For nearly 50 years, SatoTravel has proudly served military travelers and, as part of the Navigant International family, we'll continue to provide the same high quality services you've come to expect. Building on our strength as part of the nation's second largest travel firm, we'll carry on our tradition of trust and service. So while the logo on the door may have changed, one thing has not - SatoTravel is still the one for all your travel needs.
Editor ................ Kent N. Gourdin
Managing Editor -Susan Leigh susan@ndtahq.com
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Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association, a non-profit research and educational organization; NDTA, 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, (703) 751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, VA, and at additional mailing offices.
October 2002 Vol. 58, No. 5
Carden Jennings Publishing Co. Ltd.
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Greetings! We are all excited about this year's Forum in Greensboro, North Carolina. The Forum will be very beneficial to A-35ers. Please plan to participate in as many activities as. time permits. In addition to the scheduled Forum events and activities, there will be a special A-35 breakfast meeting with our own NDTA hero, LTG Edward Honor. General Honor will be speaking with us regarding reflections of his tenure as president of NDTA, and noteworthy events of his military career. As this is General Honor's last Forum, please come and enjoy this significant and historical event.
As always, the A-35 committee meeting is a scheduled Forum activity for Sunday, September 29th. Please attend and let's exchange ideas for future programs. We will also
finalize requirements for the Duck Race at the committee meeting. This year, the annual A-35 Duck Race Scholarship Event will be in the evening, Monday, September 30th. Please continue to adopt A-35 Ducks and encourage Forum attendees to also adopt A-35 Ducks.
Last and most importantly, congratulations to all the A-35 Chapter NDTA Award recipients! Your hard work and successful initiatives were exemplary. Thanks so much for your dedication and continued A-35 recruitment.
I am looking forward to seeing you. If you are an A-35er and plan to attend the Forum, please send an e-mail to me at awmcmiller@aol.com.
With Regards, Anita
Adopt Your Ducks from any
Dr. James M. Daley, Dean, Helzberg School of Management, Rockhurst University, Kansas City, MO
William J. Dewitt, Teaching Professor, R.H. Smith School of Business, Univ. of Maryland
Dr. Kent N. Gourdin, Director, Global Logistics and Transportation Program, College of Charleston
COL Norbert D. Grabowski, USA (Ret.)
Maj Gen John E. Griffith, USAF (Ret. ), Transportation Logistics Consultant
Richard H. Hinchcliff, Consultant
Brig Gen Malcolm P. Hooker, USAF (Ret.), Member, Board of Directors, NDTA
Dr. J~seph G. Mattingly Jr., R.H. Smith School of Business, Univ. of Maryland
Whitefield W. Mayes, Chief Engineer, Transportation Engineering Agency, MIMC
Anita McMiller Vice President, A-35
Prof. Gary S. Misch, U.S. Naval War College (Ret.)
Lt. Col. Anne T. Peck, USAF (Ret.), Senior Analyst, Stanley Associates, Inc.
Dr. Richard F. Poist Jr., Professor, Transportation and Logistics, Iowa State University
MG Harold I. Small, USA (Ret.), Consultant
COL Joseph A. Torsani, Jr. USA (Ret.), Vice President, Marketing Consolidated Safety Services Inc.
Dr. David Vellenga, Director, Carl A. Gerstacker Liberal Arts Institute for Professional Management, Professor of Economics and Management, Albion College
Dr. Clinton H. Whitehurst Jr., Senior Fellow, Strom Thurmond Institute of Government and Public Affairs, Clemson University
Editorial Objectives
The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense transportation, the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense 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 Polley
The Defense Transportation Journal is designed as a fonun 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.
Editorial Content
For correspondence including feature manuscripts and books for review, write:
Dr. Kent N. Gourdin Editor
Defense Transportation Journal Director of the Global Logistics & Transportation Program College of Charleston Charleston, SC (843) 953-5327 - Voice Mail (843) 953-5697 - Fax gourdink@email.cofc.edu
Government, Corporate, NDTA and Chapter News, Almanac Input, Mini-features, and all other departments
Send all news, photos, etc. to: Susan Leigh Managing Editor NDTA
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Phone: (703) 751-5011
Fax: (703) 823-8761
Email: susan@ndtahq.com
When things get tough, you can count on the United States. And th e United States can coun t on Landstar.
We are a leading tran sporter of protective services, ammunition and explosives; one of the largest specialized carriers in America; a developer of systems and networks that act quickly, quietly and efficiently. From deployment to decommission, we move the machines that keep the enemy from the gate. We work to make a difference. We always have. We always will.
Dr. Kent N. Gourdin Director, Global Logistics and Transportation Program College of Charleston
Over the past year, transportation security has become a way of life. The extent to which this issue (and, by implication, transportation in general) has an impact on us as citizens is staggering. For many of us, the most direct contact we have with this new order occurs when we arrive for a scheduled airline flight. Upon checking in at the ticket counter, we're asked to show a picture ID, questioned about our luggage and, perhaps even asked to open our suitcases. Then we join the queue waiting to pass through the pre-boarding security check. At this point we'll empty our pockets, remove our jewelry (and maybe our shoes), have our hand-carried bags searched, and possibly be subjected to a more personal search by security personnel. When we have finally reached the gate, we're again asked to show a picture ID and may possibly have our hand-carried items searched a final time before being allowed to board the airplane. Providing equally rigorous security over the movement of cargo is much more difficult if only because of the sheer volume of goods that move into, out of, and through the United States. While the general public may not be as aware of the need for, and the efforts to provide cargo security, we are all affect-
ed through the higher transport costs and longer lead times that result. Slight discrepancies in documentation can result in a container being detained until the issues such as improper item descriptions, inaccurate weights, or even typographical errors are resolved. Similarly, containers arriving from other parts of the world are much more likely to be searched than they would have been a year ago. Indeed, the magnitude of this task is truly staggering. If one considers the issue of containers alone, the numbers are daunting. Of the approximately 7 million commercial containers that enter the United States every year, US Customs has historically inspected less than 5 percent. With those containers arriving into multiple ports at an aggregate rate of around 18,000 per day, physically opening and sorting through each and every container, be it for security or Customs purposes, would clearly bring international trade to a standstill.
Another area of vulnerability is our nation's transportation infrastructure. Maintaining secure bridges, ports, highways, railroads, airports, and pipelines may be simultaneously the most important, but least publicly appreciated security concern of all. Imagine the chaos that would result from the loss of key bridges in any one of a number of U.S. cities, San Francisco being just one example.
iSimilarly, the negative impact on commerce should a major seaport be destroyed or the disruptions to passenger travel that would ensue from the loss of a major airport would be devastating. And yet, despite their critical nature, much of the effort to protect these national resources occurs behind the scenes; even dayto-day users may be unaware of all that is being done to keep these vital assets safe and functional.
For those of us with a military background or affiliation, security has always been a way of life. We are used to showing our ID and we live with documentation and accountability every day. But much of this mentality is new to the general public. Until a year ago, airport checks were not onerous and no one gave much thought to cargo and infrastructure security. Supply chains and travel plans will have to be adjusted to accommodate the new reality: things are different now. Security - REAL security - demands a commitment from each of us to accept the delays, inconvenience, and disruptions that can result from a meaningful transport security program and plan accordingly. While no one likes to experience these occurrences, the consequences of decreased vigilance do not bear thinking about. DTJ
Not e: Due to events out of the NDTA's control, we will not be hosting our Sunday night Scholarship Event at Chinqua-Penn Plantation. The state of North Carolina has closed the facility until further notice. Guests who have already registered for the Chinqua-Penn Plantation will be automatically re-registered for "A Night of Jazz and Art."
This Event will be A Night of Jazz and Art. The Greensboro Cultural Center (right) provides four levels of galleries and studios to stimulate the mind and excite the senses. Buses depart the Sheraton at 5:30 p.m. A buffet dinner will be served upon arrival for the guests at 6:00 p.m. Dining will be on the second level in the Main Atrium, and also in the Artist's League Gallery. The Atrium is flanked on either side by five art galleries, each exhibiting work by local artists and fine craftsman from all over the Piedmont Triad Area. Guests will be greeted by a Jazz Combo, which will play throughout the evening. Guests will also be able to enjoy the artwork, entertainment, as well as shop in some of the gift shops.
f Commitment to U.S. Flag Vessels and U.S. National Security
Continually providing humanitarian aid and government cargo to all troubled parts of the world
1 Global network and unmatched reliability
Highly trained staff for military cargoes and contract administration
f Fixed day, weekly service with complete logistics support backed by a strong North American intermodal network
Cargo and unit move experience for the U.S. Military, Allied Military and NATO
1 Full suite of equipment for oversized cargo, vehicles and tracked vehicles
Fully owned and operated global port facilities
Full suite of E-Commerce products (State-of-the-Art Track and Trace, EDI and so much more)
This is my 79th and final President's Corner for the DTf and I have enjoyed communicating with the membership in this way. During this period I received numerous calls from our membership on its content. I have had two jobs since my graduation from college at Southern University in 1954; the United States Army for 35 years and NDTA for 13 years. Both have been extremely enjoyable and satisfying because of the professional and goal-oriented people involved.
I take my leave of the Association knowing that our NDTA team has made a difference in many ways. The tenure of our longest serving staffers at NDTA averages 11 years and I am most proud of that, along with their many achievements. They are mission-oriented and know that they exist to support a strong defense transportation system. I thank them for their selfless service.
Although I believe we have an excellent association, there are still challenges ahead which I am sure the new leadership will successfully confront.
Joe Torsani has been Chairman of the Council of Regional Presidents (CORP) for the past 12 years. His steadfast work has been above and beyond the call of duty for a volunteer. He has chaired approximately 20 CORP meetings during this period and participated on the Forum Planning Committee and Awards Committee and performed other duties as requested or assumed. He has also been a great friend and sounding board for planned new initiatives.
In 1996, I recognized that because of our growth it would be necessary to conduct Forums and Expositions in cities where we had no chapters. We put out the call for volunteers, and the response was great. These volunteers are truly an extension of our staff. So as you move about the Forum for the next few days and observe individuals with a volunteer ribbon on their name badges, thank them for their service.
As I indicated in the August DTf, I have many groups and individuals to thank for their support. My thanks to:
• Our Board of Directors who have provided the guidance and support that have made our progress possible.
• Companies who have committed resources to be a member, exhibit, sponsor and to advertise with us.
• Northwest Airlines who has sponsored our golf tournament for 12 years.
• US Airways who has sponsored entertainment for the Chairman's Awards Dinner and Exhibit Hall for 11 consecutive years.
• United Airlines who has sponsored our Recognition Breakfast for the past 12 years.
• Landstar who has sponsored tote bags for the past 10 years.
• SatoTravel for the generous use of their headquarters for our NDTA Board Meetings for the past 13 years.
• Dollar Rent A Car who has been our official car rental company for 9 years.
• Emery Worldwide (now Menlo Worldwide/Emery Forwarding) who has provided shipping support to the headquarters for every Forum since 1991.
• The dedicated staff of Carden Jennings Publishing Company who has partnered with us for the past 10 years to produce a much improved DTf.
• Companies who are members of the Chairman's Circle. These memberships have permitted us to expand our programs.
• CEOs who have participated on the Transportation Advisory Board. Their advice has been invaluable.
In closing, I wish to thank all of you for your friendship and your dedication to improving the defense transportation system. DTJ
The C-17 Globemaster Ill 's remarkable capabilities allow it to take on airlift missions other airlifters can't Its unique strength and range means it can carry even outsize payloads farther and faster And with its one-of-a-kind landing capabilities, it can touch down on even the most austere
And nowh er e.]
airfields in 3000 feet or less. A reassuring thought to those waiting for help anywhere.
Even if it's in the middle of nowhere.
On the morning of September 11th, 2001, the United States and the Western world entered into a new era - one in which large scale terrorist acts are to be expected. The impacts of the new era will challenge supply chain managers to adjust relations with suppliers and customers, contend with transportation difficulties and amend inventory management strategies. This paper looks at the twin corporate challenges of (i) preparing to deal with the aftermath of terrorist attacks and (ii) operating under heightened security. The ftrst challenge involves setting certain operational redundancies. The second means less reliable lead times and less certain demand scenarios. In addition, the paper looks at how companies should organize to meet those challenges efficiently and suggests a new public-private partnership. While the paper is focused on the US, it has worldwide implications.
Within days of the September 11, 2001 terrorist attack, manufacturers began to experience disruptions to the flow of materials into assembly plants. For example, Ford had to idle several of its assembly lines intermittently as trucks loaded with components were delayed at the Canadian, and Mexican borders. Toyota came within hours of halting production at its Sequoia SUV plant in Indiana, since a supplier was waiting for steering sensors shipped by air from Germany, but air traffic was shut down [1]. Ford, Toyota, and other manufacturers were vulnerable to transportation disruptions because they operate a "Just-in-Time" OIT) inventory discipline, keeping material on hand for only a few days and sometimes only a few hours of operation.
It is instructive to note that these disruptions were not caused by the attack itself, but rather by the government's response to the attack: closing borders, shutting down air traffic, and evacuating buildings throughout the country. The federal government is now readying its thinking, its institutions, its communications strategy, its military response, and its domestic defense strategy for a challenge of fighting terrorism that is likely to last a long time.
Popular wisdom repeatedly recites that the war on terrorism is unlike any past war. But popular wisdom has not yet adapted to the most fundamental way in which this "war" is different. In fact, it is not so much a war as it is a new era of continuous danger. In addition, the defensive aspects of this war will be fought on the home front, not by a professional army but by business organizations and ordinary citizens endeavoring to make the interdependencies of our economy function for their own benefit, not as the weapons of the enemy.
As companies organize to face this new era, manufacturers, distributors, retailers and other firms involved in the handling of physical goods face four challenges:
• Preparing for another attack. Assuming that some future attack will be successful, companies must prepare to operate in its aftermath. Firms are vulnerable
not only to attacks on their own assets, but also to attacks on their suppliers, customers, transportation providers, communication lines, and other elements in their ecosystem.
• Managing supply chains under increased uncertainty. Measures taken by the US and other governments to improve homeland defense have burdened the global transportation system, creating longer and less reliable lead times. In addition, even small terrorist events, which have negligible economic consequences in themselves, can have disproportionate effects on demand.
• Managing relationships with the government. The war on terrorism will bring about a new era of public-private cooperation in which companies will reform their relationships with the government. All US citizens and business organizations will have a part to play in this war.
• Organizing to meet the challenge. Actions taken to defend employees, physical assets, and intellectual property will consume resources. Management must determine what to do, and how to do it in the most efficient manner, balancing the costs and benefits of security needs against other corporate goals.
One of the main tenets of military preparedness is the investment in redundancy, which can hardly be justified on the basis of its positive net present value. Preparedness is best viewed as insurance. We use this framework to analyze investments in three main categories: (i) supplier relationships and awards, (ii) inventory management criteria, and (iii) knowledge and process backup.
During the last decade, many companies reduced the number of their suppliers, developing "core supplier" programs in order to create stronger relationships with fewer, key suppliers . A counter trend took hold in the late 1990's with the Internet boom E-procurement tools and services enable companies to conduct on-line auctions and participate in commodity exchanges, expanding the number of firms with whom they do business and decreasing costs. Security considerations are likely to push more companies to abandon public exchanges in favor of private auctions (where only known and pre-screened suppliers are allowed to participate), or to abandon auctions altogether in favor of long-term relationships with suppliers. In the new era, companies may worry that their suppliers will ration their output in case of a disruption Clearly, suppliers are likely to allocate products first to customers with whom they have long-term relationships, giving this type of relationships added value in the new environment.
Since September 11, many US (as well as European) companies are reconsidering the wisdom of using overseas
2001 Accenture Award Winner, presented for the best article published in the International Journal of Logistics Management (ULM). This article is reprinted with permission from ULM, Vol 12 number 2 For more information visit www.ijlm.org.
suppliers. Offshore suppliers may be less expensive, but require longer lead-time and may be more susceptible to disruptions in the transportation system. Local suppliers may be more expensive, but are closer and therefore able to respond faster.
Instead of choosing one alternative over another, the best solution may include both - using offshore suppliers for the bulk of the procurement volume while making sure that a local supplier has the capability to fill the needs, by giving it a fraction of the business. In the terminology of insurance, the incremental cost of using the local supplier is the premium paid for the reduced risk of supply-chain disruption.
Consider the following example: a high technology company sells medical devices made by a contract manufacturer in Malaysia. The Malaysian supplier delivers the devices at $100 a piece and the devices are sold by the US company at $400 each. Fixed costs, including marketing and channel setup, have been estimated at $200 per device. Thus, the company expects a profit of:
P1 = $400 - $100 - $200 = $100 per device.
The company estimates that there is a 1 percent probability that the Malaysian supplier will be disrupted and will not be able to deliver for an extended period. This will expose the company to $200 loss per device since in case of a disruption the company will have no sales, but will still be burdened with the fixed costs. Taking this into account, the expected profit when using the Malaysian supplier is:
P2 = 0.99*{$400 - $100) - $200 = $97 per device.
A local supplier can deliver the same devices for $150 each. Under a dual supply arrangement the local supplier may be given a portion, say 20 percent of the business if it guarantees to supply all of the company's requirements should the need arise. If there is no disruption, the expected profit when using dual manufacturing will be:
P3 = $400 - (0.8*$100 + 0.2*$150) - $200 = $90 per device.
If there is a disruption, the local manufacturer will supply the devices and the company's profit will be:
P4 = $400 - $150 - $200 = $50 per device.
Taking into account that in case of a disruption the company will be able to use the local supplier, the expected profit when operating with dual suppliers is:
PS = 0.99* P3 + 0.01 * P4 = $89.6 per device.
Dual manufacturing will cost the company $7.4 per device (P2 - PS) in expected profit. This is the insurance premium. The value of the insurance is that if a disruption does occur, the company will experience a profit of $50 instead of a loss of $200 per device.
This simple example ignores the time value of money, possible penalties for not delivering and many other aspects of reality. It demonstrates, however, the value of purchasing the insurance.
Thus, one can expect some jobs to be moving back into the US, as companies trade off lower parts costs against delivery reliability. This shift is likely to be neither large nor immediate. It is unlikely that companies will forgo the benefits of low cost, high quality offshore manufacturing altogether, but rather will only hedge their bets with local suppliers. Calculation of the insurance value depends largely on assessment of the probability of a disruptive event. Even after a decision to dual-source is made, it will take time since sourcing decisions are often made several years in advance of product launch. The first signs of such strategies should be seen in the high technology sector with its short product life cycle and traditionally high reliance on offshore contract manufacturing.
Note that dual supply sources are not a new idea and they have general merits beyond responding to terror. For example, Billington and Johnson [2] describe how HewlettPackard has used "dual response manufacturing" to supply inkjet printers to North America for several years. It used a Vancouver, Washington supplier to launch the product and deal with demand peaks, while a low cost Singaporean supplier handled most of the stable production.
In response to the terrorist attack of September 11, management began to question the wisdom of lean operations using JIT processes. Some companies are ordering parts in larger quantities and increasing safety stocks to keep their assembly lines moving "just-in-case" their inbound transportation is disrupted. In addition, they plan to keep more finished goods on hand so customers can be supplied even when the manufacturing process is disrupted.
The benefits of JIT manufacturing, however, have been immense. Manufacturers not only have seen their inventory carrying costs go down - even more importantly, they have seen their product quality improve dramatically. With a JIT system, component quality problems are apparent and must be resolved. This discipline is one of the underlying principles of the Toyota Manufacturing System, which has been adopted, in one form or another, by leading manufacturers in every industry.
The challenge is to ensure that supply lines are maintained while not incurring the high costs of extra inventory. A possible solution, which can again be analyzed by using the insurance framework, is to separate the normal business uncertainties from the risk associated with another possible terrorist attack, creating, in fact, a "dual inventory" system. Under this system, typical forecasting discrepancies and business fluctuations should be covered by safety stock.
To mitigate the effect of another terrorist attack, manufacturers should keep, in addition, inventory designated "Strategic Emergency Stock." This stock should not be used to buffer day-to-day fluctuations . It should only be used in the case of an extreme disruption The costs of carrying this extra inventory represent the price of the premium for the insurance it buys.
It is unreasonable to expect managers to ignore this inventory when a service failure takes place in normal times. To make sure that the organization will not simply become accustomed to the higher level of inventory, two policies should be adopted. First, the strategic inventory should be replenished immediately in a "Sell-One-StoreOne (SoSo)" discipline regardless of daily forecasts. Second, usage of the strategic inventory should be treated in the same way that assembly line shutdowns are treated In other words, it should get top management attention and the root causes fixed at the source.
The concept of Strategic Emergency Stock is similar to the philosophy that led the US to keep Strategic Oil Reserves, which are intended to buffer the US against a severe disruption in the flow of oil. When these reserves have been used to moderate oil price spikes, they have been promptly replenished in order to maintain their availability for their primary purpose. A similar "strategic inventory" of certain key medicines is kept by hospitals for use in crisis situations .
The preparations involved in protecting companies' knowledge involve three main efforts: (i) developing backup processes, (ii) backing up the company's knowledge, and (iii) backing up the company's relationships.
Many companies have long understood their total reliance on their information technology infrastructure and have established backup sites for their critical hardware, software applications, and data.
For example, Solomon Smith Barney, the financial services firm, had 7,000 workers in the World Trade Center, all of whom, fortunately, got out in time. The company was up and running within 12 hours using a backup New Jersey site and invoking a set of emergency backup processes.
Few companies have backup emergency business processes. Such processes spell out communications protocols, chains of authority, and decision making procedures in case of damage to systems, losses in personnel and breakdown in communications.
The most precious resource of nearly every company is the knowledge of its workers. Since companies cannot afford to maintain redundant employees around "just in case," companies should insure that their knowledge is backed up. This means that critical processes should be documented and that these documents are available. When appropriate, cross training should be part of any preparedness effort.
Many companies document business processes when they are designed, but fail to keep up with their everchanging nature as these processes mutate in actual use This failure may be the impetus for a much better set of software applications, which support both the processes and their continuous documentation.
In addition to business processes, companies need to be able to salvage customer and supplier relationships. These can be protected if all interactions with customers have been documented in a Customer Relationship
Management (CRM) system. Relationships should be treated just as important as data and processes. Documenting all customer interactions can help companies pick up after a disaster much quicker.
All of these backup activities are a form of an insurance premium. Not every preparedness action, however, imposes a premium. Some strategies are beneficial to the business at any time, but take on extra significance when looked upon from the perspective of preparedness. One such notion is standardization. One of the most important tools in creating redundancy and the ability to recover quickly is standardization of business processes and practices across the enterprise. To this end, corporations with several warehouse management systems, multiple order entry systems, or several incompatible manufacturing and financial systems, are more vulnerable than companies who standardize their operations and can move personnel and processes between locations if a single location goes down.
Manufacturing supply chains involve a network of enterprises and processes, which turn a combination of raw materials into finished products delivered to the consumer. Most anti-terrorist measures will reduce the reliability of the network, challenging supply chain management processes.
Longer supply lines and system uncertainties are not new problems for supply chain managers. The globalization of manufacturing, the explosion of new products, and shortened product life cycles have burdened logistics managers with long supply lines and significant demand uncertainty. In that sense, the new era does not represent a fundamentally new challenge. Thus, the basic problem can be tackled by refocusing on known solutions, including: (i) improvements in shipment visibility, (ii) improved collaboration between trading partners and across enterprises, and (iii) better forecasting through risk pooling methods.
Many logistics managers still describe their transportation system as a "black hole" - shipments disappear when tendered to the carrier and no information is available to either shipper or consignee until the shipment is delivered. Shipment visibility tools allow shippers to track the progress of their shipments in the same way that consumers can track the flow of their UPS or FedEx shipments. Tracking industrial shipments has proved to be a significantly more challenging problem - it involves multiple carriers and "hand-offs," and it requires integration with manufacturing, inventory and purchasing. Furthermore, logistics managers deal with thousands of items every day and they need to know not only what is in-transit, but also what is available in stock, what is onorder, and when orders will be available from suppliers.
Shipment data visibility allows manufacturers to avoid plant shut down due to part shortages and allows retailers to avoid turning customers away due to unavailability of goods since such problems can be corrected early. Alternatively, a given level of service may require lower safety stocks because of good visibility and appropriate response. The cost savings associated with better forecasting and smoother operations include not only lower inventory car-
rying costs, and the avoidance of expedited shipments; it also means that warehousing facilities can be downsized and a significant amount of administrative overhead associated with unscheduled activities can be avoided.
There are several partial technology solutions available today for helping shippers find out where their shipments are, as well as helping them decide what action to take in case a shipment is late, misrouted, damaged, or otherwise in trouble. Some of these solutions are available from carriers who are tracking their own conveyance movements, while others are available from software providers who are attempting to aggregate the information from many carriers, suppliers and the company's own warehouses, and present it to shippers in an integrated fashion.
To date, most shipment tracking information is based on following the conveyance that a shipment is using or the shipment's location and status. Accurate tracking depends on timely reporting from the carriers hauling the shipment, the warehouseman storing it, or the distributor handling it. This is true for all short-range technologies including all bar codes and RF devices. New technology using tags which can communicate directly with Low-Earth-Orbiting-Satellite (LEOS) systems offers the promise of freeing consignees from their reliance on carriers and other suppliers by allowing direct communications with the shipment.
As lead-times are becoming longer and less consistent, shippers should mitigate the problem by investing in visibility tools. Even in cases in which these tools provide only a partial coverage, they help moderate the problems by allowing timely responses.
The focus of supply chain management is on interactions between enterprises in the chain. Collaboration among enterprises is what integrates the supply chain.
Since the mid 1980s, companies have devised many cooperative schemes to improve supply chain coordination. These include Vendor-Managed-Inventory (VMI) and Co-Managed Inventory (CMI) in the retail industry, Efficient Consumer Response (ECR) in the grocery industry, Quick Response (QR) in the textile industry, Just-InTime OIT) in manufacturing, andJIT II in high-technology procurement. Lately, Collaborative Planning, Forecasting and Replenishment (CPFR) is taking hold in the consumer packaged goods industry and Collaborative Transportation Management (CTM) is under development for the transportation industry. These and dozens of other such initiatives are aimed at ensuring that trading partners share information and coordinate forecasts and replenishment orders, thus avoiding the unnecessary inventory fluctuations, often referred to as the "bullwhip" effect, which arise from uncoordinated channel decisions. The bullwhip effect is described by Lee, et al. [3] based on Sterman [4] [5] and on Forrester [6].
The Internet and electronic commerce in particular have enabled new collaborative processes between companies with the development of new standards, which allow more flexible and general computer-to-computer communications. New application software hosted by third party providers allows many trading partners to access their collaborative data simultaneously.
As lead-times are becoming more variable and forecasts less certain, companies should redouble their collaboration efforts. When the consignee knows about a problem early enough, it can take corrective measures such as,
expedite shipment, go to an alternative source, or adjust its own customer's expectations.
In addition to collaborating to improve supply chain performance, companies should work both with trading partners and with industry groups to develop best security practices and share growing expertise. More than ever, corporations should realize that their long-term fate is intertwined with that of their suppliers, customers, and even their competitors. Such collaboration has many precedents and is not limited to collaboration among US companies. For example, when the supremacy of the lean manufacturing and JIT became apparent, leading Japanese manufacturers, such as Toyota, allowed researchers from the world over to study their methods. In addition, they allowed other companies, including competitors, to visit their plants and study their manufacturing systems (see, for example, Womack, et al. [7]). This is an example of the level of collaboration that will be required in the coming era.
One of the fundamentals of forecasting is that forecasts of more aggregate phenomena are more accurate. For example, forecasts of nationwide sales figures are more accurate than store level forecasts and monthly forecasts are more accurate than daily forecasts. To take advantage of this, firms employ a variety of strategies such as:
• Postponement. By delaying the decision to make, configure, label, or ship a product to a particular destination, companies can reduce their forecasting error. For example, Billington and Johnson (2000) report that Hewlett-Packard cut printer supply costs by 25 percent with modular design and postponement. Generic printers are shipped to distribution centers worldwide, where local customization (involving local transformers, power cords, and instruction manuals in local language) takes place once firm orders are at hand. Thus, HP forecasts the aggregate demand for the generic printer, while requiring a disaggregate forecast only for the local parts which are less expensive to stock and can be acquired with short lead-times.
• Build-to-order. The ultimate postponement strategy is to build items only after customer orders are known. Dell Computer has used this strategy to become the world's dominant PC maker. But even automobile manufacturers are embracing the strategy. For example, VW now delivers many of its models to German customers within two weeks of ordering. This means that VW has very few cars waiting for sale in dealers' showrooms.
• Product variability reduction. Some manufacturers have combated forecasting difficulties by reducing the number of options and items they offer; For example, many automobile manufacturers stopped offering all possible combination of features on their products and put forward "packages" of features instead. The smaller number of options allows for better risk pooling, lower variability and thus better forecasts and lower overall costs.
• Centralized inventory management. By managing inventory centrally, companies can use surpluses in one area of the country to cover for deficits in others. This is another example of risk pooling by geographical aggregation. Thus, the trend towards reducing the number of warehouses and other inventory stocking locations may accelerate as part of managers learning to operate in even more uncertain times.
In the US, executives often look at many government functions as a hindrance to the smooth operation of the economy. Defense, however, is one of the few roles virtually no one wants the government to leave undone. In fact, the creation of an Army and a Navy were contemplated in the US Constitution.
The US government has taken the first step in organizing for the new environment by establishing the Office of Homeland Defense.
The office is charged with coordinating the efforts of the various defense, intelligence, emergency response, health services and related agencies. The challenge is enormous, but the government is slowly rising to meet it. Protecting private interests, however vital to the nation, is still the purview of the owners of those private assets.
Recognizing the important role that government will play in the new era, and recognizing that government cannot do it alone, corporate executives need to start considering the government, both federal and local, as a partner in corporate life. Some possible collaborative avenues include the following:
• Use of the vast government know-how on the nature of threats and ways to deal with them. At the same time, corporations who may be subject to attacks have an obligation to inform local law enforcement and rescue agencies about their vulnerabilities. Companies in particularly sensitive businesses, such as nuclear power generation and chemical manufacturing, are already subject to laws that require them to do so. In the new era, corporate executives should consider possible threats and work with local authorities even when they are not legally obligated.
• Many American corporations have operations all over the world and may possess information that is important to the national defense. Following the Cold War tradition, many corporations and individual executives may increase the level of information sharing with the US government.
The US has started to settle into a new long-term reality. This reality is marked by added security costs, added administrative costs, and longer, as well as less certain transportation times. However, the nation has not yet developed new long-term procedures that will be necessary to deal with the threats efficiently. The delays shippers and carriers experience today will be reduced as the US develops a more sustainable security system. Thus, management should not over-react to current transportation delays and added administrative costs.
At this point, the philosophy behind cargo security checks mirrors airport checks in the US; inefficient and not very effective. By and large, US checkers at airports give the same level of attention to every passenger who goes through the system. In contrast, leading airports in Europe and Israel have always used an advanced "profiling" system to pre-screen, conduct quick interviews and then check more thoroughly certain passengers, while letting others go through.
Similarly, many of the current processes used to insure the security of freight flows are inefficient and do not "scale" up. The cost of stopping and checking all trucks at the Mexican or Canadian border or at a city's limits is unsustainably high.
The freight equivalent of "profiling" is the use of certified carriers and shippers. Current government efforts are aimed at carriers with whom cargo liability lies. These carriers will have to be certified, based on training and a prescribed set of security processes. In addition, shippers should be certified as well for having approved security processes in place. Thus, for example, trucks owned by certified carriers hauling shipments from certified shippers may be waved through check-points (or just spotchecked). The idea of certifying the source (warehouse, plant, etc.) where a shipment is packaged is foreign to current regulations, which are aimed at carriers. As US businesses have learned from the quality movement, acting at the source can be both more efficient and more effective.
A version of this idea is included in FM Directive 10801-10 and its more recent "Cargo Revised Emergence Amendment". The FM attempts to distinguish between "known shippers" and "unknown shippers" in setting up procedures for acceptance of cargo by air carriers. The FAA does not address carrier certification since it is already familiar with all the air carriers. The problem of certifying carriers is most acute in the trucking industry.
Corporations may take upon themselves some of the burdens of providing security. Shippers will be responsible for checking and sealing trailers at the origin, as well as checking the background of their transportation managers and warehouse and dockworkers. Carriers will develop security procedures for routing and scheduling sensitive cargo and check the background of all their employees. In addition, certified carriers will have the ability to track each of their vehicles at any point in its journey and be automatically alerted if the journey pattern changes.
Leading carriers and shippers should work with the government on the creation of the certification program. Such certification programs are similar in nature to the ISO 9000 programs used to certify quality. In fact, the government may choose to relegate the certification to private organizations, creating a structure similar to the quality programs.
Interestingly, US Customs Commissioner Robert Bonner laid out a vision of a similar system in a speech at an importers conference on November 27, 2001. He suggested a government security certification program similar to the ISO 9000 quality certification process. Companies will be able to use a "fast lane" to enter the US if, for example, they will have certifiably secure processes at their loading docks and their offshore suppliers plants, if they share the cargo information with the customs service in a timely fashion, if they use electronic seals on their containers, etc. [8].
More than 800,000 hazardous materials shipments move every day in the US alone, 94 percent of which are moved by truck. The transportation of hazardous materials deserves special attention in the fight against terrorism. The main elements of the existing system are:
• The Emergency Planning and Community Right-toKnow Act require that detailed information about hazardous substances in or near communities be available at the public's request.
• The US Department of Transportation employs a labeling and placarding system for identifying the types of hazardous materials that are transported along the nation's highways, railways, and waterways. This system enables local emergency officials to identify the nature and potential health threat of chemicals being transported.
• In 1986, Congress passed the Superfund Amendments and Reauthorization Act (SARA) of 1986. Title III requires that each community establish a Local Emergency Planning Committee (LEPC) to be responsible for developing an emergency plan for preparing for and responding to chemical emergencies in that community. The LEPC is required to review, test, and update the plan each year.
The systems that are in place are aimed at efficient response to an accident involving hazardous material. Proposed new legislation increases fines for non-compliance and strengthens the US Department of Transportation inspectors' authority to inspect cargo in transit. Separate legislation is aimed at tightening the rules for obtaining commercial driver's licenses.
These legislative moves are appropriate and timely. The threat of terrorism calls for further control of the movements of hazardous materials so that the authorities can react after a trailer-load or a rail car loaded with hazardous materials is reported missing, but before it is used in a terrorist attack. To this end the US may create a "HazMat Transportation Control System" similar to the air traffic control. Before trucks or rail cars will be allowed to depart they will file a "flight plan" and be tracked to that plan throughout their journey. Deviations from the plan can be checked.
Modern, large corporations have access to extensive resources, which in many cases rival public resources. Some of these resources may have to be used as part of the homeland defense effort during wartime.
This idea is not new, for example, US sealift strategy includes the use of the Merchant Marine fleet in case of war according to the Merchant Marine Act of 1936. The Civil Reserve Air Fleet (CRAP) was similarly established to organize civilian airliners to augment regular military airlift capability in a military emergency.
Corporations should get ready to join in the national defense and in the rescue and recovery efforts that will follow. The corporate function that can provide the most help is logistics and transportation management. Logistics professionals should organize in every area of the US to prepare and help FEMA, the Red Cross and other agencies charged with alleviating emergencies and rebuilding affected communities. Most of these preparedness efforts involve activities such as the creation of local databases regarding the availability of transportation capacity to haul people and materiel; heavy earth moving and construction equipment; warehouse space and shipping and handling equipment; and, computers and communication hardware.
Many of the actions required for security and preparedness are in conflict with traditional corporate goals and processes. Consider, for example, the following tradeoffs:
• Repeatability vs. unpredictability. In order to be sue-
cessful and reduce the cost of performing their everyday activities, companies establish repeatable processes. Doing the same task over and over again means that workers get good at it; it is easy to measure and perfect, and easy to manage. In fact, when processes differ from the norm, employees generate another process to deal with exceptions - in an attempt to standardize even the outliers. Many aspects of security, however, require that companies be less predictable. For example, daily changes to the route that a truck carrying hazardous material is using, or frequent changes to password systems and other entry control systems to computers and facilities increase security.
• The lowest bidder vs. the known supplier. To enhance security, companies may choose to deal with fewer suppliers on a long-term basis (as mentioned in the section Supplier Relationships), but there might be substantial costs incurred in doing so. New suppliers often offer more competitive prices and they may bring with them new ideas and innovative processes. The same rationale applies to the choice of local vs. overseas suppliers.
• Centralization vs. dispersion. In order to pool the forecasting risk, companies should manage inventory centrally (see the Inventory Management section). Indeed, many corporate activities, from the provision of information technology to office work, are conducted better in a central location. But, security considerations call for dispersion of both assets and personnel in order to mitigate the effect of any local terrorist attack.
• Managing risk vs. delivering value. The costs associated with new security measures are likely to be significant. The success of such activities cannot be measured by the value they deliver to customers, employees or shareholders day in and day out. Instead, these measures will be most successful if they are never actually tested. Consequently, it will be difficult to keep vigilant and keep investing in assets, personnel, inventory and processes that do not deliver value in the short term.
• Collaboration vs. secrecy. Increased collaboration among enterprises makes supply chain management more efficient and avoids some of the increased costs of longer and less certain lead times and demand patterns (see the section Improved Collaboration). One of the tenets of security, however, is secrecy. While corporations may be exposing more of their data and internal workings to others and even sharing information about security measures with other corporations, they have to do so without compromising security.
• Redundancy vs. efficiency. The preparatory steps that corporations may be taking regarding procurement policies, inventory management and knowledge backup (see the section Preparing for Another Attack), involve the creation of redundancies in the system - be it extra supplier capacity, extra inventory, or backup equipment and processes. Such redundancies are, by their very nature, in direct conflict with lean operations. Redundancy calls for a "just-in-case" mentality while modern operations are organized around just-intime systems. The challenge in creating the required redundancies is to minimize their adverse effects and possibly, use them to create value.
• Government cooperation vs. direct shareholder value. Many executives are conditioned to put near-term shareholder value above all other considerations. The
new environment may require cooperation with government and other companies, including competitors, even at the expense of short-term profit and near-term shareholder value.
Just as the US has created an Office of Homeland Security, companies will often find it necessary to create a new office headed by a "Chief Security Officer" (CSO). The CSO must be, first and foremost, a businessperson who is familiar with the enterprise and in getting things done in a corporate environment. Organizations, perhaps like individuals, are subject to a strong temptation to return to normalcy. They gravitate toward return to the days when nobody had to worry about terrorism and bioattacks. The CSO and the security organization will have to continuously fight this temptation. They will face many of the trade-offs mentioned above on a daily basis, and will have to create the constituency to follow through with the required investments and changes to corporate life. Military or law enforcement background may not be the right mix for CSO candidates. Outsiders may be quickly marginalized in a corporate environment, unless they can understand the business itself and the trade-offs it routinely makes and argue for just the required measures and no more, while taking into account the normal business mission and objectives.
The CSO should be the place in the organization where the various security schemes will be coordinated and tested, making sure that the enterprise can continue after an attack and that the emergency processes complement each other. For example, while it is clear that dispersion of work and personnel is a reasonable strategy to contain damage from physical terrorist attack; this strategy makes the enterprise more vulnerable to an Internet virus or worm attack that will impede communications and distributed applications.
Another major business-preparedness role, which the CSO office should coordinate, is the use of simulation and optimization models to test various scenarios. Such models are readily available and can be adapted to contingency planning in terms of operating partial networks, using different ports of entry, responding to massively different demand scenarios, and adapting warehousing strategies to changing conditions.
The CSO's task, however, is much bigger than establishing and testing contingency plans. No Chief Security Officer or security organization will be successful unless the culture of the enterprise adds security consciousness to its daily life. Thus, companies that will best survive terrorist attacks will be those whose employees have internalized a set of intelligent applications of security measures and the needed backup emergency processes. In that sense, the security challenge is similar to the drive to create a sales culture during the 1970s and the quality challenge of the 1980s.
Efforts aimed at security can actually improve corporate performance and the preparation should be put in place with an eye towards reaping such "collateral benefits". For example, better security measures can help reduce theft, embezzlement, and loss of intellectual property. They can help cement relationships with trading partners and accelerate the work of standard-setting organizations. Participation in community-wide efforts can also help the corporate image. Beyond the image, such efforts can empower employees and inject new meaning to their
jobs, as strong corporations will be seen not only as a source of economic security to individuals, but also as contributors to the greater good of the nation.
Terror is not a new world phenomenon and the US itself was no stranger to either suicide bombing or terrorist plots or attacks, especially in the last decade. But, the September 11 attack demonstrated the magnitude of the struggle in the new era and its far-reaching dimensions.
While European governments are in support of the US war on terrorism, it is the US that is the target of the current wave of terrorism and it is the US who is leading the charge against it, thereby exposing itself to retaliations.
This struggle will challenge not only the armed forces of the US and its intelligence and law enforcement institutions, but it will change the way citizens in the Western world lead their lives and the way corporations conduct their business.
In this paper, the focus was on getting back to business in the new environment: cooperating with the government and adding security measures in order to prevent new attacks from taking place; creating redundancies so that enterprises can withstand such attacks; and, changing corporate processes to cope with the heightened security environment. DTJ
[1] Ip, G., 11 As Security Worries Intensify, Companies See Efficiencies Erode," Wall Street Journal, September 24, 2001, p. 1.
[2] Billington, Corey and Blake Johnson, 11 Creating and Leveraging Options in the High Technology Supply Chain," Journal of Applied Corporate Finance, forthcoming.
[3] Lee, Hau, P. Padmanabhan and S. Whang, 11 The Paralyzing Curse of the Bullwhip Effect in a Supply Chain," Sloan Management Review, Spring (1997), pp. 93-102.
[4] Sterman, John D., 11 Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment," Management Science, Vol. 35, No. 3 (1989), pp. 321-339.
[5] Sterman, John D., 11 Misperceptions of Feedback in Dynamic Decision Making," Organizational Behavior and Human Decision Sciences, Vol. 43, No. 3 (1989), pp. 301-335.
[6] Forrester, Jay W., 11 Industrial Dynamics: A Major Breakthrough for Decision Makers," Harvard Business Review, Vol. 36, No. 4 (1958), pp. 37-66.
[7] Womack James, Daniel Jones and Daniel Roos, 11 The Machine that Changed the World: The Story of Lean Production," Rawson Associates Press, (1990).
[8] O'Reiley, J., 11 Under Pressure," Inbound Logistics, (October 2001), pp. 62-65. Acknowledgements
Yossi Sheffi is a Professor at the Massachusetts Institute of Technology where he leads the School of Engineering's Center for Transportation Studies as well as the newly launched Masters of Engineering in Logistics program. He received his Ph.D. from MIT and is an expert on logistics and supply chain management, carrier management, and electronic commerce. Dr. Sheffi is the author of a textbook and over 50 technical publications. He can be reached at: Massachusetts Institute of Technology, MIT Center for Transportation Studies, Rm 1-235, 77 Massachusetts Avenue, Cambridge, MA 02139. Phone: 617/253-5316. Fax: 617/253-4560. E-mail: she{fi@mit.edu.
FRIDAY, SEPTEMBER 27
5:00pm-7:00pm Registration Desk Open
SATURDAY, SEPTEMBER 28
8:00am-5:00pm
8:00am-5:00pm
I 0:45am-6:00pm
6:00pm-1 0:00pm
Registration Desk Open
" Do It Yourself Activities"
Golf Tournament-Grandover Resort (Buses depart Sheraton at 10:45 am and return by 6:00pm.)
Evening Event: Smokey Joe's Cafe at the Barn Dinner Theater
SUNDAY, SEPTEMBER 29
7:00am-4:00pm
8:00am-5:00pm
8:00am- I 0:00am
I 0:00am-Noon
Noon-4:00pm
I :00pm-3:00pm
3: I Spm-4:45pm
5:30pm-1 0:00pm
Registration Desk Open
"Enduring Freedom Display"
Chapter Officers and Members Workshop
Sunday Brunch
Exhibitors Set-up
Annual Forum Commencement Ceremony
A-35 Committee Meeting
NDTA Scholarship Event: A Night ofjazz and Art
MONDAY, SEPTEMBER 30
7:00am-5:00pm
7:30am-8:45am
8:00am-8:45pm
8:00am-5:00pm
9:00am-1 I :00am
I 0:30am-4:00pm
Noon - I :45pm
2:00pm-3:30pm
4:00pm-5:30pm
5:30pm-6:30pm
Registration Desk Open
NDTA Scholarship/ Recognition Breakfast
" Enduring Freedom Display"
Exhibitor Set-up - must finish by 5pm
Military Units Awards Ceremony
Spouse Tour: Trip to Replacements Ltd and FumitureLand South
Luncheon Speaker
Transportation Security
SESSION A: Transportation Freedom ( 15 min Q&A)
Regional President's Meeting
Exhibitor's Appreciation Reception
MON DAY Cont'd
6:45pm-8:45pm
9:00pm-1 I :00pm
TUESDAY,
7:00am-5:00pm
7:30am-9:00am
8:00am -7:30pm
8:00am-5:00pm
8:30am-4:00pm
9: I Sam- I 0:00am
I 0: I Sam- I I :30am
Noon-2:00pm
2:00pm-3:30pm
2:30pm-5:30pm
3:30pm-4:45pm
3:45pm-5:00pm
President's Reception and Grand Opening of Exhibits, Period I
A-35 Duck Race/ NDTA Scholarship Event North Carolina Revue
Registration Desk Open
Exhibit Period II - Continental Breakfast
"Enduring Freedom Display"
Chairman's Awards Dinner Sign - Up
Spouse Tour: Trip to Mayberry
Motivational Speaker: Scott Friedman, 'Touching Minds, Hearts and Funny Bones "
SESSION B: Air Transportation Security (15 min Q&A)
Exhibit Period Ill
Exhibits Revisited : Refreshments and Buffet Lunch (Exhibit Hall)
SESSION C: Maritime Security (15minQ&A)
Exhibitor Teardown Time
Refreshment Break
SESSION D: Surface Security (15 min Q&A)
6: I Spm-7: I 5pm Annual Forum Reception
7:00pm-10:30pm Chairman ' s Awards Dinner (Black Tie Preferred)
I 0:30pm-Midnight SatoTravel/Dollar Rent A Car Hospitality Time
WEDNESDAY, OCTOBER 2
7:00am-1 0:O0am
8:00am-8:30am
8:30am-9: I Sam
9:30am- I I :45am
Noon-2 :45pm
3:00pm-4:00pm 4pm
Registration Desk Open
Breakfast Bar
SESSION E: Security at the Nodes and Program Wrap-up ( 15 min Q&A)
Annual Board Meeting and Membership Assembly
International Awards Luncheon
Exhibitor's Grand Prize Drawing
Official Close of Forum
Jeff C . Crowe Chairman of the Board NDTA
First and foremost, I would like to welcome you all to our 56th Annual Transportation and Logistics Fornm and Exposition. We certainly missed getting together last year, however, this year's Forum and Exposition brings us together in a time where transportation security issues are in the forefront of our national agenda. The aftermath of September 11th will be felt by the United States for many years. These changes are most evident in the US Transportation Industry. Transportation feeds the American economy and transportation security can no longer be taken for granted
This year's theme "Transportation Security - Global Changes, Challenges and Solutions" is a timely topic due to the nation's current challenges. Each of the Fornm sessions will focus our attention and efforts on understanding the issues relevant to furthering development in transportation security. The goal of the sessions is to take hold of these issues and articulate practical solutions.
I am honored to welcome our keynote speakers, moderators and panelists, who are participating in this year's program. Let me extend special thanks to Mr. Fred Smith, Chairman of Federal Express, and General John
Handy, Commander in Chief, US Transportation Command, for accepting our invitation to share the role of keynote speakers at the Forum Commencement Ceremony. We have an exciting professional program planned, which will be demonstrated over four professional sessions. All moderators and panelists are respected representatives from both industiy and the services they represent. I urge you to attend all sessions and come prepared to offer useful insight during the question and answer periods.
I want to thank our corporate members for their support in sponsoring the scholarship events. Thanks to our exhibitors who exceed expectations each year. Thanks in advance to the headquarters staff of NDTA and the dedicated group of volunteers who work diligently to make the Fornm a success each year. I look forward to seeing you during the Forum.
Jeff Crowe Chairman of the Board
Ms. Mary Ann Wagner President, XIO Strategies
Welcome to Greensboro! It is a pleasure and a privilege to co-chair the 56th Annual NDTA Transportation and Logistics Forum and Exposition. This Forum promises to be one of our liveliest ever, with the excitement beginning with the golf tournament at the Grandover Resort and Conference Center and lasting through our International Awards Luncheon on Wednesday. We encourage you to enjoy the beauty of the surrounding area. Greensboro is a growing industrial center named after Major General Nathaniel Greene , commander of the Continental Army during the Revolutionary War.
The theme of this year's Forum is "Transportation Security - Global Changes , Challenges and Solutions."
This year's theme is a direct result of the terrorist acts of September 11th, when an element of our transportation system was used as a weapon of mass destruction. We will look at security and how it relates to air transportation , surface movement and maritime.
BG Barbara Doomink. USA Deputy Commanding General and Director of Operations, MTMC
There will also be a discussion on how to encourage people to travel in order to maintain the health of the transportation industry, which is key to the Defense Transportation System (DTS). The critical importance of training and education for the transportation industry, especially in strengthening the safety and security of the American people , will be an important topic for the Forum. In addition , we will look at security at the nodes and wrap up the sessions by addressing issues discussed throughout the Forum and their implications for security at the modal interfaces. Our moderators and panelists from government and industry will share their ideas and vision of transportation security It is an opportunity to benefit from their knowledge, as well as to engage in question-and-answer sessions. The sessions should prove to be educational and provide all attendees an opportunity to evaluate their own ideas about "Transportation SecurityGlobal Changes, Challenges and Solutions." Door prizes will be awarded at the conclusion of the last session of each day, and as always, YOU MUST BE PRESENT TO WIN.
Along with our professional program, there are a number of social events planned for your enjoyment. We urge you to support "A Night of Jazz and Art," "North Carolina Revue," and all other events that benefit the NDTA Scholarship Fund. Visiting the exhibit hall, with over 150 booths, presents an opportunity to see the best in the transportation industry. We look forward to meeting all of you over the next five days and again we welcome you to Greensboro and the 56th Annual NDTA Transportation and Logistics Forum and Exposition.
Ms. Lori L. Brooks Key Account Director - Govt , Six Continents Hotels Mr. Denny Clifford Director, Military and Govt Sales, Northwest Airlines, Inc.
Kay Anderson Hager Director, Business Solution s, C arlson Wagonlit Travel Mr. Rocky Mobaraki Director, Governmen t Sales, The Hercz Corp Ms. Mary Sarkis Regional VP, Intermediary Marketing, Choice Hotels International
Patrick V. Murphy, Jr. Partner, Gerchick-Murphy Associates
P.
Reinhart Chief Executiv e Officer, Maersk Line, Ltd.
continued
Mr. Michael Sacco President, Seafarers International Union
Ms. Bethann Rooney Manager, Port Security, The Port Authority of New York & New Jersey
Mr. Daryl Deel CEO, R&R Trucking
Mr. Gary Hartter President, Landstar Carrier Group
2 Oct, 8:30-9: I Sam
Mr. Ronald W. Drucker Immediate Past Chairman, NDTA
Mr. Patrick V. Murphy, Jr. Partner , Gerchick-Murphy Associates
RADM Stephen Rochon, USCG Dir., Office of Intelligence & Security, US Dept of Transportation
Mr. Charles E. Dettman Exec VP, Safety & Operations Assoc. of American Railroads
Mr. William Lucas Deputy to the Commander, MTMC
Ms. Lori L. Brooks Key Account Director - Govt., Six Continents Hotels
RADM David L. Brewer, 111,USN Commander , MSC , Department of the Navy
Gary Hartter President, Landstar Carrier Group
Lieutenant General Edward Honor's contributions to the effectiveness of the Defense Transportation System, the partnership of the government and commercial transportation sectors, the image and health of the National Defense Transportation Association, and the strength and security of his country are truly impressive After thirty-five years of exemplary military service, he accepted the leadership of NDTA and made it the definitive "Voice of Defense Transportation."
Recognizing NDTA's outstanding potential to be of service to both government and industry and to be the associational home for military and civilian transporters, General Honor took on the task of growing the association and placing it on a .finn financial footing. He was phenomenally successful , increasing individual membership from 4200 to a high of 8400 , and expanding corpo-
Conference and the MTMC Symposium, with an average of 150 exhibits per exposition. Through these expositions, as well as through increased attendance at the outstandingly organized and directed annual NDTA Forum, through improving the quality of contents and appearance of the Defense Transportation Journal, and through a myriad of other means , General Honor significantly improved the standing of NDTA in the eyes of government and industry
In order to facilitate government/ industry partnering, General Honor revamped the national committee structure, adding a Passenger Travel Committee , a Surface Committee, and a Technology Committee, which would later be subsumed under a broader Business Practices Committee. He assisted in streamlining the Board of Directors , and he established the Transportation Advisory Board , a board which provides President, NDTA rate membership from 47 companies and organizations to 200 Financially, he significantly increased the cash reserves of the Association and paid off the mortgage on the National Headquarters' suite of offices , which he had also expanded His prescience concerning the cash reserve was validated when the association's finances weathered the canceling of the 2001 National Forum following the events of September 11th . His success in increasing revenues for both the Association and its foundation allowed him to revise the NDTA scholarship program to include graduating high school students and to exponentially increase the value of the scholarships themselves from a total award of $1000 in 1990 to $30,000 in 2002. He was also able to increase the recognition awards program for both individual and corporate members and to add reserve units to the military unit awards program. For the Association's employees he instituted incentive pay and established a savings and investment retirement program.
Under his leadership NDTA expanded its sponsorship of industry expositions from the one it always sponsored at its own annual Forum to three , including the Navy ' s Training
strategic advice to the Commander-in-Chief, U.S . Transportation Command. 1n these new or reorganized committees and boards, whose meetings General Honor seldom missed, leaders from throughout the transportation community came together to take on the challenges facing them in the last decade of the Twentieth Century. On issues ranging from the development of parameters for the Civil Reserve Air Fleet to how best to activate ships from the Ready Reserve Force in support of Desert Storm, NDTA provided the expertise and tl1e opportunity for industry and government to work together to find optimum solutions. 1n the aftermath of September 11th, NDTA again brought industry, government, and military experts together to develop a white paper detailing the initiatives necessary to secure the transportation system against terrorist attack without crippling our economy. The association then inlmediately began working to realize those initiatives.
The National Defense Transportation Association takes pride in recognizing lieutenant General Edward as recipient of the National Transportation Award forihe year 2002.
1976 Russell E. Garrett
George F. Boyd
W. T. Beebe
1953 William Francis Gibbs
Daniel J. Haughton 1954 L. B. Delong
1955 Charles H. Weaver
1956 Dr. Donald W. Douglas
1957 Donald J. Russell
Juan T. Trippe
1967 Frank A. Nemec
1968 Stuart T Saunders
1969 Austin J Tobin
1958 William T. Fa r icy 1970 Thomas B. Crowley
1959 Robe r t G LeTourneau 1971 William M Allen
1960 Stephen D Bechtel
1961 Morris Forgash
1962 Sen. Warren G. Magnuson
1963 Congressman Warren Harris
1972 W Thomas Rice
1973 Robert W Prescott
1974 Welby M. Frantz
1975 Robert J. Pfeiffer
Dr. George E. Mueller
William T. Seawell
Prime F. Osborn Ill
W. James Amoss Jr.
L. Stanley Crane
Edwin L. Colodny
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
1999 Michael Sacco
2000 Tim Rhein
2001 Raymond P. Ebeling
Majar General Kenneth L. Privratsky, Commanding General of the US Army Military Traffic Management Command at Alexandria, Virginia, since July 1999, is a most worthy recipient of the National Defense Transportation Association's Department of Defense Distinguished Service Award. His untiring efforts to leverage industry's best practices, streamline and strengthen MTMC's worldwide organization, and partner effectively with industry to achieve the best value for Department of Defense customers have resulted in a surface transportation and traffic management transformation that has benefited customers in every facet of Defense Transportation. He has clearly demonstrated outstanding leadership and innovative managerial skills in shaping the future of the Defense Transportation System.
By adopting industry best practices,
MG Kenneth L.
Commanding General, MTMC under General Privratsky's leadership MTMC benefited from the expertise and experience of its industry partners in meeting Department of Defense surface transportation requirements. An Integrated Process Team, consisting of government and ocean carrier industry participants, developed the Universal Services Contract 03, which produced best value, time-definite deliveries, and expanded routes for MTMC customers. This effort rewrote and reformed a decades' old approach to worldwide sealift contracts and transformed a $400 million annual contract from an incredibly detailed and complicated document into a simplified, performance-based contract.
By streamlining and strengthening MTMC's worldwide organization, General Privratsky achieved greater operational effectiveness and efficiency with a smaller organization. Since the creation of the MTMC Operations Center at Fort Eustis in November 2001, the Military Traffic Management Command is operating with a single, global operations center for the first time in its 37 years of existence, and all three of the organization's geographic transportation groups report to it.
General Privratsky set new standards for MTMC's partnering with industry, always opting for open communication and
frank dialo gue with MTMC's indu stry partners whenever new challenges arose, and in doing so achieved outstanding results for its DoD customers. For three consecutive fiscal years, MTMC, with industry cooperation in controlling costs, cut its port operations, privately owned vehicle, and liner-overocean transportation rates, reducing port operations rates by 38 percent, privately owned vehicle rates by 15 percent, and liner ocean transportation rates by 8 percent. The rate reductions reflect a return of $77 million in operating savings to MTMC customers.
The kind of trust and confidence General Privratsky engendered between the industry and MTMC led to imaginative initiatives for removing the middleman, where suitable commercial practices could be employed. These include the trend, encouraged by General Privratsky, toward direct booking and
utilizing carrier websites, thus slashing the time required to book shipments from one day to 20 minutes.
MTMC in partnership with industry and employing industry's best practices continues to cut customer wait times by an average of 15 percent through its participation in the Strategic Distribution Management Initiative. Ocean transportation is now providing consistent, timely, and synchronized global services to DoD customers, and the expedited shipments reduce the need for excess inventories.
Surface transportation shipments within the Defense Transportation System are the most efficient in history, and MTMC has undergone a transformation in organization, processes, and training to prepare it for continued mission success in the twenty-first century. Major General Privratsky's leadership and innovativeness have been critical to the achievements of the Military Traffic Management Command. It is fitting that this outstanding Transporter is the recipient of the National Defense Transportation Association Department of Defense Distinguished Service Award for 2002.
1966 Col Paul Spivey, USAF
1967 RADM Edward F. Metzger, USN
1968 COL William E. Burton, USA
1969 Mr. Roland L. Guyotte Jr. (MTMTS)
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. Carlton, USAF
1978 COL John J. Kirchenstein, USA
1979 Maj Gen Charles C. lrions, USAF
1980 Honorable Paul H. Rrley, 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. Fogleman, USAF
1995 Mary Lou McHugh
1996 VADM Philip M. Quast, USN
1997 LTG Hubert G. Smith, USA (Ret.)
1998 Gen Walter Kross, USAF
1999 VADM James B. Perkins, 111
2000 Mr. William Lucas, SES
200 I LTG Daniel G. Brown, USA
Mr. Joseph A. Torsani, Jr. Chairman, Council of Regional Presidents, and President, Atlantic Region NDTA
Dr. Joseph G. Mattingly, Jr. Assistant Dean, Emeritus, University of Maryland, and Past Editor, DTJ
LtCol Dale Colaianni distinguished himself in the performance of outstanding service to the United States of America while serving as the Director of Logistics for the 3rd Air Expeditionary Task Force, United States Air Forces in Europe, Ramstein Air Base Germany, where he established a logistics support base for all humanitarian assistance to Afghanistan and provided superb Operation Enduring Freedom support, orchestrating over 230 air-land and airdrop sorties and delivering over 10 million pounds of combat and humanitarian aid. Through his astute leadership, he built a US Air Force, US Army and German Army coalition team for what Secretary of Defense Rumsfeld called "The largest humanitarian assistance program in history, [which] would not have been possible without swift and effective military efforts of coalition forces."
The team made military airlift history with the first-ever C-17 four-ship, high-altitude airdrop of humanitarian supplies for twenty six million Afghan people. In addition, his efforts directly contributed to the decisive victory in the strategic battle for Mazar-e Shariff. His team was the lynchpin in meeting the compressed response requirements to rig and airlift munitions for airdrop to forces actively engaged in combat operations. The industry, joint, and coalition relationships he fostered through his membership in the National Defense Transportation Association facilitated his ability to build the multi-disciplinary team he needed to respond to the challenges of the war. The distinctive accomplishments of Lt Col Colaianni exemplify the highest ideals of the National Defense Transportation Association, as he made significant contributions to our ability to achieve national objectives in the War Against Terrorism.
Maj. Donna Johnson led our A-35ers in the Washington, DC chapter during the last two years , marked by great challenges during the past year since the tragedies of September 11th As with the rest of the military community and defense contra ctors, she took on the increased pressures at her command while simultaneously maintaining visibility of the A-35 Committee to keep her young men and women focused on how they could best contribute to their country.
Major Donna Johnson has made transportation her career, rising through the ranks with challenging positions in transportation at the base level, HQ level and OCONUS assignments In little more than a decade since her commission as a distinguished Tuskegee University ROTC graduate in 1989 , she has experienced first hand the requirements for supporting the war fighter and demonstrated the capacity to greatly improve the Defense Transportation System She made excellent use of these abilities in her just-completed posting as Chief of Plans/Projects Automation Branch at Headquarters, Military Traffic Management Command.
Her enthusiasm has been most evident in her involvement on the local and national levels of NDTA. She is the current chairperson of the Washington, DC Chapter A-35 Committee This committee, under her leadership, has raised over $20 ,000 for the Washington , DC Chapter Scholarship Fund through the A-35 sponsored Valentine ' s Day Auctions . On her own initiative Major Johnson also initiated a clothing drive, collecting, wrapping and delivering the clothing by herself.
Maj . Johnson has made many contributions to her profession She briefed the National Surface Subcommittee on the MTMC Carrier Qualification Program and its impact on surface movement safety. Her assignments have taken her to Desert Shield/Storm , to Yokota AFB as Aerial Port Duty Officer, and to Headquarters, Air Mobility Command as Air Transportation Management Officer for the European theater channel transportation system
Maj . Johnson ' s experience and education reflect the level of technological expertise now demanded of the modern military transporters and logisticians. Her exuberance and dedication reflect the commitment of the A-35ers everywhere. She is definitely deserving of this year's military International Junior Executive Award.
Mr Adam Pincus distinguished himself in the performance of outstanding service to the Department of Defense, the transportation industry , and the National Defense Transportation Association as Chief Executive Officer of MAJIC Transport and Treasurer of the NDTA San Antonio Chapter.
Mr Pincus has been San Antonio Chapter Treasurer for several years and successive audits of the financial records attest to his thoroughness. In previous years, he has served as Vice President for the Chapter and currently serves on the Chapter Scholarship Committee as well He also serves as the Southwest Region A-35 Representative and his leadership in the A-35 arena helped the chapter increase its A-35 membership by 39 new members , representing a 100 percent jump. He started chapter involvement in the local Food Bank project and has insured continued participation in this important community effort by providing the benefits of his corporate expertise and hands-on experience. He provided guidance to current A-35 members for organizing National Transportation Week activities; and established liaison with the Mayor's office for the signing of the annual National Defense Transportation Day Proclamation
As owner of MAJIC Transport , he is a member of Landstar's Million Dollar Club and was one of only five agents out of a field force of 1,050 to be nominated for the company ' s General ' s Award. In his 12 years of business , he has generated over $25,000,000 in revenue. Most companies of comparable size can only dream of such productivity. He is recognized in a brother transportation organization, the San Antonio Transportation Association, as a superstar representative of the NDTA. MAJIC Transport is one of the sponsors of the annual San Antonio Chapter NDTA golf tournament and was a cosponsor of this years bowling extravaganza In these and other ways Mr. Pincus supports the Chapter and the community.
His performance over the past year directly contributed to the San Antonio transportation community's recovery from the traumatic terrorist acts of September 11th and brought great credit to the National Defense Transportation Association Mr. Pincus is truly deserving of recognition as the recipient of the civilian National Defense Transportation Association Junior Executive Leadership Award for 2002.
Category I - ITA Honshu Chapter • Category II - San Antonio Chapter
Category Ill - Washington D.C. Chapter
Top Overall Recruiter - Major David Preston, Greater Kansas City Chapter
Top A-35 Recruiter - Major David Preston, Greater Kansas City Chapter
Top Corporate Recruiter - Mr. Ron Conardy, Transportation Management Training
American Roll-On Roll-Off Carriers
APL Limited
Choice Hotels International
Dollar Rent A Car Systems, Inc.
Menlo Worldwide/Emery Forwarding
Hertz Corporation
Landstar System, Inc.
Maersk Sealand
National Air Cargo, Inc.
Southwest Airlines
Thrifty Car Rental
Totem Ocean Trailer Express, Inc.
Transportation Institute
United Airlines
US Airways
The Honshu Chapter is a model chapter and truly defines the objectives of the National Defense Transportation Association. The Chapter doubled its membership this year for the second year in a row through intense recruiting and by perlorming as true stewards and ambassadors of NDTA. This membership, which now stands at 150 members, is very diverse and experienced. The civilian sector comprises approximately 30 percent of the Chapter, and these members come from over 20 companies. This gives the Chapter the ability and credibility to discuss a wide range of transportationrelated issues. These members are very active, dedicated, and enthusiastic about their chapter duties and NDTA as a whole.
The Chapter gave back to the community by providing college scholarships, sponsoring a local Japanese orphanage, and donating to numerous worthy causes. The Chapter hosts two golf tournaments per year and invites members of the local community, members of the Japan Self-Defense Force, and government officials. The proceeds from these tournaments benefit the Honshu Chapter Scholarship Fund. This year's tournaments raised over $4,000. The proceeds were used to award four $1,000 scholarships to college students. For the orphanage, the Chapter sponsored a trip to Tokyo Disneyland. Among the other causes it supported were the American Red Cross Fund for the Pentagon Victims of 9/11, the Navy and Air Force Balls, and the Camp Zama Holiday Food Basket Program. In addition, the Chapter sponsored a junior enlisted chapter member to attend each of the annual Service balls.
To improve communications, the Chapter decided to create a Chapter homepage, on which is posted a schedule of events, a Chapter Member Listing, the current Chapter Briefing, Chapter History, a number of useful links, and another communications improvement, the new Chapter Newsletter.
The Honshu Chapter has made a strong effort to support the initiatives of NDTA at all levels. The members are great ambassadors of NDTA. The Chapter maintains a vision and strategy to ensure that it remains a viable organization and is truly deserving of being the NDTA Category I International Chapter of the Year.
Building on past success, the Norlolk-Tidewater Chapter once again challenged its members to become more involved in promoting NDTA objectives and participating in community projects. Attendance at monthly meetings and events
improved despite the increased homeland security duties of many chapter members. Chapter members stepped up to the plate, helping to plan chapter meetings, seeking out interesting, educational and informative speakers to insure the professional development of chapter members. The Chapter also participated in many different community activities, donating time and assets for fund raising events.
The Chapter actively participated in the NDTA support of the Naval Transportation Center's Symposium in February by selling raffle tickets in the exhibition hall. This activity earned the Chapter $400 for its scholarship fund and gave it the opportunity to recruit new members. In June, the Chapter awarded a $500 scholarship to a deserving student pursuing a transportation or logistics career through the Hampton Roads Traffic Club. The Chapter partnered with the Propeller Club of the United States Port Norlolk Chapter and used its on-going interaction with the Regimental NDTA Chapter at Fort Eustis, Virginia, as a combat multiplier. Both chapters widely advertise each other's events and encourage members to attend as many functions in both chapters as their time permits. The result is increased attendance at both chapters' activities.
Chapter members stay involved in community activities. Members supported the Mayflower Marathon, a Hampton Roads Thanksgiving food drive, with truck support to collect a record 200 tons of donated food and manning the foodbank to pull food orders for local food centers and to assemble holiday food baskets for the less fortunate. In May, the chapter held its first golf outing with the proceeds going to the American Red Cross Disaster Relief Fund. The chapter is also represented in the Volunteer Organizations Active in Disaster, an organization dedicated to disaster relief in southeastern Virginia and northeastern North Carolina.
The Chapter partnered with industry before and after the September 11 terrorist attacks. Corporate and government members ensured military logistics pipelines were maintained to forward-deployed troops and goods and services were delivered expeditiously in support of the World Trade Center and Pentagon clean up.
The Norlolk-Tidewater Chapter certainly deserves to be recognized as the NDTA Category II International Chapter of the Year.
The events of the past year have demonstrated the best in our country, our citizens and the people of all nationalities who live and work in our country. Like other Americans, the members of the Washington, DC Chapter were devastated by the national tragedy of September 11. There were personal tragedies for these men and women, some of whom had worked in the Pentagon alongside some of those who lost their lives. These people were friends, neighbors, co-workers,
husbands, wives and others. This award is dedicated to the memory of the men and women who died in the Pentagon and on the aircraft that tragic morning.
As the Pentagon immediately initiated victim recovery efforts, calls went out to all support groups, including the Washington, DC Chapter. Chapter leaders organized chapter members into volunteer groups, which met and consoled families of those caught in the tragedy at the Pentagon at the quickly organized Family Assistance Center. Members sought volunteers in the hours after the explosion to attend blood drives for the American Red Cross, and chapter members have since volunteered for municipal and county preparedness organizations to be ready to step forward again when necessary.
Despite the events of September 11th and the Chapter's involvement with support of the Pentagon families, the Chapter did not lose focus on its long-term goals. A dozen students received scholarships of between one and two thousand dollars to further their studies in transportation and logistics. This generosity was made possible by the continued success of the Chapter's fundraising through the A-35 sponsored Valentine Day's auction and the great corporate support of sponsors for their National Transportation Week commemoration at the Women in Military Service for America Memorial at Arlington National Cemetery. To follow up these
scholarship activities, the Chapter hosted an Education Night at which representatives of the area's major universities briefed chapter leadership on their schools' transportation and logistics program, enabling chapter members to better encourage and mentor interested young people.
Community esprit-de-corps was important to chapter members in these trying times, so among other attempts to reach out to neighbors and friends, the Washington and Baltimore chapters squared off on the golf links in their renewed battle of 1-95. Chapter members also believe in community support, so the Chapter continues to organize member groups to bag food for the less fortunate every month at the Arlington Food Assistance Center.
Other chapter activities included a speakers program, which brought military, federal and commercial leaders to the Chapter to discuss the implications of heightened security requirements for the present and future of the nation's transportation system. They also included the upgrading of the Chapter website to allow for better communication and to attract new members, as well as a highly active and successful A-35 program.
For all these efforts, the Washington, DC Chapter deserves recognition with the awarding of the NDTA Category III International Chapter of the Year.
The ITA Okinawa Chapter successfully re-established the Action-35 program thanks to the leadership of SSgt Farrah Stowe and SSgt Amy Kraemer. An ongoing series of accomplishments clearly demonstrate that A-35 members are a mature, active and fully established part of the Chapter's programs. These motivated and enthusiastic young members are determined to enhance the reputation and serve the mission of NDTA.
Okinawa Chapter A-35ers played key roles in chapter activities throughout the year. For instance, on May 20, 2001, A-35 members ran a Sno Cone booth at the Asian Pacific Heritage Festival, Kadena Air Base, Japan, through which the Chapter raised $200 for scholarships and charity. In July, Okinawa Chapter, with help from its A-35ers, hosted its annual Charity Golf Tournament at the Banyan Tree Golf Course. The following month A-35 members were part of the Okinawa Chapter team that collected 500 pounds of new and used toys for the Yomitian Mother and Children's society. In November, A-35ers were among the Okinawa Chapter members who entered a Christmas card contest by constructing a six-foot Christmas card to be displayed at Kadena Air Base. In December, A-35 members helped man two chapter-sponsored fundraising booths at the first ever Christmas Village on the base.
In April 2002, A-35ers were among chapter members who joined forces with Torri Station for the Annual Earth Day Torri Beach Clean Up, and they played key roles in staging Okinawa Chapter's first ever Transportation Exposition on Kadena Air Base.
The Chapter is proud to say that it has launched an A-35 web page, totally dedicated to A-35 members. The year proved to be very successful for the Chapter and it's A-35 members. The younger members have made a strong effort to be involved and continuously support the chapter's efforts overall, and this involvement and support have earned the ITA Okinawa Chapter the distinction of being named NDTA Category I A-35 Chapter of the Year.
The members of the A-35 committee of the San Antonio Chapter of NDTA distinguished themselves in the performance of their organizational duties as the "Young Faces" of the association in the great city of San Antonio. The members recognized early on the requirement to focus their energies on activities most useful to the local area. They tirelessly worked to communicate the contributions of NDTA to the community by selecting a co-chairman with the positive attitude necessary for the task. They have doubled membership
to a total of 39 people, which was an increase of over 50 percent. This increase allows for bigger and better projects and causes more people to be involved in communicating the NDTA message to potential new members.
A-35 members spearheaded chapter participation in the annual Food Bank "Surge Effort" event which sorts, boxes and palletizes non-perishables for distribution in the surrounding 20 Texas counties. This year, they processed over 9,000 pounds and filled over 60 pallets - a super accomplishment! The A-35 membership worked with the city government to arrange a mayoral proclamation during National Transportation Week. As a result, the Mayor proclaimed both a San Antonio Transportation Week and a San Antonio Transportation Day for 2001. A-35ers immediately arranged for a similar ceremony in 2002 . The distinctive accomplishments of the A-35 membership of the San Antonio Chapter of the NDTA warrant recognition as the NDTA Category II A-35 Chapter of the Year.
The Washington DC A-35 Committee leads by example with its younger members. The A-35 membership consistently shows dedication to the NDTA and the community. During this great time of need, the A-35 membership has shown their devotion to the cause with an increase in partici patio n. The Washington DC chapter continues to demonstrate commitment with their A-35 Scholarship Auction , "Enduring Hearts , Expanding Minds ," which raised over $10 ,000 for the chapter ' s scholarship fund A-35er John Romps simultaneously worked as President of the Washington Chapter and acted as the Chapter ' s Webmaster. The Chapter website was instrumental in communicating with the nearly 1300 members of the Chapter in the hours and days after the tragedies of September
11th A-35ers joined fellow chapter members in volunteering for family assistance in the aftermath
A-35 Committee Chair, Maj Donna Johnson, kept her committee going despite military transfers of members from the committee, while she herself was greatly occupied at MTMC HQ with a great array of deployment logistics and a new baby. Thanks to her and her committee's efforts, A-35 membership remains at over 120 members.
A-35 members were involved in all asp e cts of chapter acti v ities They served on the Chapter Scholarship Committee , which distributed a record amount of $14 ,000 to 11 students. Over two-dozen students applied for these scholarships , and this fact speaks to the efforts of the Chapter' s A-35ers to significantly improve the visibility of these scholarships among students in the Washington, DC metro area An A-35er, Sean Caulfield, served on the Welcome Committee and helped bring new members news of the Chapter's programs and opportunities for involvement And, as always, A-35 members volunteered their time at the Arlington Food Assistance Center, where they help bag food for the area ' s needy
For all these activities and contributions by its A-35 members , the Washington , DC Chapter deserves recognition as the NDTA Category III A-35 Chapter of the Year.
V-Khye Fan - Univ of Maryland• Rachel Harris - Univ. of Maryland• Melody Liu - Univ. of Maryland
Anastasia E. Hughes - Auburn Univ • Amanda Harrison - Univ of Maryland • Stephen Willer - St. Louis Univ.
Anthony Garofalo - Univ of Maryland • Tina Gupta - Univ. of Maryland • Defi K. Mahadevia - Univ of Maryland
Meredith S. Humphrey - Southside HS , Fort Smith, AR • Aaron Hall - Samuel Clemens HS, Schertz, TX
Audra MacNeil - Mannheim HS, Mannheim, Germany • Brian MacPherson - Phillips Exeter Academy, Exeter, NH
Magen E. Jack- Potomac HS , Dumfrles , VA• Zachary P. Bass - Lebanon Sr. HS, Lebanon, MO
Denise M . Ellis - Ramst ein HS, Ramstein , Germ any• Adrienne Trinka- West Springfield HS, Springfield , VA
Nicholas J. Anderson IJ - Patch HS, Stuttgart, Germany• James Patrick-Blase Etzel- Bishop Ireton HS, Alexandria, VA
James D. Druzbacky - Kadena HS, Kadena , Japan • Katie E. Lucas - Bishop Denis J. O'Connell HS, Arlington, VA
Brandon K. Lundgren - Woodside HS, Newport News, VA • Travis Salyer - Northwest Guilford HS, Greensboro, NC
Tiffany Le'Cole Pruitt- Brewbaker Technolpgy Magnet, Montgomery, AL
Since 1966, 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 NDTA's Annual Transportation and Logistics Forum and Exposition. Following are units chosen to be honored at the 2002 Forum in Greensboro, North Carolina.
The mission of the 40th Medium Truck Petroleum Transportation Company is to be prepared to deploy worldwide with the capability to distribute over 300,000 gallons of fuel in support of our Nation's requirements. It is a unit of the US Army's I Corps and is stationed at Fort Lewis, Washington.
To accomplish its mission, the 40th Transportation Company is structured as a multi-component unit consisting of two active component platoons and one reserve component platoon. During peacetime, the unit provided exceptional fuel and cargo transportation support, driving over 150,000 miles and completed in excess of 400 missions in support of I Corps units. The unit was assigned thirty-foot flatbed and lowboy trailers, giving it general cargo support capabilities in addition to its primary mission of fuel transportation.
In addition to supporting this rapidly deployable Corps, the 40th Transportation Company modified its structure to support the 81st Enhanced Separate Brigade, Washington National Guard, during the unit's Annual Training exercise. During this exercise, the Company provided over 85,000 gallons of bulk fuel, 20,000 gallons of purified water, and rations to feed 4000 soldiers. This multi-component unit also distributed over 250,000 gallons of jet fuel from Manchester Fuel Depot to Fairchild Air Force Base for the 70th Regional Support Command, Army Reserve during exercise POLEX 01. During the Joint Readiness Training Center rotation 02-02, the 40th Transportation Company showed its mettle, operating a remote base cluster, which had water, ammunition and transportation assets to support the 1st Brigade, 25th Infantry Division. During this rotation, the Company conducted over 200 transportation missions moving over 184,000 gallons of jet fuel, 320 tons of ammunition, and 31 pre-configured construction material packages in addition to numerous other kinds of supplies.
The 40th Transportation Company is looking forward to new challenges and is trained and ready for any mission in support of our nation.
1st Battalion, 65th Troop Command Brigade Rock Falls, Illinois
The mission of the 1644th Transportation Company is to provide transportation for the movement of dry, refrigerated, and general containerized cargo to include bulk water and petroleum products anywhere in the world.
In the last year the 1644th Transportation Company provided outstanding support to a variety of units, driving 168,460 accident free miles and transporting 847,760 tons of equipment, ammunition, fuel, water and materials. During exercise Golden Cargo 2001 in support of the US Army's 3rd Corps Support Command, the 1644th Transportation Company transported ammunition from Toole Army Depot in Toole, Utah to a Trailer Transfer Point in Umatilla, Oregon.
In addition to supporting 3rd Corps Support Command, the unit transported equipment for a National Guard Aviation Battalion from various locations in the State of Illinois to Virginia Beach, Virginia, during Operation Northern Viking.
The 1644th Transportation Company set standards by which to judge military over-the-road transportation mission success by providing transportation support to multiple units as they participated in National Training Center (NTC) rotations at Fort Irwin, California, supplying them with ammunition, fuel, water, and other materiel.
The men and women of the 1644th Transportation Company can take pride in their outstanding achievements. As true citizen soldiers, their dedication to duty and commitment to excellence serve as an inspiration to others. Thanks to them, the 1644th Transportation Company remains trained and ready for any mission in support of our nation.
The USNS Niagara Falls enjoys an outstanding record of accomplishments in service to the nation. In Operation Enduring Freedom USNS Niagara Falls supported four Carrier Battle Groups and two Amphibious Readiness Groups in the Fifth Fleet Theater of Operations. USNS Niagara Falls was involved in more than 145 replenishment operations , delivering over 12 ,600 pallets of repair parts , subsistence , fleet freight , and ordnance worth over twentytwo million dollars to sixty different commands and organizations. She also delivered 68,000 pounds of mail and transferred 179 passengers to other ships . During the initial surge in October 2001, she delivered in excess of 5,000 pallets of provisions and material to the fleet.
During Operation Tandem Thrust off the coast of Australia , USNS Niagara Falls provided support to the Kitty Hawk Battle Group and the Essex Amphibious Readiness Group She conducted twenty underway replenishments for US Navy ships and our Australian allies , delivering more than 2,500 pallets of repair parts and food rations. The USNS Niagara Falls also served as a training platform for several boarding and search and seizure exercises
The USNS Niagara Falls provided humanitarian assistance to US Group East Timor, which included the transportation of over thirty-two tons of food, 850 desks, 1,700 chairs, and one ton of building supplies. The helicopter detachment embarked on the ship lifted 27.8 tons of flood relief supplies to the Los Palos region and one ton of building material and over twenty-four tons of school supplies to Atuara Island. The ship's civilian-military team completely refurbished nine classrooms The ship hosted diplomatic lunches and tours for numerous distinguished visitors while at East Timar
Taking note of its exemplary record, The Commander, Seventh Fleet named the USNS Niagara Falls his Logistics Ship of the Year for the year 2001.
year in 2001. Comprised of approximately 190 Navy Reservists, NCHB 13 is a commissioned Naval Reserve Unit whose primary mission is to load and offload all types of cargo from military and commercial ships, both pier side and in-stream, and aircraft in support of Unified Command Operation Plans.
In 2001 , the battalion planned and executed seven combined battalion drills, bringing together detachments from four states ; conducted numerous simulated operations , including five command and control exercises and Operation Purple Lightning; planned and obtained the use of hands-on platform training at a National Maritime and Aviation Administration (MARAD) pier in the Port of New Orleans; participated in 13 operations and exercises worldwide; and accomplished numerous training objectives. NCHB 13 provided over 3800 days of contributory support to customers in every Commander-in-Chief's area of responsibility in 2001, including Oman (BEACON FLASH), Bahrain (SOUTHERN WATCH), Pearl Harbor, Hawaii (COBRA GOLD and JRTC Redeployment) and the Mediterranean (Forward Logistics Support Site Malta).
Most noteworthy, approximately 60 members of the battalion participated in the discharge and back-load of Fleet Hospitals 5 and 23 in Bogen Bay, Norway, from September to October 2001. This massive operation, which required 1352 cargo lifts, involved the movement of 1049 containers and 303 pieces of Civil Engineering Support Equipment and break bulk cargo on board the M/V Merlin. Though the operation was conducted just subsequent to the terrorist attacks on the United States and under the highest threat condition , Threat Condition Delta, it was completed in an outstanding manner with respect to safety and efficiency.
Of additional note, Operational Purple Lightning, a joint three-day land , ship and air Navy, Air Force and Coast Guard exercise involving over 300 personnel , was entirely conceived and sponsored by NCHB 13. The exercise was simultaneously conducted at Naval Station Gulfport, Mississippi; New Orleans, Louisiana; and Camp Shelby, Mississippi. Participating units trained in field communications, surface and air cargo operations, cargo tracking, convoy operations and Chemical, Biological, Radiation and Decontamination training.
Reserve Component Category
Navy Cargo Handling Battalion Thirteen (NCHB 13)
Naval Expeditionary Logistics Support Force Gulfport, Mississippi
Navy Cargo Handling Battalion Thirteen (NCHB 13) enjoyed its most wide-reaching and successful operational
Marine Wing Support Squadron 371 3rd Marine Aircraft Wing Yuma, Arizona
Through exceptional leadership and unwavering commitment to excellence, the Marines and Sailors of Marine Wing Support Squadron 371 pursued numerous initiatives to improve the Command's operational proficiency and readiness for combat. The Squadron executed over 20
deployments outside of their normal operating area, including a Joint Task Force mission in Arkansas, a humanitarian assistance project in Djibouti, Africa, and Operation Freedom Banner and Operation Tandem Thrust in Queensland, Australia.
Despite the increase in operational tempo, the squadron also implemented new and innovative ways of providing responsive transportation and logistics intensive aviation ground support to Marine Aircraft Group 13, Marine Aviation Weapons and Tactics Squadron 1, and Third Marine Aircraft Wing squadrons deployed to the Yuma, Arizona training area. Success in the execution of every task has instilled a professional pride, an outstanding esprit de corps, and a "can do" attitude in the unit's Marines and Sailors. The Squadron stands ready to serve all customers as the premier provider of aviation ground support in the Marine Corps.
As a result of their untiring efforts to accomplish all of their demanding missions with greater efficiency and effectiveness, the Marines and Sailors of Marine Wing Support Squadron 371 reflected great credit upon themselves and upheld the highest traditions of the Marine Corps and the United States Naval Service.
Marine Aerial Refueler Transport Squadron 234 (VMGR-234)
4th Marine Aircraft Wing Fort Worth, Texas
Marine Aerial Refueler Transport Squadron 234 (VNGR234) continues to excel in combat logistical support. The squadron surpassed 105,000 accident-free flight hours in the KC-130, adding to an already established Department of Defense record for a reserve unit. The "Rangers" were represented all over the globe this past year in supporting diverse missions such as Northern Edge in Alaska, Tandem Thrust in Australia, Scorpion Wind in Texas, Clean Hunter in Germany, the Marine Corps Combined Arms Exercise in California, Palmetto Ghost in Central America, NASA's Mars/Arctic research station in Canada, and finally Operation Enduring Freedom at multiple locations. In every one of these exercises and operations VMGR-234 was always there on time and stayed until the mission was complete.
For the majority of 2001, VMGR-234 directly supported the 24 Marine Expeditionary Unit (MEU). This marked the second time that a reserve KC- 130 squadron was the dedicated support for a MEU, from beginning of workups to the end of their deployment in October. Operating out of Sigonella, Italy and Souda Bay, Crete, the squadron was a vital forward-deployed asset for the exercises and support flights required by the MEU.
Immediately following the attacks of September 11th, VMGR-234 prepared to mobilize, and in January 2002 it received the order for a partial mobilization of the squadron. Detachment Alpha was created with four KC130' sand 102 personnel combining both activated reservists and active duty Marines. Detachment Alpha has since deployed two of its aircraft and half of its Marines overseas in support of Operation Enduring Freedom. The
remaining aircraft and personnel are flying support missions closer to home but are prepared to deploy on a moments notice. Both the support to the MEU and to Operation Enduring Freedom demonstrate that the squadron is a flexible and invaluable combat multiplier, which throughout the past year proved its ability to provide logistical support to diverse locations throughout the world and on multiple fronts simultaneously. Not only the Marine Corps, but also Army, Navy, and Air Force u? its across the globe have come to rely on the " ng F ' of VMGR-234 for logistical support.
The men and women of the 363d Expeditionary Transportation Squadron provide a high degree of energy and patriotism in their support of Operations Southern Watch and Enduring Freedom.
The total team effort led to the flawless movement of 3,500 tons of munitions to Qatar during Operation Caravan, and the squadron was the linchpin in the Operation Turbo CADS multifunctional munitions movement, redeploying 924 munitions containers to worldwide destinations. Forward deployed in support of Operation Southern Watch, the squadron contributed to over 2,500 combat and training sorties over southern Iraq.
The individual teams or "flights" within the squadron all contribute to its mission success. The vehicle maintenance flight, under extreme weather conditions, provided unparalleled support for 998 vehicles valued at $65 million, surpassing Air Combat Command's 90 percent operational vehicle and 60 percent 24-hour tum-around goals by 2.8 percent and 13.9 percent respectively - the best rates in two years. The vehicle operations flight, the largest in the Southwest Asia Area of Responsibility, expeditiously transported over 450,000 passengers and 5,000 tons of cargo. These combat truckers maintained a grueling, non-stop, 12-day-long pace to move 1,300 troops and 17,000 tons of cargo in support of our French, British, and Saudi coalition partners during Operations Alysse and Jural. Simultaneously, the traffic management flight achieved error-free routing for 3,000 tons of cargo and 350 personnel in record time to provide critical support to Operations Enduring Freedom and Infinite Justice. These traffic management experts processed over 8,000 priority shipments within one hour, beating the Air Force standard by over 50 percent. While accomplishing all this, the squadron saved over $1.4 million by using outstanding vehicle, passenger movement, parts procurement, and personnel management practices.
The squadron's accomplishments are phenomenal considering that every 90 days 200 expeditionary transporters rotated in, quickly gelling into an effective and cohesive team that helped lead the 363d Air Expeditionary Wing to mission success.
The 27th Aerial Port Squadron supports on-going airlift operations both domestically and globally, is involved in the local community, and has broken records in humanitarian assistance support. The unit ' s foremost accomplishment was earning an overall Green rating during its Expeditionary Operational Readiness Inspection; this was done in addition to marshaling and moving over 7 40 tons of cargo in five days.
During the past year, the squadron formed a team to replace an active duty Air Mobility Operations Group team weathered in an at-home station , deploying in less than 24 hours and skillfully processing 349 passengers and 175,000 pounds of c argo. It also marshaled and loaded helicopters and support equipment for an Army Command Aviation Battalion en route to Kuwait for Operation Southern Watch , and supported a regional Army Medical Battalion deploying to Exercise Pacific Warrior
The squadron fulfilled its Aerospace Expeditionary Force commitments at Prince Sultan Air Base, Saudi Arabia; Moron Air Base, Spain; Istres, France; and Aviano, Italy, and also provided manpower to fill vacant reserve slots at four other locations. It deployed 19 members for Exercise Patriot Partner to Dover Air Force Base, Delaware and integrated with six other aerial ports, and it provided the technical cadre for Exercise Patriot Tiger at Westover Air Reserve Base, Maine and Ft Drum , New York.
The squadron raised over $2600 through a base-wide fundraiser for a unit member ' s son who needed eye surgery and over $ 3400 for numerous local charities through its annual auction, and it supported the 2001 Minnesota Military Expo, designing and staffing booths and assisting visitors
The squadron recently exceeded the four million-pound threshold of humanitarian cargo transported under the Denton Amendment , which allows the Secretary of Defense to transport, without charge, supplies furnished by nongovernmental sources for humanitarian assistance. For a reserve unit this is unheard of, and it was done in support of fifteen local non-profit organizations shipping humanitarian cargo to 14 countries. Needless to say , the men and women of the 27th Aerial Port Squadron are extremely proud of these accomplishments.
Air Station Kodiak set the standard for transportation excellence in 2001. Serving the largest and most demanding area of operations in the US Coast Guard , Kodiak performed a diverse array of missions worldwide, accumulating 10,055 flight hours flying over 3,000 sorties. Logistics flights transported over four million pounds, nearly 1.5 million cubic feet of cargo, and over 3400 passengers.
As the only link to civilization , unit C130's transported over 500,000 pounds of critical supplies to Long Range Radio Aid to Navigation (LORAN) stations in Port Clarence on the Arctic Circle, St. Paul Island in the Bering Sea, and Attu Island - the westernmost point of the United States.
To protect life and property during critical fisheries openers, Air Station Kodiak crews provided support to establish and continually restock a seasonal Air Facility in Cordova and two remote Search and Rescue detachments in Cold Bay and St. Paul. Demonstrating Kodiak's worldwide reach, C130 ' s transported a deployable maintenance facility to Belize , allowing the C130's to fly over 250 patrol hours in support of the Joint Inter-Agency Task Force-West counter-narcotics mission.
To promote international cooperation, Kodiak C130 crews transported an international delegation with representatives from Russia, Japan , Canada and the United States. This mission resulted in landmark international law enforcement cooperation and the seizure of a criminal enterprise off the Russian coast In addition to providing on-demand service for Integrated Support Commands Kodiak and Ketchikan, unit aircrews provided logistics support to the North Slope Aid to Navigation mission, keeping Arctic waterways navigable.
In response to the attacks on September 11th, Air Station Kodiak mobilized for Operation Noble Eagle and transported critical port security personnel and gear to patrol and protect the mouth of the Alaskan Oil Pipeline at Valdez. Air Station Kodiak ' s service to the Seventeenth Coast Guard District and Pacific Area demonstrates its ability to deliver on the promise of safety and protection reflected in the station's motto: "The Guardians of the Last Frontier ."
Ea c h y e a r 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 members are eligible for the award. The following installation-level traffic managers are acknowledged for their exceptional achievements and contributions to traffic management .
Dr. Son, Hui-Chol
Supervisory Traffic Mgmt Specialist, 837th US Army Transp G r oup , Pusan, Korea
Ms. Carolyn J. Graves Traffic Mgmt Specialist.
Naval Transportation Support Center , Norfolk, Virginia
MG Kenneth L. Privratsky, USA
Commanding General Military Traffic Management Command
SSgt Donald C. Coope r Noncommissioned Officer in Charge Freight Document & Info. Systems , Marine Corps Air Station , Camp Butler, Okinawa, Japan
TSgt Tomas Huizer
Noncommissioned Officer in Charge Cargo Movement, Documentation & Passenger Travel, Travis Air Force Base, California
Ms. Robin D. Smithling lead Trans Claims Examiner, US Coast Guard Finance Center. Chesapeake, Virginia
Ms. Anne DiSciullo
Transportation Mgmt. Specialist, Defense Supply Center, Philadelphia, Pennsylvania
8, ., • 6PM-1 0PM
Smokey Joe 's Cafe is one of Broadway ' s longest running musical revues. Enjoy the sounds of the 50s and 60s with such hits as "On Broadway ", " Stand By Me " and "Jailhouse Rock. " The song writing team of Lieber and Stroller developed the music for this hit show. The Barn Dinner Theatre offers a traditional buffet dinner along with Broadway entertainment. The performers include professional actors and musicians from all over the United States. The "Barn " is one of the oldest operating dinner theatres of it ' s kind. Get ready to enjoy an evening of food, music and fun at the Barn Dinner Theatre!
Discover the picturesque Grandover Resort & Conference Center located in the dogwood-covered hills of North Carolina This Four Star facility is designed across 1500 acres of oak and pine, encompassing 36 holes of championship golf The resort is designed to host grand meetings as well as provide much needed relaxation and fun.
The course is equipped to accommodate players from all levels Players are required to adhere to a strict dress code , which includes traditional golf attire , collared shirts and no metal spikes or jeans allowed. Lunch will be provided The tee time will start at 12 Noon. The awards ceremony will take place during dinner following the afternoon of golf We are limited to 144 players-so sign up early! The price for this event is $90, which includes : transportation, green fees, and shared golf cart. This spectacular event is once again sponsored by Northwest Airlines.
., 02 • 5· 0PM-1 0:00PM
The Greensboro Cultural Center provides four levels of galleries and studios to stimulate the mind and excite the senses . Buses depart the Sheraton at 5:30 pm A buffet dinner will be served upon arrival for the guests at 6:00 pm. Dining will be on the second level in the Main Atrium and also in the Artist's League Gallery. The Atrium is flank~d on either side by five art galleries, each exhibiting work by local artists and fine craftsman from all over the Piedmont Triad Area Guests will be greeted by a Jazz Combo, which will play throughout the evening Guests will also be able to enjoy the artwork, entertainment , as well as shop in some of the gift shops.
o day: pt 30 2 0 • 9P -1 I PM "North Carolina Revue"
The music of a dulcimer, banjo and harmonica provides a background for sketches creating a portrait of North Carolina You ' ll be delighted by the folklore , folk tales and poetry that will depict a story of the heritage , land and traditions of this fine state. This tale will be told through Gospel music , a little comedy, and even a sampling of the Deep River Blues native to North Carolina. We 're honored that a local Greensboro-based touring theatre is creating this "revue" specifically for NDTA. Come out and enjoy this artistic celebration!
1i esday, 0 t I 2002 • 7PM- I 0:J0PM
mnner Music and Entertainment Sponsored by US Airways.
Special Attraction: The USO Troupe of Metropolitan New York, Courtesy of Federal Express.
Enjoy the musical stylings of the Walter Thomas Trio before and during the Chairman's Awards Dinner. US Airways is proud to have provided musical entertainment for every Chairman's Awards Dinner since 1992. US Airways has been chosen as the NDTA Official Forum Airline more than any other carrier for the past 13 years.
Valisia Litte , Betsy McK.ibbon and Lamie Ferdman make up the USO Troupe of Metropolitan New York. They will highlight the conclusion of the Awards Dinner with a selection of military and patriotic medleys. The National Anthem will be sung by the Troupe's very own , Laurie Ferdman, who is Miss USO for 2002. These three dedicated artists have performed all over the country in veteran's hospitals, at military events and overseas during troop visits. You are sure to enjoy their patriotic spirit, courtesy of FedEx .
Oct I, 2002, 9: I SAM- I 0AM
A-35 Committee
ABF Freight System
ACCOR Business and Leisure Hotels
Acme Truck Lines
Advantage Rent-A-Car
AIT Worldwide Logistics
American Auto Logistics & American Roll-on Roll-Off Carrier
American Freight Transport
American Military University
American President Lines, Ltd.
American Trans Air
AMS
ANC Rental Corporation
Anteon Corporation
Army Times Publishing Company
Associated Global Systems
Aston Hotels & Resorts Hawaii
B.F. Saul Company/Woodfinn Suites
BAX Global
Baymont Inns & Suites/Woodfield Suites
Bernstein Company's Hotel Division
BLG Automobile Logistics (Port of Bremerhaven)
Boeing
Braklok - Wapner Truck Alarm Systems
Canal Barge
Candlewood Suites by Candlewood Hotel Company
Carlson Hotels Worldwide
Carlson Wagonlit Travel
Carolina Model Railroaders
Cendant Corporation
Central Gulf Lines
Charleston Marine Container
Choice Hotels International
Clarion Hotel Town Center of VA Beach
CorTrans Logistics, LLC
Crowne Plaza Universal/Homewood Suites, Intl. Drive
CRST
Dallas & Mavis Specialized Carrier Company
DanzasAEI
Defense Logistics Agency Defense Distributions
DHL Worldwide Express
DoD Logistics AIT
Dollar Rent A Car
Eagle Global Logistics
Employer Support of Guard & Reserve (ESGR)
Europcar
Evergreen International Airlines
EWA Information & Infrastructure Technologies
FedEx
FedEx Custom Critical
Hawthorn Suites - Alexandria
Hertz
Holiday Inn - Harrisburg West
Howard Johnson International
Hyatt Hotel-Kansas City
il Technologies
INNOVATA
Interstate Worldwide Relocation
IOMM&P
J.B. Hunt
Kansas City C&VB
LabelMaster Software
Landstar
Los Angeles Athletic Club
LTD Hotel Management
MacSema
Maersk Sealand
Manugistics
Maritime Administration (MARAD)
Marriott Execustay
MEBA Engineering School
MegaSys
Menlo Worldwide
Mercer Transportation Company
Merchant Marine Academy
Military Living Publications
Modern Technologies Corporation
MSC
MTMC
National Air Cargo Inc.
NDTA-Europe
New Otani Hotel & Garden, Los Angeles
North Carolina Transportation Museum
Northrop Gruman
OAG
Oakwood Corporate Housing
Old Dominion Freight Line
Omega World Travel
Overnite Transportation
P&O Nedlloyd
Panther II Transportation
Pilot Air Freight
PMO-DTS
Port of Lake Charles
PowerTrack from U.S. Bank
Prime Hospitality
QUALCOMM, INC.
Quality Inn and Suites-Hampton
Riverside Strong Boxx
Roadway Express
Sabre
Sato Travel
Savi Technology
Sea Containers
Sea Containers America/GESEACO
Sealed Air Corporation
Six Continents Hotels
Sonic Delivery
Thrifty Car Rental
Travel Supplement-Menuco Corporation
Tri-State Expedited Service
TRW
TTX
United Parcel Service
United Seamen's Service
United Van Lines
USDA Graduate School
USO World HQs
USTRANSCOM
Venture Transport, a
Virginian Suites
Yellow Transportation
NDTAwishes to recognize and extend its sincere appreciation to the following companies for their contribution to the 56th Annual NDTA Forum.
A-35 Activities - Sponsors
CorTrans Logistics
US Airways SuperClubs
Chairman's Awards Dinner
Donors
American Maritime Congress
American Roll-on Roll-off Carriers
Baggett Transportation
Carlson Wagonlit Travel
Evergreen International Airlines
FedEx - USO Troupe
International Longshoremen's Association AFL-CIO
Maersk Sealand
National Air Cargo
SRA International
US Airways - entertainment
Exhibits Revisited
Luncheon - Donors
Menlo Worldwide
Cendant/Avis - ice cream bars
Forum Support - Donors
Air Transport Association of America
Port of Oakland
Golf Tournament - Sponsor
Northwest Airlines
Hotel Room Keys - Sponsor
DHL Worldwide Express
Motivational
Humorist - Sponsor
Transportation Institute
NDTA Forum Coin
Collectible - Sponsors
Hertz Six Continents Hotels
NDTA Patriotic Lapel
Pins - Sponsor-Danzas AEI
NDTA Scholarship Event: "A Night of Jazz and Art" Donors
American President Line
Dollar Rent A Car FedEx
R&R Trucking
NDTA Scholarship Event: "North Carolina Revue"
Sponsors - T.F. Boyle
Totem Ocean Trailer Express
United Airlines
NDTA Transportation
Collectible - Sponsor
Maersk Sealand
President's Reception/ Grand Opening of Exhibits Donors
lnt'I Organization of Masters, Mates and Pilots
Lockheed Martin
Printing and Publications
Sponsors
Hertz - Registration Directory
Menlo Worldwide - Ticket Books
Mercer TransportationName Badge Lanyards
National Air Cargo - Pocket Schedule
OAG-
Recognition/Scholarship Breakfast Program
Pilot Air Freight - Name Badges
Sato Travel - NDTA Forum Newspaper
Six Continents HotelsRegistration Directory
Tri-State Expedited ServicesExhibitors and Sponsors Directory
United Van LinesChairman's Awards Dinner Program
US AirwaysChairman's Awards Dinner Program
Virginian Suites - Commencement Program
Scholarship and Recognition Breakfast Donor
OAG
Registration Tote Bags
Sponsor Landstar System
Relaxation Lounge - Sponsor
Thrifty Car Rental
Souvenir Notebook
Sponsor
TRW
Sunday Brunch - Sponsor
Lockheed Martin Mission Systems
Transportation - Sponsors
Hertz Menlo Worldwide
US Airways
Video Forum Wrap-Up and Preview 2003 Forum
Sponsor
Southwest Airlines
Welcoming Refreshments"Enduring Freedom" Display
Sponsors
Port of Oakland
Sheraton Greensboro Hotel
Braklok-Wapner Truck Alarm Systems
As of 10 September, 2002*
SU N DAY, 29 SEPTE M BER
Noon-4:00pm
Exhibit Set-Up Time
Guilford and Imperial Ballrooms
M O N DAY, 30 SEPTE M BER
8:00am-5:00pm
5:00pm
Exhibit Set-Up Time
Guilford and Imperial Ballrooms
Exhibit Set-Up Must Be Complete
5:30pm-6:30pm Exhibitor's Appreciation Reception
Victoria Ballroom
6:45 p.m.-8:45 p.m. President's ReceptionOfficial Opening of Exhibits (Exhibit Period I)
TUESDAY, I OCTOBER
7:JOam-9:00pm Noon-2:00pm
2:30pm-5:30pm
Continental Breakfast in Exhibit Halls-New for 2002 (Exhibit Period 11)
Guilford and Imperial Ballrooms
Exhibits Revisited/Buffet Luncheon (Exhibit Period Ill)
Guilford and Imperial Ballrooms
Exhibit Tear-down Time
Guilford and Imperial Ballrooms
New Earlier Tear-down Time
W ED N ESDAY, 2 OCTOBER
3:00am-4:00pm Exhibitor's Grand Prize Drawing
Guilford Ballroom
Dress for all attendees in the audience and all exhibitors at activities listed on the Daily Events Schedule is business casual, i.e. coat and slacks, NO ties. EXCEPT for the Chairman's Award Dinner, which is black-tie preferred. Awardees, panelists, speakers and others "on stage" should wear coat and tie or uniform as prescribed by individual services.
Adopt your Ducks for the Annual A-35 "Duck Race." The race will be held at 9pm Monday evening, September 30, immediately proceeding the North Carolina Revue.Proceeds benefit the NDTA Scholarship Fund. Any A-35 Representative in Greensboro can provide you with ducks and details before the race.
Grand Prize: One week Caribbean Vacation, at a SuperClubs Resort, including two free roundtrip, coach airline tickets.
I st Prize: Two free, roundtrip, business class airline tickets to Europe.
2nd Prize: Two free, roundtrip, coach airline tickets to Bermuda or Mexico, your choice.
3rd Prize: One week use of a condominium timeshare worldwide (subject to availability).
4th Prize: One weekend rental of a full-size car.
In 1971, as an Air Force Brigadier General, I was assigned to the Military Traffic Management Command as the Vice Commander. One of my areas of responsibility was to oversee the functions of the Directorate of Personal Property. A young officer, Colonel Ed Honor, with a tremendous background and reputation in the Army Transportation Corps, was assigned as the new Director of this division. This began our friendship that has extended over a period of thirty years. His overall superior performance of duty at MTMC was recognized and he moved on to higher responsibility and rank in the Army.
Ed is a long time member of NDTA, having joined after graduation from college in 1953. I became a member in 1971.
After my retirement and in the late seventies, Ed and his cohorts in the Transportation Corps nudged me to run for the Presidency of NDTA, which was on the verge of bankruptcy. I first declined. However, I agreed to run after determining that the problems in NDTA were similar to those of the Airlift Association for which I served as Chairman - i.e., declining membership, cash flow problems, exorbitant cost for services rendered, a yearly negative financial statement, and managements complacency regarding the membership.
In October 1981, I was elected President and with the assistance from Ed and other Board members we were able to restructure the Association and establish a sound financial position that enabled all components to start pointing upward.
This favorable trend continued until 1988 and 1989, when the Association stalled out for a period of time. I came back as interim President in 1989 while a search committee reviewed applicants for the President's position. Ed Honor, without question, was the most qualified, and accordingly he was nominated by the Board and elected by the membership to be President.
Ed Honor became President in 1989 and brought to NDTA a vast knowledge of military and government affairs as well as a close association and understanding of the civilian transportation industry. Ron Drucker replaced me as Chairman of the Board and later, in 1993, Jeff Crowe became Chairman. These three men created a very strong leadership of NDTA.
I became Chairman Emeritus in 1993 and my duties are to provide corporate memory and to be a behind-the-scene advisor to the President and the Chairman and to serve on NDTA committees as appropriate.
Ed, during his 13 year tenure, has served with great distinction. Every facet of NDTA has continued to improve under his supervision. Financially the organization is in great shape and the Forums each year have seen increased participation by both members and exhibitors. Ed has established a tremendous rapport with the Chairman and with the Senior Government Liaison representatives. His close relationship with the Chairs of the five functional committees and the Administrative committees along with the Council of Regional Presidents has been outstanding. One of his major accomplishments was the establishment of the Transportation Advisory Board, which enables senior executives of industry to meet with the CINC, TRANSCOM to discuss mutual problems.
It's for the above reasons that N DT A is recognized, worldwide, as the premier transportation organization.
I would be remiss to not acknowledge the full support that Ed has received from his staff and special kudos go to Norb Grabowski and Denny Edwards.
I know that I can speak for the membership in thanking Ed for a job well done and wishing him the best of everything, good health and happiness in his retirement.
- Mal Hooker, Chairman Emeritus, NDTA
We've been navigating the oceans for over a hundred years. But we're equally at home on the world wide web. Visit us at www.matson.com and you'll have 24/7 access to sailing schedules, shipment tracking, pricing, and b illing information. You can also get all the information you want-the old-fashioned way- by calling our Customer Support Center at (800) 4-MATSON.
7/ 7r.r-£u/e lo
President of the ational Defense Transpo1tation Association 1989-2002
The members of NDTA and the Defense Transportation Journal commend LTG Edward Honor, USA (Ret.), President of NDTA, on his contributions to the Association during his 13 years of devoted service. The following tribute section is dedicated to LTG Honor for his commitment to NDTA and hnprovement to the Defense Transportation System. All corporate members, NDTA chapters and individual members were invited to participate in offering a tribute.
We will miss you, but we know your presence will for many years. Thank you for your~
Merrill and Mary Taylor
Brig Gen Malcolm Hooker, USAF (Ret.)
Stephen Wharton
Michael Stopka
BG and Mrs. Charles Edmiston, USA (Ret.)
Overnite Transportation FMC Airport Systems
RESPECTFULLY AND APPRECIATIVELY TO OUR LOUISIANA NATIVE AND FRIEND ...
HE ENDS HIS MESSAGES TO THE NDTA MEMBERSHIP WITH "GOD BLESS AMERICA." GOD HAS BLESSED AMERICA THROUGH GENERAL HONOR'S SERVI CE TO OUR NATION!
LAKE CHARLES HARBOR AND TERMINAL DISTRICT PORT OF LAKE CHARLES, LOUISIANA
For anything worth having one must pay the price; and the price is always work, patience, love, self-sa crifice -n o paper currency, no promises t o pay, b ut the gold of real service.
J ohn Burroughs
PROUD TO HAVE SERVEDYOUWHILEYOU SERVED OUR COUNTRY
and its American-Flag Shipping Companies
LTG Edward Honor, USA (Ret.)
Upon his retirement as President of the National Defense Transportation Association
James L. Henry President
Washinpm. DC Office: 5201 Auth Way, Camp Springs, Maryland Seattle Office: World Trade Center, Seattle, Washington .. .Working for a Strong American Maritime Capability www.traqs..1nst.oQ1
MENLO WORLDWIDE COMPANIES WANT TO THANK YOU FOR YOUR SERVICE TO OUR COUNTRY, FOR YOUR LEADERSHIP AT NDTA AND FOR BEING AN AVID INDUSTRY SUPPORTER.
SIR, IT'S BEEN AN "HONOR" TO WORK WITH YOU! You WILL BE MISSED.
YOUR LEADERSHIP HAS BEEN INSTRUMENTAL IN DEVELOPING THE PARTNERSHIP BETWEEN INDUSTRY AND THE DEPARTMENT OF DEFENSE. WITHOUT YOUR GUIDANCE THE RELATIONSHIP BETWEEN CUSTOMER AND SERVICE PROVIDER WOULD NOT HAVE REACHED THE HIGH LEVEL OF COOPERATION IT HAS ACHIEVED.
CSX WISHES You THE VERY BEST IN YOUR FUTURE ENDEAVORS!
TRANSPORTATION
LTG EDWARD HONOR, USA
UPON HIS RETIREMENT, AND WE THANK HIM FOR HIS YEARS OF DEDICATED SERVICE TO THE NATIONAL DEFENSE TRANSPORTATION ASSOCIATION.
OMEGA WORLD TRAVEL IS DELIGHTED TO OFFER ITS CONGRATULATIONS TO YOU, LTG HONOR, FOR YOUR 13 YEARS OF DEVOTED SERVICE TO NDTA. WE HAVE VALUED YOUR SUPPORT AND FRIENDSHIP OVER THE YEARS, AND ON THE OCCASION OF YOUR RETIREMENT WE WISH YOU EVERY HAPPINESS THE FUTURE MAY OFFER.
TRANSPORTATION
ATLANTICCENTRAL-
EUROPEAN -
MID-SOUTH -
PACIFIC NW-
PACIFIC SW-
JOSEPH A. T0RSANI, JR., CHAIRMAN
CHARi..~ KOHL, V I CE CHAIRMAN
t:;I tTAKER
Ri l E ROBERTELLO, USAF
SOUTHEASTERN - "PL
SOUTHWESTERN - RICHARD BONNELL
WE SALUTE AND THANK LTG HONOR FOR HIS DEDICATION, TIRELESS EFFORTS, AND CARING LEADERSHIP IN THE GROWTH AND NURTURING OF OUR ASSOCIATIO N .
CARDEN JENNINGS PUBLISHING CO., LTD. HAS ENJOYED 10 YEARS OF WORKING WITH LTG HONOR AND THE NDTA STAFF ON THE PUBLISHING OF THE DEFENSE TRANSPORTATION JOURNAL.
THANK YOU FOR YOUR PARTNERSHIP. WE ARE PROUD TO REPRESENT THE NDTA.
CARDEN JENNINGS PUBLISHING
To a great soldier and patriot, sincere thanks and appreciation for your vision, dedication, sacrifices, professional guidance and personal assistance.
God bless you and keep you!
Dear LTG Honor,
A sincere thanks for your inspiring and motivating leadership of NDTA. Be assured of our everlasting friendship. YOUR BENELUX CHAPTER
THANK YOU LTG HONOR. WE WILL MISS YOU.
Thank you for your leadership, support, and vision during the past 13 years!
Best wishes for a happy and healthy retirement from your friends at FedEx!
Federal Express'
Wishes to thank you, LTG Honor, for your dedication and selfless contributions to NDTA. Through your efforts and leadership, NDTA has taken on new roles and energy on behalf of this great Nation! Our sincere best wishes for all your endeavors!
Everyone at Landstar Salutes You!
For 13 years, you set the standard for us all!
For the many years of leadership, unparalleled dedication, visionary guidance, mentorship, and support to the National Defense Transportation Association, the Department of Defense, and the Military around the world .
WE CONGRATULATE You LTG HONOR!
THANK YOU FOR YOUR MANY YEARS OF SERVICE TO OUR COUNTRY AND OUR ASSOCIATION.
CONGRATULATIONS LTG HONOR!
EVENTHOUGH WE'RE WAY OUT WEST, WE SEND OUR THANKS AND ALL OUR BEST, WISHES TO YOU OUR "HONOR-ABLE" LEAD, GOODBYE , GOOD LUCK AND COME VISIT. REMEMBER, WE DO A GREAT "FEED!" FROM ALL OF US IN THE NDTA SAN JOAQUIN VALLEY CHAPTER TRACY, CALIFORNIA
THANK YOU FOR YOUR SERVICE TO NDTAAND OUR COUNTRY.
UTAH CHAPTER
CONGRATULATIONS! 'NE WILL MISS YOU. THANK YOU FOR 13 YEARS AT NOTA!
THANK YOU SIR! You ARE AN INSPIRATION TO US. BEST WISHES!
CHAPTER BEST WISHES ON YOUR RETIREMENT AND THANKS FOR YOUR SUPPORT!
HONSHU CHAPTER
On Friday, August 9th, the Baltimore and Washington Chapters gathered their teams together to "hit 'em long and straight" for the esteemed Challenge Cup.
The Washington Chapter has retained their title as champion. The Baltimore Chapter will commit to playing more golf in anticipation of next year's event! The weather was perfect, and the coordination was wonderful between the two chapters. Clark Hall did an excellent job managing his team, with support from Barry Noe in Baltimor e Proceeds
from the golf outing will be applied to the NDTA Scholarship Funds .
On July 3, 2002, members of the Rheinland-Pfalz Chapter visited the United Parcel Service (UPS) Hub at Cologne-Bonn Airport to get a firsthand look at the processing and distribution of air express cargo. The tour guide, Sabine Bitter, led our international group of American, German and British personnel through ever y stage of the process, from the distribution center to the flightline. DTJ
ot only are we just minutes from National Airport , the Pentagon , Navy Annex, DJ.A Headquarters , most government buildings and Metro-our newly renovated suites give you amenities that rival those of more expensive hotels.
Spacious suites with full kitchens
Complimentary Continental Breakfast on weekdays
Pool and exercise facilities
to
of
As the Air Force continues to adopt an Air and Space Expeditionary Force mindset, Air Mobility Command seeks to help by creating Expeditionary Combat Support, or ECS, training.
"The Air Force chief of staff is very focus ed on Expeditionary Combat Support. ECS represents the essential capabilities, functions, activities, and tasks necessary to quickly deploy anywhere in the world to set up and sustain aviation and ground combat operations in any environment," said Lt. Gen. John R. Baker.
Air Force leaders are exploring the option to create a center for excellence for ECS contingency training. AMC's primary contingency training, Phoenix Readiness, is one possibility. This program brings together more than 20 Air Force specialties from all commands, with a focus on the expeditionary nature of the Air Force The Air Mobility Warfare Center at Fort Dix , NJ, near McGuire AFB, conducts the training
The training would also support the chief of staff's AEF vision as articulated in an August 5 CSAF Sight Picture to deploy units as a flight, squadron or wing. Plans are for the AMWC to expand and consolidate core training, so that not only the deploying leadership , but also midlevel supervisors (officers and NCOs), have the opportunity to learn about each other's capabilities and limitations and how they work together.
The USNS Niagara Falls enjoys an outstanding record of accomplishments in service to the Nation
In Operation Enduring Freedom, USNS Niagara Falls supported four Carrier Battle Groups and two Amphibious Readiness Groups in the Fifth Fleet Theater of Operations.
During Operation Tandem Thrust off the coast of Australia, USNS
Niagara Falls provided support to the Kitty Hawk Battle Group and the Essex Amphibious Readiness Group. She conducted twenty underway replenishments for US Navy ships and our Australian allies, delivering more than 2,500 pallets of repair
parts and food rations. The USNS Niagara Falls also served as a training platform for several boarding and search and seizure exercises.
The USNS Niagara Falls provided humanitarian assistance to US Group East Timar, which included the transportation of over thirty-two tons of food, 850 desks, 1,700 chairs, and one ton of building supplies. Taking note of its exemplary record, The Commander, Seventh Fleet, named the USNS Niagara Falls his Logistics Ship of the year for the Year 2001. DTJ
ABF Freight System Inc. celebrated the seven th annual National Truck Driver Appreciation Week, August 18-24, 2002, by kicking off its annual "Appreciate Your Trucker. ABF Does" campaign. The campaign began on the heels of the National Truck Driving Championships held in Milwaukee, WI, a safedriving event sponsored by the American Trucking Associations (ATA). Twenty ABF drivers earned the right to compete in this year's championships, a record number for the carrier.
ABF service centers throughout North America had special activities during Appreciation Week. Through random drawings, employees were eligible to win items such as a personal computer system, camcorders or DVD players. In addition, each ABF employee received a personal letter of appreciation from the company.
This campaign not only recognizes the truck drivers of ABF, but also acknowledges the contribution of each employee within the company.
ABF is one of North America's largest and most experienced motor carriers and its performance has been consistently recognized as best-inclass. Over the past two decades, ABF has received the AT A's prestigious President's Trophy in virtually every year that it has been eligible. In each of the last 30 years, ABF's safety ranking has been first, second or third within its trucking category. In 2001, the AT A selected ABF as the top motor carrier, both in claims/loss prevention and in security.
Boeing and the US Air Force recently announced the signing of a $9.7 billion follow-on procurement contract for 60 C-17 Globemaster III transport aircraft.
"This contract defines the C-17 as the new global airlift standard - it has proven itself time and again in service around the world, and will be the airlifter of choice well into the 21st
Century," said George Muellner, vice president and general manager, Air Force Systems, a business unit of Boeing Integrated Defense Systems
The additional aircraft will bring the total number of C-17s in the US Air Force fleet to 180. More than 30,000 men and women at 700 C-17 supplier locations throughout the United States and across the globe support the Boeing C-17 team. A unit of The Boeing Company, Boeing Integrated Defense Systems, or IDS, is one of the world's largest space and defense businesses. Headquartered in St. Louis, Boeing Integrated Defense Systems is a $23 billion business.
APL Logistics, one of the world's leading providers of global supplychain services, has announced the opening of APL Logistics de Honduras. It is the company's second such expansion in Latin America this year. "Latin America has become a key sourcing, manufacturing and distribution venue for our North American clients," said Luis Perez, vice president for Latin America at APL Logistics. "We are committed to having the strongest presence possible in the region."
According to Perez, APL Logistics' decision to form the new company came after several years of operating in Honduras through agents. "After spending eight years in the marketplace and carefully evaluating current customer demands and market trends, we felt it was the right time to make a stronger commitment to doing business in Honduras," Perez said. "We have recently won large contracts for supply-chain services in Honduras from major retailers in the US, based on our expanded services and longstanding commitment to the region. The Honduras operation will be based in San Pedro Sula.
The NIH Center for Information Technology has awarded SRA International, Inc. a competitive task order under the Chief Information Officer Solutions and Partners 2 Innovations (CIO-SP2i) contract. SRA
Our attitude at Pilot Air Freight is simple: We can't afford to strike out. That attitude has won us the coveted Quality Award from the Military Traffic Management Command. With service above and beyond the call of duty, Pilot delivers home runs on time, every time.
We're there when you need us.
will provide information technology (IT) consulting services to support the offices of the chief information officer and chief technology officer. The task order has an estimated value of $ 7 million over six years if all options are exercised. SRA will serve as a senior technology advisor, providing IT consulting and enterprise architecture support to help NIH improve systems interoperability, reduce IT service costs, and increase the use of emerging technologies to improve operational efficiency and effectiveness. Specific responsibilities will include developing an IT strategic vision and implementation plans, evaluating and recommending new technologies to support NIH goals, and providing data modeling services to guide the architecture of information at NIH.
SRA is a leading provider of information technology services and solutions - including strategic consulting; systems design, development, and integration; and outsourcing and operations management - to clients in national security, health care and public health, and civil government markets. The company also delivers business solutions for text and data
mmmg, contingency and disaster response planning, information assurance, and enterprise systems management.
US Airways has renewed its commitment to a convenient and hassle-free Shuttle travel experience by extending its guarantee and mileage bonus programs.
US Airways Shuttle customers will continue to be eligible for a $200 voucher toward future travel on US Airways, US Airways Express or US Airways Shuttle, if, on any Monday through Friday, they are unable to make it to their boarding gate within 20 minutes of checking in at the US Airways Shuttle ticket counter or electronic ticket kiosks to make their scheduled departure to their ticketed destination.
Dividend Miles members traveling the Shuttle also will continue to earn Triple Dividend Miles through Dec. 31, 2002, and the bonus miles count toward Dividend Miles Preferred Status.
US Airways Shuttle flights depart either on the hour or on the halfhour, depending on the route. To qualify for the 20-Minute Guarantee, customers must complete check-in at the dedicated Shuttle ticket counter or at an electronic-ticket kiosk at least 25 minutes before scheduled departure - and not be able to arrive at the gate in time for final boarding at five minutes before departure.
This offer does not apply during irregular operations, such as bad weather, government-mandated security actions, or other circumstances out of US Airways' control. This offer only applies to customers booked in Y, B, or U class service, excluding U class youth fares (fare basis: UOPKY24) and U class senior fares (fare basis: UOPKSR62), and it applies only to customers who originate their travel on US Airways Shuttle.
The $200 voucher towards a US Airways ticket is valid systemwide and will be provided upon the customer's request at the Shuttle gate check-in only on the scheduled date of departure after not making the scheduled departure to their ticketed destination.
For more details, log on to www.usairways.com.
QUALCOMM Incorporated, the leader in mobile communications solutions for the transportation industry, showed its support of local and national homeland security efforts with a demonstration of advanced security features of its OmniTRACS® satellite-based mobile communications and tracking system.
QUALCOMM also publicly announced its voluntary support of the Federal Motor Carrier Safety Administration (FMCSA), which is responsible for ensuring safety in the commercial motor vehicle industry. If requested by the FMCSA, QUALCOMM will broadcast nationwide to truck drivers, a public service warning or notice over its OmniTRACS and OmniExpress® mobile communications systems.
Attendees at the event were able to view live demonstrations of QUALCOMM's security technology truck, an 18-wheeler truck equipped with satellite-based mobile communications and position-tracking systems, as well as associated safety
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From garrison, to sealift container, to port, to airfield and ultimately the battlefield, the AAR ISU® Series Container provides the deployment velocity needed for port clearance - air or sea - to the battlefield.
Our Shelter Systems and Accessories provide mission adaptable , multi-role platforms for today ' s mobility
forces. Our Mobilizers and Pallet Adapters allow for maximum mobility utility for aircraft loading, RORO ship loading and maneuver units .
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and security technology. "The trucks in our fleet transport valuable inventory for the airline, aviation and aerospace industries," said Kiripolsky of Southern Pride Trucking.
All US trucking carriers currently authorized to transport ammunition for the Department of Defense use the QUALCOMM system for messaging, position location reporting and incident response management. QUALCOMM meets the Defense Transportation Tracking System's (DTTS) stringent performance standards for the hauling of munitions and other hazardous loads
Other military activities and government agencies, including the Department of Justice and the Department of Energy, use the QUALCOMM system to track and maintain "assured" communications with vehicles transporting sensitive cargo.
Leading temporary housing provider Oakwood Worldwide has adapted a
new standard of setting aside lodging within per diem rates at its properties throughout Asia, matching its existing practice throughout the US and U.K. Known for its temporary housing, serving military travelers in the US from Virginia to California, Oakwood has expanded dramatically over the past five years, opening modern, new lodging around the globe.
Meeting the demands of recent deployments, Oakwood has now set aside rooms at per diem rates at its new properties in South Korea, Japan, Thailand, China and the Philippines. Some of these Asia Pacific destinations had not previously honored per diems.
Similar to a hotel, Oakwood 's prope rties in Asia offer a 24-hour front desk and security plus daily maid service. The rooms are actually fully-furnished apartments, complete with a superb home electronics package, including TV /VCR/DVD, CD/Cassette stereo, international cable TV, phone and high speed internet. Several locations have health clubs and restaurants too. Both daily and extended stays are welcomed.
SuperClubs Super-Inclusive Resorts recently announced that it has signed a management contract with Sol de Plata Hotels and Resorts to manage two resorts: Puerto Plata Beach & Spa Resort and Punta Cana Spa & Casino Beach Resort. These beachfront allinclusives are SuperClubs' first resorts in the Dominican Republic and will cater to singles, couples and families. SuperClubs currently operates resorts in Jamaica, The Bahamas, Cura~ao and Brazil.
SuperClubs has begun to assume the sales and marketing operations for both hotels from its sales office in Hollywood, Florida.
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FedEx Express and FedEx Ground have joined the REALTOR VIP'm Alliance Program as premier partners of the National Association of Realtors 'm, bringing significant benefits to NAR members. FedEx will be the exclusive provider of shipping
services, offering sizable discounts with preferred pricing and cost savings to Realtors"" as well as to national, state and local association staff. NAR President Martin Edwards Jr. said that FedEx was selected because of the company's established reputation as a trusted brand, unparalleled service and convenience, and a serious commitment to reach NAR members with its programs.
ities and their families who stay at the Sunshine Foundation's Dream Village in Loughman, FL, near Orlando.
Bill Sample, a former Philadelphia police officer, created the Sunshine Foundation in 1976 to grant the wishes of chronically-ill children. From this single act of charity, the foundation has grown into a national non-profit organization with 25 chapters that annually helps some 2,000 children and their families.
Days Inn Worldwide became a Sunshine Foundation benefactor in 1993.
Thanks to $275,000 donated by Days Inns Worldwide Inc., and Days Inn hotel owners and operators throughout North America, the Sunshine Foundation Dream Village recently celebrated the grand opening of two themed cottages built to host chronically-ill children and their families visiting Florida attractions.
The donated cottages, one a harbor lighthouse and the other a Dutch windmill, were built to accommodate children with life-threatening disabil-
Maersk Line, Limited, recently announced it was awarded a five-year contract to operate and maintain eight large, medium-speed, rollon/roll-off ships for the US Navy's Military Sealift Command.
Moving equipment around the globe means using the right port to expedite shipment. The Port of Lake Charles offers fast, efficient handling of military equipment from its strategic location on the Gulf of Mexico.
"We are pleased that Military Sealift Command has chosen Maersk Line, Limited, again to operate these LMSRs," said Brad Sauer, President of Maersk Line, Limited. "This latest contract is the result of our proven operational expertise, the value of our service and our solid relationship with the Department of Defense."
On Monday, July 15, Crowley became one of the first ocean carriers, and the first US carrier, to submit an application to join the US Customs Service's new program, Customs-Trade Partnership Against Terrorism (CTPAT). The program is designed to develop a more secure border environment by improving the security for the transpo1tation of passengers, crew conveyances and cargo throughout the commercial process.
As part of the agreement, Crowley will limit access to vessels while in port, conduct background checks and credential employees, establish procedures to safeguard its information systems from unauthorized use, visually inspect the interiors of empty containers prior to loading in foreign ports, and notify Customs of shippers, or cargoes, with irregular profiles. In addition, Crowley will search vessels, prepare a vessel search checklist and secure all areas prior to vessels' arrivals at their first US port, designate port and vessel liaisons for Customs to contact, and conduct unannounced security checks.
The M/V Ikan Acapulco arrived at the Port of Lake Charles in August to load 5000 metric tons of bulk whole green peas. The peas were shipped to Cuba as humanitarian relief for victims of Hurricane Michelle. According to the shipper, PS International Ltd., 3000 tons are from North Dakota and 2000 tons are from Washington. The Port of Lake Charles is the first US port to ship peas to Cuba in 42 years. There have been some recent shipments of corn, wheat and rice from the US to Cuba. All of these shipments are the result of a law passed by Congress in 2000 allowing humanitarian relief to Cuba.
Developer Pravin Patel opened the second franchised Wingate Inn hotel in Maryland as the Official Team Hotel of the Aberdeen IronBirds, Cal Ripken's Class A Baltimore Orioles minor league affiliate in the NY-Penn League. Patel signed a three-year contract to house all teams that come to play the Aberdeen IronBirds.
Patel's three-story, 107-room hotel is located only five miles from the Aberdeen Baseball Complex, home of the Aberdeen IronBirds. "Being affiliated with Cal Ripken is a wonderful accomplishment for our newly opened hotel," said owner Patel. "The Ripken family name is synonymous with respect, hard work and dedication to excellence, which is exactly what we plan to provide guests who stay at the hotel. We feel that our property should be a great asset to this wonderful community."
NDTA's Chairman, Mr. Jeff Crowe, and President, LTG Edward Honor, USA (Ret.), presented a plaque to Mr. Larry Hough, President and CEO, SatoTravel, on July 25, 2002, in appreciation for SatoTravel's many years of support for NDTA programs and activities. DTJ
The Association of American Railroads and EWA Information and Infrastructure Technologies, Inc. have teamed to offer critical infrastructure protection through the Surface Transportation Information Sharing and Analysis Center (ST-ISAC).
The ST-ISAC is a confidential member-based clearing-house for information and solutions to cyber and physical vulnerabilities. Created specifically for the private sector, the ST-ISAC collects, analyzes, and distributes critical security and threat information to include best security practices and countermeasures that ensure the protection of members' vital physical infrastructures and information systems.
To learn more, please come see us in Booth #217. www.surfacetransportationisac.org
The DTJ covers and headlines below reflect the important issues, conflicts, anniversaries, milestones and events that occurred during "The Honor Years - 1989-2002." These have been 13 flourishing years under the solid NDTA Leasership of Drucker, Crowe and Honor. Certainly they are as pivotal as any in the Association's 58 years of existence.
All of these firms support the purposes and objectives of NDTA.
DynCorp
Dyn Marine and 4>gistics Services
AAR Mobaity Systems
ABF Freight System, Inc.
AirNet Express
Air Transport Assn. of America
Alamo Rent A Car
All-State Express, Inc.
Aloha Cargo Transport
American Airlines
American Automar
American Express Government Services
American Maritime Congress
American Maritime Officers
American Ocean Enterprises, Inc.
American Road Line
American Roll-on Roll-off Carriers
American Shipbuilding Assn.
American Trans Air
American Trucking Association
Anteon Corp.
American President Lines, Ltd.
ARINC, Inc.
Associated Global Systems
AT&T
Atlas Van Lines, Inc.
Baggett Transportation Co.
BAX Global
Best Western Hotels Worldwide
Boeing Co., The Boaz Allen & Hamilton
Boyle Transportation, Inc.
Bristol Associates
Carlson Hotels Worldwide
Carlson Wagonlit Travel Cendant Corp.
Central Delivery Service of Washington, Inc.
Choice Hotels International
Computer Sciences Corp.
Consolidated Freightways Corp.
Consolidated Safety Services, Inc.
CorTrans Logistics, LLC
CRST International, Inc.
Crowley Maritime Corp.
CSI/Crown
CSX Transportation
Dallas & Mavis Specialized Carriers
DanzasAB
Delta Air Lines, Inc.
DHLAirways
Dimensions International, Inc.
Dollar Rent A Car
Acme Truck Lines, Inc.
Advantage Rent-A-Car
American Management Systems, Inc.
American Moving &Storage Assn.
American Ship Mgmt., LLC
Arven Freight Forwarding, Inc.
Avis Rent A Car
Baymont Inns and Suites/ Woodfield Suites
Bell Additives, Inc.
B.F. Saul Company
Bid4Assets
BTC Management Systems, Inc.
Candlewood Suites
Concurrent Technologies Corp.
CSI Aviation Services
CSX Lines
Dynamics Research Corp.
Eagle Global Logistics LLC
EDS
Enron Facility Services
Europcar
Evergreen lnt'I Airlines, Inc.
EWA Information and Infrastructure Technologies, Inc.
FedEx Custom Critical, Inc.
FedEx Services
First American Bulk Carrier Carp.
FMC Corporation
FRAPORT AG
GE Aircraft Engines
General Dynamics/American Overseas Marine
Global Maritime and Transj)Ortation School
Government Receivables Solutions, LLC
i2 Technologies
Information Technology Solutions
International Longshoremen's Association, AFL·CIO
Intl. Organization of Masters, Mates and Pilots
Kansas City Southern Railway Keystone Shipping Company
Landstar System, Inc.
Li~ Maritime Corporation
Lockheed Martin Aeronautical Systems
Lockheed Martin Mission Systems
Logistics Management Institute Lykes Lines Ltd., LLC
Maersk Sealand
Manugistics Group
Matson Navigation Co.
Mavflower Transit
MEBA, District No. 1 • PCD
Menlo Worldwide, Emery Gov't Sales
Mercer Transportation Ca.
National Air Cargo
National Air Carrier Assn.
Notional Van Lines
Northrop Grumman IT
Northwest Airlines, Inc.
Daedalic Industries, Inc.
DHL Japan, Inc.
FlightTime.com
Gelco Government Network
Great American Lines
Greensboro Area C&VB
Green Valley Transportation Corp.
Hawthorn Suites-Alexandria
Her1zCorp.
Holiday Inn Harrisburg West
Holiday Inn National Airport
Hyatt Hotels & Resorts
looovative Logistics Techniques, Inc.
lnterslate Worldwide Relocation
La Quinla Inns, Inc.
Labelmaster Sof1ware
Labor Management Maritime Committee, Inc.
OAG Worldwide
Oakscape
Old Dominion Freight Line, Inc.
Omni Air International
OSG Ship Management, Inc.
Overnite Transportation Co.
P&O Nedlloyd Ltd.
Pilot Air Freight
Polar Air Cargo
Port Authority of N.Y. & NJ., The
Port of Beaumont
Port of Oakland
Powersource Transportation, Inc.
Pratt and Whitney, a United Technologies Co. PricewatershouseCoopers
Roadway Express, Inc.
R&R Trucking
Sandia National Laboratories
SatoTravel
Savi Technology
Schneider National, Inc.
Sea Conlainers America, Inc.
Sealed Air Corp.
Sea Star Line, LLC
Seafarers lnt'I Union of NA AGUWD
Six Continents Hotels
Southwest Airlines
SRA International Corp.
Slanley Associates, Inc.
Stevedoring Services of America
Teco Ocean Shipping
Totem Ocean Trailer Express, Inc.
Transportation Institute
TRI-STATE Expedited Service, Inc.
TRW Systems Integration Group
TSMT
TIX Company
Union Pacific Railroad
United Airlines
United Parcel Service
Uniled Van Lines, Inc.
US Airways
U.S. Ship Management, Inc.
U.S. Xpress Enterprises, Inc.
Waterman Steamship Corp. (Central Gulf Lines) World Airways, Inc.
Logistics Management Resources, Inc.
L){E, Inc.
MacSema, Inc.
Maersk K.K.
MCRFederal
MegaSys, Inc.
Mililary Living Publications
Modern Technologies Corp.
Morten Beyer &Agnew
National Car Rental
NO Information Systems, Inc.
The Newberry Group
Networks Enterprises, Inc.
Oakwood Corporate Housing
Omega World Travel
Panther II Transt)Ortotion, Inc.
Port of Corpus Christi Authority
Port of Galveston
Port of Lake Charles
Preferred Systems Solutions, Inc.
Quality Support, Inc.
Radian, Inc.
SAIC
Sea Box, Inc.
SuperClubs
SI International
Thrifty Car Rental
Trailer Bridge, Inc.
Trailway Transportation System
TRANSCAR, GmbH
Travel-Supplements, Menuco Corp.
US Bank PowerTrack
Venture Transport, Inc., an Asco Co.
Virginian Suites, The
APL Limited
Bristol Associates
CSX Transportation
DanzasAEI
Menlo Worldwide (Emery Forwarding)
Evergreen International Airlines, Inc.
International Longshoremen's Association AFL-CIO
Landstar System, Inc.
Lockheed Martin Mission Systems
Maersk Sealand
National Air Cargo, Inc.
TRW Systems Integration Group
The above-named corporations are a distinctive group of Sustaining Member Patrons who, through a special annual contribution, have dedicated themselves to supporting an expansion of NDTA programs to benefit our members and defense transportation preparedness.
FedEx offers the broadest range of shipping solutions. Overnighting a box to Biloxi? Use FedEx Express. Sending a tube to Tuba City? Try FedEx Ground. A package t o Pakistan? FedEx Express International. A pallet to Palo Alto? FedEx Express Domestic Freight. How about two tons of tuna to Taiwan? FedEx International Freight can handle it. With real-time tracking , delivery confirmation and a money-back guarantee. Need more information? Visit fedex.com or call 1-800-Go-FedEx.