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CALL FOR PAPERS
Listed below are the themes for the 1997-98 issues of the Journal for which articles are requested from our readers. Your attention is Invited to the bottom of this page for a statement of the Journal's editorial policy and insttuctions for submitting articles for review The deadlines for submission of articles for review are as follows: August 1, 1997 (December 97 Issu e), October 1, 1997 (February 98 Issue), December 1, 1997 (April 98 Issue), February 1, 1998 (lune 98 issue), April 1, 1998 (August 98 issue), May 1, 1998 (October 98 issue) and August 1, 1998 (December 98 lssue).
Editorial Schedule 1997-1998
December 1997
Forum Report Issue- Transition to Focused Logistics:
The December issue will report a summary of educational sessions (Panel 1: Focused Logistics---A Strategic Perspective, Panel 2: Changing Business Practices and Panel 3: Leveraging Technology) of the National Defense Transportation Association's Annual Transportation and Logistics Forum and Expos1tJon. Issues include downsizing, legislation, public policy, reengineerlng and use of private third-party logistics resources.
February 1998
The Almanac : Government Transportation Agencies, Commercial Transportation Companies, NDTA Officers and Committees, Transportation Infrastructure: The February issue, the Almanac, is 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 topics for this issue.
April 1998
Intermodalism 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 1998
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 1998
Critical Transportation/ Logistics Issues : Worldwide Terrorism, Hazardous Matenals and Waste, Sensitive Materials, Safety 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 1998
Computer Appllcatlons 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 their microprocessors-mlnlaturized logic on silicon chips-on transportation and logistics users. How does this affect managerial education needs?
December 1998
Forum Report Issue: The December issue will report a summary of educational sessions of the National Defense Transportation Association's Annual Transportation and Logistics Forum and Exposition.
Index of DTJ Advertisers
EDITORIAL
Ms. Lana R. Batts, Exec. D:r., Interstate Truckload Caniers 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. Hinchcliff, Consultant
Brig Gen Malcolm P. Hooker, USAF (Ret.), Member, Board of Directors, NDTA
Dr. Joseph G. Mattingly Jr., College of Business & Management, Univ. of Maryland
Whltefield W. Mayes, Chief Engineer, Transportation Engineering Agency, MIMC
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
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 Transportation, Emeritus, Indiana University School of Business
Dr. Clinton H. Whitehurst Jr., Senior Fellow, Strom Thurmond Institute of Governm ent and Public Affairs, Clemson University
Editorial Objectives
The editorial objectives of the Defense Transportation Journal are to advan ce knowledge and science in defense transportation, the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation and logistics by providing readers with:
• New and helpful information about defense transportation issues;
• New theories or techniques;
• Information on research programs;
• Creative views and syntheses of new concepts;
• Articles in subject areas that have significant current impact on thought and practice in defense transportation;
• Reports on NDTA Chapters.
Editorial Policy
The Defense Transportation Journal is designed as a forum for current research, opinion, and ide ntification of trends in defense transportation. The opinions expre ssed are thos e of the authors and not necessarily of the Editors, the Editorial Review Board, or the N DTA.
Manuscript Submission
Manuscripts should be between 1,500 and 3,000 words, usually from 6 to 15
double spaced, typewritten pages. Articles or position papers of shorter length are also acceptable Manuscripts should be submitted on floppy disk (5.25" or 3.5") in most popular word proc essing programs, accompanied by one hard copy (not a photocopy or dot-matrix print, if possible.) Photographs, artwork, and charts that add to the manuscript are encouraged. A color photograph and biographical sketch of the author(s) may be included.
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 • Voice Mail (301) 405-0146 - Fax (703) 256-3172- Home email-jmatting@deans.umd.edu
Dr. Joseph G. Mattingly Jr.
lntermodal Transportation
It has been over two years since I visited the intermodal transportation subject. More numerous reports in the transportation press discussing improvements and problems facing intermodalism indicates an increasing interest in intermodalism. The goal of intermodal transportation operati o ns should be to offer an improved transportation service which permits producers to lower the total logistics cost of providing the product to the user. It seems that carriers are continuing to improve their cooperative efforts to permit our transportation system to participate more effectively in the global market. However, cooperation between carrier and shipper to reduce and eliminate surcharges and to encourage the return of intermodal equipment remains essential to sustain the growth of intermodalism.
Two developments are occurring which are contributing to the carriers' efforts to increase the use of intermodal services. These are: 1. the development and use of the fullservice logistics companies and; 2. the development and use of non-asset-based companies. Seamless logistics systems are possible with the use of intermodal transportation and electronic data interchange. The producer can deal with one entity and can trace the shipment without regard to which carrier is moving their products. Intermodal operations have become an essential element in the nation's transportation system. An efficient transportation system is essential to provide the logistical support to meet the nation's economic development and national security needs.
Improved intermodal transportation services should provide shippers with shorter transit times and lower packaging, handling ·and claims cost. This requires the provision of a quality service even though more than one mode of transportation is used. Quality service includes on time and safe delivery at lower rates than the use of a single mode of transportation would provide. As a result of deregulation, several changes in our transportation systems which continue to increase the intermodal service offerings include the use of transportation companies, domestic containerization, stack trains, articulated rail cars, bi-modal trailers, just-in-time inventory services , and the availability and capability of information processing services
One measure of the success of intermodalism is its ability to lower the producer's total supply chain cost through a reduction in transit times, lower claims, less documentation, more accurate information about shipment status, reduced inventory or lower rates.
Global economics will continue to pressure coopera• tion between carrier and shipper and encourage the use of intermodal operations. If the economics are not there, then the use of intermodal transportation will decline. However, I continue to believe that there are many longdistance shipments where it is economically feasible to use intermodal transportation services. DTJ
Ideas expressed on this page are solely the editor's and do not necessarily re(tect the position ofthe NDTA or any other otfker or member ofNDTA.
DTJ CORRECTIONS
We regret that the folloing listings appeared in the 199 7 Almanac edition of DTJ inaccurately. Please note the correct information.
From page 47, General Services Administration: Jeff Thurston, Director, Transportolion Audits (202) 501-3000
From page 62 , Sustaining Member listings:
Port of Corpus Christi
P.O. Box 1541
Corpus Christi, TX 78403
Toll Free: 800 580-7110 Fax: (512) 882-7110
CHR-1S I Internet: www.cctexas.org T John P. LaRue, Exe cutive Director
Jake Jacobi, Deputy Director
Ed Altemus, Director, Trade Development
Jerry Cotter, Director, Operations
Major Service: Full-service port capable of handling conventional, RO-RO , heavy lift, project cargo, bulk commodities, grain as well as petroleum and chemical products Extensive opportunity for expansion along 45-footdeep channel.
Service: Roberts Express, Inc., an operating company of Caliber System, Inc., the world's largest surface expedited carrier, now offers the ultimate in service for time-sensitive shipments Surface transportation or air transportation through the CharterAir Division, or a blend of both services. You set the time frame. We do what it takes to get the shipment there on time, every time. Operating 24 hours a day, every day of the year, including holidays, Roberts Express can handle general commodities, hazardous materials, including explosives, uncrated and 2nd Proviso. Roberts Express also offers all TPS services, including Satellite Monitoring and PS. A faster, more economical way to meet those tight delivery requirements. If it is possible, Roberts Express can do it.
Internet: http://web2.volpe.dot.gov/ndta/
E-mail: ndta@pop.erols.com
There's a competitive advantage staring you in the face It's called UPS Worldwide Express Plus'"and it's the only service that guarantees delivery to 150 citie s throughout Europe by 8:30 a.m: That's hours fast e r, to more cities, than any other delivery company. And by choosing UPS, your packages are fully tracked and cleared through customs electronically so they make it to your custome rs' desks first thing in the morning. To clean your competition's clock all across Europ e , call 1-800-PICK-UPS or visit us at www.ups.com. I 5F I MOVING at the SPEED of BUSINESS:~
LTG Edward Honor, USA (Ret.) President
Would you believe that we are at mid-year already?
Planning for
our 52nd Transportation and Logistics Forum and Exposition is in high gear. The San Francisco Bay Area Chapter has been hard at work exploring optional programs for your enjoyment. Our National Board of Directors was briefed on 22 May on the professional program and they selected, out of numerous proposals, "Transition to Focused Logistics," as our theme for the Forum. It is a follow-on to concepts articulated by the Chairman of the Joint Chiefs of Staff in his Joint Vision 2010 for the Armed Forces of the United States. The private sector has for some time had tremendous success using time-definite transportation supported by integrated information systems. The Department of Defense and TRANSCOM developed and emerging systems such as the Global Transportation Network, Intransit Visibility, Total Asset Visibility and partnerships with the private sector offer unprecedented opportunities to deliver materiel to or near the point of consumption. General Walter Kross, CINCUSTRANSCOM, and Mr. Tim Rhein, President and CEO of American President Lines, will be our co-keynote speakers. More to come on this subject .
Strong early demand for lodging has caused us to block space at an additional hotel-The Park Plaza. Information on hotel reservations is contained on page 36 of this DTJ. Shuttle service will be provided to and from all hotels to the Marriott to accommodate meeting schedules. As indicated in the last President's Comer, none of the hotels are more than 12 minutes away from the meeting site. United Airlines has been selected as the carrier for our Forum. Information on making reservations is on page 36 of this DTJ.
On Saturday, 27 September, we will have Regional Presidents and A-35 meetings starting at 9:00 a .m. The Chapter meeting which starts at 1:30 p.m. is open to all members present. The meeting will be preceded by a complimentary buffet luncheon starting at 11:30 am. Mark your calendars now and plan to attend. The information exchange over the past several years has been
excellent-share the great things that you are doing with others.
I am pleased to welcome Charlie Kohl, our former State Vice President for Missouri, as the new Central Region President. He replaces Mike Watchek who is moving out of the Central Region to Utah. We look forward to working with Charlie. I wish to thank Mike for his service to NDTA in that Region and I know the Utah Chapter will have him fully engaged in short order.
I recently attended the MTMC Symposium in Louisville and I wish to compliment General Montero and his folks for putting on a superb Symposium. The array of speakers starting with General Kross, the CINCTRANS, set the tone for the entire conference. I was told by a number of attendees, both government and industry, that the functional breakouts were a tremendous success and a real winner. The NDTA Exposition was also a big success with nearly 100 industry exhibits. I wish to thank all of the companies who exhibited with us and a special thank you to those companies who assisted with sponsorships. They are listed on page 22 of this DTJ, along with a photo summary of the symposium.
Each year at this time we publish a summarized version of the CINCTRANS' Posture Statement before the Senate Armed Services Committee in order to give you a sense of the State of DTS and a feel for the priorities that he intends to follow in order to maintain a system that is ready and responsive. Additionally, this issue concentrates on passenger travel issues and innovations in both government and industry. I believe that you will be pleased with all that is happening to improve and simplify your travel.
The April issue of the DTJ highlighted the Maritime Security Act and the Voluntary Intermodal Sealift Agreement (VISA). Vice Admiral Al Herberger, the Maritime Administrator since 1993, who stayed the course with great persistence and tenacity on these two programs, recently announced that he is retiring 1 July 1997. All of us in NDTA would like to thank Al for his work in assuring the preservation of a U.S. Flag ·Fleet crewed by American seafarers and we invite him to stay engaged as he rides off into the sunset. DTJ
customers in more than 80 countries worldwide. Whenever we're needed and whatever we carry, we deliver total quality transportation.
We're proud to be partners with the Department of Defense in supporting the nation's defense strategy.
Ken Gaulden
GENERAL KROSS POSTURE STATEMENT
n a remote outpost halfway around the world, an American soldier stands vigilant watch. In a refugee camp somewhere in Africa, a child receives a life-saving inoculation. Here in the United States, a military family embarks on yet
another move to yet another military post. While seemingly unconnected, these events do in fact have much in common. They all occur as a result of the United States' position as a world leader. And they're all supported by the United
States
Gen Walter Kross, USAF Commander-in-Chief USTRANSCOM, and Commander AMC
Transportation Command (USTRANSCOM).
Every day, USTRANSCOM conducts operations on a global scale, delivering troops and supplies in support of a wide range of military and humanitarian activities. In fact, virtually every single military operation undertaken by DoD requires USTRANSCOM involvement. As the sole operator of DoD's strategic transportation system, USTRANSCOM provides the end-to-end transportation support so essential to an operation's success. The men and women of USTRANSCOM are very proud of their global mobility expertise-but no one's resting on their laurels. We recognize that success tomorrow requires preparation today.
USTRANSCOM's course for 1997 and beyond hinges on three vitally important themes: (1) maintaining our readiness to perform our global missions, (2) preparing now to operate effectively in the twenty-first century through modernization and upgrade of USTRANSCOM assets, and (3) continually improving the key processes in our Defense Transportation System.
READINESS
USTRANSCOM is ready today, whether tasked to respond quickly to a short-notice humanitarian crisis, to deploy forces in support of the myriad exercises critical to joint readiness, or to mobilize in support of our national military strategy. Together with our components, USTRANSCOM continually validates readiness through peacetime and contingency operations, wartime preparation, and partnerships with commercial industry.
The Component Commands
USTRANSCOM's ability to support the warfighting CINCs is directly tied to its three component commands. Our success in any conflict can only be achieved through the synergy of military and commercial lift (land, air, and sea), port operations, and afloat prepositioning-all involving our component commands. During wartime, Air Mobility Command (AMC), Military Sealift Command (MSC), and Military Traffic Management Command (MTMC) provide organized, trained, and equipped combat-ready support forces, ensuring assets are available when needed for a seamless transition from peace to war. During peacetime, the components accomplish service-unique missions; service-oriented transportation and broader infrastructure procurement; and weapons system deployment, training, total logistics maintenance, and overall support. Obviously, each component command is vital to the Defense Transportation System and the Services during both war and peace.
Peacetime/Contingency Operations
Once again this year, the Defense Transportation System helped protect our Nation's interests. The United States' ability to project forces globally with minimum notice sent a strong signal to friend and foe alike. USTRANSCOM met important, daunting challenges-in Bosnia, Southwest Asia, Liberia, Zaire and Rwanda-while supporting major exercises in every theater for each of the warfighting CINCs. The command also responded in time of need, when our Nation reached out to help those who suffered severe hardship. In many cases, these operations involved no more than one or two airplanes or a single container ship, but the timely relief they brought and the goodwill they generated provided our Nation with a tremendous return on investment.
Wartime Requirements
Even though we demonstrate tremendous capability every day, USTRANSCOM's ultimate test is the requirement to rapidly mobilize for major theater warfare (MTW). In the event of a major theater war, the United States will deploy forces to halt aggressor attacks; reinforce those forces with additional, heavier units for counterattack with overwhelming combat power; and conduct sustainment operations to ensure the continued flow of needed materiel. Mobility forces would be heavily involved in all phases of a major regional conflict, beginning with the movement of units and equipment from their origin installations through the hand-off of equipment to the theater. They contribute not only to the deployment and sustainment of combat forces, but also to the redeployment of personnel and equipment after the conflict has ended.
To meet our deployment requirements, we have a program in place to acquire surge sealift capacity of 10 million square feet, afloat prepositioned equipment capacity of 4 million square feet, and airlift capacity of approximately SO million ton-miles per day (MTM/D). DoD has also implemented numerous infrastructure improvements, including railcar acquisition for rapid movement to the ports of embarkation, upgrade of installation outloading facilities, and enhancements to West Coast ammunition port capabilities. Once we achieve our program objectives, our force structure will ensure our National Command Authorities continue to possess the world's most credible force-projection capability.
Partnership with Industry
USTRANSCOM could never meet its wartime requirements without its absolutely unique partnerships with civilian industry. In fact, the backbone of our Nation's lift capacity lies in its commercial fleets. We use business incentives to create wartime capacity, ensure readiness within the civilian sector, and exercise frequently used procedures for fluid transition to support contingencies.
The Civil Reserve Air Fleet (CRAP) provides 90 percent of the command's long-range passenger capability and nearly 40 percent of its long-range air cargo capability without the prohibitive procurement cost and maintenance expense associated with a wholly organic airlift fleet. In addition, the organic lift assets USTRANSCOM does possess are freed for militarily unique missions involving rapid response, outsized cargo, and combat operations. CRAP is a real success story, with enough carriers presently enrolled to meet 100 percent of the CRAP requirement.
We are now turning this successful concept toward meeting our sealift requirements. Working with the
Maritime Administration (MARAD) and the US maritime industry, we developed a program similar to CRAP as an enhancement for our sealift forces. The Voluntary Intermodal Sealift Agreement (VISA) is a CRAP-like program providing DoD with time-phased contingency access to commercial capacity through pre-negotiated agreements. Under VISA, US-flag carriers contractually commit to provide contingency ship capacity and intermodal resources in return for DoD peacetime business. Once fully implemented later this year, VISA will ensure our access to required sealift capacity to meet DoD's global contingency needs. Key incentives of VISA include: participation as a condition for doing peacetime business with DoD; pre-negotiated rates allowing rapid transition to war; and carrier coordination agreements to protect market share. USTRANSCOM's civilian partners are tightly integrated into the command's war planning efforts and actively participate in peacetime planning exercises. The Joint Planning Advisory Group, composed of civilian sealift CEOs and senior military officials, has worked very closely to identify and meet VISA requirements. The maritime industry also participated in VISA VENTURE, a war game designed to evaluate the industry's readiness to transition to its wartime commitments.
Obviously, USTRANSCOM spends a great deal of time and energy working with industry. Partnerships with civilian industry provide a great deal of capability; however, bottom-line readiness to surge on a moment's notice relies on organic resources. The health, welfare, and modernization of these resources are vital to our national security.
MODERNIZATION
Future strength requires current preparation. While USTRANSCOM will always use commercial capabilities to the maximum extent, we must also upgrade and recapitalize our existing force structure to retain the organic capability needed to surge in support of large-scale, shortnotice, remote and dangerous conflicts. Four aspects of modernization are critical to the command's success in the twenty-first century: full-dimensional sealift, rapid air mobility, reliable CONUS and overseas infrastructure, and responsive global information systems.
Seallft
Our sealift capability is designed to meet three distinct requirements: prepositioned equipment and supplies afloat for immediate response to contingencies in widely separated theaters, surge sealift capability for rapid power projection of early deploying units, and sustainment sealift for continued support of combat operations. Joint Logistics Over-the-Shore 0LOTS) provides a critical enabler which connects this capability to the theater.
Air Moblllty
While 90 percent of cargo moves by sea to all major contingencies, the critical 10 percent delivered by air is frontloaded through rapid global air mobility. USTRANSCOM's air mobility fleet continues to be a mixture of good news and concerns. The C-17's outstanding performance is offset by the increasing age of other airframes in the fleet. In addition, the rapidly changing global air traffic environment will place new demands on our fleet modernization efforts. Besides the airframes themselves, fleet support in the twenty-first century requires that we upgrade the avionics in our aircraft and modernize the material-handling equipment we use to load and unload our planes.
At the heart of our efforts is a
drive toward true intermodal -
ism-door-to-door
capability.
Moving efficiently from on ,e transportation mode to another is critic a l to providing the w a rfi g htin g CINC with the nec essa ry tool s , when needed, w here ne e ded.
Infrastructure
The Global Air Mobility en route system infrastructure at overseas .bases constitutes an important enabling factor in our ability to support the warfighting CINCs in peace and war. Designed to support air mobility forces worldwide, the en route system is a dynamic global network of people, equipment, and infrastructure which not only supports peacetime operations overseas but also provides a set of bases and facilities used to expand en route capacity during contingencies.
Supporting a major regional conflict requires a healthy infrastructure, including aerial port facilities, maintenance, refueling systems, and sound airfield pavements. This infrastructure requires continuous upgrade in the face of intense aircraft operations around the world. Last year alone, Air Mobility Command logged over 30,600 military aircraft departures and arrivals through this en route system .
Information Systems
Global Mobility simply cannot exist without total information control. Myriad critical decisions are necessary for command and control of the transportation assets used to rapidly and effectively deploy our fighting forces. The flow of timely and accurate information needed to make these decisions is just as important as the flow of airplanes, ships, trucks, and trains-and is often more important. Information is the foundation of our Defense Transportation System capabilities.
PROCESSES
USTRANSCOM's 1993 charter assigned the command responsibility to "provide air, land, and sea transportation for the Department of Defense, both in time of peace and time of war." Our peacetime/wartime responsibilities include different customer bases. First and foremost are the warfighting CINCs. In addition, we have a major peacetime customer base, consisting of the individual Services and major service agencies such as the Defense Logistics Agency, Army/Air Force Exchange Service, and Defense Commissary Agency. We work with our peacetime customers to provide responsive, flexible service for the lowest possible rates. Underlying our outwardly focused customer service initiatives, our internal focus concentrates on command reengineering efforts aimed at increasing efficiency and reducing costs.
In the wake of JOINT ENDEAVOR, the Chairman , Joint Chiefs of Staff, formed the Deployment Process Special Action Group (DPSAG) to analyze and recommend improvements for global wartime deployment processes. The DPSAG's findings included two key recommendations: (1) improve DoD-wide deployment doctrine, policy, and procedures to ensure standardization and accountability of joint deployment operations; and (2) develop standardized automated management information systems and processes to provide unit deployment data across the Services. USTRANSCOM is committed to implementation of these recommendations, as well as to other process improvement initiatives. At the heart of our efforts is a drive toward true intermodalism-door-to-door capability.
Moving efficiently from one transportation mode to another is critical to providing the warfighting CINC with the necessary tools, when needed, where needed. Through our work with the combatant commands, we are implementing changes which will greatly reduce-and eventually eliminate-deployment seams around the world.
Our Peacetime Customers
Balanced against our wartime commitments, we remain cognizant of our very important peacetime customer base. USTRANSCOM is a $4 billion a year global transportation operation. Our peacetime customers provide the business base with which we exercise our transportation system to maintain readiness, leverage industry partnerships, and spread the readiness burden inherent in maintaining a wartime-based overhead In short, our peacetime base enables us to maintain our wartime readiness. To maintain this base, our goal is to evolve into a cutting-edge, agile, customer-focused organization that employs the best practices found in world-class commercial firms, while never taking our eye off our primary customers-the warfighting CINCs.
FINAL THOUGHTS
The Goldwater-Nichols Act established USTRANSCOM ten years ago. It has evolved into a truly unique customeroriented joint command. It is an honor to lead into the second decade the highly professional members of the United States Transportation Command and its Transportation Component Commands who make up our national Defense Transportation System. Whether supporting the United States European Command (USEUCOM) operations in Bosnia, the United States Central Command (USCENTCOM) mission in the Persian Gulf, or contingency missions elsewhere on the globe, our "Total Force team"-civilians , active duty, Guard, Reserve, and industry partners-is committed to providing the best possible Defense Transportation System for America. On behalf of all the men and women of USTRANSCOM who are providing top-quality service to all our customers worldwide every day , I assure you we stand ready to execute professional global mobility missions supporting the national military strategy. No matter the mission, USTRANSCOM's people are there, ready to perform. DTJ
NDTA Focus on Growth and Change
DoD Travel: Changing for the Better
By Shakil A. Kidwai, EDS Government Travel
It's no secret that providing quality service is the key cliscriminator in the marketplace today. More than ever before, consumers are demanding greater flexibility from service providers such as increased hours of operation or more personalized customer support. With these increased expectations has come an explosion of new services and more competition. All of this is forcing changes in commercial distribution supply chains and lowering service provider costs.
As in the commercial world, government organizations are increasing their emphasis on financial accountability and seeking a more "citizen-centric" way of doing business. They envision a government that provides instant access to services and information, requiring citizens it serves to spend less time in line and more time on line. This change is a direct result of our increased ability to capture , store, manipulate and use information. The banking industry has made major progress in creating usable information from raw data and can serve as a model for the travel industry.
Not long ago, banks had problems providing increased access to services because of high labor costs. They turned to technology partners with new Automated Teller Machine (ATM) technologies and the complex networks supporting them to increase service hours, geographic reach and reduce costs Today, ATMs are increasingly sophisticated and prevalent, located not only in banks but in convenience stores, malls and travel hubs. Specialized ATMs provide traditional financial transactions along with added services like airline and special event ticket processing. This service transformation continues as consumers invite personal computer banking into their homes and as banks provide a wider portfolio
of financial services .
Just as the banking industry is reengineering the way it provides financial services, the travel industry also is looking at process improvements that will profoundly affect the way we travel. Change, however, isn't always easy. People and organizations react differently to it. But being able to adapt to change is critical to a successful organization's survival.
As the travel industry undergoes significant reorganization, the roles of Department of Defense industry partners - travel agencies, Computer Reservation Systems, suppliers, and technology firms - are changing as each attempts to redefine its place in the clistribution "value chain." Comparisons of U.S. figures show that travel service distribution costs are much higher than in health care, insurance and manufacturing. And nobody's winning. The current distribution system has suppliers, distributors and consumers struggling and often at odds with each other.
Travel distribution is an area ripe for the kind of improvements and transformational change that information and technology can create. Efforts like e-ticketing, "smart" airports, the Intranet/Internet, automated booking, and electronic expense reports are already being partially implemented today. The DoD travel re-engineering approach is bringing together "best in class" business partners to address the needs of DoD managers and travelers by integrating proven standalone applications into a single end-to-end solution .
The DoD 's travel requirements and expectations are better service at lower costs. They'll realize major benefits from their re-engineering efforts Leaders will have better management information to ensure compliance with policies and better control over travel budgets. Analysts will be able to provide current data reflecting trends and factors that can be used to reduce overall direct travel costs by leveraging suppliers and identifying opportunities for savings. By integrat-
ing stovepipe functionality into an integrated solution, the costs of travel administration will be significantly lowered. Most importantly, travelers will find arranging travel to be easier and reimbursement quicker.
The DoD is clearly thinking about the drivers in the travel industry. The Defense Travel System addresses the challenges change presents, but also opens the door to future opportunities. So, when it comes to improving services or implementing change, we can either react or we can be proactive. We can follow or we can lead. The DoD, to its enormous credit, is leading on a change for the better. DTJ
On the Move Again The Passenger iravel Services Committee
After a year's hiatus, the Passenger Travel Services Committee, chaired by Michael J. Premo, President and CEO of SatoTravel, is busily tackling a number of travel issues that touch the transportation industry. "In the coming year, we want to bring the value of NDTA member participation to the forefront of defense passenger initiatives," says Premo. "There are many changes under way in the passenger sector, some government-sponsored initiatives, some new industry programs In either case, frequent dialogue under the PTSC's auspices will help assure quicker, less painful adoption and faster realization of benefits for all "
Topics currently under discussion include the following:
The General Services Administration's movement toward the use of multiple credit cards, a new committee panel on electronic ticketing, and the broader implications of electronic data interchange in the federal travel arena.
A former travel manager briefed the committee on current commercial best business practices, including changes in the industry and corporate travel policies. The strategic direction of airline reservation systems was the subject of a presentation at another meeting. On the civilian federal lodging
SS United States-Passenger Travel History
By Denny Edwards, NDTA
An issue of DTJ devoted to passenger travel seems like an appropriate place to look back to an earlier era when sleek ocean liners and deluxe passenger trains defined the term "luxurious travel."
Exactly 45 years ago, the Defense Transportation Toumal was highlighting the christening of the newest, fastest passenger superliner afloat-the SS United States. In the summer of 1952 NDTA officials and military leaders in our New York chapter praised the record-breaking speed (over 35 knots) and immense troop-carrying capacity (nearly an entire infantry division) of the SS United States "which made her a valuable addition to the American merchant marine if she should be called upon for defense purposes."
Fortunately, the superliner never saw wartime duty and her unique defense capabilities were never fully utilized. The advent of transatlantic jet plane service in the late S0's spelled an early retirement in 1969 for the mighty ship. For
front, a pilot program is focusing on the government's buying power to obtain best values .
The committee participants cover all sectors of the passenger travel industry: airlines, car rental firms, hotel companies, travel companies and more. Senior government liaisons include representatives from MTMC, GSA and AMC. DTJ
Shipshape Lodging for the Navy
SatoTravel's automated BQ and Navy Elite programs are efficient lodging solutions that don't rock the Navy's financial boat.
How does an organization the size of the Navy keep tabs on lodging? Thanks to two innovative programs put into place through partnerships between SatoTravel-the Navy's official commercial travel provider-and the Navy, ambiguity regarding the right choice of where to stay while on the road has been virtually eliminated.
Bachelor Quarters
Most Naval bases feature bachelor quarters (BQs): comfortable and affordable military accommodations right on the premises. Through an automated computer reservation system that is linked directly to the BQs on base, SatoTravel commercial travel offices (CTOs) fill these BQs quickly. Putting up travelers in BQs instead of commercial hotels can save the government millions of dollars over the life of a fiveyear travel contract, and recent numbers generated by SatoTravel report that 34 percent of Navy business travelers now rest their weary heads at BQs.
The automated BQ reservation system, established in 1996, streamlined the procedure so that BQ reservations could be processed through SatoTravel's 24-hour International Service Center in San Antonio. There, each BQ gives SatoTravel a block of space to sell against, and allows SatoTravel to confirm BQ lodging at any Navy BQ worldwide.
the next 23 years she was tied at various piers in Newport News and Norfolk, until 1992 when she was towed overseas to have asbestos removed from her bulkheads.
Ironically, during 1995 and 1996 amidst calls for increased dependence on the civilian transportation industry because of massive military downsizing, the most prominent symbol of the 1950's commercial/military transportation partnership was dying. The world's fastest liner Naliona/Defens.Tronspoitaticnloumal was laid up in Tuzla, Turkey and being gutted not only of her beauty, but also of most of her many important defense features.
The once-famous liner, now just a powerless hull, has been towed back to Philadelphia where she rests today; once again on the selling block, and with a bleak future. Only her famous red,white and blue funnels remain to remind us of America's most famous passenger ship. (Editor's note: Those interested in learning more about the current status of the SS United States, can visit http://home.sprynet.com/sprynet/ bryking/ssus.htm on the World Wide Web.)
The low price tags, around
\;1 $12 a night, proximi~}'. to base
) busmess and traveler amemt1es make
BQs a popular choice. That's good news for the BQs, but not-so-good news for Navy travelers watching out for their expenses and the Navy's bottomline. That's where SatoTravel's Navy Elite lodging program comes in.
Navy Elite
If the automated system finds no available BQ rooms, it checks alternate sites designated by the Navy and issues acertificate of non-availability. This process "exemplifies the onestop shopping [DoD] re-engineering efforts are trying to accomplish," according to Judy Silcox, SatoTravel's manager of contract services. The Navy Elite hotel lodging program, devised in 1992 to address the Navy's per diem housing requirements for Navy travelers, lists a variety of propertiesusually within a 5-mile or 15-minute driving distance to Navy installations-that have been subcontracted by SatoTravel. Program participants must meet Navy requirements regarding per-diem rates, fire-safety approval, and withstand regular inspections for minimum standards of accommoda-
E-Ticket ing:
International travel
Whenever you travel out of the country, make two copies of your passport. Carry one copy with you, separate from your passport, and leave the other with a friend or relative at home. If your passport is lost or stolen, the copy will make it easier to get a new one. Make sure you get immunizations appropriate to your destination. Which ones will you need? Contact the Centers for Disease Control International Travelers Hotline at (404) 332-4559 or http://www.cdc.gov.
tion and provide the extra amenities that make them especially cost-effective alternatives for Navy travelers. Navy Elite now includes such well-known multi-property names as Holiday Inn Worldwide and Best Western International, as well as independently owned establishments.
E-liminating Airport Ann oyan ces
By Gary Sznajder, Continental Airlines
What's more frustrating than arriving at the airport without your ticket? With electronic ticketing (E-Ticket), this and other types of travel hassles may soon be a thing of the past.
NDTA'er Gary Sznajder, chairman of the Passenger Travel Task Force on Electronic Ticketing and manager of miltary and government sales for Continental Airlines, is spearheading the E-Ticket issue with the Department of Defense and promoting it as an irldustry best practice.
"Electronic ticketirlg allows passengers to call their designated travel office or airline, make reservations and travel, without the hassles of obtaining a paper ticket," Sznajder says. With no flight coupons to keep track of, no overnight ticket deliveries to wait for and minus the expense of costly ticket stock, E-Ticket is a win-win solution for travelers and airlines alike.
E-Ticket is just part of the great strides that the travel industry is taking to identify alternate distribution systems that offer travelers easier ways to purchase travel products. According to Sznajder, the many benefits of E-Ticket include the following:
No more prepaids. E-Ticket eliminates the need of prepaid tickets-a definite advantage for military personnel who often live in different locations than their loved ones. With E-Ticket, the administrative fees associated with paper tickets are gone.
Refunds and re-issues. Refunds and re-issues can be granted over the phone with your travel agent or airline. There's no need to make a trip to the travel office or stand in line at the airport to get a new paper ticket.
Easy check-in. When you arrive at the airport, simply present your military ID for check-in at the ticket counter or the gate to get your boarding pass. Some airlines also feature E-Ticket machines, at which travelers may punch in information to receive a boarding pass and receipt for travel.
E-Ticket is currently available for domestic travel on American, America West, Continental, Northwest, TWA, United, United Express and US Airways.
Jim Reiter, SatoTravel's manager of supplier programs, reports that hotel room bookings via Navy Elite have increased dramatically since 1995, when the Chief of Naval Operations released a message stating that all lodging be reserved through SatoTravel. Despite the variety of lodging types offered through the Navy Elite program, the average nightly rate worldwide was an astonishingly low $71.44 during the first six months of this fiscal year.
Another bonus: Navy travelers know what to expect at their hotel or motel prior to check-in. "The travel agent, using the tools of the Navy Elite program, can advise the traveler of hotel properties, per diem rates, amenities, mileage and location information, and class of the hotel, as well as instant confirmation numbers," Reiter says. "It's really a win-win situation for everyone involved."
Resting Assured
Like the BQ system, the Navy Elite program provides the Navy traveler with an ample inventory of lodging alternatives for times when BQs aren't available. In many ways, Navy Elite has been a travel-management success story: a totally automated, one-stop travel shopping solution for busy travelers that helps to quickly fill the most cost-effective lodging options.
Navy travelers can have a say in their lodging options, too. "If a traveler has a property he or she particularly likes," says Reiter, "all he or she needs to do is submit that information to the Navy transportation officer." SatoTravel will provide the property with information about the Navy Elite program and see whether the management is interested in participating.
Are the BQ and Navy Elite lodging programs the next wave in military-travel services? For now, these programs are exclusive to the Navy-the only service branch that has a totally automated lodging program. It's likely that as Defense Travel Systems get into full swing, officials will be keeping an eye on both lodging programs - which, in the sink-orswim world of keeping expenses down, are both on their way to being a "shore" thing. DTJ
ITIBI\~IE11 ITIJIP~
Airline Travel
• For domestic flights, minimum check-in time is 30 minutes. For international flights, arrive at the airport two hours before your plane's scheduled departure to allow time for security checks and documentation verification If you don't check in at least 20 minutes ahead of time for international flights or 10 minutes for domestic flights, your seat may be released. And due to recent airport security measures, please allow yourself extra time.
Defense Travel System
U!P!DA1E
The Department of Defense (DoD), as part of the overall National Performance Review, has reengineered temporary duty (fDY) travel. This re-engineering effort streamlined the procedures which are used to authorize travel and reimburse travelers, and simplified entitlements and statutory requirements. The Project Management Office-Defense Travel System (PMO-DTS), was established in December 1995, and reports through the Under Secretary of Defense (Comptroller) to the Under Secretary of Defense (Acquisition and Technology) and interfaces daily with the Re-engineering Travel Transition Office (RTTO), Services, and Defense Agencies on Defense Travel System issues. Military Traffic Management Command (MTMC) has been designated the single procurement entity for the new DoD travel system.
The PMO-DTS is organized into three functional areas: Arrangements, Finance, and Communications/Automated Data Processing (ADP)/Management Information System (MIS). The PMO-DTS is developing the acquisition strategy that incorporates the 1995 Task Force recommendations in future Defense Travel System procurements for travel services. These contracts will eventually replace all the current Service/Agency Commercial Travel Office (CTO) contracts.
From the start, the attitude has been to employ "out of the box" thinking . This perspective has carried over throughout this huge reinvention process. The idea is to emulate corporate America's best business practices and to maximize use of commercial-off-the-shelf (COTS) products in delivering DoD travelers a state-of-the-art travel system. Given the special requirements regarding payment and protection of personal data, this is not an easy task. Some modifications will have to be made, so the DoD has 27 test locations. The Defense Travel System can be discussed in three primary parts. (1) Pre-System Requirements, which encompass all the data elements and key players necessary for the system to work. (2) Pre-Travel Requirements, which cover the responsibilities of the traveler, the Authorizing
• If your plane is late and you must make a connecting flight, phone the connecting gate as soon as you arrive. Airlines will generally delay departure for confirmed passengers - particularly if the connecting flight is on the same airline.
• If you arrive at the airport late, don't check your baggage curbside. You might end up at your destination without it.
• If you are unfamiliar with the layout of airports you will use, ask your agent for a map (they usually have maps of major terminals). Such maps are especially useful if you must make a tight connection.
Official (AO), the Disbursing Office, the Common User Interface (CUI), and the Commercial Travel Office (CTO) (3) Post-Travel Requirements, which address actions taken once travel is completed. The Defense Travel System intent is for all transactions to be handled in a seamless, paperless environment, using Electronic Commerce/Electronic Data Interchange (EC/EDI) to the fullest extent.
The role of the Transportation Officer (fO) should be minimally impacted. Although the Authorizing Official will grant most exceptions and authorizations to transportation policy, the TO remains the most knowledgeable expert within the travel environment and will continue in the role of consultant regarding transportation dynamics.
The "out of the box" thought process drives us to challenge policies, rules and even laws that hinder accomplishment of the goal for a quality travel system. For example, official long distance phone calls on temporary duty no longer require a form-just the supervisor's signature on the travel voucher.
We have adopted a philosophy that embraces government and industry partnership and designed a web page and publicized the address in and at various federal and public periodicals and forums. More specifically, the PMO-DTS has released multiple draft Requests For Proposal (RFP) on its Web site The draft RFP is being updated continuously and industry comments continue to be received and reviewed. Valuable information is also being exchanged through formal and informal interactions between the PMO-DTS and the National Defense Transportation Association which has proactively demonstrated a supportive posture in nourishing the government/industry partnership.
DTR 6 procurement will include CUI services worldwide, deployment of the CUI worldwide, and commercial travel office services for DTR 6 only. All follow-on contracts will be for commercial travel office services only. Both official and leisure travel services are included in the Defense Travel System acquisition strategy and will be awarded separately. The Defense Travel System pricing strategy currently calls for a fixed price for CUI services and their deployment and a point-of-sale discount for all official air travel services. The DTR 6 RFP i s planned for release mid-1997, with award late 1997, and implementation early spring 1998.
More information may be acquired by accessing our Web site at: http://www.dtic.mil/travelink
concepts. These sites include all military departments and several defense agencies.
Savings
DoD Travel Re-engineering
In 1995, the Deputy Secretary of Defense directed implementation of sweeping changes in the way the Department manages its temporary duty travel. Charged with the responsibility for implementation, John J. Hamre, the Under Secretary of Defense (Comptroller), has launched a reform effort. "The new system is designed to ease the burden on the honest traveler while using more cost-effective techniques to prevent abuse ." The following are actual and planned successes of this re-engineering effort.
Policy Changes
• Complex travel regulations have been reduced from 220 to 17 pages of plain English.
• Reimbursement regulations for meals and incidental expenses (M&IE) have been simplified.
• Receipts for expenses less than $75, except for lodging, are not required .
• Paper statements of non-availability are not required , for government lodging and messing.
• The American Express travel card will be used to pay costs incidental to official business travel-advances, lodging, transportation, rental cars, meals and other incidental expenses.
• Travel payments (advances/reimbursements), except in emergencies, will be made via Electronic Funds Transfer.
• Facsimile travel voucher and receipts in lieu of originals are acceptable for processing
• Random audit , using statistical sampling techniques, will be used to review travel vouchers.
Customer First
• Travelers will have one-stop shopping through use of a Commercial Travel Office.
• Supervisors will be empowered to approve vouchers and variations in arrangements.
• Traveler will hold all rec eipts, not the government, just as is done for taxes.
• Arrangements will be based on mission requirements rather than status of traveler.
Cutting Red Tape
• One document will serve as the order, itinerary, voucher, and record of any changes.
• Data will be entered once, and all levels will rely on electronic records rather than paper.
• Reimbursement will be no longer than 3-5 days.
• EFT will be employed for split disbursements to the travel card company and the traveler.
• Simplified accounting systems will allow supervisors to track their travel budget.
Pilot Test Sites
Twenty-seven pilot sites affecting over 50,000 travelers are testing the new travel
• Preliminary data indicate that administrative costs have decreased by 65 %.
• Payment cycle time has decreased by 31%.
• Traveler and authorizing official satisfaction has improved by over 100%.
Beneficiaries of the DoD TDY Travel Re-engineering Initiative are the entire public sector, academia, and other institutions where employees are required to travel on business.
Follow On Acquisition Defense Travel System
• Partner with industry for best business practices
• Award first contract, late 1997 for 11-state midwestern region
• Begin implementation, early 1998 DTJ
Airline Travel
• The total dimensions of checked luggage generally may not exceed 62 inches. Policies vary by carrier and destination, so check with your travel agent for more information.
• Fly as early as possible. Early flights are less likely to be affected by weather delays in other cities.
• Remove old luggage tags and stickers - they might confuse baggage handlers.
WE'VE ADDED WARMTH TO A LOT OF RELATIONSHIPS.
When you fly US Airways to any one of 34 cities in Florida or the Caribbean, you'll find paradise together. And with special rates for military personnel and their immediate families, US Airways can make getting there affordable. Just present your active duty military
I.D. to receive the discount. In fact, with nearly 5,000 daily departures to more than 270 destinations, US Airways can make getting just about anywhere affordable and easy. So contact your travel consultant or call US Airways today at 1-800-428-4322.
Changing Medical DistniJbution
Pra , ctices and the Futuie of Contingency Support
Part 2, continued from the April 1997 DTJ, pages 12-17
By George D. Magee
INTRODUCTION
Since the close of Operation Desert Storm in 1991, the Department of Defense (DoD) has made significant changes in the channels of distribution for medical materiel. Recognition of the potential cost savings, and increasing budget and congressional pressures have resulted in the adoption of a number of commercial practices for the ordering and distribution of medical materiel in support of the Military Health Services System (MHSS). 1 These changes in business practices have significantly altered how medical materiel is transported in support of peacetime operations.
Although these changes are projected to produce significant efficiencies in the peacetime distribution of medical materiel, the ability to transition this system to support wartime or contingency operations is a major concern. In peacetime, the focus of the distribution system can be to minimize costs for particular levels of customer service. Support for wartime or contingency operations have a different objective, and are subject to different constraints. In wartime the effectiveness of the support becomes paramount and the primary constraining factor shifts from one of cost efficiency, to one of scarcity of transportation and distribution resources.
This paper will describe the traditional distribution and transportation system used in peacetime and wartime to provide medical materiel support. The emerging commercially based peacetime practices will be examined, and the adaptability of those practices to support of wartime or contingency op e rations will b e examined.
CURRENT CONTINGENCY SUPPORT SITUATION
The ability to support contingencies and wartime with a depot and military air transportation based distribution network is disappearing. This issue has been identified and strategic planning has been initiated to develop the needed distribution networks to support contingency operations. The following quotation from the Department ' s recent Medical Readiness Strategic Plan 2001 shows the recognition and concern for the changing environment:
The Department's changing peacetime medical logistics practices such as Prime Vendor support and Just-In-Time inventories are fast eroding the capability to support operations from DLA depot inventories. It is critical that new business practices be explored to support wartime and contingency operations. These new practices must focus on rapid access into the commercial medical logistics base. 28
Support arrangements developed for recent smallscale operations appear to hold promise as patterns for developing systems and doctrine for future contingency operations. During the recent Haiti crisis , the U.S. Navy hospital ship, the USNS Comfort, was activated and deployed to the Caribbean to care for the fleeing Hait-
ian refugees. The U.S. Navy Medical Logistics Command at Fort Detrick, MD and the Fleet Industrial Support Center, Norfolk, VA were added as an ordering point to the pharmaceutical Prime Vendor contract with Bergen-Brunswig for the Tidewater, Virginia region. This arrangement allowed pharmaceutical items required for the USNS Comfort to be ordered under the Prime Vendor program. 29
A similar arrangement was developed for supporting the refugee operations in Cuba . The Army's 147th Medical Logistics Battalion was added to the Tidewater Prime Vendor Contracts for both pharmaceuticals (Bergen-Brunswig) and th e medical/surgical products (Owens & Minor) Communications were established between elements of the 147th Medical Logistics Battalion operating at Guantanamo Bay, Cuba and the Prime Vendors in the U.S. by using the satellite communications procedures and systems initially tested in Somalia during Operation
Restore Hope. The ordered items were delivered to the Defense Depot Norfolk for packing, marking, and palletization for military air shipment to Cuba. 30
A variation of these arrangements was used in the recent deployment to Haiti. The 32d Medical Logistics Battalion was added to the Tidewater medical/surgical Prime Vendor (Owens & Minor) contract. Pharmaceutical items were ordered by the 32d through the Fort Bragg, NC hospital which was in turn supported by the Prime Vendor contract with Kendall Pharmaceuticals. Items were delivered by Owens & Minor and Kendall to the Fort Bragg hospital where they were prepared for military air shipment into Haiti. 31
These ad hoc arrangements for incorporating the Prime Vendor based commercial distribution networks in contingency support are providing the first steps in developing a comprehensive method for supporting continge ncy operations in the future At the same time these ad hoc arrangements were being made, a Prime Vendor contract to support U.S. forces in Europe was being developed. This contract would link a CONUSbased Prime Vendor and the MEDEX shipment program to provide peacetime support to military activities in the European theater. This contract will also have specific provisions for supporting increased
requirements (surge requirements) in contingency situations. 32 This contract will serve as the prototype for developing Prime Vendor contracts to support other overseas locations.
CONCLUSIONS AND RECOMMENDATIONS
In response to the research issue, can the emerging pattern of peacetime distribution channels for medical materiel provide a basis for the transportation and distribution of medical materiel during contingencies and wartime, the answer appears to be yes. The recent ad hoc support arrangements and the development of overseas Prime Vendor contracts with specific contingency support provisions are important and encouraging steps in developing a comprehensive system for integrating with commercial distribution and transportation resources for contingency and wartime support. A number of issues need attention before an integrated doctrine for medical materiel support based on these practices emerges.
Questions still remain concerning the ability of the commercial channels to provide large volumes of materiel in a rapid fashion. The DPSC issued more than $500 million in medical materiel through the traditional depot-based process in support of Operation Desert Storm/Shield. 33 How readily can commercial distributors handle that level of surge? Industrial preparedness planning needs to focus on the capabilities of the commercial channels to rapidly acquire, distribute, and transport critical medical materiel in response to large-scale con-
tingencies.
effective packing, marking and palletizing support. The depot-based support model that has provided effective support in the past is fading away in the wake of more efficient commercial business practices. This new reality needs to be accepted. Doctrine, tactics, training and procedures need to be changed to reflect the new reliance on commercial distribution and transportation channels for both peacetime and wartime support.
AMC needs to conduct cost/benefit studies that balance the need to subsidize the readiness and training of the military air cargo fleet, with the benefits of subsidizing civil carrier participation in the CRAF program. Once this balance has been determined, rates for these transportation services need to be developed which provide the appropriate incentives to the agencies such as DLA, who pay for the transportation services, to select the most beneficial transportation mode.
It is critical that new busi-
ness practices be explored to support wartime and contingency operations. These new practices must focus on rapid access into the commercial medical logistics base.
Communication interfaces have been improved tremendously since Operation Desert Storm. The satellite communications procedures developed following Desert Storm have performed successfully from the operations in Somalia to the recent operations in the Caribbean. These procedures need to be reviewed, changed as necessary to insure compliance with industry EDI standards, and included as interface requirements in Prime Vendor contracts.
Decisions need to be made on the incorporation of consolidation points in the flow of materiel. To date, these consolidation points have provided the necessary interface between the commercial distributors (Prime Vendors) and military air transportation. If MEDEX-type arrangements become the norm for contingency as well as peacetime support, will consolidation points be necessary, or will the commercial distributors provide more
The changes in DoD's peacetime medical materiel distribution practices are forcing changes in the procedures needed to support contingency and wartime operations. The depot and military air transportation structures that have supported operations in the late 1980's and early 1990's are eroding. The challenge for the medical logistics leadership in DoD is to fashion a system that integrates the emerging peacetime practices into a distribution channel that will support medical materiel requirements for contingencies and wars. Recent ad hoc arrangements, which have capitalized on
the commercial distribution channels, can provide a rich learning ground for developing a comprehensive model for supporting larger-scale operations in the future. DTJ
REFERENCES
28 Office of the Assistant Secretary of Defense, Health Affairs 1994. Medical Readiness Strategic Plan 2001, p. D-2.
29 Goggins, MAJOR Patricia 1994. Customer Service Program Manager, Defense Personnel Support Center, Philadelphia, PA. Phone interview on 15 NOV 94.'
30 Goggins, MAJOR Patricia 1994. Customer Service Program Manager, Defense Personnel Support Center, Philadelphia, PA. Information Papers provided on 15 NOV 94.
31 Goggins, MAJOR Patricia 1994. Customer Service Program Manager, Defense Personnel Support Center, Philadelphia, PA. Phone interview on 15 NOV 94.
32 Gold, Colonel D. 1994. Director for Medical Materiel, Defense Personnel Support Center, Philadelphia, PA. Phone interview on 14 NOV 94.
33 GAO 1992. Operation Desert Storm: Full Army Capability Not Achieved. GAO/NSIAD-92-175, AUG 1992, p. 38.
MTMC Symposium Focuses on 21st Century Transportation
MTMC Quality Awardees
American Trans Air, Indianapolis, IN
Century Van Lines, Leavenworth, KS
Colonial Pipeline Co., Atlanta, GA
Consolidated Safety Services, Fairfax, VA
Landstar Ligon Nationwide, Inc., Madisonville, KY
Morris Relocation System, Wichita Falls, TX
RPS, Inc., Louisville, KY
SatoTravel, Andersen Air Force Base, Guam
The Travel Company, Panama City, FL
United Parcel Service, St. Louis, MO
By Lyn Kukral MTMC headquarters public affairs
A record 1,400-plus registrants made this year's Military Traffic Management Command Training Symposium the best ever in terms of opportunities to meet and exchange ideas among government, industry and association transportation professionals. The symposium, which took place March 24 through 27 in Louisville, KY, is the largest DoD-sponsored forum representing all transportation modes and services.
The Commander-in-Chief of USTRANSCOM, Gen. Walter Kross, USAF, gave the symposium's keynote address, a speech that focused on defense transportation issues of the next century.
Kross emphasized the importance of contracting for commercial transportation support that ensures a seamless link between peacetime business and wartime or contingency commitments.
"We will not just be buying transportation, we will be forging relationships-partnerships-that will best serve both the government and industry," he said.
Additionally, he emphasized the importance of information systems, within DoD and in the commercial sector.
"Global mobility simply cannot exist without total information control," Kross explained. "The flow of timely and accurate information needed to make critical transportation decisions is just as
LANDSTAR
important as the flow of airplanes, ships, trucks and trains."
In support of the symposium theme, "On the Horizon 21st Century Traffic Management," a panel of industry experts presented perspectives on the future of freight movement, household goods movement, travel and air freight movement. Leaders from each of the military services, the Coast Guard and the Defense Logistics Agency discussed their organizations' customer service innovations. As well, a team of experts from USTRANSCOM, MTMC and industry talked about the latest information management developments in support of the Defense Transportation System.
In addition to these and other panels , MTMC staff members presented a series of breakout sessions followed by question-and-answer periods. The sessions covered freight movement, astray freight recovery, passenger movement, household goods and commercial travel.
Nearly one hundred government and industry exhibitors participated in the symposium. MTMC's commander, MG Mario F. Montero, Jr. and LTG Edward Honor, USA (ret.), president of the NDTA, conducted a formal opening ceremony on March 25 for the industry exhibits.
MG Montero also presented the MTMC's Quality Award
to 10 transportation industry firms at a March 26 Quality Award banquet, recognizing their excellent service and innovative transportation support of the DoD in 1996.
A panel of headquarters staff members selected the winners from nominations submitted by DoD field activities worldwide. Key areas considered were customer service , business innovation and the impact of the service provided. All modes and transportation service providers, including airlines, trucking firms, household goods carriers and commercial travel agencies, were eligible to be nominated. "We had an excellent field of nominations to select from this year," said Jeanie Bell Winslow, MTMC's Quality Award coordinator. "It was difficult to select among the many qualified firms submitted." DTJ
MTMC will host its 1998 Training Symposium March 2 through 5 at the Adams Mark Hotel in Denver, CO.
Military Sealift Command
MTMC
The Military Traffic Management Command recently released the final solicitation for the reengineered personal property shipment test pilot program.
The program is a result of a joint industry/Department of Defense (DoD) working group which met during the past several months. It will test new concepts of handling military personnel personal property shipments and storage services by using "best value" (not necessarily the lowest bidder) acquisition techniques.
According to Phyllis Broz, a senior MTMC official, the new program will enhance the quality of life of service members and defense civilian employees by adopting world-class business practices. "These practices should improve the quality of service by improving the on-time pickups and deliveries and by decreasing loss and damage claims," said Broz "We intend to frequently assess customer satisfaction and contractor's performance through the use of surveys".
The Department of the Army announced on March 6, the relocation of the 1302nd Major Port Command (MPC) from Oakland Army Base , CA, to the Naval Weapons Station at Concord, CA.
The move is a result of Department of Defense Base Closure and Realignment Commission recommendations of 1995 that direct the closure of Oakland Army Base and relocation of the Military Traffic Management C ommand (MTMC) Western Area and its subordinate 1302nd Major Port Command (MPC) to relocate by July 2001. Following a detailed analysis by Bay Area military and commercial facilities, Concord was selected as the optimum site for the 1302nd MPC based on its ability to support the unit's operational requirements at the most competitive operating cost.
Air Mobility Command
Rhein-Main Air Base, Germany, looks vastly different than it did a decade ago. Parking lots are no longer jam packed. Its once huge base exchange, now small, fits neatly in a building alongside the post office and commissary. The base's bustling hotel isn't Air Force property anymore and stands vacant outside the new main gate. There aren't as many aircraft parked on the ramp either but this doesn ' t mean the 150 folks assigned to the 626th Air Mobility Support Squadron don't have their work cut out for them. "Rhein-Main is still the gateway to Europe," said Lt Col Eddy L. Stanfill, 626th director of operations. "Our two primary missions are day-to-day movement of passengers and contingency operations." RheinMain's Passenger Terminal is the largest in the Department of Defense---95,000 square feet. They move roughly 15,000 passengers a month. Rhein-Main still "Gateway to Europe"
(By MSgt Mindy Poist - AMC PA)
Vice Adm. Jim Perkins, USN, who became Military Sealift Command's 21st commander on Feb 14, helped christen his first MSC ship, USNS Bob Hope, March 15 at Avondale Shipyards , Inc. in New Orleans, LA. Two other firsts connected with this ceremony are the fact that this is the first time an MSC ship has been named for an entertainer, and the vessel is the first of 14 large, medium-speed, roll-on, roll-off ships that will be constructed from the keel up.
The famous show business personality for whom the ship was named was praised by Secretary of the N avy John Dalton for entertaining, uplifting and encouraging U.S. combat troops all over the world for half a century in peace and war. Hope attended the ceremony along with his wife, Dolores, who christened the ship honoring her husband's dedication to U.S. servicemen and servicewomen.
Navy
Sailors stationed at several overseas locations who need assistance or have questions about moving their household goods can now get help toll-free. The Naval Supply Systems Command (NAVSUP) Household Goods tollfree helpline service is now available to sailors in Australia, Greece , Italy, and Korea. Th e numbers are: Australia, 1-800-14-2402; Greece, (030) 00800-12-4861; Italy (039) 167-87-4113; and Korea (884) 003812-0124. Access to the toll-free helpline is also available in the US, Guam, Puerto Rico and Tunisia by calling 1-800-4447789. Worldwide callers may reach the Helpline by calling (717) 790-2448 or DSN 430-2448. Helpline hours have recently been expanded to 6:30 am to 9 pm, eastern time, Monday through Friday. Efforts are underway to expand the toll-free helpline service to England, Japan, Norway, Panama, and Spain by this summer.
Federal Aviation Administration
"Of TR,4,vs The FAA , in conjuction with the American ~~"'% Defense Preparedness Association (ADPA) j "% will sponsor an Aircraft Survivability Sympoc: ~: sium in Monterey, CA 21-23 October 1997 at \ 0 ~ .._¥ the Naval Postgraduate School. The sympos,Ai'Es 6 "' siurn will highlight Vulnerability Reduction Technology and what can be done to protect military (fixed and rotary wing) and commercial aircraft and crew/passengers from the dangers posed by current and evolving threats including combat, terrorism and onboard fires.
This symposium is designed to increase awareness and foster technology interchange across the military, government and commercial aviation sectors. Invited speakers, selected papers and panel discussions will examine operational requirements, system designs, latest threat intelligence, emerging vulnerability reduction technologies, assessment methodologies, as well as affordability and integration issues.
For more information, refer to ADPA event #894 when contacting the ADPA at telephone number (703) 522-1820, fax number (703) 522-1885 or e-mail: mbilowich@adpa.org
Move people, not paper.
With worldwide experience in helping clients find more productive ways of working, EDS stands ready to support DoD in reengineering its entire travel process.
A great idea
Streamlining military travel operations will make the process more efficient and easier, significantly reducing costs and improving quality of life for every traveler.
A better way
Travelers will be able to manage their own travel planning right from their desktops. With built-in authorization measures, the Defense Travel System will also maintain the necessary levels of approval and security.
A move forward
The new Defense Travel System will simplify administration and provide a single source of timely, accurate travel management information DoD-wide.
A complex challenge
Implementing large-scale, enterprise-wide change is no simple tasli. Every day, EDS helps clients with global systems and operations successfully meet complex challenges libe this one.
A proven record
As the leading provider of information management services to DoD, and as the innovator of travel technology lilie e-ticlieting and electronic expense reporting, EDS has the proven expertise to support travel process reengineering.
A more productive way of working
A continuing commitment
EDS is absolutely committed to helping DoD cut costs, improve efficiency, and realize the defense travel vision. To learn more, call David Hadsell at (703) 742-1363, email at david.hadsell @exseOl .eds.com or vi s it www.eds-gov com
NORTHWEST AIRLINES
Northwest Airlines Fortune magazine interviewed Northwest president and CEO John Dasburg for the magazine's May feature story on the top 100 NASDAQ companies. Das burg was selected for the interview because of Northwest's presence on the NASDAQ index as a transportation company, and because the company is recommended as a bu y by some investors. He was asked to comment on a number of subjects including the airline's operations and growth in Japan, its focus on hub flying and the airline's electronic ticketing efforts. ~ .D
EME/f!:I Emery Worldwide
CNF Transportation, Inc. WORLDWIDE recently announced that its Emery Worldwide Airlines has received a $1.7 billion U.S. Postal Service project for Priority Mail sortation and transportation. "We are extremely pleased to continue a relationship with th e U.S. Postal Service that dates back to the 1930s" said Donald E. Moffitt, Chairman, President, and CEO of CNF Transportation. "This contract will allow Priority Mail to continue to be the best business alternative for two-day, time-definite shipping needs."
Dollar Rent
A Car
elta Air Lines De~t~ ~~;i~~xt few
You'll lo v e the way we fl) '· weeks Delt a passengers to and from Europe will be greeted with more seat comfort, more food choices and more entertainment. And this is just the beginning. "What you are witnessing toda y is Delta suiting up for the race," said Robert Coggin, executive vice president - marketing for Delta as he described the transformation of the company's transatlantic business class service. "Our goal is for Delta to lead the industry in customer service and innovative products within two years."
CCrowley
Crowley American Transport's new 2,100TEU ships, which will be deployed in the East Coast South America service, will be named the Sea Jaguar , Sea Cougar and Sea Lynx, according to Tom Crowley, Jr. , Chairman , President and CEO of Crowley Maritime Corp. "We want to clearly differentiate these new ships from the 1,300-TEU Commerce-Class ships (Sea Comm erc e, Sea Merchant, Sea Trade) that they are replacing in the trade, because they are significantly bigger and faster , " Crowley said.
TFA ® TWA " TWA announced today the nominations of Dr. Blanche M. Touhill, chancellor of the University of Missouri - St. Louis, and retired General Merrill A. "Tony" McPeak, former chief of staff of the United States Air Force, to the a irline's board of directors.
QUALCOMM, Inc.
QUALCOMM recently marked a milestone in its history as the 200,000th OmniTRACS R unit rolled off the a ssembly line. The broad acceptance of OmniTRACS ®technology now spans the globe , making it the world's leading provider of satellite communications, tracking and information systems to the transportation industry.
Delta Air Lines recently joined Dollar's impressive lineup of frequent flyer partners. Airlines include: Aloha Airlines AlohaPass (credits earned in Hawaii only), America West Airlines FlightFund , American Airlines AAdvantage, Continental OnePass, Delta Air Lines SkyMiles, TWA FFB, United Airlines Mileage Plus
• U·S AIRWAYS
us~~~!ania
political and civic leaders are urging the US government to act quickly to approve US Airways' bid to open service between Pittsburgh and Paris . "Pittsburgh has demonstrated a pressing need for this route and will support service to Paris with connections" to more than 100 cities in this country, US Senators Arlen Specter and Rick Santorum wrote in a joint letter to US Transportation Secretary Rodney Slater.
ScienceApplications SAIC
C. TransCore, the recently formed transportation unit of Science Applications International Corporation (SAIC), has been awarded a major information and communications systems contract with the newly formed Mexican railroad, Transportation Ferroviaria Mexicana (TFM) . TFM is a joint venture of the Mexican maritime shipping company, Transportacion Maritima Mexicana (TMM), and Kansas City Southern Industries. TransCore will provide a wide range of services and products to assist the TFM team transfer railroad operations from the government-owned Northeast Railways toTFM.
MCDONNELL DOUGLAS
McDonnell Douglas Comedian Bob Hope appeared recently before a crowd of more than 8,000 employees at the McDonnell Douglas facility here for the unveiling of a new C-17 Globemaster III bearing the nam e "The Spirit of Bob Hope." The 93-year-old comedian is the first individual to have one of the versatile airlifters named for him. Hope , accompanied by his wife Dolores, received the honor from the US Air Force in gratitude for the many occasions he has traveled the world to entertain troops.
We're solving the -reeng1neer1ng puzzle.
SatoTravel is ready to implement solutions to DoD reengineering- now. We've worked diligently with our customers to perfect processes that will make your future Defense Travel System simpler, faster and more efficient. We invite you to take advantage of these fitting solutions.
You ' re probably aware of SatoTravel ' s past successes in developing innovative travel management solutions. Take our Bachelor Quarters Computer Reservation System, which has made it easy for Navy customers to capitalize on existing BQ facilities , saving time and money. And our centrally billed account reconciliation system dramatically reduces the time spent processing centrally billed accounts.
We've integrated many of these pieces of successplus several ingenious innovations - into our DTS solution.
Throughout our nearly 50 years of service, SatoTravel has earned the military's trust and confidence time and again, so we were honored to manage nine of the 27 travel reengineering test sites. With this real-world analysis , we ' ve streamlined our processes even more . We've replaced the seemingly endless paper trail with a few simple clicks of a keyboard.
You 'll save time. You'll save resources. You ' ll save money.
SatoTravel is more prepared for reengineering than any other travel company - a result you expect from a proven leader in military travel. We ' re eager to take your Defense Travel System into the 21st century.
The only piece missing is you.
hapt er N e vv s
NEW YORK CHAPTER
On Thursday, February 27th , the New York Chapter conducted its annual luncheon at the Downtown Athletic Club in New York City with 145 attending. The guest speaker was MG Mario F. Montero, Jr., Commander, MTMC. His topic,
COL Christopher J. Lomb , Chapter President, presents MG Mario F. Montero, Jr ., Commander, Military Traffic Management Command with a plaque upon Completion of his keynote address at the Annual Luncheon
COL Christopher J. Lomb , Chapter President, presents BG Gilbert S. Harper, Commander, Military Trallic Management Command, Eastern Area with the Bayonne! and Scabbard Award.
"Maintaining Rele v ance," covered consolidating the area commands, household goods re-engineering and the pointto-point privately owned vehicle pilot program, the Joint Traffic Management Office, and the Port Look Study.
The recipient of the Chapter's Annual Bayonet and Scabbard Award went to BG Gilbert S. Harper, Commander MTMCEA. Upcoming events are the annual volksmarchto be held at MOTBY on May 15, 1997 and the annual golf outing in June.
NEW ENGLAND CHAPTER
The New England Chapter, NDTA, held its March meeting at the USCG Base, where forty-five members heard RADM John L. Linnan, Commander, First Coast Guard District, and Commander, Maritime Defense Command One, describe the duties and responsibilities of his commands. The very interesting presentation included some highlights of the USCG Search and Rescue efforts dedicated to TWA Flight 800 which was destroyed over Long Island, NY, on 17 July 1996. Special thanks to Admiral Linnan; his Chief of Staff, CAPT Dan Garrison; Base Commander, CAPT Peggy Riley; Mr. Dave Petta, DoT Regional Emergency Transportation Representative; Mr. Ed Fallon, NDTA State Vice President; and Mr. John Goodhue, Immediate Past President, for making it all possible. Special recognition was made of the Senior Members of the Regiment attending, MG Rush Lincoln, USA (ret.), and RADM Bill Leahy, USCG (ret.) who preceded RADM Linnan as Commander, Joint Task Force 5, Alameda, CA, and who recently moved to New Hampshire.
HOUSTON CHAPTER
The February meeting was a luncheon held at the Travelodge Hotel. Our guest speaker was Mr. Alan Hom, Director of Disaster Services for the Greater Houston Chapter of the Red Cross . His presentation included the scope of responsibilities of this chapter and an update on all their current projects. He also discussed the memorandum of understanding
between the Red Cross and the NDTA and how our Chapter can support their efforts. The plans for our annual Golf Tournament for the Scholarship Fund were discussed.
ALOHA CHAPTER
The Aloha Chapter of the NDTA recently awarded their Frank der Yuen Memorial Award to the Outstanding Transportation Senior at the University of Hawaii (UH). UH held its annual Business Night event at the Sheraton Waikiki on April 2nd where Ms. Kehaulani Amorin , Chapter A-35 Representative, presented the awa rd to Ms. Rebecca Gee who is a Senior in the University's Travel Industry Management College. The Aloha Chapter has presented this award every year for the past 11 years The award is named after the late Mr. Frank der Yuen who was a longtime member of NDTA and one of the founding members of the Aloha Chapter. He was also widely known as a pioneer in the Hawaiian aviation industry.
SAN FRANCISCO BAY AREA CHAPTER
The 1997 NDTA Literary Award was recently presented to Al Melvin. The presentation was made at the California Maritime Academy in front of the Golden Bear as Al was about to depart on the summer cruise with the Academy training ship.
IN MEMORIAM
The NDTA lost one of its most active members recently when Wallace L. Havener passed away. Wally, age 75, was part of a group that revitalized the Baltimore Chapter in 1981. He retired as National Sales Manager of the Chessie System ' s intermodal marketing department in 1983, ending a career he began in 1941 as a clerk in the Baltimore and Ohio Railroad's sales department in St. Louis. He served in the Army Air Cor ps from 1942 to 1946 and was discharged as a Major in the Army Reserves in 1967.
Wally was a member of the Baltimore Chapter and served 5 years as Treasurer, 12 years as a member of the Board of Directors, 8 years as a member of the Golf Committee including Chairman and also served on the Audit Committee. He was the fir st recipient of the Chapter's Person of the Year Award in 1989 and received the NDTA's Distinguished Service Award in 1994 at St. Louis for his many years of service to NDTA.
Wally is survived by Evelyn, his wife of 53 years, a son, a daughter, 2 sisters and 5 grandchildren.
Paul Merwin presents the NDTA 1997 Literary Award ta Al Melvin.
Whether you're shipping a satellite dish or fine china, Emery Worldwide has the global, multi-modal resources to bring your product to market.
We deliver more than just air freight. Our total solution includes air, ocean, customs brokerage, expedited services and complete logistics capabilities supported by over 580 offices worldwide and the highest level of information and technology systems. And we're tuned-in to your transportation needs. We've even created dedicated groups to support the special requirements of 18 industries, from aerospace to electronics. 1-800-868-7997
H O n O r RO 11 of Sustaining Members
These firms support the purposes and objectives of NDTA.
AAR Cadillac Man ufacturing
ABf Freight System, Inc.
AMO-American Maritime Officers
ARINC, Inc.
AT&T Defense Markets
Air Transport Association of America
Alamo Rent A Car
Alaska Cargo Transport, Inc.
American Air Cargo
American Airlines
American Auto Carriers
American Bus Association
American Overseas Marine Corp.
American President Companies Ltd.
American Shipbuilding Assoc.
American Trans Air
Anchorage Hilton
ARINClnc.
Associated Air Freight, Inc.
Association of American Railroads
Atlas Van Lines International Automation Research Systems
BOM Federal, Inc.
Battelle
The Boeing Co.
T.F. Boyle TraR5pOrlation, Inc.
Bristol Associates
Brown & Root, Inc.
Burlington Air Express
COMSAT Mobile Communications
CONRAIL
CSX Tronsportation
Carlson Wagonlit Travel
Carnegie Group
Central Delivery Service-Washington
Computer Dato Systems, Inc.
Computer Sciences Carp.
Consolidated Freightways Corp.
Consolidated Sahtty Services, Inc.
Consolidated Traffic Management Services, Inc.
Continental Airlines
Coopers & Lybrand
Crowley Maritime Corp.
OHL Airways
Dallas & Mavis Specialized Carriers
Delta Air Lines, Inc.
Deutsche Bahn AG (German Railroad)
Regional Patrons
Agnew &Associates, Inc.
American Movers Conference
Anteon Corporation
Apollo Travel Services
Arven Freight Forwarding, Inc.
Ascension Freight Systems, Inc.
Avis Rent A Car
Bay Ship Management, Inc.
CSI Military Services
Century Technologies, Inc.
Diablo Transportation
Distrid No. 1 - PCD, MEBA
Dollar Rent A Car
Emery Worldwide Encompass
Enterprise Rent-A-Car
Evergreen International Airlines, Inc.
Farrell Lines, Inc.
FedEx
GE Aircraft Engines
GRC International, Inc.
Holiday Inn Worldwide, Jnc.
Hyatt Hotels and Resorts
Information Technok,gy Solutions
International i.ongshorernen' s Association, AFL-CIO
International Ot:ganization, Masters, Motes and Pilots
Kuehne & Nagel, Inc.
Labor Management Maritime Comm.
Landstar System, Inc.
Lockheed Marfin Aeronautical Systems
Lockheect Martin c-2-~on Systems
Logistics Management Institute
Lykes Bros. Steamship Co., Inc.
MAR, Inc.
Maersk Line Ltd.
Maritime Overseas Corp.
Matson Navigation Co.
Mayflower Trcmsit
McDonnell Douglas Aerospace
Mercer Transportation Co.
NYP & Associates, Inc.
National Air Cargo, Inc.
National Air Carrier Association, Inc.
National Van Lines Inc.
North American Van Lines
Northwest Airlines, Inc.
Official Airline Guides
Old Dominion Freight Line, Inc.
Ovemite Transportation Co.
Controlled Systems, Inc.
Dodge Moving &Storage Co.
Federal Freight Systems, Inc.
Garrett Container Systems
Global Van Lines
Great American Lines
Green Valley Transp. Corp
HFS, Inc.
Her1zCorp.
H.O.0., Inc.
Holland Co.
Innovative lagistics Techniques, Inc.
PRC, Inc.
Pilot Air Freight 9>,p.
Port Authority of N.Y. & NJ.
Port of Beaumont
Port of Corpus Christi Authority
Port of Oafdand
PulseTech Products Corp.
QUALCOMM
Roberts ~s, Inc.
Ryder Defence
SAIC
SRA lnlet:na1ional Carp.
Sandia Nationaf Laboratories
SatoTravel
Schneider National, Inc.
Sea Containers America, ~c.
Sea-Land Service, Inc.
-seated Air Corp.
Southern Air Tra.nsport, Inc.
Southwest Airlines
Kalyn/Siebert, Inc.
Management, Consulting
&Researd, MEVATK. Corp.
~ Associates, Inc.
• Services of America
Stewart&
TRW Systems lntegratioo Group
TI'XC~y
lolem Ocean Trailer ~ess, Inc.
Transportd_tipnlnslih"9
Trans World ,Airlines
Trism Specialized Carriers
Tri-Slate ~,Transit Co.
UPS Wortdwide Logistics
USAirways
Union Pacific Railroad
UNISYS Corp.
United Airlines
United Parcel Service
United Technologies Corp.
United Van lines, Inc.
Value Rent A Car
WORLDSPAN
Waterman Steamship Corp. (Central Gulf Lines)
WorldPort, LA
logistics Management Resoun:e, Inc.
Mid-Atlantic Safely Produds Corp.
Military Living Publications
Modem Technologies Corp.
National lnterrent
NCI Information Systems, Inc.
North American CLS, Inc.
Omega World Travel
PHH Relocation
PTCG,lnc. Radian, Inc.
Ruthem Transport Services
Savi Technology
Sea Box, Inc.
Super Eight Motels
Techmale lnlemalional
Thrifty Car Rental
Trailer Bridge, Inc.
TriEnda Corporation
Westin Hotels
In April's issue of Defense Transportation Journal, I led off by asking all of you to please send your __"I""'!., Chapter activities to me to be shared in this column. I am making the request again. In addition, to help keep our contact list current please send me any changes in your A35 chapter representation. Last fall at the Forum, we talked about being able to pull down the A-35ers by Chapter once the reprogramming at NDTA Corporate Headquarters was closer to completion. Mr. Grabowski has made that happen for us. I have the first printout by Chapter, but something tells me it needs to be fine-tuned. There are A-35ers I talk with regularly that do not appear on my listing at all. This may be one of my Summer projects, to bring the list up to date and include everyone's E-mail address. Suggestions are now being solicited on how to accomplish this as quickly and as easily as possible.
Do you realize it's time to start preparing for the Forum once again? At last year's Forum we kicked off the American Merchant Marine Library Association (AMMLA) Book Drive and, as discussed in the last issue's column, it was a tremendous success. AMMLA estimates that in excess of 12,000 books are now in their libraries, thanks to all of you. On May 14th, I attended the Annual Meeting of the Council of
Ernployrnent Referral s
Transportation/Logistics Management
Extensive military experience in transportation, traffic management, movements control, materiels management and physical distribution operations. Over seven years experience in the defense contracting industry developing transportation doctrine, transportation training course packages, analyses supporting formal studies, test and evaluations, economic analyses, and transportation equipment assessments. Skilled in a variety of computer operating systems and applications, including DOS, Windows, Macintosh and UNIX. A Master of Science in Transportation Management and a Master of Business Administration in Acquisition. #97-130
Transportation/Distribution/Logistics Management
Former Battalion Commander, Resident CGSC-22 years of experience. Movement Control, Mode Operations with experience in Port and Airfield operations-United States, Germany, Korea, Italy, Somalia, Haiti, Saudi Arabia, Croatia. 14th Trans Bn, 7th Trans Group, 69th Trans Bn, 37th TRANSCOM-Army Recruiting, Training with Industry, BS/MBA, computer literate-a diverse background of experience and capabilities. Willing to relocate, available July 97. #97-131
Transportation/Operations/Management
Unique intermodal transportation expertise. Oversaw transportation for $3 billion congressional program in the former Soviet Union. Analyzed customer transportation requirements at planning conferences on four continents. Supervised 14 officers planning 5 7 worldwide exercises with a budget of $64 million. Planner of choice in fast paced, high profile contingency operations. Commanded aircrew in Desert Storm missions in Riyadh, Saudi Arabia, awarded USAF Air Medal. MS in Administration and Management, BS in Engineering Sciences. Top Secret Clearance. #97-132
Transportation Operations/Management
Extensive experience in air cargo and passenger operations. Twenty-four years in critical leadership and manage-
Trustees of United Seaman's Service and the AMMLA to accept an award on your behalf, and I plan to bring the award to the upcoming Forum in Oakland to share. At last year's Forum we also announced an award to be given by the A-35ers of NDTA to an individual member or organization which has been supportive of the A-35 group and its goals over the course of 1996-97. As you are thinking through your Chapter's potential nominees, please consider those in your general membership (not just A-35ers.) NDTA elected officers, at any level, are not eligible. The reasoning behind this is simple-as elected officers of NDTA, part of our job description and certainly our responsibility is to promote and support our A-35 members. The A-35 award nomination should be submitted to the Chapters' A-35 representatives for immediate review. Once your nominations are complete please forward them to me as soon as possible. I am looking forward to hearing from all of you soon.
Theresa Giordanengo Vice President A-35
ment positions directing cargo and passenger movements through large air terminals, in the United States and overseas. Last eight years, as senior member in three different functions, including DoD's largest air cargo operation. Extensive operational and supervisory experience running organizations and departments with up to 500 employees, with $128 million in assets and $3 million operating budget. #97133
Transportation/Distribution Management
Over fifteen years of progressively more responsible experience moving people, material, and information. Proven performance in pivotal roles guiding operations of several large international air cargo and passenger terminals. Vehicle fleet management and logistics information system development background. Agency headquarters level success in developing distribution and transportation plans and policies. Directed DoD Express Delivery Reinvention Laboratory sponsored by the Vice President's National Performance Review. A broad logistics background with special skills in logistics operations, distribution management, intermodal transportation operations. #97-134
Transportation Operations/Management
Over 12 years experience in transportation, logistics and human resources management. Thoroughly conversant with principles and applications of JLOTS, RSO&l and the AWR-3 Prepositioned Afloat program. Detailed, systematic planner, adept at identifying and preventing/overcoming problems. Strong oral and written communications skills. Proficient in Microsoft Office for Windows (Word, Excel, PowerPoint), Word Perfect for Windows and Harvard Graphics software programs. #97- 135
Transportation Management
Energetic manager with five years of experience in line-haul operations and movement control in the field. Hands-on experience managing line-haul operations, maintenance, and personnel. Wide base of knowledge including air terminal, rail and barge operations. Certified air load planner. Experienced in the international market; fluent in Spanish. Open-minded, excellent at dealing with people and a quick learner. #97-136
American President Lines, Inc.
Bristol Associates
CONRAIL
CSX Transportation
Emery Worldwide a CNF Company
Evergreen International Airlines, Inc.
International Longshoremen's Association AFL-CIO
Landstar System, Inc.
Lockheed Martin C2 Integration Systems
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.
The LANDSTAR System:
Mul'tiple Transportation Companies In One.
Landstar System . . The new name for seven of the largest and most established transportation companies in the U.S.Landstar Ranger, Gemini, Inway, Ligon, Poole, Express America, and Logistics. Working together now to make shipping more convenient and effective for you. With Landstar, one phone call to a government marketing representative gives you access to a nationwide network of people and equipment, in over 1000 locations across America, dedicated to getting your loads wherever you want them to go on-time!
Our companies will coordinate your shipments, provide you with up-to-the-minute status reports, including satellite tracking for ammunition and explosive shipments ... and even custom-tailored logistics services to match your special requirements.
Nationwide coverage plus local, personalized service - that's the Landstar System. Call our 24 hour-a-day Government Offices in Springfield, VA, at 800-443-6808 to find out more about Landstar, the only intermodal system you'll ever need. Let Landstar deliver for you ...
National Defense Transportation Association
52 ND ANNUAL FORUM AND EXPOSITION
Oakland, California-27 September to 1 October 1997
FORUM HOTEL RESERVATION FORM
Choice Oakland Marriott City Center # Headquarters Hotel
SGL/DBL $109 1-800-228-9290
Fax outside U.S.011-1-510-835-3466
Toll free from Germany: 01 30-854-422
Toll free from Holland: 06022-0122 Toll free from U.K.: 0-800-221-222 Choice # Best Western Inn at the Square SGL/DBL$76 1-800-633-5973 510-452-4565
Choice Exec11twe Inn # ~.Executive Inn
SGL/DBL $75 (Deluxe Kings available for $88-94; near airport) 510-536-6633
DJ/c;,h{nqton oJ;m '.,._\ (
Choice Washington Inn # (at Convention Center; historic inn)
SGL/DBL $88 510-452- 1 776
Choice Holiday Inn-Oakland Airport # SGL/DBL $83 510-562-5311 Choice Park Plaza Hotel-Oakland Airport # SGL/DBL $77 510-635-5300
Please indicate your choice of hotels (1 through 6) by numbering the boxes at left, then complete registration form below
Cut-off date for reservations is September 9, 1997. After this date, reservations will be honored only on a space-available basis at convention rate.
Accommodations: Number of rooms- Single: __ Double: ___ Triple: _ Quad: ___
Please indicate your hotel choice s at left by number s in the appropriat e boxes.
Name(s):
Address: -
City/State/Zip: ______________________________ Daytime Phone Numb er with Area Code: ____________________
Advance deposit: Please guarantee your reservation with one night's deposit by O major credit card, or O enclosed check. Deposits are refundable if cancelled wit hin 24 hours of arrival.
Credit Card Holder's Name: _________________________ Type of Card: ______________________________
meals and incidentals). There
a first-come, first-served basis. Reserve early!
FORUM AIRLINE RESERVATIONS
United Airlines
FORUM CAR RENTAL RESERVATIONS
Rent Dollar® And Put fu The Hat For NDTA Scholarships.
When you rent from Dollar Rent A Car and use the NDTA ID number ND000l, a portion of your rental fee goes to the NDTA Scholarship Fund.
Dollar is honored to help such a good cause. And we're also pleased to offer so many smart reasons to rent from us. That includes special low rates for all NDTA members-government travelers, contractors and retirees alike, for both business and leisure travel.
Dollar features quality Chrysler cars, on-airport convenience, worldwide locations, and a level of service for NDTA travelers that shows you're #1 in our book.
For information on all Dollar Government Programs, call 703-838-1666. Supporting NDTA is one of the most important hats we wear. And with your support, you'll help us put more money in the hat for NDTA scholarships.
Bookshelf Ideas
International Logistics by Donald F. Wood, Anthony Barone, Paul Murphy and Daniel L. Wardlow published by Chapman & Hall, 115 Fifth Avenue, New York, New York 10003, 1995, cost $59.95. To order contact International Thomson Publishing, 7625 Empire Drive, Florence KY 41042.
International Logistics deals with goods transactions involving parties in two or more nations The term logistics originated with the military ("the branch of the military science having to do with the moving, supplying and quartering of troops , " Webster). However , today, it covers commercial activities including the movement of goods through channels along with orders, payments, and documents in both domestic and international operations. International logistics must take into account the differences in cultures, currency, and transportation systems, which present more difficult challenges than the movement within one country The authors have filled a gap in the business logistics arena by integrating cultural, functional and strategic aspects of international logistics in their manuscript to the day-to-day operations of a global enterprise.
This book contains 17 chapters as follows I-Introduction, 2-Governments' Interest in International Logistics , 3° Logistics and Transportation in Different Parts of the World, 4-Ocean Ships and Shipping, 5-Chartering Bulk Ocean Carriers, 6-The Ocean Liner Conference System, 7International Air Transportation, 8-Land Transport to and from Ports, and to and from Canada and Mexico, 9-Seaports, Airports, Canals, and Tunnels, IO-International Logistics Functions and Intermediaries, 11-Terms of Sale and Terms of Payment, 12-Documentation and Insurance, 13-Logistics of Export Product Movement, 14-International Sourcing, IS-Logistics of Famine Relief, 16-Logistics as a Tool for Integrating International Operations, and Future Issues in Logistics.
The authors advise that the book may not contain sufficient detail to answer all questions concerning international logistics. I do not consider the lack of details a weakness, since, I believe that it should be recognized that many problems in international logistics must be handled on a case-bycase basis. Any book that attempted to answer all questions concerning international logistics would be too large to be useful and would still not cover all the problems involved in all countries. By raising questions about the different elements in the channels involved in international logistics, the authors provide a broad understanding of the topic for the use of those engaged in the processes of moving products and people between the nations of the world. Also, I believe it covers the entire topic and is a suitable text for use in international transportation and logistics courses. An instructor's manual is available when requested on the school letterhead.
Logistics Rules of Thumb, Facts & Definitions Ill by Dick Morreale and Don Prichard published by Southern California Roundtable, Council of Logistics Management, Dick Morreale, 1995. Fax 714-990-2985 Don Prichard for information about copies.
This is the second printing of the third edition of the book. The book contains 12 chapters as follows: I- Trans-
Dr. Joseph G. Mattingly, Jr.
portation, 2-Warehousing, 3-Warehouse Design and Construction, 4-Third Party, 5-Equipment, 6-Bar Code and Radio Frequency, 7-Inventory, 8-Safety, 9-Customer Service, 10Definitions, 11-General and 12-Philosophical.
The authors designed th e book to be a handy desk reference and source with a lot of information to provide "food for thought" in any logistics process. I believe that they succeeded in their effort. I recommend it for all practitioners and students of logistics.
Aerospace Facts and Figures 1996-1997 published by Aerospace Industries Association of America Inc., 1250 Eye Street, NW, Washington, DC, 20005-3922, 1996. Cost US and Canada $35.00, Other $40.00.
This book is compiled by the Aerospace Industries Association (AIA) Aerospace Research Center and contains tables, graphs and text summarizing aerospace industry activity through 1995. It includes historical data such as aircraft production, missile and space programs , air transportation, research and development, foreign trade, employment, and finance. Also included are government budget estimates for 1996 and 1997.
GAO Transportation Reports prepared by the US General Accounting Office, The GAO publishes reports which are of specific interest to readers We have listed several examples of some recent issues on transportation subject:
GAO/RCED-97-2 Aviation Safety - New Airlines Illustrate Long-Standing Problems in FAA's Inspection Program October 1996
GAO/RCED-97-13 International Aviation - DoT's Efforts to Promote US Air Cargo Carriers' Interest October 1996
GAO/RCED-97-4 Airline Deregulation - Barriers to Entry Continue to Limit Competition in Several Key Domestic Markets October 1996
GAO/RCED-97-9 State Infrastructure Banks -A Mechanism to Expand Federal transportation Financing October 1996
GAO/RCED-97-3 Airport Privatization - Issues Related to the Sale or Lease of US Commercial Airports November 1996
GAO/RCED-97-22 Air Traffic Control - Remote Radar for Grand Junction November 1996
GAO/RCED-97-23 Airport and Airway Trust Fund - Issues Raised by Proposal to Replace the Airline Ticket Tax December 1996
GAO/RCED-97-32 Transportation Infrastructure - States' Implementation of Transportation Management Systems January 2997
GAO/AIMD-97-20 Air Traffic Control - Improved Cost Information Needed to Make Billion Dollar Modernization Investment Decisions January 1997
GAO/RCED-97-47 Transportation Infrastructure - Managing the Costs of large-Dollar Highway Projects February 1997
GAO/RCED-97-74 Urban Transportation - Challenges to Widespread Deplo yment of Intelligent Transportation Systems February 1997
GAO/ AIMD-97-47 Air Traffic Control-Immature Software Acquisition Process Increase FAA System Acquisition Risks March 1997
WHICH IS WHY YOU SHOULD BE HERE.
Integrated Solutions Center Fairfax, VA
Integrating logistics within a common operating picture: It's not just a goal, it's a reality. Legacy systems as well as new can now be seamlessl.y brought Into the command and control picture-providing a wider aperture for projecting the logistical lmpHoatlons of strategic and tactloet decl9ions. At Lockheed Martin Management & Data Systems, we share the DO[YIS goal of support to the Warfighter through battlefield Integration. And we bring to the task a wealth of experience in meeting the multffaoet..t needs of div.,.. end users. from systems integration, systems engineering and ground system development to software development, program management, training and consulting, we've helped chart the course of vital national eyllterns for more than 25 .,..._ Cal (703t 293-5605 to schedule a demonstration
Mission
Design, develop, test, field, and maintain a Global Transportation Network (GTN) Command and Control system for the US Transportation Command (USTRANSCOM).
GTN must be able to provide force tracking of units, people, materiel, sustaining supplies, and requisitions anywhere in the world.
GTN will become the Transportation module for the Global Command & Control System.
GTN will be based on proven commercial stateof-the-art Supply Chain Management software.
Success
The Initial Operating Capability GTN, providing In-Transit Visibility, is now available for USTRANSCOM customers worldwide.
This enhanced GTN significantly improves performance to support combat commanders, including access through the WorldWide Web and a user friendly Windows compatible interface.
For more info-rmation on GTN and future enhancements to support Focused Logistics, contact Lockheed Martin C2 Integration Systems, (703) 367-2581, FAX:6525
