Defense Transportation Journal - October 1999

Defense artation Journal Forum Issue

A-35 Directory

Ms. Theresa Giordanengo

Vice President A-35

Atlantic Region

Ms. Diane R. Roach

Representative - South

Ms. Lucille Monko

Representative - North

Central Region

Capt. Steven Hasstedt, USAF

Mid-South Region

TSGT Deborah Bailey

Pacific Region

Mr. Gordon D. Lowe

Ms. Lana R. Batts, Exec. Dir., Interstate Truckload Carriers Conf

Dr. James M. Daley

Assodate Dean and Professor of Marketing, Boler School ofBusiness John Carroll University

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, Consult.ant

Brig Gen Malcolm P. Hooker, USAF (Ret.), Member, Board of Directors, NDTA

Dr. Joseph G. Mattingly Jr., College ofBusiness & Management, Univ. of Maryland

Whitefield W. Mayes, Chief Engineer, Transportation Engineering Agency, MIMC

Prof. Gary S. Misch, U.S. Naval War College (Ret.)

Dr. Richard F. Polst Jr., Professor, Transportation and Logistics, Iowa St.ate University

MG Harold I. Small, USA (Ret.), Consult.ant

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 Government and Public Affairs, Clemson University

Pacific Northwestern Regi on CPT Jason Graaf, USA

Pacific Southwestern region .

Ms. Suzanne Schuette

Southeastern Region

Mr. Jonathan C. Cox

Southwestern Region

NDTAers Get Ready for the A-35 Scholarship Duck Race and "Moose Nugget Drop!"

Theresa Giordanengo Vice President A-35

Editorial Objectives

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

• News and information about defense transportation issues;

• New theories or techniques;

• Information on research programs;

• Creative views and syntheses of new concepts;

• Articles in subject areas that have significant current impact on thought and practice in defense transportation;

• Reports on NDTA Chapters.

Editorial Policy

The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or the NDTA.

EcltorW Content

For correspondence including feature manuscripts and books for review, write: Joseph G. MattlnglJ 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 jmatting@lrhsmlth.umd edu Covemwnent, Corporate, NDTA and Chapter News, Pages Put. Mini-features, and all other departments

Send all news, photos, etc. to: Denny Edwards Managing Ecltor De{mse Transportation Journal NDTA

50 South Pickett St., Suite 220 Alexandria, VA 22304-7296

Phone: (703) 751-5011 Fax: (703) 823-8761 Email: denny@ndtahq.com

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Cultural Changes or Adjustments

he theme of our forum is "Global Challenges and Changes." I would submit that we are attempting and have been for several years to meet these challenges. The greatest challenge is the implementation of the necessary cultural changes required for adjustment to the challenges and changes of the future. It will require the utmost skills of our leadership to prepare the personnel involved for the cultural shock. It will require changes in the laws governing the way the government does business with commercial industries. We having been talking about new business practices for several years. It took the transportation industries many years to adjust to the deregulation environment. Many changes in personnel were required and others had to undergo much training to fully take advantage of the benefits of deregulation. In fact, there are still people around who would like to return to the regulated environment.

A recent book, The Dance of Change, by Peter Senge et al, provides a list of ten limiting processes that hinder the implementation of change: 1-We don't have enough time; 2-We have no help; 3-This stuff isn't relevant; 4-They're not walking the talk; 5-This stuff is a waste of time; 6-This stuff isn't working; 7-We have the right way; 8-Who's in charge of this stuff; 9-We keep reinventing the wheel; and 10-What are we here for? The authors use the term 'profound change' to describe people's values and behavior which occur with shifts in processes.

I believe that we are discussing and engaged in profound changes in meeting the challenges and changes that are taking place in the relationship between the Department of Defense and their supporting commercial transportation partners. I believe that commercial and government leaders are finding out that the hardest part is changing the culture to implement the new ways of doing business. I know we all probably have been guilty of using items from the above list or variations of the list or have heard their use through out our careers. It will be interesting to see how many of the above items will be used or heard and how often they are heard during this forum.

There is hope, Panel III plans to review the cultural changes needed for implementation of these new business practices. Training will be necessary to adapt to any

changes in business practices. I believe changes in the reward system are required to speed up the efficient transition to the new ways of doing business. Our leaders must use patience and diligent pursuit of implementing the proposed new methods to successfully meet the global challenges of preserving our national security in the changing environment. Changing conditions in the world and new technology advances have been and will continue to require changes in the government and civilian operations. Many would say that the only thing constant in the environment is "Change."

Ideas expressed on this page are solely the ideas of the editor and do not necessarily reflect the position of the NDTA or any other officer or member of the NDTA.

In Memoriam

Colonel Alan "Al" Dexter WheelerUSAF (Ret.) 1926-1999

Al Dexter Wheeler of Seneca, SC, tried to rescue a 9year-old girl on Lake Keowee when he was struck by an electrical· current running through a floating metal dock. Although the child survived, Colonel Wheeler died from electrical injuries on August 14, 1999. He is survived my his wife Harriet, a son Alan D. Wheeler Jr. of Sherwood, AR, a daughter Karen Wheeler of Greenville and two grandchildren, Chad Johnson and Misty Johnson.

Al retired from the United States Air Force after more than 30 years of service. He served in World War II as a tail gunner, and served a tour in Vietnam. He retired from Clemson University, where he taught logistics and Transportation. He continued to teach courses as a professor emeritus at Clemson. He was an expert water skier and had taken up wood carving. He had displayed his work at several juried wood-carving shows in the South. Colonel Wheeler was a long time member and ·supporter of NDTA. An acquaintance said, 11 I guess you can say he went out like he lived, helping someone else."

Memorials may be made to the Episcopal Church of the Ascension, 214 Northhampton Road, Seneca, SC, 29672, or contributions may be made to Clemson University Foundation, "Alan D. Wheeler Fund," 110 DanielDrive, Clemson, SC 29634.

LTG Edward Honor, USA (Ret.) President

The NDTA Pacific Northwest Region's North Pole Chapter and I are pleased to welcome you to our 54th Annual Forum and Exposition here in beautiful Anchorage, AK. The North Pole Chapter currently led by Debra Goetze has worked with me and my staff over the past four years in planning the activities of this week. So as you pass individuals wearing a host-chapter badge, please thank them for their work.

Our Forum Co-Chairs for this year's program are Mr. Eric Mensing, Vice President, American President Lines, Ltd., and MG Kenneth L. Privratsky, USA, Commander, Military Traffic Management Command. They are both well known in government and industry circles. We are indebted to them for sharing their valuable time to cochair America's premier government, military and industry transportation and logistics forum.

Our forum will commence on 2 October with internal meetings of our Regional Presidents, A-35 and other members who may be present. The general meeting of all members present will start at 1:30 p.m. and there is a preworkshop luncheon. Please consult your• pocket schedule for the time and location of all events because during the week we will be using three venues-the Hilton Hotel, Performing Arts and Egan Centers. Although all of these venues are within walking distance from your hotels, we are providing shuttle bus service. Look for bus schedules in the lobby of your hotel.

I am pleased to welcome Gen. Charles T. Robertson, Jr., USAF, Commander-in-Chief, US Transportation Command and Commander, Air Mobility Command, to keynote and present awards at the Military Unit Awards Ceremony. He is truly a key partner in our efforts to improve the Defense Transportation System. Since 1966, NDTA has recognized outstanding military transportation units as selected by the military services.

Our Commencement Luncheon will be keynoted by LTG John M. McDuffie, Director for Logistics, The Joint Staff. He is uniquely suited to keynote this event, as the senior joint logistician of the Armed Forces. The military, as an institution, is experiencing tremendous challenges and changes and his vision and work are key to meeting these challenges head-on. "

The theme for this year's Forum, "Global Challenges and Changes, 11 is supported by three panels; Panel I"The Changing Environment" is moderated by Mr. Ron Sorrow, Executive Vice President, TRISM, Inc., Panel II"Meeting Future Manpower Needs" is moderated by Mr. Roger W. Kallock, Deputy Under Secretary of DefenseLogistics, and Panel III-"The Challenges of Implementing New Business Practices" is moderated by MG Mario F. Montero, USA, the Assistant Deputy Chief of Staff-Logistics, Department of the Army. Experts on these panels will come from both government and the private sector. Plan to attend and participate in all of these professional programs. There will be door prizes starting with the General Membership Assembly and at the conclusion of-aH panels, but you must be present to win,,

Our scholarship and other programs are made possible through the generous donations and sponsorship by our corporate members. They are listed in the Forum section of this issue of DTJ. There are three scholarship programs this year and as you know they are designed to support the education of our future transporters. If you did not purchase a ticket for a scholarship event in advance, you may purchase a ticket on site as all of these programs will be both entertaining and educational.

You must visit the exhibit hall to round out your education on the latest products and processes. We want you to enjoy your stay at your Forum in our 49th state! DTJ

The complexities of the new world order already are placing a premium on airlift, which long has lived in the shadows of its more glamorous bomber and fighter forces. But since February 1991 there has been little air-to-air combat and few bombs dropped in anger. Even with the movement of so many fighters and bombers to Iraq [in 1994], the role of airlift has moved into the spotlight and likely will stay there.

A new era in rapid global mobility (ROM) has arrived due to advancements in military operational and organizational concepts and the use of high technology. These advance-

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ments can be viewed as a revolution in military thinking with respect to rapid global mobility. While global mobility has been a strength of U.S. force, RGM is more important than ever to national military strategy in the post-Cold War environment. RGM is one of six U.S. Air Force core competencies in Global Engagement: A vision for the 21st Century Air Force. RGM provides the nation its global reach, a prerequisite for global power, and is the enabler of a majority of the other five core competencies-air and space superiority, global attack, precision engagement, information superiority, and agile combat support.

Global Engagement supports the Chairman of the Joint Chiefs of Staff's concept of how we will fight in the early 21st Century called Joint Vision 2010. JV2010 states that full spectrum dominance is the key characteristic of the 21st century armed forces and is attained through the operational concepts of dominant maneuver, precision engagement, full dimensional protection, and focused logistics, all of which will allow the U.S. to dominate the full range of military operations. The critical need for RGM is stated throughout JV2010, and forces that contribute to deterrence and warfighting capabilities must rely on power projection achieved through RGM.

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RGM is not just an Air Force force-multiplier, but is a crucial enabler of joint and multinational operations. While Global Engagement and JV2010 help provide for the ascendancy of RGM in U.S. defense strategy, the reality of the post-Cold War era is proof this ascendancy is of a revolutionary nature.

Increased Importance of Rapid Global Mobility

There are six major reasons RGM has grown in importance.

1. The information revolution. The huge technical advances ushered in by this revolution and their impact on mankind are as profound as the industrial and agricultural revolutions. With most of the world now linked by the world wide web and hundreds of satellites, the speed of conflict escalation has accelerated. And with this has come the need for military forces to react with lightning speed. Air mobility forces can quickly bring sustained firepower anywhere on the globe.

2. The military drawdown. Keeping with American tradition, the U.S. military is being downsized as a result of the end of the Cold War and mounting budgetary demands. With a smaller active duty force of 1.4 million, the ops tempo of U.S.-based units will continue to increase. By 1999, eighty percent of U.S. forces will be based in the continental United States, increasing the need for rapid power projection overseas. Air mobility bases which ring both coasts-McGuire, Andrews, Dover, Charleston, McChord, and Travis now serve the same mission as the 17th and 18th century forts such as Hamilton, Monroe, and Charleston-bastions of defense protecting the U.S. and its interests.

3. Lean logistics. Labeled as "just in time logistics," lean logistics was forced on the military by the closing of

depots and the need to save money by decreasing inventory. Operations such as Desert Express and European Express are representative of this concept, and air mobility forces-both airlifters and tankers-provide this crucial service.

4. Globalization. This is the increasing interdependence of nations as the information revolution, world trade, and environmental issues have made the world small and interconnected. Globalization's impact has created a world in which what happens in one place will often make itself felt in many other places. National needs for increasingly scarce resources such as oil, water, and food will continue to be the cause of many conflicts, and mobility forces will most certainly be called on to respond to these conflicts.

5. Operations other than war (OOTW). Most conflicts, except the two Major Theater Wars (MTW} that we currently plan for, fall into this category. These include peace operations (peace keeping, peace making, peace enforcement), humanitarian assistance, nation building, disaster relief, and other small scale operations for deployed military forces not engaged in direct threats to the nation's security. These will require troops, equipment, and supplies, and a demand for RGM for at least for the first 30-60 days of deployment and continuously thereafter for sustainment and redeployment. The traditional "combat" aircraft are of limited utility in OOTW operations. The recently completed Quadrennial Defense Review highlighted the importance of OOTW in the future strategy of global engagement and enlargement.

6. Conventional forces vs. nuclear forces. Although weapons of mass destruction continue to enter the world's arms bazaars, the use of them by a sovereign state appears unlikely, due in part to a still fairly sizable SIOP (Single Integrated Operation Plan). However, as Margaret Thatcher stated on nuclear weapons, "We have now made the world safe for conventional war." Therefore, conventional forces are now more of a deterrent to war than nuclear weapons. But without this ability to rapidly project military force when and where needed, these conventional forces are somewhat ineffective. Retired U.S. Army Colonel Harry Summers described this state of affairs in 1991 when he said, "In the post-Cold War, post-nuclear world, the real strategic military headquarters is not the Strategic Air Command at Offutt AFB in Nebraska, but the United States Transportation Command at Scott AFB in Illinois."

Recent examples of ROM's importance to our national military strategy include: DESERT SHIELD/STORM (power projection, conventional deterrence, dominant maneuver, focused logistics), UPHOLD DEMOCRACY (show of force, precision engagement, focused logistics), VIGILANT WARRIOR (deterrence, dominant maneuver), DESERT STRIKE (global attack, precision engagement), and DESERT FOX (global attack, precision engagement, focused logistics). So while the importance of strategic mobility has evolved based on this changing international security environment, so too have the tools and capabilities of rapid mobility kept pace.

But is this ascendancy of RGM a revolution in military affairs? Yes, because of tremendous improvements in

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technology, the introduction of new operational concepts, and the implementation of new organization concepts. This revolution in military affairs as it affects RGM is so profound and yet so subtle that such impact has not been fully appreciated by some.

Revolution in Military Affairs (RMA) Defined

According to the Winter 1995-96 issue of Joint Force Quarterly, "Most senior military and civilian leaders agree that the specific technologies are those that allow us to gather, process, and fuse information on a large geographical area in real time, all the time; that allow us to transfer that information-call it knowledge-to our forces with accuracy and speed; and that provide us the capacity to use force with speed, accuracy, precision, and great effect over long distances." This is a view shared by many other military scholars, including Dr. Eliot Cohen, a professor at John Hopkins University, who wrote in the Mar/ Apr 96

issue of Foreign Affairs: "A revolution in military affairs is under way. It will require changes of a magnitude that military people still do not completely grasp and political leaders do not fully imagine." Normally, these views have perhaps concentrated too much on technology and not given enough attention to the other two components of RMA-operational and organizational changes. One of the most important lessons of military history is that technology must be used properly to enhance military capabilities. This often takes time to learn, and unfortunately much blood is spilled in the process.

An excellent example of this "bloody learning curve" is the American Civil War which used weapons mass produced by the industrial revolution, slaughtering courageous troops using Napoleonic tactics of massed frontal assaults, and World War I, where the technology of defense was stronger than the offense, producing similar catastrophe.

Therefore, it is crucial that the entire revolution in rapid global mobility be viewed not simply from the perspective of technological advance, but also through the lens of operational and organizational change. Only doing this will one grasp the full effect of the RMA and avoid those horrific consequences.

We must also remember that the tenants of warfare as espoused by the timeless military theorists Sun Tzu, Jomini, Clausewitz, and others will not change. In other words, new technologies change only war's form, not its nature.

Having a better understanding of the importance of the RMA, a more complete review of rapid global mobility as an RMA can be accomplished.

Operational Concepts

Operational concepts are the ways new technologies are applied. Writing doctrine is one of the clearest methods to espouse the use of technologies, and both the United States Air Force (USAF) at large, and Air Mobility Command (AMC) in particular, are doing just this. In forging the Air Force Doctrine Center at Maxwell Air Force Base, the USAF is providing a central point to tell the airpower story in both joint and service publications. In allowing a special division at AMC to focus exclusively on doctrine, AMC is hoping to create detailed, up to

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date, and extensive doctrine on the proper uses of airlift and air refueling and their role in rapid global mobility.

The key premise of the evolving operational concept associated with the proper exploitation of RGM is CONUS based, global power projection.

In-transit visibility improvements are allowing the warfighters the ability to track cargo anywhere in the Defense Transportation System (DIS), but this is still maturing. The Global Transportation Network (GIN) is the DOD system for ITV as well as USTRANSCOM's command and control system. Knowing where cargo and passengers are will allow users to maintain lower inventory levels and prevent multiple orders, and will allow USRANSCOM to better utilize assets, conduct fluid movement of troops into the theater, and react quickly to meet the commander's rapidly changing needs.

One final mobility operational concept that is revolutionizing the way in which RGM is utilized is direct delivery. Direct delivery can be depicted this way: instead of a strategic airlifter flying from CONUS to an overseas location, then transloading its cargo to a theater aircraft (C-130 or helicopter) which then flies to the final destination in theater, the C-17 eliminates the middle step by flying directly from the CONUS to the theater location. Such a concept not only saves time and money, but also bypasses critical "choke points" that may be more inaccessible in the years ahead. Direct delivery is a force multi plier providing "door-to-door" delivery of combat forces, equipment, and supplies .

Continued on page 50

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The 54th Annual Transportation and Logi stics Forum and Exposition

Saturday, October 2

9 a.m.-11:30 a.m.

10 a.m.-12 p.m.

10 a.m.-6 p.m.

12 p.m.-1:15 p.m.

1:30 p.m.-3:30 p.m.

3:30 p.m.-5 p.m.

6 p.m.-10 p.m.

Sw1day, O<.iober 3

7 a.m.-5 p.m.

8 a.m.-4 p.m.

8:45 a.m.-10:45 a.m.

10:45 a.m.-11:15 a.m.

11:30 a.m.-4:30 p.m.

12 p.m.-5 p.m.

7 p.rn.-10 p.m.

Monday, October 4

7 a.m.-5 p.m.

7 a.m.-8 :15 a m

8 a.m.-5 p .m .

8:45 a.m.-11 a.m.

9 a.m.-2 p.m.

10 a.m.-5 p.m.

12 p.m.-2 p.m

2:45 p m -5 p.m.

5:30 p.m .- 6:30 p.m.

6:50 p.m.-8 :50 p.m.

9 p.m.-11 p .m.

Tuesday, October 5

6:45 a.m.-8 a.m.

7 a.m.-5 p.m.

8 a m.-5 p.m.

8:30 a m.-11:30 a.m.

9 a.rn.-4 p.rn.

10 a m.-10:15 a.m.

11:45 a.m.-1:45 p.m.

2 p.m.-5 p.m.

2 p.m.-5 p.m

3:15 p.m.-3:30 p.m.

6 p.m .-6:45 p.m.

7 p m.-10:30 p.m.

11 p m.-1 a m.

Wednesday, October 6

7 a m -10 a m.

7 a.m.-8:15 a.m.

8:30 a.m.-11 :30 a.m.

8:30 a.m -5 p.m.

10 :10 a .m .-10:30 a .m.

11:30 a.m.-12 p m.

12:15 p.m.-2 p m.

2 p.m.-2:15 p .m .

2:15 p.m.-3:15 p.m.

3:15 p.m.

Thursday, October 7

9:30 a.m.-3:30 p.m.

Regional Presidents Meeting

A-35 Meeting

Registration Desk Open

Pre-Workshop Luncheon

Chapter Presidents, State Vice Presidents and Member Workshop "Do It Yourself Activities"

Evening Event-"Exploring Downtown Anchorage" (Buses depart the hotels at 5:30 p.m. and return shuttles begin at 8:30 p.m. Last bus departs the Glacier Brewhouse at 10:00 p.m.)

Registration Desk Open

Golf Tournament at Anchorage Golf Course-Hosted by Northwest Airlines (Buses depart the Hilton at 7:15 a.m. and the Captain Cook and Westmark at 7:30 a.m. Buses return to hotels by 4:00 p.m.)

Continental Breakfast-Hosted by American Airlines and NDTA

A-35 Scholarship Duck Race sponsored by TWA, and Moose Nugget Drop "Do It Yourself Activities"

Exhibitor Set-up Time

NDTA Scholarship Event-" Anchorage Museum of History and Art"

Sponsored by: Dollar Rent A Car Systems, Totem Ocean Trailer Express, United Airlines, and United Parcel Service (Buses depart hotels at 6:45 p.m. with staggered returns beginning at 9:30 p.m. Last bus leaves at 10:30 p.m.)

Registration Desk Open

Scholarship Breakfast, hosted by Bank of America

Exhibitor Set-up Time

Military Unit Awards Ceremony

Spouse Tour: "Fur Fashion Show" (buses depart at 11am and return by 4 pm)

Chairman's Awards Dinner sign-up

Annual Forum Commencement Luncheon

Annual Board Meeting and Membership Assembly

Exhibitors' Appreciation Reception (Exhibitors only)

President's Reception/Grand Opening of Exhibits

NDTA Scholarship Event-"Best of Alaska" Sponsored by: Delta Air Lines, FedEx and TRISM, Inc.

NDTA Recognition Breakfast-Hosted by United Airlines and NDTA

Registration Desk Open

Chairman's Awards Dinner sign-up

PANEL I-"The Changing Environment"

Spouse Tour-"Portage" (Buses depart hotel by 9 a.m., return by 4 p.m.)

Refreshment Break

Exhibits Revisited: Cocktail Reception and Buffet Lunch (Exhibit Hall)

PANEL Il-"Meeting Future Manpower Needs"

Site Selection Committee Meeting (2003 Forum)

Refreshment Break

Annual Forum Reception (Convention Center Foyer)

Chairman's Awards Dinner-Presentation of NDTA Awards: National Transportation and DoD Distinguished Service, plus Entertainment

SatoTravel-Dollar Rent A Car Hospitality Time

Registration Desk Open

Cont inental Breakfast-sponsored by United Van Lines and 1'.'DTA

PANEL III- "' Challenges of Implem enting New Business Practices 11

Exhibit Dismantle Time

Refreshment Break

Cocktail Reception

Tnternational Awards Luncheon

Break-in-place (1999 Southwest Airlines Forum Review & 2000 Preview Videotapes)

Exhibitors' Grand Prize Drawing

Official Close of Forum

Greetings from the NDTA Chairman of the Board

tend you a hearty welcome to bea iful Anchorage and the State of Alaska. The theme for our 54th Ann al Forum and Exposition is "Gl@ al Challenges and Changes." Thi' theme acknowledges the cham es taking place globally in the wor a environment. Technology has bee a key enabler in permitting co anies to do business across borders "th the greatest of ease.

I am honored to welcome our ke ote speakers, moderators and panelists, who are participating in our rofessional programs. A special wel me to General Charles T. Rob rtson, Jr., USAF, Commanderin- hief, U.S. Transportation Co mand and Commander, Air Mo • ity Command, who is delivering he keynote address and presenting wards at our Military Units Awa ds Ceremony. He is NDTA's partner in efense Transportation Preparedness and truly appreciate his participation to recognize the best in transportation from all o e Services.

T ere are three panels supporting our ssional program: Panel 1-"The ging Environment": This panel sses acquisitions and mergers; marderegulation; industry trends and ology projections for the first decade e next millennium; Panel II-

Jeff C. Crowe Chairman of the Board

"Meeting Future Manpower Needs": Focuses on future manpower needs and demand for skilled manpower and the need for imaginative ways to recruit, train and retain our people; and Panel III-"Challenges of Implementing New Business Practices": This panel of government and industry experts will delve into processes used to successfully introduce new business processes into large organizations.

Our scholarship socials are planned with the support of our corporate members to provide assistance to our future transporters. Over the last 4 years from the national level, we have awarded over $60,000 in merit scholarships. I ask that you support these events.

Please visit our over 100 exhibitors as they are an integral part of the educational process . The President's Reception and Grand Opening of Exhibits will take place on the evening of 4 October 1999. I am excited about our 54th Annual Forum and Exposition and I look forward to meeting you there .

Jeff Crowe Chairman of the Board

Greetings from the Forum Co-Chairs

It is our great honor to co-chair the 54th NDTA Transportation and Logistics Forum and Exposition. We welcome you to Anchorage, Alaska. The entire State of Alaska has always been a key area in the nation's defense strategy, from the Aleutian Islands extending out into the Pacific Ocean, to the centrally-located city of Fairbanks, to the numerous defense early warning system sites in the Western and Northernmost parts of the State. Anchorage itself is home to two major military bases-Fort Richardson and Elemendorf Air Force Base. This entire defense infrastructure is located in a magnificent natural environment that has no equal. From the beautiful Northern Lights, to Mount McKinley, to the awesome glaciers, to the famous moose and bear populations, MG Kenneth R. Prlvratsky, Alaska is truly one of the most scenic locations in the USA world. We hope you will seize the opportunity and see Commander some of the beautiful and historic sights in and around Military Traffic Management Command Anchorage as well as the rest of the 49th State and to regale in the natural splendor all around you.

We think this year's professional program under the

theme "Global Challenges and Changes" recognizes an issue of critical importance to the nation's defense community-that we are involved in peacekeeping deployments, offshore conflicts and humanitarian operations around the globe and at high operational tempo. Thinking globally and having our military transporters and commercial transportation partners at the ready to respond accordingly is paramount to a fully responsive and successful Defense Transportation System of the future. We believe the panels and speakers we have assembled for this year's professional program will help you, the senior leaders of the defense transportation community, to be prepared for success as we exercise our global responsibility.

The impressive array of moderators and panelists are sure to challenge you with their insights and perspectives that will be invaluable as you confront "Global Challenges and Changes." You will have your chance to challenge the panelists in post-panel question and answer exchanges. Door prizes will be awarded at the conclusion of each panel. You must be present to win.

In addition to the professional program, we encourage you to take part in the many evening and social events highlighting the Alaskan locale. As you check your schedule, you will see that several of the events benefit the NDTA Scholarship Fund. And don't forget the trade show exhibits providing the opportunity to view first-hand the cutting-edge transportation developments. We look forward to meeting everyone during the next five days at the Forum events. Again, welcome to Anchorage and the 54th NOTA Forum and Exposition.

The Forum Team Forum Co-Chairs

Special Staff

Peggy Bluff

SSgt JoAnne Boczanowski, USAFR

MSgt Victoria Bolton, USAFR

June Campbell

Johnsie Cogman

SSGT Timothy Cullen, USAFR

Russ Delaney

MSgt Patsy DeMlchele, USAFR

MSgt Gary Lane, USAFR

SSG Sharon Mullens, USA

Lynn Nelson

TSgt Brian O'Donnell, USAFR

Rose Phillips

Marie Rohrbough

LtCol Steve Rohrbough, USAF (Ret.)

Carolyn Salmans

Wesley "Shorty" Salmans

Dom Scaffldo

"P.J." Shelton

Craig Thurgood

George Whitaker

LCDR Janice Wynn, USN

NDTA Headquarters Staff

COL Norbert D. Grabowski, USA (Ret.) Executive Assistant Director, Membership Services

Nancy Alexander Secretary/Treasurer

Maay Konjevoda Marl<eting Assistant

COL Denny Edwards, USA (Ret.)

Director of Marketing Exhibits Manager, Managing Editor, DTJ

Cruz Menchaca Director of Special Programs and Projects

Leah Ashe Circulation Manager

Mr. Eric L. Mensing Vice PresidentMilitary Affairs APL Ltd.

from the Host Chapter

Welcome to Alaska, the 49th State of the Land of the Midnight Sun! The An ch o rage (North Pole) Chapter wishes to extend a very warm welcome to the 54th Annual NDTA Transportation and Logistics Forum and Exposition. We look forward to hosting this Forum in our great city and we will do our utmost to make it a memorable experience. There are many things to do and see in the downtown area . You will have the opportunity to expe rience Anchorage with all of the fantastic activities and unique attractions it has to offer . While here, we hope you will venture out of Anchorage to take in the vast wildem.ess, grandeur and breathtaking surroundings that the HLast Frontier" has to offer.

Our Anchorage Chapter members will be available throughout this Forum to assis t you and hope we can contribute to some wonderful Alaskan memories!!

Debra J. Goetze, President, North Pole Chapter, NDTA

Anchorage Special Staff

OVERALL CHAPTER COORDINATION

Debra

J. Goetze, The Westin Alyeska Prince Hotel

CO-CHAIR &GOLF COORDINATOR

Dave Kolesky, Sea-Land Services, Inc.

ADMINISTRATIVE STAFANG & COORDINATION

Irene Prince, SatoTravel, Inc.

Linda Bustamante , Penair

SPOUSE & OPTIONAL EVENTS COORDINATOR

Sheila Braeutigam, Traffic Mgmt. Office - Elmendorf AFB

PROMOTION/MEDIA COORDINATORS

Neil Mooney, Denali Alaska Federal Credit Union

Ed Lopez, Sourdough Express

MILITARY SUPPORT COORDINATOR

Lt. Col. Peg Watkinson, USAF Elmendorf AFB

TRANSPORTATION COORDINATOR

Chuck Muscio, Totem Ocean Trailer Express, Inc.

MEETING LOGISTICS COORDINATORS

Darryl Weide, Alaska West Express

Rob Halpin, Alaska Railroad Corp.

MOOSE DROPPING COORDINATOR

Carol Hart, Sheraton Anchorage Hotel

ANCHORAGE (NORTH POLE) CHAPTIR FORUM SUPPORT STAFF

Dan Andolina

Brian Atkins

Dave Buirge

SFC Ronald Carter

Christina Congdon

Linda Close

Edward Davis

TSgt Ted Garrison

SSgt Jackie Gleason

Scott Gordon

Dorris Hubbard

A1C Jonathan Jackson

Ron Kahlenbeck

Maureen Keating

Matthew Kenney

Jill Nakagana

Betty Ross

Robert Stewart

Maryjane Summerville

John Vawter

Sandra SamT Weir

Tuesday, October 5-8:30 a.m.-11 :30 a.m.

Mr. John T. Gray VP&GM, Business Development Union Pacific Railroad

Ms. Bonnie M. Green Deputy Maritime Administrator for Inland Waterways & Great Lakes USDOT, Maritime Administration

Mr William K. Villalon VP, &Head, Global Marketing APL, Ltd.

Mr. David Swierenga Chief Economist Air Transport Association of America

Mr. William R. Lucas Deputy to the Commander Military Traffic Management Command

"Meeting Future Manpower Needs"

Tuesday, October 5-2 p.m.-5 p.m.

Mr. Gary Hartter President Landstar Ranger, Inc.

Mr. Edward V. Kelly Vice President American Maritime Officers

Captain B.J. Smith Director, Pilot Training & Standards Delta Air Lines

Andrew Fogarty Senior Vice-President CSX Corporation Chairman, Commercial Board

Francis M. Rush, Jr Prin. Dep. ASD-Force Management Policy The Office of the Assistant Seaeta,y ofDefense

Mr Ric h ard L. Brown Director Military & Govt. Sales Emery Worldwide A CNF Company

COL Albert E. Arnold, III, USA Project Manager Defense Travel System

Mr. Michael Sacco, president of the Seafarers International Union of North America, is presented the National Transportation Award for 1999 in recognition of his contributions to America's defense and transportation industries through his work in promoting the U.S.-flag merchant fleet.

Mr. Sacco has devoted his working life to the U.S. Merchant Marine. From the time he first climbed the gangway to sail in 1958 through his career as a union official, he has the hands-on working knowledge of what it takes to keep the U.S.-flag fleet the vital force required to deliver the goods wherever and whenever needed by America's Armed Forces.

During the early 1990s, Mr. Sacco recognized the need for legislation to take the U.S.-flag fleet into the next century. He was a founding member of the NDT A Sealift

was signed into law in 1996.Since then, Mr. Sacco - who also serves as president of the AFL-CIO Maritime Trades Department - has continued to work with maritime and defense interests to make sure America's waterborne transportation needs are met. During this period, America's shipyards have been reinvigorated through the building of double-hulled tankers, military prepositioning ships and other vessels using the latest technological innovations. Through his leadership, construction on the first U.S.-built deep sea passenger ships in more than 40 years will begin next year. The techniques used on these vessels will be adopted to build military ships.

All of this has been pushed by his number one priority, maintaining Seafarers International Union and creating new jobs for the mem-

Mr. Michael Sacco President of North America

Committee. He organized the entire maritime community to work together and speak with one voice in presenting the industry's case to Congress and the White House. After five years of effort and with Mr. Sacco at the helm, the Maritime Security Program

bership. Mr. Sacco consistently has

found new opportunities to expand the U.S. Merchant Marine and provide it with a wider, stronger job base.

The National Defense Transportation Association is proud to recognize Mr. Michael Sacco as the 1999 recipient of the National Transportation Award.

Previous National Transportation Award Recipients

1950 CPT Valdemar C. Farrell

1951 Herman Lemp

1952 Igor Sikorsky

1953 William Francis Gibbs

1954 L. B. Delong

1955 Charles H. Weaver

1956 Dr. Donald W. Douglas

1957 Donald J. Russell

1958 William T. Faricy

1959 Robert G. LeToumeau

1960 Stephen D. Bechtel

1961 Morris Forgash

1962 Sen. Warren G. Magnuson

1963 Congressman Warren Harris

1965 Daniel J. Haughton

1966 Juan T. Trippe

1967 Frank A. Nemec

1968 Stuart T. Saunders

1969 Austin J. Tobin

1970 Thomas B. Crowley

1971 William M. Allen

1972 W. Thomas Rice

1973 Robert W. Prescott

1974 Welby M. Frantz

1975 Robert J. Pfeiffer

1976 Russell E. Garrett

1977 George F. Boyd

1978 W. T. Beebe

WUliam T. SeaweU

Prime F. Osborn Ill

1982 W. James Amoss Jr.

1983 L. Stanley Crane

1984 Edwin L. Colodny

1985 Frederick Dunikoski

1986 John D. Kenefick

1987 Walter A. Abernathy

1988 Frederick W. Smith

1989 Larry R. Scott

1990 Ronald W. Drucker

1991 Lane Kirkland

1992 Ronald W. Allen

1993 Delford M. Smith

1994 James A. Hagen

1995 John F. McDonnell

1996 Jeffrey C. Crowe

1997 John P. Clancey

1998 Lockheed Martin Mission Systems

lstlngulshed Seivlce Awar

Vice Admiral James B. Perkins, III, U.S. Navy (Ret.), has earned the National Defense Transportation Association's 1999 Department of Defense Distinguished Service Award for his outstanding contributions to the U.S. defense transportation industry and his service to the nation as commander of the U.S. Navy's Military Sealift Command from 1997 to 1999.

VADM Perkins' dynamic leadership, his exceptional vision and strong commitment to the U.S. maritime industry were vital to the national defense and instrumental in the success of humanitarian and peacekeeping efforts abroad. His leadership, in partnership with industry, ensured sufficient sealift was readily available for the massive buildup of U.S. forces in the Middle East, for emergency aid to hurricaneravaged Central America and for the delivery of equipment and supplies to NATO forces in Bosnia.

Former Commander Military Sealift Command

VADM Perkins worked closely with U.S. shipyards on the delivery of the first of 19 new and converted sealift ships to be added to the Navy's inventory by the year 2001. His efforts will greatly expand the nation's ability to deploy U.S. military forces "forward from the sea," while, at the same time, providing hundreds of jobs to U.S. merchant mariners and bolstering the industrial base that supports the national defense.

VADM Perkins, a strong advocate of the interdependence between the U.S. military and the U.S. maritime industry, worked tirelessly to maintain open lines of communication and to identify mutually beneficial ways to meet the nation's defense transportation requirements. He supported and refined the Voluntary Intermodal Sealift Agreement (VISA), including a new provision which establishes predetermined rates and terms for the chartering of U.S. flag ships that may be activated under VISA in a national emergency.

An innovative thinker, V ADM Perkins continually reexamined sealift requirements specified by U.S. military Commanders-in-Chief to ensure maxim um use of commercial U.S. flag assets. He increased awareness of Department of Defense ocean transportation requirements by posting them on the worldwide web, thereby

encouraging greater industry support of DoD and increased competition.

VADM Perkins distinguished himself by fortifying the partnership between government and industryhelping to ensure both the combat readiness of U.S. forces and the viability of the U.S. maritime industry in meeting the nation's defense transportation requirements.

Previous DoD Distinguished Service Award Recipients

1966 Col Paul Spivey, USAF

1967 RADM Edward F. Metzger, USN

1968 COL William E. Burton, USA

1969 Mr. Roland L. Guyotte Jr. IMlMTSJ

1970 Brig Gen Otis E. Winn, USAF

1971 CAPT Jack M. Park, SC, USN

1972 CPT Dennis L. Edwards, USA

1973 LTC Ray C. Glore, USA

1974 BG Garland A. Ludy, USA

1975 MG H. R. Del Mar, USA

1976 Lt Gen Maurice f. Casey, USAF

1977 Gen Paul K. Cartton, USAF

1978 COL John J. Kirchenstein, USA

1979 Mai Gen Charles C. lrions, USAF

1980 Honorable Paul H. RIiey, DoD

1981 Gen Robert E. Huyser, USAF (Ret.)

1982 LTG Oren E. DeHaven, USA

1983 VADM Kent J. Carroll, USN {Ret.)

1984 Gen Thomas M. Ryan, Jr., USAF

1985 MG Harold I. Small, USA

1986 LTG Nathaniel R. Thompson, Jr., USA

1987 Maj Gen John E. Griffith, USAF

1988 LTG Edward Honor, USA

1989 Gen Duane H. Cassidy, USAF

1990 MG John R. Piatak, USA

1991 Gen Hansford T. Johnson, USAF

1992 GEN Jimmy D. Ross, USA

1993 LTG James D. Starling, USA

1994 Gen Ronald R. Fogteman, USAF

1995 Mary Lou McHugh

1996 VADM Philip M. Quast, USN

1997 LTG Hubert G. Smith, USA (Ret.)

1998 Gen Walter Kross, USAF

VADM James B. Perkins, III, USN, (Ret.)

NDTA President's Special Achievement Award

1999 Membership Recruiting Contest Winners

Chapters

Category I

Category II

Category III

Norfolk Chapter

Atlanta Chapter Washington, DC Chapter

Individuals

A-35 and Overall

Category Ron Conardy Washington, DC Chapter

NDTA Scholarship Award Winners

College Students

Brian J. Palmer University of Maryland

Melanie Calabria University of Maryland

Robert A. Boozer Clemson University

Elizabeth A. Wieck University of Maryland

Michael Leichtman University of Maryland

Scott L. Markham University of Maryland

David Grondzki Bryant College

High School Students

Jenny Bazetta Cor Jesus Academy St. Louis, MO

Anastasia Hughes Prattville High School

Prattville, AL

Christine Poist Ames High School

Ames, IA

John E. Riley, III Ft. Dorchester High School

North Charleston, SC

Tamika V. Taylor Mannheim High School

Mannheim, Germany

Stephen R. Willer Paul VI High School Fairfax, VA

Mr. Arne M i chaelsen North Pole Chapter

International Junior Executive Leadership Awards

Major Christopher D. Croft

Initiatives Action Officer HQ, USTRANSCOM

Nancy Gast Romps Communications Manager SatoTravel

Military Category

Major Christopher D. Croft has earned NDTA'sJunior Executive Leadership Award (Military Category) for his outstanding leadership, dedication and professionalism as an Initiatives Action Officer, assigned to the United States Transportation Command's Commander-inChief's (CINCis) Action Group, the Regional Action-35 Representative for NDTA's Central Region, and Chair, Education Committee for the Scott-St. Louis Chapter. Hand-picked for the CINC's Action Group, Major Croft has the core responsibility of identifying ideas considered "Out of the Box" and evaluating their usefulness to USTRANSCOM. Prior to this, he served as Aide-de-Camp to the Deputy Commander in Chief, USTRANSCOM, responsible for ensuring the DCINC was properly prepared and all arrangements coordinated within the DCINC's busy schedule. He was selected for this position while serving on the Army Staff as a Logistics Staff Officer in the Strategic Mobility Division, Office of the Deputy Chief of Staff for Logistics, Headquarters, Department of the Army (DADCSLOG). Major Croft's astute understanding of relations between doctrine and operations served him well in this position.

Major Croft was the driving force in the initial design, development and implementation of the Scott-St. Louis NDTA Chapter Web Site, the first-ever, operational local chapter web site. He started the Education Committee for the local chapter, developing both a goal and plan for the chapter. Serving as the Central Region Action-35 representative to NDTA Headquarters, he is responsible for ensuring all chapters receive the latest information and guidance in order to assist them in increasing their A-35 membership. His stature and contributions to NDTA were recognized at the 1998 National Forum and Exposition when he was selected to serve as the lead panelist for the A-35 morning panel.

Major Croft supports the Boy Scouts of America by serving as Cub Scout Assistant Den Leader - Wolves and Bears. The many outstanding accomplishments of Major Croft have established him as a true leader in the Defense Transportation Community.

Civilian/Government Category

Nancy Gast Romps is recognized as the 1999 Regional and International Junior Executive Leadership Award (Civilian/Government Category) winner for her outstanding contributions in the field of communications and her dedicated service to the goals and aims of NDTA.

As Communications Manager for SatoTravel, Ms. Romps has excelled in keeping her companyis visibility high within the Defense Transportation Community. She developed a detailed communications plan at a time when company ownership changed and customers had to be assured that the company's business relationships would not be affected by the changes. Her plan was developed on very short notice and its implementation was highly successful. She has also written extensively on transportation issues and related subjects in various publications, such as the Government Executive magazine, the Defense Transportation Journal, and worked on the NDTA Forum News, and other publications. Ms. Romps is an active supporter of NDTA within her Chapter performing co-chair duties on the Publicity and Welfare Committee, working on the National A-35 Committee, assisting and participating in the annual A-35 Duck Race held at the Forum, and actively promoting her company's sponsorship of numerous NDTA events.

Ms. Romps has volunteered to support the Chapter's A-35 Scholarship Auctions and the Chapter's program to aid those less fortunate via the monthly support given to the Arlington Food Assistance Center whereby some 225 grocery bags are filled and distributed to the needy. The individual and collective accomplishments of Nancy Gast Romps of the Washington, D.C. Chapter of the National Defense Transportation Association are of substantial significance and are richly deserving of the 1999 Regional and International Executive Leadership Award.

DTA Distinguished Service Awards

Mr George Brodie Houston Chapter

MAJ Robert J. Lehman, USA Washington, DC Chapter

Mr. Glenn R. Rodin Puget Sound Chapter

1LT Johathan C. Cox , USA Atlanta Chapter

Maj Marshall Mantiply , USAF Charleston Chapter

Ms. Marcia Scofield At-large

Ms Maureen A. Crooks Scott/St. Louis Chapter

Mr. Jeffrey J. McMahon Washington , DC Chapter

Sledge, USAF (Ret.) Scott/ St. Louis Chapter

COL Edward T Fortunato , USA (Ret.) Washington, DC Chapter

SMSgt Amanda S. Crowley-Moore, USAF Rheinland-Pfalz Chapter

Mr. Keith G. Troutman Atlanta Chapter

1LT Kenneth C. Grace, USAF Del-Mar-Va Chapter

Mr. Adam Pincus San Antonio Chapter

Ms. Marie I. Wilson Atlanta Chapter

Instructors of the Year

tematlonal Chapter of the Year A

CATEGORY I (LESS THAN 100 MEMBERS)

Charleston Chapter

The Charleston Chapter NDTA has been selected as the 1999 International Chapter of the Year, Category I. Throughout the year, the Charleston Chapter exceeded all expectations in achieving the goals of NDTA. Educating the public and Chapter members on the role transportation plays everyday has been the first order of business. Bringing in experts throughout the transportation industry as guest speakers has spurred interest in the program, as emphasis was placed on increasing exposure of the predominately military membership to private sector transportation partners, while furthering industry members' understanding of issues facing the Defense Transportation System. The Chapter made available NDTA resources for emergency preparedness operations through the Voluntary Organization Active in Disasters (VOAD) program. Thanks to it's A-35 members, the Chapter is one of only a handful of Chapters worldwide with its own web site to pass information to members and the general public. Chapter members coordinated with Emery Worldwide to arrange the free delivery of over 1,500 pounds of clothing, shoes, toys and personal hygiene items to Kosovar refugees arriving at Fort Dix, New Jersey. The Chapter also purchased auto parts for a vehicle essential for transporting young unwed mothers and their newborns to local clinics, ensuring they receive proper medical care. The continued outstanding accomplishments of the Charleston Chapter reflect the very highest standards of NDTA.

CATEGORY III

( OVER 200 MEMBERS)

Washington, DC Chapter

The Washington, D.C. Chapter has achieved new levels of excellence this year by the concerted and focused efforts of the Chapter Officers, the Board of Directors, and the general membership. The DC Chapter has the largest membership of any NDTA chapter with over 1200 members. In fact, nearly one of every six NDTA members worldwide is a member of the DC Chapter. The Chapter's Speaker Program included such notables as: Ms. Mary Lou McHugh (Assistant Deputy Under Secretary of Defense - Transportation Policy), LTG Tom Glisson (Director, Defense Logistics Agency), MajGen John Brooks (Vice J-4, Joint Chiefs of Staff), LTG Roger Thompson (DCINC USTRANSCOM), LTG (Ret.) Ken Wykle (Director, Federal Highway Administration, DoT), MG Mario Montero (Commander, MTMC), Mr. Jeff Crowe (CEO, NDTA and Chairman, President & CEO, Landstar Systems, Inc.), and General Charles

CATEGORY II ( 100-200 MEMBERS)

San Antonio Chapter

The San Antonio Chapter is recognized as the International Chapter of the Year (1998-1999) for outstanding achievement in meeting the goals of the Chapter and the National association. Membership has increased while membership involvement has expanded considerably. The membership developed an outstanding speakers program, from educators, community activists, professionals from the industry, local government and the military representatives to estate and financial planners - something for everyone.

The Chapter membership responded to natural disasters in South Texas as well as in Central and South America. The Chapter members collected and donated food, clothing and other items for the October 1998 South Texas flood victims, assisted in community distribution and clean up operations, and they collected and arranged for free transportation of relief and humanitarian supplies for victims of Central and South American flood victims.

They provided scholarships and educational support and enriched community relations. The San Antonio Chapter membership made long lasting and significant contributions to furthering the objectives and goals of the NDTA, and they truly earned the prestigious award of International Chapter of the Year.

"Tony" Robertson, Jr., USAF (CINC USTRANSCOM).

This fall the Chapter will have Congresswoman Eva Clayton and RADM Gordon Holder (Commander, MSC) speaking to the membership.

The Chapter's A-35 group, led by Major Bob Lehman, performed humanitarian assistance to the homeless by supporting the Arlington (VA) Food Assistance Program each month. The Chapter awarded, for the second year in a row, scholarships valued at $10,000. The Chapter has negotiated a Memorandum of Agreement with the Office of Emergency Transportation (OET), US Department of Transportation, for the formation of an Emergency Transportation Working Group that will facilitate improved linkages between the military, government and private industry for matters pertaining to national emergency transportation preparedness. Chapter members will provide contingency planning expertise, will staff OET's Crisis Center, and will provide people, facilities and transportation modal support in times of natural or manmade emergencies.

The collective contributions of the Washington, D.C. Chapter are of substantial significance to local, regional, national and international NDTA activities. The Washington, D.C. Chapter is richly deserving of the category III International Chapter of the Year award.

International A-35 Chapter of the Year Award

CATEGORY I (LESS THAN 100 MEMBERS)

San Antonio Chapter

The San Antonio Chapter has been selected as International A-35 Chapter of the Year (Category II) for the outstanding accomplishments of their young professionals. In an area of the country where tremendous downsizing is taking place, in particular the closing of Kelly AFB, the Chapter was able to grow their A-35 membership from twelve members to twenty-eight members, an astonishing 133% growth. This is due to the hard work and efforts of our dedicated A-35 group.

The Chapter's Action-35 Committee kicked off the year by selling Entertainment '99 coupon books at Lackland Air Force Base to help generate approximately $400.00 towards the charter scholarship fund; they also sold mulligans at the annual golf outing, which produced in excess of $250.00 for the scholarship fund. In December 1998, the Action-35 Committee engaged in an intense membership drive to coincide with National's year-long drive. To make this drive a success, the A-35 group wrote letters to local vendors asking for prize donations. Several companies pledged prizes and the Top-Recruiter won a trip for two to a 1999 Dallas Cowboys home game, which was graciously donated by Daisy Tours, Inc. During this same period, the Action-35 Committee also prepared the Chapter's annual Christmas Party.

In order to help promote the Action-35 program, the group also took charge of National Transportation Week events, which included a proclamation of National Transportation Week by San Antonio Mayor Howard Peak, a picnic at the ball-park at a San Antonio Missions' baseball game, and a day of community service at the San Antonio Food Bank. Forty Chapter members donated the better part of a day to help sort food for the less fortunate. The highlight of National Transportation Week took place when Major General Paul Bielowicz spoke at the monthly meeting and presented awards to our chapter award winners. SSgt Dawn Luksik was honored as Woman of the Year for Government and Adam Pincus for Man of the Year for Industry. Both are dedicated A-35's.

The efforts of our A-35's continue to help our Chapter exceed many goals. It is the yough of today which will be our leaders tomorrow, and as anyone can see, the San Antonio Chapter, has some great future leaders.

CATEGORY III

( OVER 200 MEMBERS)

Washington, DC Chapter

The young professionals of the Washington, DC Chapter have greatly contributed to another stellar year for the Chapter's successes. Their enthusiasm and energy have left their mark on practically all of the Chapter's activities.

The Action-35 (A-35) committee of the Washington, D.C. Chapter has achieved new levels of excellence this year by the concerted and focused efforts of the committee. Under the leadership of Major Robert Lehman, the "Can Do" A-35 committee planned and executed the largest A-35 Scholarship Auction in the history of the Chapter, grossing over $10,454 while netting $8,790. This allowed the Chapter to donate over $10,000 to local college students. The success of this auction was made possible by the enthusiastic attitude, the cohesive efforts and the imagination and great talents of our young professionals. The Committee also represented the Chapter in helping those less fortunate via the monthly support given to the Arlington Food Assistance Center whereby some 225 grocery bags were filled and distributed.

The A-35 group developed a superb education program by conducting tours of the US Department of Transportation, the US Department of Defense, the US Capitol, and the Federal Emergency Management Agency. The Department of Transportation tour led directly to the formation of the Emergency Transportation Working Group, co-chaired by the Chapter and the Department of Transportation, which provides for assistance and support in disaster planning and emergency operations. The collective contributions of the A-35 committee of the Washington, D.C. Chapter are of substantial significance and are richly deserving of the category III A35 International Chapter of the Year award.

NDTA Military Unit Awards

Since 1966, the NDTA has annually honored units of the military services that have performed outstanding service in transportation or a related field. These units are selected by each of the services and the awards are presented at the NDTA's Annual Transportation and Logistics Forum and Exposition. Following are the units chosen to be honored at the 1999 Forum in Anchorage, AK.

28th Transportation Battalion (MTB) 21 st Theater Support Command (Prov) Mannheim, Germany

The mission of the 28th Transportation Battalion is theater line-haul transportation of heavy lift, ammunition, mail, rations, Air Lines of Communication, and other sensitive and high-priority cargo on a daily basis in support of Central Europe and the BENELUX countries.

During calendar year 1998, the 28th Transportation Battalion provided exceptional transportation support by executing 39,970 line-haul missions, driving over 6,900,000 miles and hauling over 112,000 tons of mail, ammunition and general cargo throughout Germany, the BENELUX, Hungary, Croatia and Bosnia in support of Operation Joint Guard and Operation Joint Forge on a continuous basis.

Throughout 1998, the 28th Transportation Battalion received numerous accolades. They were the recipients of the Department of Defense Maintenance Phoenix Award and the 215th Theater Support Command (TSC) and USAREUR Army Maintenance of Excellence Award, Company Category. The 28th Transportation Battalion was runner-up in the Department of the Army Maintenance of Excellence Award, Company Category. In the area of supply, the 28th Transportation Battalion was the recipient of the 21st TSC, USAREUR and Department of the Army Supply of Excellence Award, Battalion Category. They were also the recipient of the 21st TSC and USAREUR Field Connelly Award.

Army

Reserve Component Category

425th Transportation Company (POL) 326th Area Support Group Salina, Kansas

The mission of the 425th Transportation Company is to provide line-haul transportation service for bulk petroleum products to the Theater Support Command as well as deliver petroleum from the Corps General Support Area to Division Support Command, Communications Zone or Corps, and retrograde petroleum from forward areas to the rear. The 425th Transportation Company participated in the Petroleum, Oil and Lubricants Exercise (POLEX) in April 1998, hauling JPS in support of active duty and National Guard Air Force units throughout Illinois and Missouri.

During calendar year 1998, the 425th Transportation Company provided outstanding Transportation support by completing 140 line-haul missions, driving over 120,000 accident-free miles and hauling over 341,140 gallons of fuel, class IX parts and equipment.

Throughout 1998, the 425th Transportation Company received numerous accolades. They were the recipient of the Department of the Army Award for Maintenance Excellence, Company Category. In the area of supply, the 425th Transportation Company was the recipient of the Chief-of-Staff of the Army Supply Excellence Award, Company Category. They were also the recipient of the Department of the Army Phillip A. Connelly Award for Excellence in Food Service.

Navy Cargo Handling And Port Group (NAVCHAPGRU)

Combat Logistics Squadron Two Williamsburg, Virginia

U.S. Navy Cargo Handling and Port Group (NAVCHAPGRU) is the Navy's only active duty cargo handling battalion. Mission-tasked to respond globally to any cargo handling requirement, NAVCHAPGRU played a key role in numerous real-world contingency

operations and training exercises during 1998. During the year, NA VCHAPGRU contributed dramatically to the successful regeneration of the Maritime Prepositioning Force (MPF) ship M/V BOBO which had run aground in Rota, Spain; the annual resupply of over five million pounds of critically required material to Antarctica in support of Operation DEEP FREEZE; and the offload and subsequent backload of two MPF ships in Kuwait in direct support of Operation DESERT THUNDER. In addition to the many operational successes achieved by the Command in 1998, NAVCHAPGRU participated in Exercises COBRA GOLD in Thailand, BALTIC CHALLENGE in Lithuania, DYNAMIC MIX in Turkey and FOAL EAGLE in Korea. NAVCHAPGRU also participated in several cargo handling evolutions in CONUS including the loadout of four million pounds of cargo on board the M/V STRONG VIRGINIA for a lift of opportunity to Europe and the loadout of ordnance on board the SS CAPE JACOB. During the CAPE JACOB evolution, the Mobile Cargo Delivery System (MCDS) was tested and proven feasible for use during underway replenishments.

NAVCHAPGRU's 1998 schedule was by far the most demanding in Command history and culminated in their selection as the Navy's active duty recipient of the NDTA Unit Award.

Navy

Reserve Component Category

Navy Cargo Handling Battalion FOURTEEN, Naval Reserve Center, Port Hueneme, California

Navy Cargo Handling Battalion FOURTEEN (NCHB14) is a commissioned Naval Reserve unit which exists to support unified commander Operation Plans. Navy Cargo Handling Battalions are part of the Advanced Base Functional Component program and are assigned the primary mission of loading and offloading all types of cargo from military and commercial vessels both pierside and in-stream. NCHB-14 has set the highest standards of professionalism while accomplishing a variety of complex missions.

NCHB-14 completed the offload and backload of Fleet Hospitals THREE and TWENTY ONE on board MV GREENRIDGE during Operation TRIDENT ARCH V. This complex operation required the movement of 1,127 containers and 350 pieces of rolling stock, and saved the Navy over $1.5M in stevedoring costs. The unit participated in exercise DEPEX 98-2 on board USNS CURTISS (TAVB-4) where the battalion was responsible for all port operations in the Port Hueneme, CA operating area. The objective of the exercise was to test the capability of the Army's 1397th Transportation Terminal Brigade to control and regulate the movement and loading of two cargo ships simultaneously in separate geographic locations. NCHB-14 participated in the loadout of MV GREENWAVE at Port Hueneme, CA in preparation for the ship's voyage to McMurdo Station, Antarctica in support of Operation DEEP FREEZE.

Navy Cargo Handling Battalion FOURTEEN stands at the top of a group of extremely competitive, well qualified cargo handling battalions. The battalion's performance throughout the past fiscal year clearly demonstrates they are well deserving of this distinguished award.

Truck Company Headquarters Battalion 3d Marine Division, Okinawa, Japan

Truck Company is the tactical motor transport arm of the 3d Marine Division. Although working in the face of many challenges at the tip of the spear in Okinawa, Japan, no obstacle has ever stood in their way of achieving lOOOA> mission accomplishment. The Company's greatest assets are their support personnel including Marine vehicle operators, mechanics and communicators. These Marines stand ready 24 hours a day, 7 days a week, to meet any and all commitments including scheduled deployments and contingency combat operations. Day in and day out, the general support provided to the 3D Marine Division and III Marine Expeditionary Force (MEF) is unparalleled. From April 1998 through April 1999, Truck Company drove over 180,000 miles safely and effectively-considering the island of Okinawa is only 64 miles long and twoand-one-half miles wide at its largest point. Furthermore, over 2,300 tons of equipment and 50,000 personnel were transported in Truck Company vehicles. In order to maintain readiness, they train hard in field skills, tactical motor transport operations and rear area security. Truck Company must maintain proficiency in embarkation and communications to further support their mission. Truck Company's proud heritage demands success in spite of high operational tempo.

With excellence and Esprit de Corps, the Truck Company "Rough Riders" stand ready to meet any challenges .

Marines

Reserve Component Category

Marine Aerial Refueler Transport Squadron 452, (VMGR-4S2) 4th Marine Aircraft Wing

Newburgh, New York

During calendar year 1998, Marine Aerial Refueler Transport Squadron 452 (VMGR-452), with its 14 tac-

tically configured KC- 130T platforms, surpassed 37,500 Class "A" mishap-free flight hours since being commissioned in 1988. After being chosen as the Night Vision Device Test Squadron for the KC-130 community, VMGR-452 continues to safely achieve superior results while conducting tactical flights under the most demanding conditions imposed by night operations.

In addition to its primary mission of aerial refueling, VMGR-452 delivered over 1.4 million pounds of cargo and 3,600 passengers in support of Fleet Marine Forces and Joint Operational Units. Throughout the year, the "Yankees" were tasked with a myriad of missions to include an "around the world" airlift to Saudi Arabia and Japan, a Night Vision Goggle Helicopter Aerial Refueling mission in support of the launch of the Space Shuttle "Endeavor" and a humanitarian airlift of supplies and equipment for Hurricane Mitch relief.

Through professionalism and a motivated spirit, the Marines of VMGR-452 maintained a high operations tempo, significantly increased the unit's combat readiness and continued to develop an outstanding global reputation through the employment of the KC-130, the real "workhorse" of the Fleet. Their personal contributions resulted in outstanding worldwide logistical and tactical support to countless organizations and government agencies. VMGR-452 looks forward to future challenges and missions associated with aerial refueling and logistical airlift while providing the safest aircrew, maintenance and aircraft in the Marine Corps.

31st Transportation Squadron Sixteenth Air Force Aviano Air Base, Italy

The 31st Transportation Squadron (31 TRNS) expertly supported virtually every major operation and exercise with Air Force involvement during 1998, including COBALT FLASH, NORTHERN WATCH, DELIBERATE GUARD, Cooperative Key 98, Red Flag and the NATO Air Meet. Their dedication to duty and enthusiasm breathes life into their squadron motto"Pride in Motion."

Throughout 1998, 31 TRNS led 15 deployments and 7 re-deployments for COBALT FLASH, NORTHERN WATCH and DELIBERATE GUARD. These operations comprised 1,419 personnel and over 1 million tons of cargo deployed, 645 personnel and 210 tons of cargo received. When Operation COBALT FLASH started on a four-day weekend, the squadron's flights recalled personnel, achieved full operational status, downloaded 22 aircraft, moved 347 troops and 390 tons of cargo in six hours.

In addition to supporting deployed operations, 31 TRNS also focused on efficiency in routine operations, with remarkable results. The squadron managed a fleet of 2,406 general-purpose vehicles stationed in Italy, Greece, France, Hungary, Bosnia, Spain and other locations. During the Air Force Audit Agency review, the squadron achieved 100% accountability for this fleet. Additionally, the squadron processed over 400 limited technical inspections, disposed of 360 excess vehicles and cleared $4 million from USAFE's vehicle account. The 31 TRNS organized Aviano's first vehicle Roll-By, which evaluated 800 vehicles and inspired USAFE to develop a Vehicle Care Program. The squadron's vehicle maintenance process worked miracles, maintaining a 94% in-commission rate when 53% of the fleet was eligible for salvage.

The squadron revealed its diplomatic aplomb during the EA-6B/cablecar mishap. The 31 TRNS led the wing's coordination effort with the Italian authorities, US Navy and Air Mobility Command. They recovered cable car remains, built special crates and shipped accident debris to NAS Cherry Point.

Air Force

27th Aerial Pont Squadron Twenty Second Air Force Minneapolis, Minnesota

The 27th Aerial Port Squadron (27 APS) is a dynamo, actively involved in on-going operations, humanitarian airlift and their local community. During 1998, the squadron handled all cargo processing requirements for three C-130 aircraft in support of Operation SOUTHERN WATCH, two rotations for Operation CORONET OAK and annual tours throughout Europe and the Pacific.

When Hurricane Mitch ravaged the Gulf Coast, 27 APS deployed transportation specialists, who established air freight and terminal operations in Gulfport, MS. They planned and scheduled 34 humanitarian relief missions, comprising 217 pallets and vehicles for a total of 450 tons. The squadron served as the transportation experts for Samaritan's Purse Operation CHRISTMAS CHILD. The squadron coordinated over 150 tons of holiday gifts for children in Managua, Nicaragua.

The 27 APS was involved in a variety of deployments during 1998. They spearheaded their Wing's readiness exercise, drove six truckloads of advance party equipment to the deployed location and established the base camp. During the deployment, the squadron organized airlift and aeromedical evacuation squadrons' participation in airdrop, engine-running on/off loading operations and casualty evacuation. Additionally, the squadron deployed in support of Exercise SUPER TAC 98, sending five specialists to upload airdrop cargo, process paratroopers for practice jumps and conduct airdrop recovery operations.

Reserve Component Category

The 27 APS is heavily involved in their local community. Twenty-seven squadron members volunteered for the annual Toys for Tots campaign to gather gifts for children. The squadron also volunteered for the Wing's "Paint-a-Thon, 11 a program in which Reservists perform maintenance and paint homes of the elderly and physically challenged townspeople. Finally, the squadron raised $3,300 for the local community's assistance fund.

Coast Guard

US Coast Guard Element

Joint Transportation Reserve Unit

US Transportation Command, Scott Air Force Base, IL

The Joint Transportation Reserve Unit OTRU) was established on September 7, 1991, and is composed of elements representing each of the five military ser-

vices. As an integral part of the JTRU, the 14 officers and 9 enlisted members of the Coast Guard Element have demonstrated exceptional standards for initiative, military readiness and professionalism.

Coast Guard Element personnel have repeatedly excelled while responding to fast-paced and complex multi-agency and multi-national operations. During 1998, unit members provided leadership, supervision and coordination for DoD and commercial movements of over 8 million measurement tons of cargo, the safe and efficient transport of over 600 thousand passengers, and over eight million tons of petroleum, oil and lubricants.

Unit officers were deployed to provide direct liaison between the USTRANSCOM Director of Operations and Logistics and theater CinCs for contingency operations. These operations included disaster relief operations following Hurricane George in Central America and Hurricane Mitch in the Caribbean, Operation Desert Fox, and NATO operations in the Balkans.

Because of their professionalism and dedicated service to USTRANSCOM's global transportation mission, the Coast Guard Element of Joint Transportation Reserve Unit has earned the respect of their active duty and reserve counterparts at USTRANSCOM. They have also earned the National Defense Transportation Association's recognition as this year's Coast Guard Military Unit Award Winner.

NDTAForum Candidate Cities 2003

EXCELLENCE IN TRAFFIC

MANAGEMENT

Each year the Military Traffic Management Command (MTMC) honors outstanding traffic managers representing the military services, the Defense Logistics Agency, the United States Coast Guard and the Army and Air Force Exchange Services. Civilian employees GS-12 and below and military enlisted members are eligible for the award. The following installation-level traffic managers are acknowledged for their exceptional achievements and contributions to traffic management. Navy

Ms. Laverne E. Maples Traffic Manager Pers Support Activity

Detachment-Pearl Harbor

Mr. Roy Shaw

Traffic Management Specialist USAREUR

Air Force

MSgt Todd O. Millner Superintendent, Traffic Management Flight Langley Air Force Base, VA

Defense Logistics Agency

Mr. Larry J. Santor Transportation Officer Defense Contract Mgmt. Command-Phoenix

Mr. Edward L. Fountain Traffic Manager

U.S. Marine Corps Base, Camp Lejune

Mr. Nicholas A. DeVincenzo Supervisory Management Specialist Army and Air Force Exchange Service-Dallas

Ms. Marsha White Transportation Assistant HQ Support Command Washington, DC

S.peclal Even.ts. Highlights

EVENING EVENT

SATURDAY, OCTOBER 2 • 6PM· 10PM

" Exploring Downtown Anchorage"

Start your evening with an enchanting horse drawn carriage ride to the Glacier Brewhouse, one of Anchorage's most popular restaurants and brewpubs. Once there, join the Head Brewer of the Glacier Brewhouse for a tour of the brewery and sampling of Alaskan micro-brews. Don't miss the delicious appetizers at the "welcome reception" in the brewpub. Before returning to your hotel, make a stop at the Rumrunner's Old Town Bar for an evening of dancing and an opportunity to enter a drawing for dinner certificates at local restaurants and day tours. Departure from hotels starts at 5:30pm. Bus Shuttle back to the hotels will began at 8:30pm, with last departure from Glacier Brewhouse at 10pm.

GOLF TOURNAMENT

SUNDAY, OCTOBER 3 • 8AM-4PM

Once again Northwest Airlines is proud to sponsor the Annual NDTA Forum Golf Tournament at the "Anchorage Golf Course."

The golf course is described as a tight course, carved out of the trees on the hillside overlooking the city, with views of three mountain ranges. We are told that there are no ..Jlt . moose in the area ... but you -~ never know. Team and individual prizes will be-~ ~ -.ll!l!!IS....4II~ awarded. Cost per player is $53, which includes transportation, shared cart and green fees. Continental breakfast, beverages and lunch are being provided by Northwest. We are limited to 140 players-so sign up early! Buses begin loading at 7:00am at the Hilton, depart at 7:15am and stop at the Hotel Captain Cook and the Westmark Anchorage. Buses depart from 2nd stop at 7:30am and return to hotels by 4pm. (NOTE: YOU WILL RECEIVE A REPLY CARD ONCE YOU SIGN UP - PLEASE INDICATE WHETHER YOU WILL USE BUSES PROVIDED BYNDTA).

SCHOLARSHIP EVENT

SUNDAY, OCTOBER 3 • 7PM-10PM

"Anchorage Museum of History and Art"

Come join us for a walk through Alaska's exciting past and present in Alaska's largest museum, the Anchorage Museum. As you leisurely walk through the museum and art gallery, you will find more than one thousand objects that display the history and ethnology of Alaska and its native peoples. You will see displays relating to archaeology, explorations and settlement by the Russians, purchase by the U.S., commercial whaling, the gold rush era, World War II and statehood.

Full scale and miniature dioramas provide a look at the lifestyles of Alaska's Aleuts, Eskimos, and Indians. Also on display are the works of art by a diverse group of artists who have drawn and painted the landscape and people of the Far North, since the time of the early European and American explorers to the present. Enjoy the Hors d' oeuvres at the special II Alaskan Reception" and the live background music. Buses depart from hotels at 6:45pm. Staggered departures from museum start at 9:30pm, with last bus leaving at 10:30pm.

SCHOLARSHIP

EVENT

MONDAY, OCTOBER4 • 9PM-11PM

"The Best of Alaska"

Take a walk back in time to the days during the Gold Rush era. You'll see Alaskan Totem Poles and decorations representing the "Last Frontier." The "End of the Iditarod Trail" will be there to greet you. Get your picture taken with "Sourdoughs" dressed in gold rush attire and can-can girls in all their frills. Or how about your photo in an authentic dog sled with a famous Iditarod musher and their lead dog? Observe Native Alaskans dressed in traditional native attire demonstrating the Ulu (ooloo) knife and its many uses. Next enter an Alaskan gold mine as prospectors show hands on techniques on how to pan for gold ! ! ? you never know, you might get lucky and strike it rich! Round out your evening enjoying a Honky Tonk piano player, storyteller and lots of comedy. In the first show, a woman will be randomly selected from the audience for a "real Alaskan Makeover" ... Look Out! It could be you ! During the second show, seven audience members will be chosen as the cast of an interactive melodrama. How's your acting skills? These follies will keep you laughing for the rest of the evening. (NOTE: NDTA is not responsible for aches and pains due to excessive laughing! Bus shuttle back to hotels will begin at 10:30pm, with last bus leaving at 11:30pm.

POST FORUM EVENT

THURSDAY, OCTOBER 7 ., 9:30AM-3:30PM Private Charter Rail Trip via Alaska Railroad

It's after the Forum now, relax, sit 'l>..C,'£.J \ f&JJ/ back and enjoy the ride with us-a 4 ~ :.iii -~ 0 1/2- Hour Exclusive Train Ride! We'll '?:, be going south out of Anchorage ,_,, along the breathtaking Tumagain Arm, named when Captain Cook's search up the arm for the Northwest Passage ended when he had to "turn again." Watch for the bore tide-a huge wall of water rushing into or out of the arm during tide changes. The wave sometimes reaches 30 feet! We'll travel through Portage, which was devastated by the 1964 earthquake; the old town Portage is all but gone. You'll see dead trees standing in silent testimony to the power of the quake, which flooded the town and dropped the surrounding land 10 to 12 feet. You'll enjoy having lunch while watching the beautiful scenery go by. There will be drinks available during the entire trip. The cost for this trip is $80. Buses will depart from hotels at 9:30am and return around 3:30pm.

£XHIBITOR'S SCH.EDULE

SUNDAY, 3 OCTOBER

Noon-5 p.m. Set up exhibits

MONDAY, 4 OCTOBER

8 a.m.-4 p.m. Set up exhibits

4p.m. Exhibits must be completed

5:30 p.m.-6:30 p.m. Exhioitor's Appreciation Reception

6:50 p.m.-8:50 p.m.

President's ReceptionOfficial Opening of Exhibit Hall

TUESDAY, S OCTOBER

11:45 a.m.-1:45 p.m. Reception/Buffet in Exhibit Hall

WEDNESDAY, 6 OCTOBER

7 a.m.-8:15 a.m. Continental Breakfast in Exhibit Hall

8:30a.m. Start tear-down of exhibits

2:15 p.m. Grand Prize Drawing ii • others "on coat and tie or unifor

Sunday Morning Bonus!

Adopt a rubber ducky to race in the NDTNA-35 Rubber Ducky Race and buy your nuggets for the Moose Nugget Drop at the Sunday Morning Scholarship Event in Downtown Anchorage. Proceeds benefit the NDTA Scholarship Fund.

Details will be available in Anchorage from any A-35 Representative.

1st Prize: Two round trip tickets to any TWA destination in the world.

2nd Prize: Two round trip TWA tickets to Hawaii or the Carribean

3rd Prize: Two round trip tickets to any TWA destination in the continental U.S. 4th-10th Prizes: Free hotel rooms, rental cars, and merchandise. See ya ere!

1999 Forum Early- Bird Winne rs

1

Airline Ticket (anywhere in the United States, Northwest Airlines)

Mr. Will Jordan

2 Hotel Stay (five-day stay, Hotel Captain Cook - Anchorage, AK)

Mr. Earl Hanna

3 Registration Fee (free from NDTA)

LT Adan Cruz, USN

4 Car Rental (free midsize car from Dollar)

Mr. Robert A. Dugger

A-35 Committee

AAR Manufacturing Group

ABF Freight System, Inc.

Alamo Rent A Car

Alaska Trucking Assn.

Albuquerque C&VB

Aldmyr Systems Inc.

American Management Systems, Inc.

American Trans Air, Inc.

Anteon Corporation

APL

Aston Hotels and Resorts

Avis Rent A Car Systems, Inc.

Bass Hotels and Resorts

BAX Global

Bekins Van Lines

Birmingham C&VB

BLG Automotive Logistics

The Boeing Company

Bridge Point, Inc. (a CSX Owned Company)

Candlewood Suites

Castle Resorts and Hotels

Cendant Corporation

Cendant Mobility

Coach USA

Consolidated Freightways Corporation

Dallas & Mavis Specialized Carrier

Defense Distribution Center

DHL Worldwide Express

Directorate of Aerospace Fuels Managemen t

DoD Logistics AIT Office-SRA

Dollar Rent A Car Systems, Inc.

Eagle USA Airfreight

Emery Worldwide, A CNF Company

Evergreen International Airlines

Extended Stay America

Fede ral Express Corporation

Hertz Rent A Car

INNO VATA, LLC

IOMM&P

J OSAC

Kansas City C&VB

Kansas City Southern Rail road

Landstar System

Lockheed Martin Mission Systems

Lynden

Ma ri time Admini st ration (MARAD)

Mayflowe r Transit , Inc.

MEBA

Mercer Transpor tation Co., Inc.

Military Living Publication

Military Sealift Command (MSC)

Modem Technologies Corporation

MTMC-ETA

MTMC-NDTA Symposium

MTMC-Public Affairs

MTMC-TEA

National Air Cargo

National Car Rental

NAVTRANS-NDTA Symposiutn

NDTA European Region

Networks Enterprises, Inc.

North American Van Li nes, Inc.

OAG

Oakwood Corpora t e Housing

Omega World Tr avel

Ovemite Transportation Company

PMAIT

PMO-DTS

Port Auth ority of New York & New Jersey

Port of Beaumont

PowerTrack from U.S. Bank

Road way Express Inc.

Ro berts Express, Inc.

RPS, Inc.

SABRE Travel Information Network

San Diego C&VB

SatoTravel

Sea Containers America, Inc.

Sealed Air Corporation

Service By Air

Spokane C&VB

StarTrak LLC

Super 8 Motels

SurfAir

Text-Trieve

Thrifty Car Rental

Transportation Management Training

Tri-State Expedited Services, Inc.

Trism, Inc.

TRW, Inc.

TTXCompany

UNISYS

United Parcel Service

United Seamen's Service

United Van Lines

USTRANSCOM Public Affairs

U.S. Airways

U.S. Xpress Enterprises, Inc.

The Virginian Suites

NDTA wishes to recognize and extend its sincere appreciation to the following companies for their contribution to the 54th Annual Forum .

A-35 Activities-Sponsors

TWA

Chairman's Awards Dinner

Donors

AAR Manufacturing Group

Air Transport Association of America

Alamo Rent A Car

American Management Systems, Inc.

APL Limited.

FMC Corporation

International Longshoremen's Association AFL-CIO

Lockheed Martin

Mission Systems

Lykes Lines Ltd., LLC

SRA International

TWA-wine

U.S. Airways-entertainment

CBfleeBr~

The Port of Oakland

Transportation Institute

Continental Brea/dad-Sunday Donor

American Airlines

Exhibitor's Continental Breakfast-Donor

United Van Lines

Exhibits Revisited Luncheon Donors

ABF Freight System, Inc.

OHL

Official Forum Airline

National Car Rental

The Port of Beaumont

U.S. Airways-music

GoH Tournament· Sponsor

Northwest Airlines

NDTA Scholarship Event "Anchorage Museum"

Dollar Rent a Car

Totem Ocean Trailer Express, Inc.

United Airlines

United Parcel Service

NDTA Scholarshtp £vent: 7bt1 Best of Alaska.

Delta Air Lines

FedEx

TRISM Inc. Companies:

Tri-State Motor Transit

Diablo Transportation

TRISM Speciallzed Carriers

,f'residetlt's RBCsptian--4Jonors

Cendant Corp.

SurfAir

Printing and Publications

Sponsors

American AirlinesRegistration Directory

Emery Worldwide-Ticket Books a Cl\"F Company

National Air CargoPocket Schedule

Pilot Air FreightName Badges

SatoTraveiForum Newsletter

Tri-State Expedited ServicesExhibit Directory

US AirwaysChairman's Dinner Program

PowerTracksmfrom U.S. BankCommencement Program

Recognition Breakfast-Donor

United Airlines

Registration Tote Bags

Sponsor Landstar System

Relaxation Lounge-Sponsor

Thrifty Rent A Car

Scholarship Breakfast Sponsor Bank of America

Shuttle Buses-Donors

Atlas Van Lines, Inc.

The Virginian Suites·

Souvenir Notebook/Organizer

Sponsor TRW

Transportation-Sponsors

Dollar Rent A Car

Emery Worldwide a CNF Company

Northwest Airlines

lllthJo Review ol Forum Sponsor

Southwest Airlines

I Adopted a Duck! A-35

How many ducks have you adopted? NORTHWEST AIRLINES

How could the Year 2000 Problem Impact Military and Civilian Transportation Systems?

Stephen M. Rutner, Ph.D.

Assistant Professor of Marketing, Logistics and Intermodal Transportation and BrianJ. Gibson, Ph.D.

Associate Professor of Marketing, Logistics and lntermodal Transportation

Introduction

Within the last year, the Y2k problem has become a topic hotly discussed by both industry and the media. Most companies are attempting to deal with this apparently simple problem that does not have a simple solution. It appears that as January 1, 2000 gets closer, the Y2k issue gains importance and becomes a priority to repair.

Early Y2k reporting focused either on simple awareness that a problem existed (de Jaeger, 1994) or on the economic and financial impacts from a failure of the monetary/financial system (Associated Press, 1998). This approach overlooked the possible impacts on the logistics channels, and specifically transportation companies, that may be created by Y2k. The possible consequences of not addressing the Y2k in transportation and logistics could be even greater than the financial impacts. If the transportation company is not prepared for Y2k, they may not be able to move products to markets (Moultrie, 1998).

This paper examines the Y2k problem specifically in the area of transportation and identifies many of the impacts that may occur throughout the supply chain. This paper is divided into a number of sections to first identify the Y2k problem, presents findings from this study, presents a number of Y2k related scenarios and finally highlights possible opportunities for transportation providers. Finally, the paper summarizes the problem and some preventative steps that companies should consider taking.

Origin and Description of Y2K

Also know as the "Millennium Bug," Y2k is a computer programming problem that has its origins in the early days of computing. Prior to this decade, significant technological challenges and very high memory costs often limited computer memory. It was common for a mid-1980s computer to have between 64k and 128k memory. These memory restrictions forced programmers to write code that used very little memory to perform its operations.

A common memory saving technique was to use the last two digits of the year to represent the complete year. For example, the year 1976 would be read into the computer as "76". The "19" portion of the date was either assumed or embedded in the program (Stern, 1999). This presents a unique problem at the end of this century. A legitimate questions arises of will the computer work once it reaches the year 2000? An entry of "00" may or may not work within the computer's programs. Unlike human beings, the computer is not capable of recognizing the obvious fact that "00" represents 2000 and not 1900.

Furthermore, the simple two-digit year technique was just one of a number of memory saving techniques used in the original programs. Other similar techniques were combined to further exacerbate the problem and create Y2k. The best known effect of these tools is January 1, 2000 problem. Howevt:;r, there are a number of other dates that may cause problems: February 29, 2000, August 21, 1999 and possibly any date in September 1999 (Gwinn, 1998).

Problem Areas

There are numerous examples of how this date handling problem could affect the United States. The media has done a great job of informing the public of some of the financial impacts. One example is that the Social Security System may not be able to send out its weekly/monthly checks. If their computers believe that it is January 1, 1900 (not 2000), then the age calculation function would recalculate everyone's age. In that case, retirees' ages would drop by 100 years and they would not be old enough to qualify for benefits (de Jaeger, 1994). The good news is that the Social Security Administration recognized the problem before most companies and other government organizations and is expected to be prepared for Y2k (Weil, 1998).

The Social Security example, while scary, does not effectively illustrate how Y2k could impact logistics channels. This example's immediate impact to logistics and transportation is minimal. Most Social Security Checks are now electronically deposited, and therefore, the reduction in payments would not impact the Post Office or any other carrier. The long-term effect would be a reduction in national income during this period. The lower level of purchases would affect forecasting accuracy, purchasing, inventory levels, numbers of shipments and other logistics functions (Zerega, 1998).

The impact on the entire supply chain could be extremely large. In addition to the possible financial implications of invoices and payments, there are many transportation areas that will be impacted by Y2k. Any piece of equipment that uses time intervals could be affected. For example, the 1189th Transportation Terminal Brigade is responsible for loading and unloading ships. It uses a sophisticated software program to help preplan the storage location of vehicles' identification numbers to control movement and placement, and other computers to record the data. If any part of the system is not Y2k compliant and the unit is unprepared, it would stop or significantly slow operations. Colonel James Brumit, commander of the 1189th, stated that while his unit was aware of the Y2k problem, it was not able to be fully Y2k compliant until it received help from its higher headquarters. Furthermore, additional checks within the unit identified that most of the operational areas were already Y2k compliant, but some of the administrative areas need higher level support. (Brumit, 1998). This implies that operations areas may receive the priority in the repair process.

An additional example that affects the modes of transportation is the use of the Global Positioning System (GPS) set of satellites. Most GPS boxes use a set of tables that determine the satellite locations based on time. When the GPS is queried, it determines the time, checks the correct satellites, and calculates its position from the various satellites. If the GPS' time is incorrect, it will either use the wrong satellite(s) or miscalculate the distance. The end result is that the GPS provides an incorrect location. This could lead to incorrect evaluation of shipment times, cause drivers to become lost, or contribute to accidents between Y2k compliant and Y2k

Continued on page 70

MILITARY DEPLOYMENT /HUMANITARIAN RELIEF

1,092 MISSIONS

98,280,000 LBS. OF CARGO

TANKS, TROOPS, & HELICOPTERS

BLANKETS, FOOD & MEDICINE

ENGINE RUNNING ON-LOAD/OFF-LOAD

24 HOURS A DAY

European U.S. Military Road

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urn BIG DIFFERENCE BETWEEN MILITARY LI\t1NG'S ATLAS AND OTHERS IS THAT WITH OUR ATLAS, THE MILITARY INSTALLATIONS JUMP RIGHT OFF THE PAGE!

Includes four -co lor maps of 15 co u ntries in Europe and the Near East with profile data on each counrry.

Over 100 detailed location maps showing how to get to U.S. military facilities. Road and rail maps of each conntry where U.S. Military/NATO bases are located

Very detailed driving dire ctions to each installation and sub-installation which support the detailed location maps

Includes information on key support services with t he location and p h one number of each, including commercial and DSN numbers.

Shows supporting appendices with driving info, as well as other means of travel info. Includes support services available to each of the uniformed member categories, personnel entry requirements to countries, U.S. Embassies and Consulates, communications to and from fo reign countries electric power, measurements and other essential items for the traveler.

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Continued from page 18

Organizational Adaptation

Most of the history of U.S. defense transportation has been marked by disunity of effort. Only since 1987 with the creation of U.S. Transportation Command (USTRANSCOM) has this situation been rectified. USTRANSCOM is the single manager for air, land, and sea transportation for the DoD, both in time of peace (since 1992) and time of war. The command's transportation managers determine the best mode of transportation a request should be levied against, task the appropriated Transportation Component Command (TCC), and monitor the mission until completion.

As one examines the organizational adaptation of RGM in the realm of the revolution in military affairs, it becomes apparent that a "system of systems" characterizes this enormous operation. The all encompassing system is the Defense Transportation System (DTS) managed by USTRANSCOM. The single entry point into the DTS for the customer is the Joint Mobility Control Group OMCG). Requirements flow to the Mobility Control Center (MCC)-the nerve center of the JMCG-then to the TCCs for planning, scheduling, execution, and monitoring.

Once the JMCG determines that a requirement needs to go by air, it tasks the Tanker Airlift Control Center (TACC) at AMC to fulfill the requirement. The TACC is AMC's primary command and control agency. Like the JMCG, it operates on the principle of centralized control and decentralized execution, and is structured to provide the AMC Commander the flexibility to quickly respond to time-sensitive missions. All AMC CONUS-based air assets, except a few Special Assignment Air Missions (SAAMs) are managed this way.

Several other air mobility organizations provide direction to air mobility assets en route. The Air Mobility Operations Group (AMOG) coordinates the deployment of resources from its in-garrison units, with possible augmentation from other active duty or Air Reserve Component units. The TACC tasks the AMOGs to provide command and control, aerial port, logistics, combat camera, C4I, civil engineering, security, weather, intelligence, and other assets needed to meet mission support requirements. The AMOGs are the heart of

the Global Reach Laydown (GRL) concept and are key to expanding the fixed en route system.

The TACC, in conjunction with the AMC staff and mobility units, tailors the AMOGs-one at Travis AFB and the other at McGuire AFB-to provide G RL packages according to the requirements of each specific en route location. The AMOG and GRL CONOPs have been fine-tuned to a point that an AMOG can establish an optimized en route structure within the first 3 to 5 days of a contingency, even to the remotest parts of the world, as humanitarian operations in central Africa illustrated.

But while the establishment of USTRANSCOM, the JMCG, AMC/TACC, AMOGs, and other organizational structures have drastically improved the responsiveness of global mobility, one recent change has added as much to this organizational effectiveness-the transfer of all CONUS based C-130s back into AMC along with all CONUS based Air Force Operational Support Assets (OSA) assets.

A seamless airlift system also involves no disruption in efficiency between the strategic, operational, and tactical levels of warfare. Thus, having a common standard of training, equipping, tactics, doctrine, support, and command enable a smooth interoperability of all air mobility forces, worldwide. This smooth transition will allow faster and more effective delivery of passengers, equipment, and supplies. Other benefits of AMC's control of CONUS C-130s include common requirements deter-

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mination, centralized programming, acquisition and budgeting, common manning, training, evaluation and inspection standards, seamless logistics, seamless contingency planning, and seamless contingency execution. This "lead command" approach is needed because of the quick response and high visibility required to operate in today's environment, the frequency and simultaneous occurrence of contingencies, and the high cost of inefficient use of mobility assets.

All these organizational changes above have been implemented against the background of extensive downsizing, reengineering, streamlining, outsourcing and privatization, and continued downward pressure on the defense budget. In addition, an extensive study by USTRANSCOM and its three components-Air Mobility Command (AMC), Military Sealift Command (MSC), and Military Traffic Management Command (MTMC)-of the best business practices of industry and subsequent development of performance-based metrics all promise even greater improvements in the ability of mobility assets to deliver the goods anywhere, anytime, faster than any enemy can imagine.

Technology

This third component of the revolution in military affairs-technology-is being discussed last to make this point: Since DESERT STORM, the preponderance literature concerning the RMA has concentrated on technology, virtually ignoring the equally important aspects of operational and organizational concepts. This mistake has been made throughout history. Major General Robert

Scales, author of the official Army history of the Gulf War, warns that all the money being spent on high technology will be ill-spent if all it does is "perfect war as we know it today.'"

One of the few constants of war has been that technology changes war's form, not its nature. General Gordon Sullivan, former Army Chief of Staff, outlined four constants that will remain with us even in future conflicts: the roots of war, the nature of war, demands of both science and art from military leaders, and the essence of fighting power. Improvements in technology should drive changes in tactics, organization, doctrine, equipment, force mix, and methods of command if it is to have a significant benefit. In other words, technology by itself may produce only marginal benefits or even be harmful if not used correctly. Determining the proper use of a technological improvement takes in-depth study, research, "battle labs," and debate. But most of all it requires "out of the box" thinking, asking a lot of "what ifs," and the ability and the courage to be able to disregard outmoded ways of doing business. As the military theorist Liddell-Hart stated: "The hardest thing in the military is not to get a new idea in, but to get the old idea out." In this respect, four categories of technological advancements have profoundly impact RGM. These include information systems, Global Air Traffic Management (GATM), aerospace engineering, and infrastructure advancements.

There has been no shortage of literature about the impact of the information revolution on military affairs, in fact upon society itself. Initial indications clearly show that information is power, that information systems can make transportation operations faster, more efficient, and more visible, and that the side with the information advantage can win with minimum casualties in minimum time. Dr. Eliot Cohen, author of the Gulf War Airpower Survey and articles in Foreign Affairs, recently said that information technologies have indeed created an emerging revolution in military affairs, whose final course no one can predict.

Rapid global mobility is capitalizing on this information revolution with a number of programs and systems. The Global Transportation Network (GTN) will provide decision support tools enhancing capability to manage the command's global transportation operations. GTN will consist of four major parts: In-transit visibility (ITV), current operations, future operations, and patient ITV, each added incrementally. Although scheduled for full operational capability in 1999, portions of the

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Just as information systems will have a profound effect on the command and control of air mobility assets, so too will they have an effect on the operations of those platforms.

Continued from page 52

system are already operational with over 1,000 users worldwide through the Web interface. This system will be the nervous system for the DTS, allowing instant access to millions of pieces of information.

The TACC uses the Global Decision Support System (GDSS) to centrally control air mobility assets worldwide. GDSS provides TACC leaders with the global C2 situational awareness needed to initiate, redirect, and support mobility missions anywhere. The Command and Control Information Processing System (C2IPS) is the wing-level interface for monitoring mission execution. Aircraft crews receive mission planning data through mission itineraries in C2IPS. Wing and en route controllers input key event completion times into C2IPS. Through this medium, data is collected and communicated to the decision makers at all echelons of command, allowing for the efficient and effective allocation of scarce mobility assets.

While USTRANSCOM and its components continue investing in information systems, work is being done to avoid duplication of effort, to use commercial off-theshelf technology, and to constantly seek the feedback of customers. For example, USTRANSCOM is consolidating 149 legacy systems into just 23 while executing its daily operations.

Just as information systems will have a profound effect on the command and control of air mobility assets, so too will they have an effect on the operations of those platforms. GATM is quickly ushering in a revolution in domestic and international airspace. In order for the finite airspace to accommodate the increasing volume of air passenger and cargo movement, the FAA and ICAO are revamping the world's airways, enabling the concept of "free flight." Begun in March 1997 and continuing incrementally for the next decade, these changes are forcing AMC's 1700 aircraft to undergo radical and expensive modifications. There is no alternative, because failure to comply with these emerging requirements will restrict AMC aircraft from optimum airspace, thus significantly crippling AMC's ability to support the warfighting CINCs.

There are four portions of GATM: communications, navigation, surveillance, and air traffic management. The communications requirement is datalink which is used to request and approve non-voice clearance requests and ATC instructions, gather weather information, and furnish automated position

TO DoD P

ONE OF TH

The#l

reports. GATM navigation requires GPS for flight in all oceanic airspace by CY0S. Surveillance furnishes and receives non-voice aircraft position and intent data. Mode-S transponder and Traffic Collision Avoidance System (TCAS II) are all required. Air traffic management mandates Reduced Vertical Separation minimum (RVSM)-only 1,000 feet of vertical separation between aircraft vice 2,000 beginning on 27 Mar 97.

AMC's compliance with GATM requirements will allow its aircraft not only unrestricted use of optimal airspace, but use of "free flight" or the most direct air routes between destinations without taking time-consuming and fuel consuming deviations, thereby speeding rapid global mobility even more.

Advancements in aerodynamics, propulsion, and system integration has provided the USAF with the world's most capable air lifter-the C-17. It proved in Operation JOINT ENDEAVOR that it could fly outsize cargo in a medium threat environment into short austere

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airfields. Although still maturing due to limited numbers, the C-17 is proving to be well worth its cost in gold. Its computerized systems allow for ease of handling and a reliability rate of over 90%, even during contingencies. This aircraft will surely be the mainstay of strategic air-

lift for at least a generation if not longer.

The C-17's ability to combine the strategic range and cargo carrying capability of C-141s and C-Ss with the tactical abilities of the venerable C-130 allows it to deliver any piece of Army combat equipment including MlA2 tanks and Patriot missile batteries directly from CONUS to the combat zone, eliminating one step in transloading payloads. This capability enables the Joint Vision 2010 tenet of dominant maneuver, thus saving time but, more importantly, lives.

But capable aircraft, aircrews, and CZ systems are just a portion of the air mobility system-a robust and flexible infrastructure requires to ensure maximum effectiveness. Air Mobility Contingency Precision Approach Capability (AMCPAC) is a quick response, rapidly deployable contingency precision-approach capability. This will provide a precision approach ability with growth for a near-zero/zero capability (zero ceiling and zero visibility), allowing access to airfields regardless of weather. This need was identified Continued on

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most recently during operation JOINT ENDEAVOR.

Mobile CZ systems with instant satellite communications will allow instantaneous access between Scott AFB and forces deployed worldwide, allowing for even greater efficiencies in utilizing scarce transportation resources.

The Synergy of Rapid Global Mobility

Great advancements in operational concepts, organizational adaptations, and technology have made RGM an important element of our national military strategy. Mobility assets cannot be seen as supporting, or second tier, forces. Recent deliberations during the QDR reeffirmed their importance to successfully implementing U.S. strategy.

With AMC now lead command for air mobility in the USAF, and USTRANSC0M responsible for defense transportation in peace and war, there is now a construct of air mobility as a global system-factory or fort to fox hole.

Never before in warfare has this been accomplished. RGM is not only a true force multiplier, but is often the "force of choice" for continued U.S. engagement in a world still undergoing tidal changes from the fall of communism. In the post-Cold War era, RGM is integral to deterring war, but failing that, to defeating our enemies. DTJ

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B_uild_ing _on interest in NDTA's history established in our 50th Anniversary "From Pages Past" features, we have decided to continue h1ghllght1ng stones and events from past issues of the Defense Transportation Journal.

Tiere are few transporters who have been NDTA memers since our founding in October 1944. Norman Wiener, Charter Member #3268 is one of them From time to time in this column , we would like to give you a more personal glimpse of these earliest NDTA 'ers. If you know one of our Charter members, or are one yourself, and would like to share your experience as a NDTA Transporter-we ' d like to hear from you. In this issue, NDTA'er Norman Wiener shares his WW II memories as an Army transporter.

1942 "You're in the Army Now"

I went into the Army in 1942. There was some delay sending me to Camp Dix because the camps were overcrowded and couldn't take more personnel. On arrival at Fort Dix, a five-minute interview with a non-commissioned officer determined my entire future as far as the military was concerned. I took the opportunity to stress my transportation background-my knowledge of dock receipts, bills of lading, manifests, export declarations and all required documentation, etc. It worked; I ended up in a "new" Transportation Corps, which had just been formed. It was formerly part of the Quartermaster Corps but it became a separate branch of the military and I was lucky enough to be one of its earliest soldiers.

I spent 29 days at Fort Dix, living in a tent in the cold. It was bitter and as a city guy used to heat it was not comfortable. I saw men coming and going. Most people stayed three to four days there, perhaps five. Train loads of men were going to southern camps Finally, nine of us went out on the back of a truck headed for New York. In talking to each other we learned that we had all been in some phase of traffic, transportation or logistics-trucking, warehousing, railroad, sea line, cargo move-

Officer Candidate School

Eventually, I applied for Transportation Corp., OCS, which was at the time held at New Orleans Camp Plochea on Lake Pontchartrain . Then they told me I needed 13 weeks of basic training, followed by 17 weeks of Officer Candidate School. It was tough, we were up everyday at 5:30 am, first formation 6 am. I learned to shave at noon time. We worked hard, slept head to foot in cramped quarters, we went on field trips, and lived in tents. We woke at 3:00 a.m., they threw gas at you, and tried a lot of other tricks! I went through the infiltration course twice under barbed wire and had machine gun bullets going over our head. Since my name began with the letter "W," I slept nearest the outside door Some men went outside to smoke (as it was not allowed in the barracks even then) or to use the latrine . Th~ latrine lights were the only ones on all night, so men went m there to talk or to study. Doors were slamming through all hours of the night. We did not get to see much of New Orleans although we were close by. We were allowed to take a bus into New Orleans, but we had to be on one certain bus to go back to camp. If you missed the bus, forget it! You were out of OCS! So we always got back to the bus area very early. Approximately 50% of the personnel washed out. I think the Army determined that a class of 300 would produce 150 graduates. This seemed to be their formula. I made it though, and I became a Second Lieutenant.

ment, etc. Consequently, we all ended up at the New York Port of Embarkation, Brooklyn Army Terminal, processing cargo and troops for overseas movement. For nearly two yea rs I lived at Fort Hamilton, NY, and took the subway, whICh was always overcrowded, to the terminal. Finally, the Army decided to tow us back and forth on a barge, but that was too slow. We ended up in a tug boat, which we didn't dare miss every morning.

I went from Private to Private First Class to Corporal, took some provisional training each week, a bit of marching around, and tried to learn how to be a soldier.

After OCS graduation in November 1944, and a big party to celebrate at the Hotel Roosevelt in New Orleans, I took 10 quick days of leave, and then it was back to the New York Port of Embarkation for duty. This time as a Second Lieutenant. Strange but true, I actually went back to the same place

I'd been as an enlisted man. This was in November, and in January 1945, I found myself aboard the Queen Mary headed for Europe. Being on th~ Queen Mary at that perilous time was a frightening expenence. The Queen never docked, keeping up steam at all times. She did not travel in convoy either She was much too fast for the other ships to keep up with. We were always afraid that a German U-Boat might hit this lovely ship. What a prize that would have been for the enemy. We made it across the Atlantic, and arrived at a small port in Scotland. A train took us to South Hampton, and then

Continued on page 88

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Army Museum Upgrades

MTMC exhibit

By Major Elizabeth Jameson MTMC Headquarters Public Affairs

The Military Traffic Management Command exhibit at the Army's Transportation Museum has been enhanced. Several new exhibits have been placed in MTMC's year-old display at the museum New exhibits include models of a barge-derrick crane and a vintage ocean-shipping container. In addition, a painting of Military Ocean Terminal Bayonne is on display. "These additions make the MTMC display considerably more complete," said Barbara Bower, museum curator.

Frank McGrane, museum assistant, observes a model of a barge-de"ick crane, a new addition to the MTMC exhibit.

The barge-derrick model appears to be a replica of a World War II crane, said Frank McGrane, museum assistant. "My research suggests it was 142 feet in length and weighed 60 tons," said McGrane. The originals were built as sections for easy shipment and then bolted togetheL "The barge's purpose was to load cargo and heavy equipment in deep water to lighter vessels or transport it to land when a pier was not available." These barges were in common use by the Army until the 1970s. They have since been replaced with a 100-ton version. "The source of the barge model to the museum is not known," said McGrane. It was discovered during an inventory of the museum. Workers with Fort Eustis's Training & Support Center repaired the model. The model has most of its original parts except for the wooden crane which was rebuilt in brass.

Continued from page 46 non-compliant equipment (Gwinn, 1997). This problem could be especially harmful to the military that was an early adopter of the GPS system.

The two transportation examples are provided to highlight possible outcomes of the Millennium Bug. In reality, Y2k could impact every phase of the logistics channel. The effect could reach everything from electricity entering the distribution center, to electronic data interchange between companies, to transportation equipment operations, to point-of-sale computers, to the FAA's air traffic control system (Cassidy, 1997).

One real world example has already occurred in the logistics industry. One company's warehouse computer system was designed to compare incoming inventory with a computer generated two-year forecast. On January 1, 1998, the warehouse computer attempted to compare the inventory with the forecast for Januaryl, 2000 and was unable. The warehouse computer system crashed because of its inability to check the forecast. The company took immediate steps to correct the problem and called the software provider. The programmers took 36 hours to get the warehouse's computers operational (WERC, 1998).

There are more examples of possible problems than any article could contain. The goal is to alert the reader to recognize that there are numerous, serious problems that Y2k

The model of the Vietnam-era conex was donated by Darlene Stein, a MTMC operations officer in Falls Church, Va. Stein said she received the model as a gift while working at the Army Material Command's Containerization Branch. "My

The lore of the Bayonne Military Ocean Terminal nephew played is captured in this painting by Sgt. 1st Class with it when he Christopher Thiel, "Journey bound MOIBY." was young," says Stein. "I didn't want to give it to just anyone. I wanted the conex to go to someone who would appreciate it." Knowing it was unique, Stein decided the U.S. Army Transportation Museum would be the best place for it. Museum officials were overjoyed.

"A conex replica was on our wish list," said Bower, about the forerunner of ocean shipping containers. "We had not mentioned it to anyone-then a few months ago it arrived out of the blue," said Bower. "We truly appreciate it," said Bower. Conexes played a major role during the Vietnam War. They were used to move unit cargo and supplies. "It was an efficient means for moving supplies into the theater of operation" states McGrane. "Once they arrived in-country, the conexes were often used for unit supply purposes or even unit arms rooms." The conex could hold as much as 9,000 pounds of cargo.

In addition, Sgt. 1st Class Christopher Thiel, of the Center for Military History, who completed portraits of the Oakland Army Terminal a year ago, recently finished paintings of Military Ocean Terminal Bayonne One of these paintings, "Journey bound MOTBY," will be on display at the museum for a year.

could cause not only in transportation but also throughout the supply chain.

Steps to Address the Y2k Problem

The problem solution appears to be fairly simple-rewrite the code to four digits for the date. Unfortunately, this is an overly simplistic view of the problem. First, early programmers used a number of techniques beyond just using twodigits to save memory. Second, every occurrence must first be identified and then rewritten (Stern, 1999). One estimate states that the Department of Transportation alone has over 8,589 mission critical systems that must be checked, possibly rewritten, or replaced (Cassidy, 1998). This implies that there are millions of lines of computer code that must be checked and possibly repaired.

Also, there is an additional hardware complication. Many integrated circuits include a clock function within their chips. These chips may have the Y2k bug hard-wired into their circuitry. In those cases, rewriting the software code is not sufficient to repair the problem. Those chips will have to be replaced to correct the problem (Frautschi, 1998).

While Y2k can be corrected, it will require a large amount of resources. Companies will have to hire programmers, to check hardware and software, to take computers off-line, and to commit large amounts of working

Continued from page 70 capital. All of these activities are non-revenue generating expenses.

Bob Gibler who is Principal with Competitive Logistics, a logistics software and solutions firm, stated that the national cost of Y2k is enormous. He stated that the overall cost in 1998 dollars to the US economy was approximately $60 billion dollars. To put that in perspective, he said "Y2k will cost more in one year than the entire Vietnam War cost the US (Gibler, 1998)." This highlights the extremely high cost to fix Y2k.

Finally, there are a number of legal issues involved with Y2k. One projection states that the actual cost of Y2k is not the $60 billion dollars to repair the problem, but rather the over $1 trillion dollars of expected Y2k related lawsuits (Swartz, 1998). Transportation companies must prepare themselves for the legal ramifications of service failures due to Y2k. A recent article in the Journal of Transportation, Law, Logistics & Policy identifies four steps that carriers, and all supply chain members, should consider: 1) document the fix; 2) disclosure of the costs; 3) defend against claims; and 4) guard against future losses today (Rutner, Thompson & Whitaker, 1998).

General Levels of Y2k Preparation

A recent change in the US Security and Exchange Commission reporting requirements states that all public companies must include a disclosure on their level of Y2k preparation (Levitt, 1998). Unfortunately, the requirement was broadly worded. The first disclosures merely state that the companies are working on this area and provide little financial data. One study found while 94% of the compa-

nies mentioned Y2k problem, only 12% identified any costs involved (Bell, 1998).

The transportation industry mirrors general industry in its lack of preparedness. One recent study identified only 20% of logistics companies have done ANY work on the Y2k problem (WERC Sheet, 1998). However, these results appear low given the large amount of anecdotal evidence provided by logistics and transportation companies on their web sites.

Study Methodology

The purpose of the study was to determine transportation companies' current level of Y2k preparedness, the carriers' anticipated costs, and their projected completion dates. To accomplish these goals, transportation companies and logistics providers were contacted. A small number of personal interviews were conducted to pilot test questions and gather data. This process led to the development of a questionnaire. The questionnaire was then sent to the largest 400 companies based on revenue across modes and including third party logistics providers. Finally, one reminder was sent to improve the response rate (Dillman, 1978).

Fifty-two companies responded to the survey for a response rate of 13%. This appears to be a reasonable response rate for survey-based research. To check for nonrespondent biases, a comparison of early and late respondents identified no significant differences. This assumes that late respondents have similar traits to non-respondents (Lambert, 1989).

Demographic data identified a broad spectrum of transportation and logistics companies. The transportation respondents included air, rail, motor, and water carriers.

Continued on page 74

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Logistics respondents included freight forwarders, warehousing companies, drayage providers, and third party logistics providers. The companies averaged just over $500 million a year in revenues ranging from $450,000 to $4.5 Billion (see Table 1).

Table 1: Demographic Data

Findings

A number of interesting results were identified by the research. First, the WERC estimate of only 20% of logistics companies working on Y2k is low (WERC, 1998). Fifty percent of the respondents reported that they had either completed or were currently working on the Y2k problem. Also, this finding was directly related to the importance placed on the problem by senior management. There was a significant relationship between the importance senior management placed on the problem and the likelihood of working on Y2k (significant to the .00000 level).

A second finding was that the typical transportation and logistics provider would spend just under a million dollars to deal with the problem. The range of costs ran from "minimal cost" to an estimated $15 million. When the cost to repair the problem was compared to annual revenues, logistics companies would spend approximately 2% of their revenues on addressing this problem. This expenditure represents a serious drain on operating capital during the fiscal year (See Chart 1).

A final interesting finding was the areas that transportation companies expected to be impacted by Y2k. The respondents identified three primary areas whereY2k could impact their companies. In the carriers' order of importance, those areas were financial transactions, communications with supply chain partners, and internal operations.

The carriers were concerned with both their ability to collect revenues from customers as well as their ability to pay debts. The carriers implied that if their financial transactions ware not processed their suppliers and customers would stop dealing with the carrier. Based on the number of Y2k problems worldwide, this may or may not be a valid concern.

The second problem of communications is another key problem. Customers and suppliers may be forgiving of delayed payments if Y2k makes this a common problem. However, if the shippers and carriers can not communicate,

Chart 1: Estimated Y2K Repair Costs

then transportation operations will begin to fail. While many reoccurring operations may continue, new business and companies that operate on a transactional basis will not be able to communicate that there are loads to be picked up. Even if there are alternative communication channels, they will be less efficient and reduce the overall effectiveness of both the shipper and carrier.

Finally, operations were identified by the transportation providers as a critical area that could be affected by Y2k related failures. As the examples identified, there are legitimate concerns that power units would fail, computer dispatching systems will not operate, fuel pumps may not work, terminal operations lose trailers, etc.

The respondents also included general comments about the overall impact of Y2k. Those responses ranged from little or no impact, to loss of some business, to complete "chaos" and "havoc."

Conclusions

A review of the current literature identifies the high probability that Y2k could cause both a financial drain on working capital and push the economy into a recession. Conservative estimates by the government place the cost of Y2k at over $50 billion in the USA alone (Associated Press, 1998) and almost $300 billion worldwide Gones, 1997). The impact of the lost working capital combined with the likely disruptions in supply are projected to dramatically slow economic growth and possibly begin a recession (Ray, 1998).

Based on the numerous expert opinions and the study data, it appears that the Y2k problem will create significant problems throughout the logistics and transportation industry. These problems will include the logistics financial (invoicing, purchasing, etc.) and operational (dispatching, transportation, bar code reading, etc.) areas in the supply chain.

Given the high likelihood of problems occurring, transportation and logistics companies need to take immediate steps to address this problem. While this seems to be an obvious finding, the study highlights the lack of preparedness by 50% of the respondent companies. Furthermore, this is making the assumption that the 50% working on the problem will complete their Y2k preparations on time. There are a number of basic steps that transportation providers should consider. First, information and logistics managers should work together to evaluate which systems Y2k may affect. Next, the top management of the company should be informed of the possible Y2k impacts within the company

Continued on page 76

To keep your critical shipments running on tight military time, you need a carrier that won't let you down. That carrier is Roberts Express. Our dependable service starts with a pickup measured by a stop watch rather than a calendar, and continues non-stop to delivery, with each and every shipment automatically accorded exclusive use of the vehicle. Service is performed seven days a week, 24 hours a day.

Roberts handles high-level explosives, hazardous materials, freight all kinds and uncrated equipment, with transportation protective services to meet your security needs. This includes satellite monitoring under the Defense Transportation Tracking System (DTTS) for the shipper who needs "in-transit visibility".

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Continued from page 74 and made aware of outside problems. This is a critical step given the high relationship between fixing Y2k and senior management support. Third, the company should begin immediate repairs to any systems that may be impaired by Y2k. Also, the logistics and transportation personnel should prepare, train and practice manual contingency plans. Finally, the logistics and transportation companies should work with supply chain partners to ensure that all the members of the channel are Y2k compliant before the deadline. January 1, 2000 is coming whether a company is prepared or not. There are going to be some disruptions in service throughout the logistics and transportation channel. The goal is to prepare your company to minimize any internal impact by becoming Y2k compliant, and deal with unexpected problems caused by your customers. References available upon request.

nm en t

DoT

The continuing education program at the United States Merchant Marine Academy (USMMA) has been recently renamed: The Global Maritime and Transportation School. The name change to Global Maritime and Transportation School stems from the dramatic growth in both size and scope of the program. This new designation also better reflects the broad range of maritime and transportation professional course offerings at the School including the current development of master's level degree programs with other partner institutions.

The Global Maritime and Transportation School serves transportation and logistics professionals from government, military and the private sector through three main divisions: 1) Nautical Science and Military Affairs, 2) Marine Engineering, and 3) Transportation, Logistics and Management. GMATs is expertly guided by a board of advisors representing key leaders from the transportation industry such as: Joni Casey, President, Intermodal Association of North America (IANA); William Pennella, Crowley Maritime Corp.; Nolan Gimpel, Stevedoring Services of America; Edward Emmett, President, National Industrial Transportation League (NITL); Michael Hagan, President, American Commercial Lines LLC; Dr. Robert Martinez, Norfolk Southern Corporation; LTG Edward Honor, USA (Ret), President, NDTA; Norman Mineta, Lockheed Martin Corp; Gene Pentimonti, American Trucking Associations; Ted Prince, Kleinschmidt Inc.; Charles Raymond, President, SeaLand Service Inc.; John Vickerman, TransSystems Corp; and Phil Yeager, Chairman, Hub Group Inc.

The Global Maritime and Transportation School is a self-funded unit of the United States Merchant Marine Academy in Kings Point, New York. The USMMA is one of five federal service academies and is operated by the U.S. Department of Transportation's Maritime Administration.

1999 NASSTRAC Carrier of the Year.

RPS is proud to be the recipient of the first-ever NASSTRAC Parcel Delivery Carrier of the Year award. Voted on by some of the country's largest business shippers, this honor recognizes the hard work of RPS's more than 30,000 employees and contractors who take great pride in putting the customer first.

We're prouder, still, that thousands of businesses cast their votes for RPS every day, with every package they ship.

To those shippers, and to the NASSTRAC membership: Thank you.

1-800-ROADPAK®(762-3725) • www.shiprps.com

r a t e

US Airways will begin to

• U·S Al R WAYS equip its fleet of jet aircraft with Enhanced Emergency Medical Kits (EEMK) later this year, supplementing the defibrillators and electrocardiogram monitors being installed on all aircraft To celebrate the upcoming launch of US Airways' new service between Milwaukee and Washington Dulles International Airports, for a limited time, customers travelling on this route can take advantage of MetroJet's attractive $74 one-way fare. As well, customers can take advantage of US Airways' new specially priced Internet-only fares for travel throughout its domestic route system, the company announced recently. These special fares are approximately 10% lower than select advance purchase fares for travel anywhere within the United States From a modest beginning, just 2,700 subscribers three years ago, US Airways' popular ESavers program now has more than 1.5 million subscribers who have registered to receive the special weekend fare offerings each Wednesday. Metro} et by US Airways has added a new dimension to the world of lowfare travel by offering advance seat assignments on all of their flights.

Senate Commerce, Science and Transportation committee Chairman John McCain (R-AZ) recently introduced a bill aimed at expanding the U.S.-flag domestic cruise industry and building new jobs for American merchant mariners, by encouraging the immediate reflagging of large cruise vessels under the United States flag for operation in the domestic cruise trades. The bill, the U.S. Cruise Ship Tourism Development Act, was cosponsored by Senators Dianne Feinstein (D-CA), Frank H. Murkowski (R-AK), and Kay Bailey Hutchison (R-TX). As proposed, the bill also would permit the limited operation of non-U.S.-flag vessels in the domestic cruise trades. In order to further spur growth of the domestic market.

Landstar System, Inc. will double the stakes next year at its annual truck giveaway when the company gives away an unprecedented two trucks valued at more than $100,000 each. In previous years, the truck has been &Allot.TM• awarded to a business capacity owner (small business partners who supply the company with the equipment used to haul freight.) Landstar Ligon recently announced the promotion of Denise Smith to Director of Loss Prevention. In her new position, she will oversee securement training, accident and cargo damage claims and loss prevention programs ... Honoring excellence in annual reports around the world, Landstar has accepted three 1999 International ARC Awards. Known as the "Academy Awards" of annual reports, the ARC Awards will be presented at an upcoming ceremony in New York at the

Plaza Hotel. .. Landstar Business Capacity Owner Robert "Bob" Harper earned the title of Landstar 1999 Regional Safe Truck Driving Champion at the company's recent competition in Salt Lake City, UT. Harper will go on to compete in Landstar's National Safe Truck Driving Championships in St. Augustine, FL, in October. Landstar is proud to announce the distribution to its business capacity owners of PrePass, an intelligent transportation system that expedites operators with safe driving habits through weigh stations. The company distributed a PrePass kit for each of the 8,500 trucks in the Landstar system, making it the nations largest PrePass Carrier.

Crowley American Transport has announced

8that beginning soon it will offer a second weekly sailing between the U.S. Northeast and San Juan, Puerto Rico to accomodate the heavy cargo volumes expected to be shipped for the holiday shopping season and millennium celebrations Crowley was recently presented with the Toyota Logistics Services' 1998 Logistics Excellence Award for Quality Performance. Crowley · achieved the award in large part because it recorded zero damage last year transporting nearly 8,000 new vehicles from the U.S. mainland to Puerto Rico Crowley and Hamburg Sud have announced that they have reached an agreement in the acquisition of Crowley American Transport's South American liner services by Hamburg Sud The Crowley Marine Services' tug Sea Victory is about to commence yet another historic tow in its life of seagoing service. The monumental tow will tow the USS New Jersey from Bremerton, WA to Philadelphia via the Panama Canal. The USS New Jersey is the most decorated battleship in U.S. history, having earned 16 battle stars. Crowley's Sea Victory is no stranger to military tows. Last year, she towed the ex-USS Missouri to Pearl Harbor and just recently finished towing the aircraft carrier ex-USS Ortskany on a 15,000 mile tow around South America from Vallejo, CA to Beaumont, TX.

Kleinschmidt Inc., one of

consoLJDRTED FREICHTIJJRI/S the 1a r g est w or 1d wide providers of business-tobusiness Electronic Commerce (EC) services, announced recently a two-year agreement to provide value-added EC services to Consolidated Freightways (CF). Under the two year agreement, CF will use Kleinschmidt's secure, valueadded real-time EC processing services to exchange business-critical information with their customers, suppliers and regulatory bodies. In addition to using Kleinschmidt for all future trading partner relationships, CF will convert existing trading partner relationships from other Value-Added Networks.

Ar EAsE.

(YOUR STATE OF MIND WHEN YOU SHIP WITH US.)

0Id Dominion provides consistent, ontime and claim-free service that each customer can rely on every day.

For the past decade , Old Dominion has supported the Department of Defense concerning its transportation requirements for both regional and super regional service throughout our service network. Rest assured, Old Dominion comes to attention in response to any and all logistics

requirements. Think of Old Dominion for your transportation needs! At ease.

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Nonunion

US. Bank "Power Track" Approved Profitability As AResult of Quality Service

Advanced Technology

Year 2000 Compliant

OLD

Ba

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S S new Holiday Inn Broadway, conveniently located in the heart of HOTELS & RESORTS Manhattan, near the theater district and just a few blocks from the Empire State Building, Macy's and Fifth Avenue shopping. The property, which was originally build in 1897, features French Renaissance architecture and was granted landmark status in May of 1998. After a complete renovation, the Holiday Inn Broadway now offers a full service hotel and has retained some of the original architectural details such as an exquisite mosaic tile floor in the lobby, as well as an eighteen story spiral marble staircase.

_/1.. In the first deployment of a combat task force from New York City in 30 years, long-

shoremen at the Port Authority's Howland Hook Container Terminal today loaded more than 50 helicopters and hundreds of other combat items aboard a cargo ship bound for Bosnia. The equipment includes more than 100 military vehicles-Humvees, armored personnel carriers, tractors and trucks from the Army's 10th Mountain Division. The Division will assume command of the Multinational Division North Sector of Bosnia.

Government and military travelers are a savvy group, navigating myriad travel regulations in stride and freely turning to available recources

to plan and arrange business trips, according to the recently released Government Travel Survey. Sponsored by OAG, the Survey collected the responses of more than 2,400 government/military and corporate business travel-

Make a big splash! Hold your next meeting in Albuquerque, Land of Legends.

Our new BioPark, located along the historic Rio Grande, is the ideal place to make meetings come alive. In one location, your delegates can explore the exciting new Albuquerque Aquarium and watch a colorful parade of the deep. They can stroll through the lush Botanical Garden, ride the old west equestrian trails, visit the outstanding Rio Grande Zoo or take a serene river walk along the legendary Rio Grande Bosque, the famed bird sanctuary.

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ers at government tradeshows from 1997 to 1999 The company announced recently that it has reachd an agreement to offer a volume discount to the U.S. Navy for use of the OAG Official Traveler Travel Information System. Navy users will have access to the System-the largest and most cost-effective government travel-planning tool available. Recognizing the leading role that OAG plays in the dissemination of travel information, the Navy has encouraged commands to look at the Official Traveler and determine how OAG's travel-planning tools can assist their travel-planning. OAG's Official Traveler Travel Information System provides government and military travelers access to all published worldwide direct and connecting flight, information on more than 800 airlines and the largest worldwide hotel database of over 70,000 lodging facilities. Accessing the OAG Official Traveler either through a network connecton or at http://Nayy.OAG.com, Navy travelers will also have information regarding preferred vendors. "We wanted all Navy travelers and travel arrangers to have access to quality travel information that helps them plan a trip quickly and easily," noted Jerry Brown, Director, Navy Passenger Transportation. "OAG has provided information to the travel industry for more than 70 years and has long been considered the industry standard for flight and other travel information," said Curt Reilly, Publisher of OAG's Government Business Unit.

UNTTED

Nevada might have built a reputation on l!hf/fnD gambling, but apparent1,1,Wj " ly those choosing to Vanlines relocate don't consider the area a gamble. Nevada ranked No. 1 in inbound household goods shipments for the first six months of 1999, according to Continued on page 84

The Army's Military Traffic Management Command delivers the power to the force, anytime anywhere. When that means shipping materiel across the Atlantic they depend on us to get it there. On time. And on cost. The U.S. Military is the best in the world. So is the service we aim to provide them.

• any hotels are reluctant to make rooms available to government travel e rs at the per diem rate. Not Candlewood Suites. If we have a room available, it's yours. At or below the federal per diem But that's only part of what we offer.

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11t Studio suites at or below federal government per diem 365 days a year

Guaranteed last-studio availability to federal government travelers Full kitchen in suite

United Van Lines' midyear analysis. Meanwhile, New York escaped the "high-inbound" migration ranks for the first time in the 23-year history of United's study. Overall, five eastern U.S. states and the District of Columbia ranked among the top 10 inbound shipment destinations for the six-month period, while North Dakota, Wyoming and Indiana set the pace for outbound shipments.

Norl"h Carolina Ports

J. Richard Futrell, Jr., Chairman Emeritus of Centura Banks, Inc., has been appointed Chairman of the North Carolina State Ports Authority YourPurtsQfopport,mily ® Board of Directors by Governor James B. Hunt, Jr. Mr. Futrell joined the Ports Authority Board in February. His term runs until June 30, 2004. Mr. Futrell served as State Budget Officer in 1993 and 1994. He also was a member of the Legislative Ports Study Commission from 1995 to 1997. Mr. Futrell was the first Chairman and Chief Executive Officer of Centura Banks, Inc., and Centura Bank, headquartered in Rocky Mount, NC, following the merger of Peoples Bancorporation and the Planters Corporation in November 1990. He retired in 1993 to accept Governor Hunt's appointment as State Budget Officer.

CFlying to Orlando without

CENDANT much time to plan? Or just received orders from the boss to pack for a hastily arranged meeting in Montreal-and no one in the office is available to help? No problem if you have a copy of the new Days Inn Business Traveler's Directory. Just out, Days Inns has produced a resource book brimming with valuable business travel information and hotel listings. The directory was created specifically for the business traveller, and contains over 400 Days Inn hotels listed in major business areas worldwide-like airports, business centers and downtown locations.

A U.S. Navy-led team Lo c K H It IE D NI ART I~ recently completed a series of successful flight tests of Sanders' Tactical Aircraft Directional Infrared Countermeasures (TADIRCM) system. Developed by Sanders, a Lockheed Martin Company, for the U.S. Naval Research Laboratory (NRL) as an Advanced Technology Demonstration (ATD) program, the tests were the first of several that have been scheduled to demonstrate the application of directed infrared countermeasure technologies to tactical, fixed wing aircraft. The Navy-led flight tests took place at Patuxent River Naval Air Station, MD, this past June. Two TADIRCM subsystems-a two-color IR Missile Warning System (MWS) and Sanders' "Agile Eye" Micro-Jam Head-were mounted on the belly of a P-3 Orion test aircraft. With high reliablility, the IR Missle Warning System detected all simulated threats, and the Agile Eye Micro-Jam Head successfully acquired every target, enabling the laser to maintain energy on the target for the duration of every fly by.

innovata LLC Innovata LLC, database publisher and major supplier of travel content for travel print, internet and electronic publication, will launch FedTravel.com, a new extranet subscription product later this year. FedTravel.com will join Innovata's current Federal Travel Directory, a CD product. Both products are designed to provide a comprehensive travel information and planning tool for federal government civilian and military travelers. FedTravel.com provides its subscribers with worldwide airline schedules and information on more than 50,000 hotels, 20 car rental companies, local attractions, complete Amtrak schedules, 1,000 military facilities and detailed street level mapping. Although it offers more information FedTravel.com is priced the same as the Federal Travel Directory CD product during its introductory period.

Coach USA Coach USA is proud to announce that Loreen Wong has joined the Coach USA-Orlando Sales Team. We look forward to having her as part of our valued team of employees.

SAN FRANSISCO BAY AREA CHAPTER

Recently we held our Installation of Officers and Silent Auction at the Crowne Plaza-Pleasanton, CA. We had over 20 in attendence for the installation and auction. Pacific Southwest Regional President, Mark Shafer, conducted the installation of the Officers and Board of Directors. Marianne Pomeroy of Baggett Transportation was installed as the Chapter's new president. The silent auction brought in more than $1000 with over 30 items to bid on, which will be used for the chapter's scholarship program. The retiring President, Fred Gowan of GTIS/Teresi Trucking of Lodi, CA, was presented with the traditional NDTA President's Plaque. Fred made his own presentation, an NDTA engraved mug, to Ron Leiker of Consolidated Freightways (CF) for his corporate support and sponsorship at the Crab Feed and golf outings. His efforts in getting all the CF folks out, as well as providing several raffle and golf prizes, were greatly appreciated.

transports overdimensional cargos, munitions and hazardous materials, and solves the most complicated logistical problems. Our focus is on creating solutions that work and provide the best value. For more information , please call us at 1-800-241-5 775 or visit our web site at www.trism.com.

Loading

Truckload

National

Largest

Retiring President Fred Gowan receives his President's Plaque from Chapter President Marianne Pomeroy of Baggett Transportation.

THEY WEIGH, ON AVERAGE, 14 TONS EACH. YET NO ONE KNOWS

THEN AGAIN, NO ONE ASKED US.

We know it took a special kind of talent to move the ancient, solid stone moai statues of Easter Island At Emery Worldwide, we ' re pretty talented at moving all sorts of heavy objects every day-any size, shape, or weight-and we do it to meet your requirements, not ours. With a global transportation network of over 500 offices, the most comprehensive heavyweight air cargo system in North America, and an integrated global IT platform to track your shipments every step of the way, Emery has the muscle to keep your projects on schedule and your business moving. So, if you want to know how to get it there quickly, safely, rel iably, just ask us

Continued from page 64 by a small ship to Le Havre. The port was totally destroyed, every dock was damaged. We went over the side of the ship, down a rope ladder, into small boats and headed for shore. We moved through various replacement depots over the next few days, sometimes by truck, sometimes by bus, sometimes by train, never knowing where we were going to end up or what the military had planned. Eventually, we all went to different places that needed replacement officers. I was put on a train to Marseille to be assigned to a port battalion that had experienced invasions throughout Africa, Italy, and the South of France. The troops of the port battalion were tired, worn out, sick and reduced in force and strength by many months of hard work. Most were shipped home. I was assigned to the 15th TC Traffic Regulating Battalion as a Pier Officer, supervising and overseeing the unloading of six vessels. Later, I became the Highway Operations Officer. A young guy, I was 22 years old, and had no experience as a transportation officer. Since there were a number of transportation officers assigned to the Marseille area, a new transportation unit was formed. The 40th TC Traffic Regulating Battalion. We were spread throughout the country in groups of two or three at various places all over the South of France, from Lyon to Cannes, Marseille and serving all along the border.

Jack of All Trades

While in the 40th, I remember going to Paris as a courier to pick up liquor rations. Coming back by train, we stoped at Lyon, got to the local military hotel, and were surprised to see an OCS TC buddy of mine running the hotel. Another time, I was detailed to take the payroll down to a small group of TC'ers at a small port, on the coast. They had the job of towing obsolete ammunition out into the

Mediterranean Sea and dumping it. I distributed the payroll, asked these fellows if there was anything I could do to help out, and they said, "Yes," they needed some battleship gray paint for their vessels. I went aboard a naval vessel in the Port of Marseille, and asked an officer, "What's the chance of getting some battleship gray paint." He replied, "Oh, we've got tons of it, how many cans do you want?" I took what I could carry. Then I asked what I could do for him. He said he needed transportation to get in to see the city. They were at a pier, miles away from town. I arranged to have a jeep assigned to them for the day, and all of us were happy. They had their transportation, I had my paint, and so it went throughout the war. We transportation folks did many things, as you can see.

Homeward Bound

When it came time to go home, one vessel was being outloaded at the Port of Marseille to close out several military depots. I "volunteered" to bring the vessel home to New York, by becoming the Cargo Security Officer. It took 16 days to cross the Atlantic in a really slow, old liberty ship named the David F. Barry. In 1946, I separated from the active duty service and started Orbit Shipping, and later Globe Shipping. My wife and I found an apartment, and along with our son George, we started a new life. I joined the Active Reserve and eventually retired as a Lieutenant Colonel.

Altogether, my transportation career has spanned 60 years. I am proud of my military service and, to be a charter member of the Nation Defense Transportation Association. DTJ

H O n O r RO 11 of Sustaining Members

These firms support the purposes and objectives of N0TA.

AAR CacliHac Manufacturing

ABF Freight System, Inc.

Air Transport Assn. of America

Alamo Rent A Car

Alaska Cargo Transport, Inc.

Aldmyr Systems, Inc.

American Airlines

American Express Government Services

American Maritime Co!19ress

American Maritime Officers

American Road line

American Shipbuilding Assn.

American Trans Air

An1eon ColpOration

APL limited

ARINC, Inc.

Associated Air Freiaht me.

Assn. of American 'Railroads

Atlas Van Lines, Inc.

Automation Research Systems

Bank of America

Bass Hotel5"'& Resorts

BAXGlobal

Boeing.Fo., The Bo_y!e Transportation, Inc., T.F. Bristol Associates

Carlson Wagonfit Travel Cendant Corp.

Center for Global logistics and_ Trans~tion·USMMA (Continuing Education)

Central Delivery Service of Wa h., DC

Computer Sciences Corp.

COMSAT Mobile ~unicQtions

Consolidated Freightw~? Corp.

Consolidated Safety Services, Inc.

Cro~ Maritime Corp.

CSX Transportation

Dallas & Mavis Specialized Delta Air Lines, Inc.

DHLAirways

Dimensions International, Inc.

District No. 1 - PCD, MEBA

Dollar Rent A Car Dynamics Research Corp.

Eagle USA Air Freight

EDS

Emery Worldwide Enron Facilities Services

Enterprise Rent A Car

Regional Patrons

Albuquerque Convention & Visitors Bureau

American Lobelmark (Text-Trieve)

American Management Systems, Inc.

American Moving & Storage Assn.

American Ship Mgmt., LLC

Apallo•Galileo International

Arven Freight Forwarding, Inc.

Avis Rent A Car

Bay Ship Monagement, Inc.

California Trucking Association

Candlewood Suites

Century Technologies, Inc.

Choice Hotels International

e-thinktank.com Evergreen lnt'I Airlines, Inc.

Farrell Lines, Inc.

FedEx

Federal Sales Associates, Inc.

Flughafen Frankfurt/Main AG FMC Corporation

GE Aircraft Engines

General Dynamics/American Overseas Marine

GRC lnte~fion9l GreyhoLnd lines, Inc.

Hilton Anchorage

motion Techno!oe), Solutions lnlermec fec!mologies Corp.

loternafional ~shoremen's Associotion AFL.:C:10 lntemation~ Organization of Masters, Mates and Pilots

Kansas City Southern Railway

Labor Management Maritime Committee

Landstar System, Inc. litton/PRC

Lockheed Martin Aeronautirol Systtims

Lockheed Martin Mission Systems Logica Carnegie Group Logistics Ma~ment Institute

Lykes Lines Lid., LLC

Maersk Une Ud.

MAR, Inc.

Matton~ Co.

MayfloVffl" Transit

Mercer Transportation Co.

National Air Co

National Air c~ Assn.

Nationot Van Lines

Northwest Airlines, Inc.

OAG Worldwide

Old Dominion Freight Line, ·1nc.

Omni Air International

OSG Ship Mona~nt, Inc.

Ovemite Transportation Co.

Pilot Air Freight

Pony Express Delivery Services

Concurrent Technologies Corp.

CSI Airline Services

Daedalic Industries, Inc.

Extended Stay America, Inc.

Flight Time Corp.

Gelco Government Network

Global Van Lines

Great American Lines

Greater Milwaukee C&VB, Inc.

Greensboro Area C&VB

Green Valley Transportation Corp.

Hertz Corp.

Howard Johnson's Plaza, Arlington

Hyatt Hotels & Resorts

INNOVATA

Innovative Logistics Techniques, Inc.

Port Authority of N.Y. & NJ.

Port of Beaumont

Port of Oakland

PricewatershouseCoopers

Prime Hospitality Corp.

QUALCOMM

Roadway Express, Inc.

Roberts Express, Inc.

RPS, Inc.

The SABRE Group, Inc.

Sandia N'ational Laboratories

Sc:itofitJvel

Schneider National, lnc.

Science ~ications Intl. Corp.

Sea Coni9iners America, Inc.

Sea-Land Service, Irk.

Sealed Air Corr>.

Seafarers Int'~ Union of N.A. AGLIWD

~thwest Airlines

SR)\ International Corp.

~'!9L,.Associates, Inc.

S ingServicesofAmerica

Stewart & Stevenson

SurfAir, inc.

Totem Ocean Trailer Express, Inc.

Transportation lnstiMe

Trans World Airlines

TranSystems

TRISM, Inc.

TRISM Specia~zed Carriers

TRI-STAn E~ited Service, Inc.

Tri-State Motor Transit Co.

TRW Systems Integration Group m< UH!'JXl"Y

kkerCo.

Union. Pacific Railrood UNISYS F.ederal Systems Division

United Airlines

United Parcel Service

United Tech~ies Corp.

Uni1ed Van Lines, Inc.

US,~s

l;tS. Xpress Enterprises, Inc.

Wallenius Wilhelmsen Lines

Waterman Steamship Corp. (Central Gulf lines)

Visa USA, Inc.

lnlef'state Van Lines

logistics Management Resources, Inc.

Lynden, Inc.

MCR Federal

MEVATEC Corporation

Military Living Publications

Modern Technologies Corp.

Munitions Carriers Conference

National lnterrent

NCI Information Systems, Inc.

Networks Enterprises, Inc.

North American CLS, Inc.

North American Van Lines

Oakwood Corporate Housing

Omega World Travel

Pace International LLC

Port of Corpus Christi Authority

Port of Lake Charles

Quality Support, Inc.

R& RTrucking, Inc.

Radian, Inc.

Ruthern Transport Services

Savi Technology

Sea Box, Inc.

Spokane Area C&VB

StarTrak, LLC

System Technology Assoc., Inc.

TRANSCAR, GmbH

TechMate

Thrifty Car Rental

Trailer Bridge, Inc.

Trailway Transportation System

Trans Meridian Airlines

U.S. Bank

Virginian Suites, The

National

Sea-Land

United

Bookshelf Ideas

Dr. Joseph G. Mattingly Jr.

Keeping Score: Measuring the Business Value of Logistics in the Supply Chain by James S. Keebler and Karl B. Manrodt, University of Tennessee, and David A. Durtsche and D. Michael Ledyard, Computer Sciences Corporation, published by the Council of Logistics Management, 2805 Butterfield Road, Suite 200, Oak Brook, Illinois 60523-1170, 1999, Cost Member $35.00, nonmember cost $ 70.00

This book explains the lessons learned from the successful logistics measurement programs of companies such as Modus Media, 3M, Caliber Logistics, Graybar, Texas Instruments, Tyson Foods, International Paper, Welch's and H.E. Butt. The Book is organized into an Executive Summary, eight Chapters and five Appendices as follows: Chapter 1-The Supply Chain Revolution is Just Beginning, 2-The Past and Current State of Logistics, 3The Case for Measurement, 4-Connecting Measurement with Strategy, 5-Implementing an Effective Measurement Program, 6-Increasing the Odds for Success, 7-Three Winners in Action, and 8-Preparing for The Future; Appendices A-Delphi Study, B-Focus Group Study, CCase Studies, D-Survey and E-Bibliography.

One of the themes of the book is that the proper implementation of the logistics measurements that are right for your firm can help you to better manage logistics processes and balance service, cost and revenue growth. The authors do not conclude the 'one size fits all' measurement of all firms' logistics processes. Given this opinion, it provides ideas that may be used to evaluate and design an appropriate measurement system for ones firm. The case studies and examples of measurement techniques should provide ideas for improvement of their firm's logistical system's contribution to bottom-line profits. The focus on measuring the right things are key to the book's contribu-

Providing Mission Critical Solutions

tion. They believe a well designed measurement system and its use is necessary to the survival of the company. The book is recommended for logistical professionals and students alike.

Plant and Service Tours in Operation Management by Roger W. Schmenner, published by Prentice Hall, Upper Saddle River, New Jersey 07458, 5th Edition, 1998.

The book takes the reader on ten plant tours looking at manufacturing and service. It looks at examples of: a continuous flow process, a job shop, a batch flow process, a machine-paced line flow process, a hybrid (batch/continuous flow) process, a worker-paced line flow process and a service factory, a service shop, mass service, a professional service, and a project. The book provides examples of operation management to inform us about an essential business process. It provides photographs and flow charts to aid in the understanding of the operations management process. It is recommended for all those who are engaged in the production and service areas of business.

GAO Transportation Reports prepared by the U. S. 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 subjects:

GAO/RCED-99-93 Railroad Regulation-Changes in Railroad Rates and Service Quality Since 1990 April 1999

GAO/RCED-AIMD-99-98 Air Traffic Control-FAA's Modernization Investment Management Approach Could Be Strengthened April 1999

GAO/RCED-99-113 Mass Transit-FfA's Progress in Developing and Implementing a New Starts Evaluation Process April 1999

GAO/RCED-99-109 General Aviation AirportsUnauthorized Land Use Highlights Need for Improved Oversight and Enforcement May 1999

GAO/RCED-99-153 Results ActObservations on the Department of Transportation's Fiscal Year 2000 Performance Plan May 1999

GAO/RCED-99-93 Railroad Regulation-Changes in Railroad Rates and Service Quality Since 1990 April 1999

GAO/OSI-99-10 U. S. Customs service-Efforts to Curtail the Exportation of Stolen Vehicles May 1999

U.S. General Accounting Office Post Office Box 6015 Gaithersburg, Maryland 20760 Telephone 202-275-6241

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