks, Air Force
TRANSPORTATION MANAGEMENT CAREER PROGRAM _ I
MTMC-Eastern Area
A challenge in the Defense Transportation System is that there are always new developments affecting the way we do business. Education and training are only part of the awareness process; interaction with those who provide the transportation services is equally important because some installations may not be aware of a valuable training aid available to them.
The Military Traffic Management Command-Eastern Area conducts quarterly multimodal training workshops to update customers and DTS users. All installations, regardless of branch of service, who perform any type of transportation function are encouraged to attend . The
AMC ; Nun Jain and Bill Martin, MARAD; and LtCol Buckingham, USTRANSCOM, with an update on that command's CIM Center.
In addition to DoD transportation experts, more than 40 exhibitors set up displays at a transportation tradeshow This was an opportunity to discuss transportation issues with commercial counterpar ts and to meet with future and current transportation providers.
We hope to see you at the 1997 Symposium scheduled for 2628 May at the Norfolk Marriott Hotel. The 1997 theme will be "NAVY STRATEGIC MOBILITY IN THE 21ST CENTURY."
Additional program information will be available toward the end of the year. We are glad to welcome NDTA who will be helping us administer and expand our tradeshow next year. They will be sending information to all past exhibitors plus their own corporate membership. See you in Norfolk!
workshops are geared to those who are involved in the day-to-day activities and operations of a transportation office. Also invited are representatives of the carrier industry as well as policy makers from MTMC headquarters. The workshops run two-and-a-half days, and are divided into two sessions: freight and personal property/passenger, conducted simultaneously. Popular topics include CONUS Freight Management System, HAZMAT, commercial travel office, guaranteed traffic, port operations, personal property movements, and the Joint Military Astray Freight Program, among others.
For more information about Eastern Area's multimodal workshops call Ted Grondzki, DSN 247-5470 or CML (201) 823-5470; Dave Nelson, e xt. 5463; or Nanette Albarillo, ext. 5884.
Military Sealift Command
The World Wide Web comes to southeast Washington, DC. Vice Admiral Phil M. Quast, USN, Commander of MSC, encourages a young student from the Anthony Bowen Elementary School to forge ahead on one of 16 computers the sealift command donated to the school in mid-April.
MTMC
Ten commercial industry winners received MTMC's Quality Award in arch to recognize excellent , innovative service transportation firms provided to DoD in 1995.
MG Roger G. Thompson, Jr., commander, MTMC, presented the awards at a special dinner during MTMC's 1996 Training Symposium in Louisville, Kentucky (photo feature on page 21).
A panel of headquarters staff select ed the winners from the many nominations submitted by DoD field activities through their area commands. Nominees were rated on business inno v ation, partnership and teamwork, improved service, cost reductions, and possibility of DoD-wide application of industry innovations.
All modes of transportation service providers, including rental car companies and commercial travel agencies, were eligible to be nominated.
The following MTMC Quality Award winners are listed alphabetically:
EMERY WORLDWIDE, Palo Alto, California
GOESON MOVING & STORAGE, Colorado Springs, Colorado
INTERSTATE VAN LINES, Long Beach, California
MATSON TERMINALS, Long Beach, California
MERCER TRANSPORTATION, Louisville, Kentucky
ORTEGA TRAVEL SERVICES, Hurlbert Field, Florida
PORT OF TACOMA, Tacoma, Washington
from the
of crude
from
MTMC
ROBERTS EXPRESS, Akron, Ohio
SATOTRAVEL, Camp Pendleton, California
UNITED PARCEL SERVICE, Atlanta, Georgia
A recurrent theme in each submission was a company's focus on open communication and responsive customer service. On-time deliveries and dependable performance plus competent, professional personnel were noted in the winning nominations. Saving time and money, developing automated systems that cut down on routine paperwork were key innovations the award winners shared with their DoD customers.
Students
Anthony Bowen Elementary School in southeast Washington, DC, experience a simulated oil spill by using vegetable oil for the removal
oil
bird feathers. Petty Officer Second Class Kim Tatar, USN, from MSC looks on.
NDTA President, LTG Ed Honor, USA (Ret.), presents a special NDTA recognition award to long-time NDTA member and outgoing Deputy Chief of Staff for Operations of the Army's Military Traffic Management Command , Mr. Robert H. Moore. Moore retired on March I after 34 years in the transportation field
Carls onWagonlit ~ -
Carlson Wagonlit Travel
Carlson Wagonlit Travel has announced that Col. Craig Thompson, USAF (Ret.), is their new General Manager for the National Capital Region with responsibility for all military and government business. Thompson is no stranger to the travel industry having served at both USTRANSCOM and as a former Director of Passenger Traffic at MTMC. He is a long-time member of NDTA and will coordinate Carlson's involvement with the Association.
In other news, the company has opened an office at the new Brooke Army Medical Center (BAMC) in Fort Sam Houston, Texas, one of the largest military hospitals in the US. The travel office is part of Carlson Wagonlit's management of the US Army Defense Travel Region 5 contract, which it has handled since 1988. Carlson Wagonlit Travel began servicing BAMC's employees and patients in May. The BAMC employs 3,500 people and handles one million patients.
Delta Air Lines
A .DEI.TAAJRLINFS
World Health Organization recently announced Delta Air Lines received the "Tobacco or Health" medal and certificate in recognition of its decision to offer smoke-free flights worldwide. In 1995, Delta became the first US airline to eliminate smoking on all flights throughout its worldwide route system. Delta Crown Room Clubs also became smoke-free in 1995.
Holiday Inn Worldwide
Holiday Inn Worldwide went "live" recently in WORLDSPAN HOTEL SOURCE, providing WORLDSPAN subscribers throughout the world with real-time, direct connectivity to the Holiday Inn Central Reservations System host. As the newest HOTEL SOURCE participant, Holiday Inn Worldwide allows virtually all information available through its 800 reservations number to be accessed by travel agents through their WORLDSPAN workstations. Instant electronic retrieval of information greatly reduces telephone time between agents and the hotel company.
Sato1raver
SatoTravel.
How can it be that SatoTravel, with a history of almost 50, is celebrating a 10-year anniversary?
Of course, SatoTravel has been around since the
1950s. It began as Scheduled Airlines Traffic Offices, Inc., a system for managing business travel for DoD. SATO later expanded to serve the travel needs of other government agencies. Originally, the organization operated as a joint venture of the major U.S. airlines under anti-trust immunity granted by the Civil Aeronautics Board. After airline deregulation, however, the DoT ruled that antitrust immunity was no longer necessary. In 1985, the airlines adopted the trade name SatoTravel. Since then, SatoTravel has been providing other travel services in addition to airline tickets-including hotel and car rental reservations, tours and cruises-and has expanded its customer base to include large corporations.
NDTA ROTC Avvard VVinners
Each year NDTA is proud to sponsor ROTC awards for deserving college and university students. Some of this year's winners include:
Auburn University (NROTC Award)
OC Marcelle P. Shillito.
Boston University (NROTC Award)
Midshipman 1/C Jeffrey N. Takle.
Duke University (NROTC Award)
Midshipman 1/C
Amanda E. Montgomery.
UCLA (NROTC Award)
Tricia D. Lim (pictured with LT Wurgler)
BUENA VISTA
N~!4etion
NDTA SENATE DISPLAY
In May NDTA presented a commemorative display in the Russell Senate Office Building in Washington, DC, in celebration of National Transportation Week. Senators Strom Thurmond and John Warner, pictured below with NDTA President LTG Ed Honor, USA (Ret.), paid visits to the display.
People are thinking about A-35ers and their potential. A special thanks goes out to Dave Balding of Landstar. While preparing for a move, Dave found he had an overabundance of books. Realizing that books could continue to provide enjoyment, Dave thought of the United Seaman's Service/American Merchant Marines' Library Association (AMMLA). He also contacted NDTA HQ to ask if the A-35ers might be interested in sponsoring a book drive. I have received some very enthusiastic feedback from the A-35ers and NDTA members and agreed to organize a drive. AMMLA has dedicated itself to providing "sea-going libraries" to the Ameri~ can Merchant Marines, US Navy, Coast Guard and to seafarers of allied nations. Please start thinking about the books you and your friends can part with.
According to our national roster, there are a total of 889 A-35ers on record. While this is a rather large number, we have room for more. If you have ideas on increasing membership, please pass them on. Try our new e-mail address: A35@aol.com.
It's time to start thinking about the Forum in Orlando (28 September-2 October). We're looking forward to having a booth; we'll also have an A-35 breakfast on Wednesday 2 October. Please plan on attending.
Starting next month I will be highlighting select A35ers, their accomplishments and their contributions to NDTA. If you would like to submit an individual for consideration, please forward details (including professional background) and a photo, if available, to me at UPS Government Sales, Attn: NDTA A-35, 316 Pennsylvania Ave., SE, Suite 500, Washington, DC 20003.
The Jacksonville Chapter will be launching their Mentor/Protege program this month at their June luncheon. Captain Pittman has promised to send me a copy of their presentation, as well as the outline of their quarterly awards program. If you'd care to share your information about your programs, please let me hear from you.
As a closing note, I'm pleased to let you know that Aaron Eastman is the new A-35 representative for the European Region. Since we first met at the last Forum, Aaron has aggressively promoted NDTA and the A-35 committee within Germany-and I'm confident that he'll do a great job as the European representative.
Theresa Giordanengo Vice-President A-35
Employment Referrals
Transportation/Logistics Management
More than thirty years diversified and successful managerial , technical and administrative experience in the military and commercial industry. Hands-on and supervisory management experience in transportation, logistics system analysis, operations management, in the areas of traffic management, safety, quality control/assurance and accident investigation. Strong background in systems analysis. Excellent verbal and written communication and instructional skills #96-107
Association/Corporate Communications Management
A flexible "number two" generalist with 28 years experience in team building, problem solving, and keeping the hounds off the Boss's back. Thirteen years of public affairs, government relations , and corporate communications practice with the Depts. of Army and State. Broad experience in personnel, financial, and strategic planning, office automation, event planning and execution, crisis management, corporate training, fundraising, media and community relations, and publishing Strong skills in melding disparate elements of an organization into a focused whole and spreading an organization's positive message to employees, customers, vendors, and general public. #96-109
Transportation, Logistics, Aircraft Maintenance
Dedicated results-oriented performer with 25 years of demonstrated success in leadership, decision-making and problem solving at all levels of management. Fifteen years in top management positions in Transportation, Joint Logistics, Aircraft Maintenance and Crisis Management. Handson experience in Fiscal Management, Information Systems Management, Organization and Project Management and Training. Managed dedicated Air Distribution Systems, 3,000 un i t vehicle fleet and worldwide multi-modal strategic moves. Hands-on experience in team building and TQM. Ability to plan, organize, and execute makes me your number one choice. MBA, BS in Transportation with Marketing minor. Computer literate Aviator. #96-110
Logistics/Transportation Management
Senior military executive with more than 35 years of experience seeks counter position in private industry. Experienced in management of multi-modal transportation and traffic management operations in the US and overseas Strong background in personnel management. People and results oriented, adaptable to change, focused on the future. #96-111
President's Comer continued from page 7
thank those companies who advertise in the DTJ on a regular basis. I would ask corporate decision makers who do not advertise with us to consider the following : our distribution of 10,000 copies of the DT/ is read by 1) your customers and potential customers who are interested in your products and services in the United States and 31 countries; 2) some of the most influential members of Congress; and 3) hundreds of libraries all over the world subscribe to the DTJ. As your companies participate in domestic and global markets, I am relatively sure that we can meet many of your advertising needs. I recognize that many of you have out-sourced your advertising to a contractor who may not be acquainted with or understand NDTA, and this is where you can help us b y emphasizing the value of NDTA to your company Appearing for the first time in this month's DTJ is a spe-
Logistics/Traffic Management
Traffic Manager for moderately large industrially-funded, nationwide distribution operation seeks opportunity to better utilize language and analytic/quantitative skills . Currently engaged in depot operations and transportation/logistics policy & analysis dealing with military, civil agency, and private sector logistics elements, customers, and providers, as well as all internal functional elements, from accounting on Execute my own analyses on a large mainframe, and also write complex desktop xBASE applications (Government Bills of Lading , MAPAD, pre-payment auditing, seavan Automated Manifesting System, etc.). Previously worked as national Traffic Manager in a contract administration/procurement traffic setting where I gained substantial expertise in industrial traffic management, consulting, and functional compliance auditing. Dartmouth graduate with MS in Applied Economics; fluent Spanish as well as military and business logistics vernaculars; former DoD Top Secret, currently agency Special Access; long on creativity & vision; willing to relocate next year but would consider sooner. #96-112
International Transportation &: Logistics
Proven senior management and leadership experience in transportation, distribution, inventory, quality assurance, and traffic management. Extensive experience in international and domestic freight traffic management . Solid skills in computer analysis, extensive rate negotiation accomplishments, contract administration, strategic planning with a proven track record of innovation and leadership role within household goods and freight forwarding industry. Seeking challenging position within progressive, quality focused company. Assignment location flexible, including overseas. #96-113
Administrative/Marketing Manager
Thoroughly conversant with all aspects of rail freight transportation acquired by 35 years of solid experience, qualified to assume full responsibility for market development operations. An effective manager of resources-human and physical. Can use broad knowledge of transportation marketing and sales to solve key problems. A proven record of success in planning, problem solving and translating organizational needs into effective action Successfully developed low cost effective marketing packages, concrete results in improving sales in volume and profits in every position held . #96-115
cial Corporate Profile. This new double-page feature will review the heritage of our corporate members and will be published periodically in selected future issues It will be written from an historical perspective on one page, and will combine with an advertising component on the facing page that can feature any modern-day theme of the company 's choosing For a sample of this new feature, see the Northwest Airlines entry on page 18. If you would like to highlight your company's heritage in a similar manner in a future DTJ, pl ease contact me for details of the program.
Mark your calendars for 28 September to 2 October 1996 and participate in "Building a Foundation for the 21st Century." I look forward to seeing you in Orlando. DTJ
o r
US FLAG CONTAINERSHIPS
ARE N ATIONAL SECURITY ASSETS
By Albert Anthony Melvin
Further to my article "The US Flag Merchant Marine's Containership Fleet : The Key to US Strategic Sealift " which appeared in the April issue of Defens e Transportation Journal, I would like to point out that the future of the United States as a major maritime nation and the containership fleet that flies our flag, are now at stake as pending legislation works its way through Congress.
Maritime Security Program
This is the critical legislation that will annually compensate American shipowners approximately $2 million per containership to keep 50 containerships operating under US flag with US crews. The compensation offsets the higher costs of the US flag and crew compared to foreign flag and crew operations This is not corporate welfare. This is a national security issue US flag containerships are as critical to strategic sustainment sealift as are USN nuclear aircraft carriers to sea control and power projection US flag containerships will cease to exist without the Maritime Security Program.
Act
Maritime nations throughout the world, almost without exception, reserve their coastwise trades to merchant ships flying their own flags For basic national security reasons the commercial trade along America's coasts and to Alaska, Puerto Rico, Hawaii and Guam must be reserved for US flag merchant ships including containerships and tankers. Without the Jones Act the entire US flag tanker fleet would cease to exist along with several American containership companies . Unfortunately, the Jones Act is currently under attack in Washington by interests that do not fully understand its contributions to America's defense .
Although America considers herself to be a great maritime nation, and she is, there are very few people, in and out of government , who truly understand the national defense ramifications of maintaining a minimum of 50 US flag containerships, the Jones Act, the US Merchant Marine Academy, and the state maritime academies , the Maritime Administration, the Federal Maritime Commission and the 1984 Shipping Act. Without a US flag merchant marine, the United States will no longer be a maritime nation even if we continue to maintain the largest navy and most maritime museums in the world.
A VIEW FROM THE SIDELINES
By Len Botti
Perplexed and bewildered with a touch of anxiety best describes m y reactions while reading two articles published in the June 1995 issue of DTJ. After a mental review of the organizational changes that have recently taken place (within that segment of the Defense Transportation System chartered with the responsibility for the worldwide management of surface transportation) I cannot help but to objectively reflect how some of their organizational and philosophical changes fly in the face of the economical and logistical realities associated with the efficient movement of goods
I float away with the distinct feeling that Alice has a limp grip on the Transportation Community's hand as we all receive a guided tour of her wonderland. Could I dare believe, while meandering through the streets of Lewis Carroll's paradise, the merits of the confounding logic that triggered and nurtured the recently rearranged organizational and internal mission of the aforementioned DoD Single Manager. I am reminded of some well meaning child, with tears flowing, explaining to his parents, "I just fixed this toy, now it's broken " His industrially funded father replies (as he reaches into his bottomless barrel of money), "Don't worry, son , I'll buy you a new one." On this note allow me to dutifully suggest that the current architects of our transportation system focus some of their attention to the thoughts as described in the June issue article. Titled "Logistical Practices " I make special reference to those comments on the use of a "Fragmented Approach" as opposed to a "Cohesive Management of Logistical Activities ;" structured to encourage opportunities sorely needed to stimulate efficiencies impacting on Control, Cost Reductions , Timely Distribution and the profoundly important element of Visibility.
The excerpts of the CINC, USTRANSCOM ' s, address to the Senate Armed Services Committee establishes an interesting two dimensional case study On the one hand, we are dependent on a blurred and convoluted logistical system to effectively fill out the Ready Reserve Fleet with critical Military Supplies and Hardware during contingencies Yet, if there is a hostile eruption that we are committed to in an under-developed area of the world (or for that matter if a contingency breaks out in a partially developed country with an extensive shoreline) must we rely on a ]-LOTS vessel discharge scenario to keep pace with the Fast or Medium Speed RO/RO Vessels? This equation then begs the question: How fast is fast? This question attains paramount significance when the lowest common denominator becomes the capabilities of Shallow Draft Harbor Craft that cannot effectively support a multi vessel discharge requirement. From OSDOC to ]-LOTS, what have we proven? The negative results of these exercises conducted over the last twenty years will show with profound clarity that what is urgently needed is an offshore system enhancement that goes beyond the existing capabilities of the ]-LOTS philosophy Ten million square feet of surge sealift capacity is a worthy goal. However, without a "Sustainable Delivery System" capable of rapid discharge and vessel turn around (which would allow for the recycling of this costly and important asset) creates a logistical imbalance seething with questionable values What a Theater Commander and his Soldiers do not deserve in a hostile environment is a multiple mix of cargo ships, lying offshore, at anchorage, laden with much needed equipment and supplies, serving as an agonizing monument to our shortsightedness.
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H O n O r RO 11 of Sustaining Members
These firms support the purposes and objectives of NDTA.
AAR Cadillac Manufacturing
ABF Freight System, Inc.
AMO-American Maritime Officers
AT&T Defense Markets
Air Transport Association of America
Alamo Rent A Car
Alaska Car:QO Transport, Inc.
American Airlines
American Auto Carriers
American Bus Association
American Overseas Marine Corp.
American President ~nies Ltd.
American Shipbuilding Assoc.
American Trans Air
Apollo Travel Services
Associated Air Freight, fnc.
Association of American Railroads
Atlas Van Lines International Automation Research Systems
BDM Federal, Inc.
Battelle
The Boeing Go.
T.F. Bo}1e Transportation, Inc.
Bristol Associates
Brown & Root, Inc.
Burlington Air Exp~
COMSAT Mobie Communications
CONRAIL
CSX Transportation
Carlson Wagonlit lrdvel
Ca.rnegie Group
Central Delivery Service-Washington
Computer Data Systems, Inc.
Computer Sciences Corp.
Consolidated Freightways
Consolidated Safety Services, Inc.
Consolidated Traffic Management Services, Inc.
Continental Airlines
~rs & Lyl:,rand
Crowley Maritime Corp.
OHL Airways
Dallas & Mavis Specialized Carriers
Delta Air Lines, Inc.
Deutsche Bahn AG (Gennan Railroad)
Diablo Transportation Port Authority of N.Y. & NJ.
District No. 1 - PCD, MEBA Port of Beaumont
Dollar Rent A Car Port of Oakland
Emery Worldwide QUALCOMM
Encompass
Agnew &Associates, Inc.
American Movers Conference
Avis Rent A Car
Bay Ship Management, Inc.
Buena Vista Palace Resort &Spa
CSI Military Services
Century Technologies, Inc.
Choice Hotels International
Controlled Systems, Inc.
Garrett Container Systems
Rail Tex, Inc.
Enterprise Rent-A-Car Robe Exp I
Evergreen International Airlines, Inc. rts resS, nc.
I.Dckheed Martin Aeronautical Systems Transarn8fica Leasing, Inc.
Logistics Management Institute Transgroup Express
Lykes Bros. Steamship Co., Inc.
MAR, Inc.
Maersk line Ltd.
Maritime Overseas Corp.
Ma1$on Navigafion Co.
Mayffower Transit
M~nneU Douglas Aerospace
Mercer Transportation Co.
NYP & Associates, Inc.
National Air Cargo, Inc.
National Air Carrier Association, Inc.
North American Van lines
Northwest Airlines, Inc.
Official Airline Guides
Old Dominion Freight Line, Inc.
Ovemite Transportation Co.
PRC, Inc.
Pilot Air Freight Corp.
Regional Patrons
Tran~on Institute
Trans WorlcJ; 4i,lines
Trism Specialized Carriers
Tri-State Motor Transit Co.
UPS W,rtdwide Logistics
USAir
Union Pacific Raaroad
United Airlines
United Parcel Service
United Technologies Corp.
United Van Lines, Inc.
Value Rent A Car
ValuJet Airlines
WORLDSPAN
Waterman Steamship Corp. (Central Gulf Lines)
WorldPort, LA
Global Van Lines Modem Technologies Corp.
Great American Lines
Green Valley Transp. Corp.
HFS,lnc.
Hertz Corp.
Innovative Logistics Techniques, Inc.
Janerite Services Ltd.
Kalyn/Siebert, Inc.
Management, Consulting &Research
Military Living Publications
lnterrent Sterling Commerce Systems & Electronics, Inc.
Ogden Professional Services
Omega World Travel
PHH Relocation
PTCG, Inc.
Radian, Inc.
Rulhern Transpart Services
Savi Technology
Sea Box, Inc.
Techmate International
Thrifty Car Rental
Trailer Bridge, Inc.
Wang Federal, Inc.
Westin Hotel - Renaissance Center, Detroit
Am.erican President Lines, Inc.
Bristol Associates CONRAIL
CSX Transportation
Emery Worldwide a CF Company
Evergreen International Airlines, Inc.
International Longshoremen's Association AFL-CIO
Landstar System, Inc.
National Air Cargo, Inc.
Sea-Land Service, Inc.
Southern Air Transport, Inc.
United Technologies Corp.
United Van Lines
The above-named corporations are a distinctive group of Sustaining Member Patrons who, through a special annual contribution, have dedicated themselves to supporting an expansion of NDTA programs to benefit our members and defense transportation preparedness.
Bookshelf Ideas
Supply Chain Directions for a New North America prepared by Andersen Consulting, David G. Waller and Robert L. D'Av anzo, and University of North Florida, Douglas M. Lambert, for the Council of Logistics Management, 2803 Butterfield Rd., Oak Brook, IL 60521-1156. Price members $35, nonmembers $70.
The purpose of this book is to present the facts about the North American Free Trade Agreement (NAFTA), explain its logistical implications, and highlight the opportunities it makes available to North American companies . The authors explored issues, opportunities, alternatives and concludes with a strategic approach to realizing NAFTA's significant benefits for North American companies.
The book contains an Executive Summary; Four Sections: I) Forces Shaping the Supply Chain, II) The Emerging Operation Environment, III) Supply Chain Insights, IV) The Strategy Development Framework; Six Appendices: A) Shipping to Mexico-A Ten-Step Approach, B) Bibliography, C) Glossary, D) Industry Associations, Government Agencies, and Other Information Sources, E) Key NAFTA Provisions, F) NAFTA Survey Forms and Tables; and index.
The authors point out that their subject is North America not Canada, Mexico or the United States. They suggest that NAFTA is helping to create a level playing field in which the commercial interests are no longer at cross purposes. They claim NAFTA is a global event that changes the economics of how companies around the world serve North American markets.
The book explores six elements of North America's post-NAFTA operating environment: Infrastructure, Logistics Services, Rules of Origin and Certificates of Origin, Product Labeling, Customs Initiatives and Business Culture. Through 15 case studies and 593 logisticians' responses to their questionnaire, the authors found that Mexican logistics are vastly different from Canadian and United States logistics. They discuss these differences and apply a Strategy Development Framework to determine the logistics strategy. They conclude that NAFTA is a mandate for change and discuss some emerging best practices. They conclude that most North American companies can benefit from NAFTA, whether they trade with Mexico or not .
This book, outlining the results of this research, is a valuable tool for North American companies to use in developing an overall corporate strategy and the logistical plans to support their strategy. The book is a valuable reference for teachers and students of logistics.
Dr. Joseph G. Mattingly, Jr.
The United States Anny and the Motor Truck-A Case Study in Standardization by Marc K. Blackburn published by Greenwood Publishing Group Inc., 88 Old Post Road West, PO Box 5007, Westport, Connecticut 06881-5007, 1996. Price $49.95, credit card ordering 1-800-225-5800.
The book is organized into seven chapters , three appendices, bibliography and index. The chapter subjects are as follows: 1) Introduction; 2) Experimentation and Expansion , 1907-1917; 3) First World War, 19171918; 4) Atrophy, 1920-1928; 5) Standardization, 19281933; 6) Standardization Resurgent, 1933-1939; 7) Epilogue.
This 136-page book focuses on the efforts of the Quartermaster Corps to apply the concept of standardization to the Army's motor transportation system. Experience indicated that the most efficient and cost effective method of motorization was to adopt a fleet of standardized trucks with interchangeable components Early efforts to overcome bureaucratic inertia, technological limitations, insufficient funding and resistance from the truck industry paid off by 1940 when the country was preparing for war. A standardization policy had been developed to purchase predetermined makes and models of trucks manufactured specifically for Army service. The author traces the history of the rivalries and inter-branch turf wars that eventually led to the standardization decisions. I hear rumors that some of these turf wars remain to this day.
This is a very interesting book for those persons interested in military history and the development of the military vehicle.
Aerospace Facts and Figures 1995-96 published by Aerospace Industries Association, Aerospace Research Center, 1250 Eye St., NW, Washington, DC 200053924, 1995. Price $35 US and Canada, $40 for foreign addresses.
This book contains tables, graphs and text describing aerospace through 1994 and includes budget estimates for 1995 and 1996. Historical data on aircraft production; missile and space programs; air transportation; research and development; foreign trade; employment; and finance.
GAO Transportation Reports prepared by the US General Accounting Office, are of specific interest to readers. For copies of GAO Reports or for additional information , contact:
US General Accounting Office, PO Box 6015 Gaithersburg, MD 20760; 202-275-6241
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