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September 2007 • Vol 63, No. 5

PUBLISHER LTG Ken Wykle, USA (Ret.)

EDITOR

Kent N. Gourdin

MANAGING EDITOR

Karen Schmitt | karen@ndtahq.com

CONTRIBUTING EDITOR

Denny Edwards

CIRCULATION MANAGER

Leah Ashe

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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; 50 South Pickett Street, Suite 220, Alexandria, VA 223047296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

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EDITORIAL REVIEW BOARD AND EDITORIAL OBJECTIVES

Dr James M Daley, Dean, Helzberg School of Management, Rockhurst University, Kansas City, MO

Dr Kent N Gourdin, Director, Global Logistics and Transportation Program, College of Charleston

Maj Gen John E Griffith, USAF (Ret ), Transportation Logistics Consultant

Richard H Hinchcliff, Consultant

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

Dr Joseph G Mattingly, Jr , R.H. Smith School of Business, University of Maryland

Prof Gary S Misch, US Naval War College (Ret )

Lt Col Anne T Peck, USAF (Ret )

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 )

Dr David Vellenga, Director, Carl A. Gerstacker Liberal Arts Institute for Professional Management, Professor of Economics and Management, Albion College

EDITORIAL OBJECTIVES

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

• News and information about defense transportation issues

• New theories or techniques

• Information on research programs

• Creative views and syntheses of new concepts

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

• Reports on NDTA Chapters

EDITORIAL POLICY

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

EDITORIAL CONTENT

For correspondence including feature manuscripts and books for review, write:

Dr Kent N Gourdin, Editor, DTJ Director of the Global Logistics & Transportation Program, College of Charleston, Charleston, SC 843-953-5327 • F 843-953-5697 gourdink@email.cofc.edu

Government, Corporate, NDTA and Chapter News, Almanac Input, Mini-features, and all other departments, send news and photos to:

Ms Karen Schmitt, Managing Editor, DTJ NDTA

50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296

703-751-5011 • F 703-823-8761 karen@ndtahq.com

A-35

Welcome to Charleston!

Ms . Lori Leffler, A-35 Chair

Manager,

US Government

Sales

The Hertz Corporation

As an A-35er, the 61st Annual NDTA Forum and Exposition is your opportunity to LEARN, NETWORK, and ENJOY. So make the most of your visit to Charleston! Attending A-35 Scholarship Fund Raising Events aboard the USS Yorktown, sponsored by the brands of YRC Worldwide, and the FedEx Speak Easy should top your “Must Do” list. In addition to good food, camaraderie, and a worthwhile cause, you’ll have the chance to meet General James Livingston, USMC (Ret.), distinguished recipient of the Medal of Honor and inspiration to us all. On Monday morning, plan to join our annual A-35 Breakfast to find out the latest A-35 happenings at different chapters around the country and at NDTA headquarters.

Want to learn more about day-to-day operations in Iraq? Then be sure to attend a special session entitled “Young Leaders in the War on Terrorism” led by Major Jeff Babinsky, USAF. You’ll have the opportunity to meet and talk with A-35ers in positions that manage and implement vital programs. They have the knowledge and experience, and will tell it like it really

is “where the rubber meets the road” regarding both the challenges and successes. The A-35 Mentoring Session, led by Larry Larkin, Director, Defense Supply Chain Management Solutions, Northrop Grumman Corporation–IT Defense Group, is another valuable way to invest your time at the Forum. Our mentoring session will demonstrate how to run a successful program in your chapter and give you an opportunity to participate with a mentor. Both of these sessions are important to A-35ers and those who support our programs. They will offer you training, insight, and opportunities.

Of course, we will be holding our Annual Duck Race. All funds that are raised will be used in support of the Scholarship Fund. As a reminder: if you have not already adopted your duck online, you can look for an A-35er who will happily assist you in Charleston.

Please be sure to consult the Pocket Schedule for complete details, times, and locations. We don’t want you to miss out on any of the opportunities that will help you to make the most of your Forum Experience! DTJ

The annual A-35 Duck Race is on Tuesday

TThoughts on Minneapolis and Charleston

Dr . Kent N . Gourdin, Editor DTJ

Director, Global Logistics and Transportation Program College of Charleston

he recent collapse of a section of I-35 in Minneapolis tragically illustrated the reality that roads and bridges simply do not last forever. Without belaboring points I’ve made before, we are simply wearing out our transportation infrastructure faster than we can repair it. In fact, TRIP, a national transportation research group, has found that 33 percent of the nation’s major roads are in “poor or mediocre condition,” while 26 percent of bridges are “structurally deficient or functionally obsolete.” Finally, the group notes that more than 2000 bridges on the interstate highway system are in need of an overhaul. While these findings do not imply that these assets are unsafe, they do suggest that much attention is required to ensure that they remain safe and fully operational. And, of course, the question on everyone’s mind is at what point do repairs have to be accomplished or (in this case) the bridge/roadway closed? While the former course of action can be expensive, disruptive to traffic, and timeconsuming, the latter is often untenable.

Many of us here in Charleston often pondered these very issues as we (up until two years ago) routinely crossed the old Grace Memorial Bridge carrying southbound US 17 traffic across the Cooper River from Mount Pleasant into Charleston. The two-lane bridge, which opened in 1929, was the first to span the Cooper River. A second span, the Pearman Bridge, was opened in 1966 with two northbound and one southbound lanes complementing the now one-way flow over the Grace. Years later, because of the weight limit, narrow ten foot lanes without shoulders, steep grades, and deteriorating condition of the bridge, the Grace would be declared structurally obsolete. Of course, the bridge remained in use. All southbound vehicles weighing more than 5000 pounds were diverted to the Pearman to reduce some of the load on the Grace. Driving over the bridge was an experience. The

open railings provided an unobstructed view of the river below, which, combined with fast moving traffic, could be terrifying to the uninitiated. And any disruption to that flow (accidents, breakdowns) could leave drivers pondering the view for hours. As plans progressed for the new Ravenel Bridge, maintenance work virtually ceased on the Grace . . . and the span looked it. What really proved frightening was when an errant 18-wheeler or fully loaded tour bus would ignore or miss the (many) warning signs and make their way onto the bridge. I crossed it as least once a day, sometimes twice, and more than once I wondered just how long the thing would remain standing. Needless to say, the opening of the spectacular Ravenel Bridge in July of 2005 was greeted with a collective sigh of relief from those of us used to the Grace. Sadly, the deteriorating condition of road and highway bridges in the US is once again in the limelight.

On a more upbeat note, I am thrilled to welcome you to the 61st NDTA National Forum here in beautiful Charleston, South Carolina. This year’s Forum theme “Better Together—teaming up to tackle the challenge” is especially appropriate for an event held in Charleston. For those of us who know where to look, evidence of the civilian-military partnerships that compose the Defense Transportation System (DTS) are everywhere: vessels belonging to the Military Sealift Command (MSC) mingle in the harbor with commercial vessels also carrying DOD cargo to far-flung parts of the world; airplanes belonging to firms participating in the Civil Reserve Air Fleet (CRAF) sit side-by-side with C17s on the ramp at Charleston Air Force Base; trucking companies and railroads can be routinely observed moving military freight to, from, and through Charleston. In short, we KNOW that we’re “Better Together” because we see it everyday. And now we get to share the joys of Charleston with you. We’re happy you’re here and we hope you enjoy your time at the Forum, both professionally and personally. And don’t miss the opportunity to walk/jog/ bike across the Ravenel Bridge. DTJ

PRESIDENT’S CORNER

WLTG Ken Wykle, USA (Ret .)

NDTA President

elcome to Charleston! Yes, it has been a year since Memphis, and we are gathering in the great city of Charleston for our annual Forum. We have another superb, and we think improved, program planned for you. This year you will find even more focus on education and knowledge sharing.

The NDTA is a nonprofit, nonpolitical, educational association. Our mission is to foster a strong and efficient global travel, transportation, and distribution system by:

• Advancing the knowledge and science of travel, transportation, and distribution;

• Facilitating knowledge sharing; and

• Educating members on important issues affecting the Defense Transportation System.

Our emphasis on education starts with a Sunday class on Lean Management. Last year in Memphis, Dr. Tom Greenwood introduced us to the principles of Lean Management/Six Sigma. This seven-hour class will examine these topics in more depth and provide attendees with Continuing Education Units (CEU) and a better understanding of the principles introduced by Dr. Greenwood. On Wednesday MajGen Morrill, USAF, Vice Director DLA will lead a panel discussing Lean/Six Sigma success stories—real world examples of the results of implementing improved processes using these principles.

On Tuesday afternoon, attendees will have an opportunity to visit and share knowledge with the Aerial Port operators. Learn how the resupply pallets are “built” in the DLA Depot, transported to the Charleston Aerial Port, processed, and then loaded on the C-17 Aircraft or commercial airlift for movement to the

theater of operations. Others may visit the Ocean Terminal and observe heavy equipment being loaded/discharged from Military or Commercial Roll-On/RollOff ships and/or Commercial Container ship operations. Both of these “field trips” provide attendees with an opportunity to see actual operations and share knowledge with those performing the tasks.

We continue with our format of Government, Military, and Industry keynote speakers during the morning sessions, augmented with roundtable discussions and followed by breakout sessions on Monday and Tuesday afternoons. There is a superb selection of topics and sessions conducted by industry and military leaders. To gain the most value from all of the speakers, roundtables, and sessions, one must engage in dialogue. Ask questions, share your experiences, and share knowledge with all the attendees.

Finally, on Wednesday afternoon, we are offering a three-hour table top exercise for those interested and involved in Emergency Preparedness. Lean management/ six sigma, keynote speakers, professional development sessions, and table top exercises form the core of this Forum. Every attendee has the opportunity to learn and share their knowledge with others, and all should depart better informed and more knowledgeable of Travel, Transportation, and Distribution.

Included throughout the program are opportunities to network, have one-onone conversations with your industry or government associates, and contribute to our national objectives. Let the networking start on Sunday night aboard the aircraft carrier USS Yorktown during the YRC Worldwide-sponsored NDTA Scholarship event. Take advantage of the opening expo session at noon on Monday.

Visit the exhibit area, talk to the exhibitors, learn about their products and services, and depart better informed about industry capabilities. Wrap up Monday by discussing the day’s activities or planning the evening’s dinner with friends or colleagues at the FedEx sponsored Scholarship event. These two scholarship events help provide the resources for NDTA to award our National-level Scholarships each year.

Tuesday provides more networking opportunities during the second exhibit period and the President’s reception and Chairman’s Awards dinner that evening. This year, as an exception to our normal policy, we are recognizing three individuals who have made outstanding contributions to NDTA throughout their careers with the NDTA President’s award: General Walter Kross, our outgoing Vice Chairman of the Board; Mr. Daryl Deel, our outgoing Chairman of the Surface Committee; and Mr. Ken Gaulden, a VISA “plank holder,” original member of the sealift committee EWG, and leading industry supporter of DOD. The evening awards ceremony concludes with the recognition of Mr. James Henry as the recipient of the NDTA Transportation Award and LTG C.V. Christianson, J-4 receiving the NDTA Defense Meritorious Service Award.

Thank you for attending the 61st annual Forum and Logistics Exposition. Thank you for your support as NDTA members, exhibitors, sponsors, speakers, and contributors. As always, I seek your feedback and suggestions on the leadership and management of your association. Enjoy the Forum! DTJ

Joint Logisticians, Industry Supply Chain Managers, and Executives

By Ken Wykle

USTRANSCOM has developed a Joint Deployment and Distribution Enterprise (JDDE) competency model and has asked NDTA to provide ideas/options for ensuring employee competency. I want to share those ideas with you. NDTA gathered information from universities with strong supply chain management programs and from NDTA Corporate members. The results of our efforts are summarized below.

UNIVERSITIES

1. The 10 colleges/universities with top quality logistics/transportation/supply chain management UNDERGRADUATE programs are:

a. Penn State

b. Syracuse

c. Tennessee

d. Arkansas

e. Michigan State

f. Iowa State

g. Ohio State

h. Arizona State

i. Maryland

j. Indiana

2. The 10 colleges/universities with top quality logistics/transportation/supply chain management GRADUATE programs are:

a. Penn State

b. Northwestern

c. Tennessee

d. Wisconsin

e. Michigan State

f. MIT

g. Ohio State

h. Maryland

i. Georgia Tech

j. Syracuse

3. Comments on the value of additional in-residence academic courses designed specifically for a functional area for expertise/responsibility but not leading to an advance degree follow:

Short, nondegree supply chain education courses offer an excellent oppor-

tunity for practitioners—military and civilian—to extend their perspectives, close skill gaps, and enhance technical expertise. Development of supply chain talent is, in fact, an essential building block for business success, and executive education is a critical part of this development effort. The number and nature of educational opportunities for supply chain professionals is rapidly expanding. A large number of diverse programs offered by academic institutions, professional organizations, and for-profit firms are available. The residence academic programs are most valuable when taught by a mixture of instructors in academics and industry. Example: Penn State has developed programs in partnership with the US Marine Corps, the US Army, the US Navy, and the Defense Logistics Agency. The programs present an in-depth overview of ongoing logistics transformation activities focusing on manage-

The Professional (Competency) Development Process “Map”

ment, transportation, distribution, order management, and maintenance within effective logistics chain management strategies.

The learning objectives of programs run with DOD organizations are as follows:

a. Present overview of important current issues, opportunities, and challenges in logistics and supply chain management.

b. Familiarize participants with “cutting edge” commercial best practices that might have high applicability to DOD logistics.

c. Provide opportunities to improve managerial skills.

d. Learn from each other—practice teamwork.

4. Comments on the value of certification in a functional area of expertise/ responsibility and relationship to demonstrated competency follow:

There are importance differences between a “certificate program” and a “certification program.”

A certificate program usually acknowledges that the recipient of the certificate has completed a course or program of education. An example would be that the Center for Supply Chain Research at Penn State offers a Certificate of Supply Chain Management to practitioners that complete three of its supply chain executive education courses. As there is usually no testing or assessment involved, the certificate does not indicate that the recipient has demonstrated competency. It does acknowledge that he or she has completed the course of instruction indicated.

A certification program is usually longer and more rigorous and does entail an examination or other means to assess that the individual receiving the certification has demonstrated competency and mastery with the “body of knowledge” being studied. Select programs affiliated with accredited colleges and universities, for example, American Association of Collegiate School of Business (AACSB), which assures the quality of the faculty and a program consistent with MBA Curriculum. St. Louis University has a successful sup-

ply chain management certification program managed by the consortium for supply chain management studies under the auspicious of St. Louis University School of Business. There are several other certifying organizations in supply chain management: APICS, ISM, SOLE, and AST&L.

5. Comments on the value of offering specific courses “online” for employees to ensure competency follow:

Distance education (online courses) can be a good delivery option for supply chain practitioners to learn and improve competency. There are some key trade-offs to consider when evalu-

Education is a learning process of not only knowledge in specific areas but more importantly human interaction among participants.

ating whether to select an online option versus a classroom experience. On the positive side of the ledger, distance education offers both place and time flexibility. Courses and programs are easier to fit into busy schedules and do not require travel or relocation to attend. On the negative side, quality is often an issue, and ancillary benefits— such as networking with fellow students, learning teamwork, and group projects—are often not available. Education is a learning process of not only knowledge in specific areas but

more importantly human interaction among participants. If this dimension is removed from the learning process, we do not create/produce a complete “package of knowledge” in the person. It is more significant in logistics and supply chain management since building long-term relationships is an important part of industry.

6. In addition to the education options covered above, employees should be provided learning opportunities in their narrowly defined area of responsibility with specific goals and objectives in mind. These should become part of a long-term career development plan. If one sends employees to any learning environment without a long-term goal for his/her career path, the knowledge gained may be lost along with valuable resources. Once employees return from the knowledge learning expedition, let them explore their new knowledge freely, unconstrained by management, even if their ideas and experiments are a bit outside the ordinary. Organizations need innovative ideas to excel. The following are other avenues for supply chain practitioners to learn and improve competency.

a. Attend annual meetings and conferences of supply chain organizations or trade associations such as CSCMP, SOLE, NDTA, ISM, and APICS.

b. Attend regional (monthly) meetings of chapters or roundtables of some of these same organizations.

c. Participate in special topics workshops or conferences sponsored by universities or government agencies, eg, a university’s semiannual “Supply Chain Leaders Forums.”

d. Keep current through regular reading of supply chain periodicals, newsletters, books, and blogs.

e. Participate in Webinars on supply chain topics.

INDUSTRY

Someone once said that the best way to predict the future is to create it. Industry continues to adopt major changes designed to shape and drive that future design. Industry is expanding globally, providing for more markets and oppor-

Ayres Hall at the University of Tennessee

tunities for growth. New technologies are continually developed and implemented, providing for increased capabilities and cost efficiencies.

The ability for any company to achieve its objectives is strongly contingent on one critical component: the development of a strong, competent workforce. Though each company has their own “company process” for hiring and developing their workforce, they generally follow one of two methods (typically both)—on-the-job experience and formal training. For nonmanagement employees, this primarily consists of on-the-job training in the skills required to perform their jobs. For most positions this consists of some form of initial training, usually a formal, structured program with prescribed interventions and requirements, followed by on-the-job observations, evaluations, and feedback at selected intervals. Additional training may also be required as new skills or knowledge is required to perform a given job (eg, a new product or service offering may require training the employee who sells/provides the product/service to the customer). Annual certifications may be required to comply with government regulations. Remedial training is implemented as needed. Generally all of these interventions contain some form of evaluation both of the individual’s knowledge and understanding as well as their ability to perform the required skills and/or meet any minimum standards. Job review discussions are also held on a periodic basis to ensure that employees know where they stand with respect to their performance relative to these job requirements/performance standards. This training and the evaluations serve as a predictor of potential for positions of broader responsibility and often for promotion into management positions.

Once promoted into management, hired as a manager, or selected as a management trainee, an individual embarks on a career-long path of learning and development, highlighted by a series of formal programs managed under the “umbrella” of the Department of Human Resources. While the exact career development path varies by individual company it is generally structured as follows: Individual hired/ promoted  Initial company orientation/ instruction on the company culture  In-house job-specific courses/training  Supervisor/leadership course  Manager

The ability for any company to achieve its objectives is strongly contingent on one critical component: the development of a strong, competent workforce.

leadership instruction  Senior leadership instruction  Executive-level Leadership Seminar. As an individual is promoted, they are rigorously evaluated, given rotational assignments, provided opportunities for additional education. (See the Professional (Competency) Development Process “Map” on page nine for industry managers/Leaders.) Industry repeatedly emphasized that the most important factor when considering an individual for a position is experience. In my view, the industry process is similar to the DOD’s (Services) process—but much shorter, with each level of instruction measured in one to two weeks versus months for the military/government courses: Initial entry/basic officers course  after 3 to 5 years another more functionally oriented “advanced course”  at the 8 to 12 year mark a “mid-level course”  at the 18 to 22 year mark “senior course”  followed by “senior executive level courses,” where appropriate. Throughout one’s career in the military or government, there is opportunity for rotational assignments. While the military and government has an

evaluation process, it appears that, at least in the large multinational/international corporations, their evaluation process is more rigorous and frequent. As an individual employee reading this article, focus on the career development and evaluation boxes—Have you and your supervisor written a career development plan and are you receiving frequent evaluations and feedback? As your career development plan is prepared, focus on the boxes at the bottom of the map to ensure that your plan is balanced and includes the critical elements. (Note that there are things you can do on your own under the “self development” box.) DTJ

NOTE: The ideas expressed in this article are not those on the author or any one individual. Rather it is a compilation of ideas and quotes from the many academicians who are members of NDTA and about 10 of our corporate members. My thanks to each of you for your candid comments and input as I prepared this paper.

My Life on

of the Defense Transportation Equation

By Kevin Drew, Director, Government & Military Logistics, General Freight Services, Inc.

It’s true what they say—there is always another side of the story. In the world of defense transportation, there are two planets: the “shipper” military side and the “provider” carrier side. Our goals are united. We all want to achieve an efficient, safe, and secure transportation system supporting our country’s defense. However, at times underlying animosity exists between these two parties, primarily due to two different perspectives. Harmony can be achieved though, by working together and seeing both sides of this equation.

As a veteran with more than 10 years of experience with the US Army Transportation Corps handling freight logistics between US ports, the Caribbean, and South America, as well as cargo deployments and redeployments into and out of Southwest Asia including Iraq and Afghanistan, I understand the intensity with which we must move deployments and redeployments. However, now that I maintain a position leading a 3PL through its rapid movement of mili-

tary freight, I see a myriad of opportunities where the government official and carrier can enhance their relationships and communication, thus providing a more efficient transportation process for all involved.

Based on my experience on both sides, I have outlined some pitfalls that both parties can fall into. If each side considers the other while making freight decisions, I’m confident the resulting system will be much more effective.

1. The “Low Cost Leader” Approach to Vendor Selection – When they are alerted of the need to move freight, Transportation Officers often make carrier selection decisions based on price alone. This is risky business given the highly fragmented transportation market. With brokers, 3PLs, and assetowning carriers all vying for the same business, it’s tempting to over-promise when it comes to winning new business. By choosing on price alone, our defense transportation system puts itself at risk for late pick-up or delivery, detention charges, or choosing a carrier that simply can’t deliver what it promises. A good rule of thumb in the general business community holds true here—relationships are invaluable. Sure, it takes time to figure out who you can and cannot trust, but taking time out to build relationships with vendors can prove invaluable when assessing beyond price and looking at value. Bottom line, sometimes you get what you pay for. Not to say that cost doesn’t always have to be a factor, but looking deeper into the value proposition a vendor brings will ultimately translate into an improved transportation system.

2. “Hitting the Panic Button” on the Load Requests – Trust me, I’ve been there. You have a shipment coming in and you want it picked up in two hours. However, if contracts are offered to multiple 3PLs or carriers on the GFM system, it often comes at a cost. When a specific load floods the marketplace, with multiple 3PLs all looking for the same trucks, there is a tremendous amount of power that the Transportation Officer is putting in the hands of the competitive market, which ultimately drives up the cost. In some cases, the truck is simply going to go to the highest bidder. This not only costs more, but also takes more time. Simply put, relationships drive this business. By working with a third party that can access the marketplace to find the best carrier for the load at the best rate, the government won’t have to pay more than it has to for the load. A significant value that a 3PL can bring to the table is managing relationships with a variety of best-in-class carriers to ensure maximum performance, no matter what the load. Bottom line, you’ll quickly identify the carriers that

After 125 years, the voyage is just beginning.

After a century and a quarter in the shipping business, we’re proud of our reputation as the principal carrier of containerized freight and automobiles between the U.S. Pacific Coast and Hawaii, Guam and the Mid-Pacific. We’re equally pleased by the success of our recently inaugurated service between China and the U.S. As we celebrate our anniversary, we promise to continue delivering transportation services, logistical expertise, and customer service without equal. And with 125 years behind us, we hope you’ll join us on our continued voyage into the future.

Everyone feels more confident when a working relationship is based on trust and proven performance.

deliver on their promises. Stick with them. If they don’t, seek a provider that will meet your expectations every time.

3. Dealing with Congestion and Visibility – It happens every day. Trucks go into a port or an interior installation and arrive only to sit and wait. It’s the classic hurry up and wait scenario. This detention time significantly drives up the transportation costs. Typically, the goal of the Transportation Officer is to get loads out early in the morning and be finished as early as possible. However, this rarely happens

due to organizational challenges, limited freight visibility, and congestion.

A heightened level of visibility on behalf of the carrier and the military will substantially impact this problem. Trucks that show up to port with a load and limited data on where that cargo is intended to deliver causes tremendous hassle and cost for the receiving port. Careful selection of the carriers that provide in-transit visibility, and cargo tracking and that are set-up to provide reliable data regarding loads could lead to a much more efficient system.

The technology currently in place often tolerates silos of disparate information, making reliable data hard to acquire. By working with a third party service provider that can offer access to data and provide visibility into the shipment, the battle of information is closer to being won.

SOLID RELATIONSHIPS AND PROVEN PERFORMANCE PROVIDE THE LINK IN THE EQUATION

Everyone feels more confident when a working relationship is based on trust and proven performance. If each side of the defense transportation equation approaches their task at hand looking for value and delivery, everyone would benefit. Transportation Officers should be assessing credit ratings, track records, and capabilities of their transportation partners rather than choosing on price or first to call. The two can coexist. It just takes the right people and the right relationship to get the job done. DTJ

Kevin Drew is an NDTA member and is the A-35 Vice President for the Jacksonville chapter. He is currently director of government and military logistics at General Freight Services. He can be reached at kdrew@gfreight.com

General Freight Services is a non-asset based third-party logistics services company (3PL) offering a complete suite of multimodal domestic and international freight services. The company, headquartered in Atlanta, GA, employs a global network of offices to provide end-to-end transportation and logistics solutions. General Freight has been recognized as one of Atlanta’s 50 fastest growing privately held companies by the Atlanta Business Chronicle in both 2006 and 2007.

For information, visit www.gfreight.com.

Remembering One of Our Own

By Lindy Dinklage

On July 26, Colonel Norbert Grabowski was paid tribute in a memorial ceremony by the US Army Transportation Museum and the Army Transportation Museum Foundation. Grabowski, a lifelong contributor to the Transportation Corps who died July 26, 2006, was remembered for the service and commitment that made him a well-known name among other transporters. The ceremony recognized Grabowski with a special plaque placed upon a Berlin Duty Train guard car in the museum’s collection, which has been refurbished and dedicated in his memory.

UNITED STATES ARMY TRANSPORTATION MUSEUM

300 Washington Boulevard

Besson Hall

Fort Eustis, Virginia

757-878-1115

• OPEN: 9:00am-4:30pm (except Mondays and Federal holidays)

• Free admission, Parking, Gift Shop, Guided Walking Tours

The Museum is part of the US Army Transportation School facility in Fort Eustis

Upon completion of a new addition to the museum, the train will be used to display the film “Stop Train 349,” a Hollywood rendition of the incident that tested Grabowski’s character when he was a young lieutenant.

Grabowski’s wife, Anava Guiule Watkins Grabowski and daughter Judy-Anne Grabowski Wallace attended the memorial ceremony, and Anava unveiled the plaque on the Berlin Duty Train. Tears came to her eyes as she thanked those in attendance for being there and for recognizing her husband’s courageous service as a soldier and a transporter.

The Berlin Duty Train story, as retold during the memorial ceremony, begins with Grabowski acting as the train commander. While traveling through East Germany, an East German refugee broke a window and boarded the train. East German and Soviet authorities demanded entrance to the train and the right to seize the passenger at the border crossing. Grabowski, then only a first lieutenant, refused entrance to the East Germans and Soviets for more than 15 hours. Finally, when ordered by US authorities in order to avoid an international incident, Grabowski handed over the refugee.

“It’s typical of him, of the way he handled things,” said retired Colonel James Rockey, president of the Army Transportation Museum Foundation and friend of Grabowski’s. “Initially, he didn’t know the refugee was on the train. At the time, it was an issue of US sovereignty. If you let them try it one time and no one is there, they will try it anytime they can for publicity, to make the US look bad.” According to Rockey, Grabowski’s character was such that any attempt to usurp his train’s sovereignty and authority was unacceptable, despite his youth and junior rank.

Rockey. Grabowski met his wife, Anava, while stationed in Germany.

Grabowski served as train commander for only a short time, with the standard tour as train commander being approximately one and a half to two years. But with his courageous decision to stand up to East German and Soviet authorities, his story was kept alive long after his service. “He showed courage,” said Rockey, “And he set the standard for those who followed. That train went on for so many years. Most in the Transportation Corps of our era knew the story.”

A documentary about the incident reunited Grabowski with the East German he had worked to save. The refugee had

The plaque honors Grabowski for his courageous actions with a few words describing his actions, as well as a photo. Upon completion of the new museum addition, the train car will move indoors and the plaque will be placed inside of the train, where the film “Stop Train 349” will be shown.

go to that level, he was the guy to see, and he would always help you out. He would keep you straight.”

Grabowski also served on the board of directors for the Army Transportation Museum Foundation and the National Defense Transportation Association. DTJ

THE BERLIN DUTY TRAIN

After WWII, Germany was divided through the capital city of Berlin into sectors occupied by the French, British, American, and Soviet governments. To transport soldiers, their dependents, and US Army civilians in and out of the Allied sectors, the Transportation Corps established the Berlin Duty Train in late 1945. The US had a total of four passenger trains that traveled through Frankfurt, Bremerhaven, and Berlin consisting of three compartmentalized sleeping cars, an escort car, and a mail and freight car. The trains traveled only at night, and the trip averaged nine hours, depending on time spent to check passports and orders. Approximately 80,000 people made the trip each year

Grabowski, a native of Breslau, Germany, now known as Wroclaw, Poland, emigrated to New Orleans with his parents in 1950, at the age of 15. His knowledge of the region and language made him a great asset to the Army, said Rockey. “He was very helpful, he interfaced with the local community for the commander, and I think he enjoyed his work in Germany very much,” said

served two years in prison for the incident, and lived in East Germany until the communist regime fell in 1989. “It was certainly courageous,” said Rockey. “And others during that time recognized it. He received an Army Commendation Medal for what he did, and in that time it was a rare thing for a lieutenant to be recognized.”

The memorial on the museum’s Berlin Duty Train features a photo of Grabowski as well as a short description of his actions. Rockey hopes it will help others learn the story of Grabowski’s courageous actions.

“He continued to contribute to the Transportation Corps even after his retirement. He was the assistant to the Secretary of the Army, and any time you needed to

Each train was assigned a train commander, a Russian-English interpreter, two Military Police, a radio operator, and a conductor. The Train Commander was almost always a Transportation Corps Lieutenant, who was responsible for the safety and security of the train during its journey. No one was permitted to get off the train at checkpoints, except for the commander, interpreter, and senior MP. Passport inspection by the Russians took about an hour and if information did not match exactly —a period or a space in the wrong place—a person could be rejected.

Thank you to the US Army Transportation Museum for providing information.

COL Norbert Grabowski’s wife, Anava, takes a moment to look at the plaque after unveiling it for the first time and receiving a special plaque from retired Col. James Rockey, president of the Army Transportation Museum Foundation.

At Pilot, we’ve expanded our logistics services and technologies to keep U.S. forces a step ahead, worldwide. We’ve deployed more Pilot people at more military sites. We’re approved for domestic air freight, truck transport and international shipments. Our technology arsenal also includes PowerTrack freight payment with automatic auditing and CoPilot™ online shipping with fast, accurate price quotes, instant booking, automatic e-mail alerts and more. Serving the military with speed, pride and dependability– it’s how we earn our stripes every day. For shipping that’s a breed apart, call 1-800-HI-PILOT or visit online. Both earn their stripes every day. What do Pilot and a tiger have in common?

NDTA Members TACKLE the Arctic Together

NDTA members are famous for accomplishing some pretty incredible operations. Remember how they leaned shoulder to shoulder to help folks stranded by Hurricane Katrina just days before the 59th NDTA Forum convened in San Diego? A project unfolding prior to this year’s Forum in Charleston— hauling ProGrass™ to the Arctic Circle—has proven, once again, that we get things done because we are “Better TOGETHER!”

In the business of Defense Transportation, a typical load involves military hardware or supplies bound for the warfighter in the Middle East. But a recent multi-modal team effort held little resemblance to standard operating procedures. The town of Barrow, Alaska, was counting on turf. The high school football

coach . . . the students . . . the community . . . all were anxiously awaiting the load that would transform their gravel pit field into a gridiron. The move involved about

500,000 pounds in product moving from one end of the US to another. Timing was critical since the first game of the season was scheduled for August 17. And, no one

Photo by Erik Hill, Anchorage Daily News

Karen Schmitt

Photo by Ken Graham Photography

TOTE in ice and loaded with turf

knew what Mother Nature had in store off the arctic coastline.

Barrow, 340 miles north of the Arctic Circle, is our Nation’s most northern settlement and undoubtedly the harshest location Alaska has to offer. There are no

For online reading, please visit “The Real Frozen Tundra” and “On Top of the World” from espn.com.

connecting roads and the polar landscape is blanketed most of the year by tundra stretching out to the Arctic Ocean. The town is home base to nearly 4600 residents—including the largest population of native Inupiat Eskimo—and wildlife such as polar bears, arctic fox, caribou, moose, snowy owls, seals, and the bowhead whale. Sustaining the people is costly since the

delivery window is so short—sometimes just one barge a year as ice allows. Cost of living quotes place Barrow 278 percent higher than the lower 48 states.

Barrow assumed media prominence last year when it hosted the first football game ever played on arctic soil. Cathy Parker, from Jacksonville, Florida, whose husband coaches at Bartram Trail High School, was impressed by the town’s struggle to build a team in such a demanding environment. She could also see the rewards that teamwork would bring—a much-needed boost in morale for the students and the community. Cathy founded “Alaska Turf,” a project dedicated to securing materials and installing an artificial field in Barrow— where no grass grows—explaining that, “This is not a Bartram Trail project, not a Jacksonville project, not a Florida project. It is something for everyone to support.”

“Everyone” came to include NDTA headquarters and nine different commer-

cial transportation companies; many are NDTA Corporate Members who made sure that turf would cover the tundra. “I’ve never seen anything like this,” explains Bill King. “Companies came together to accomplish the move . . . all free gratis . . . all ad hoc . . . to help a cause that Cathy Parker made infectious to an industry.” More than $135,000 alone were donated in transportation costs, and several individuals gave of their time after work hours and even while on vacation!

“TRAINS, BOATS & PLANES”

Excerpted in part from “Save the Whalers,” Wayne Drehs – espn.com

Challenges emerged all along the way considering weather and ground conditions and the various product pick up points—mulch originated in Edmunton, the field carpet from North Georgia, and the field inlays (yardage hash marks and end zone markings) from Pennsylvania. July 23 was referred to as “Black Monday,” however, because of a serious stall in plans. Field equipment and materials had traveled from Georgia, Pennsylvania, and Seattle, in trailers, by train, and Trailer-Ship, but were held up in Fairbanks—some 600 miles short of its final destination—when the shipment sat in the back of four tractor trailers, unable to go any farther. The Alaska Air National Guard had been included in the initial game plan for air lift support, but that flight had to be scratched. Since 180,000 pounds of mulch was already on its way by barge and the installation crew was in place, a contingency plan was crucial.

NDTA members act when called upon, and in this case it was no different. True Team Players, the companies had helped get the materials this far and they weren’t about to drop the ball. They began searching for someone in the private sector who could finish the job . . . in less than 48 hours . . . and for free. Cathy Parker, who had no experience with transportation and logistics prior to “Alaska Turf,” commented, “These people are the greatest. They not only had a solution—they had a back up plan! Their recovery was nothing short of amazing.”

Photos by Bill Deavers

YOU NEED TO FEED THE FORCES.

YOU NEED JAMES JONES.

When does Agility’s James Jones consider a job done? When the ﬁll-rate for feeding the forces in Iraq surpasses the contract requirement? When a distribution depot becomes operational in Kuwait? For James, and 20,000 more Agility employees in over 100 countries around the world, success isn’t measured in orders ﬁlled or deadlines met. Success occurs when our partners achieve their goals. It’s an intimate approach to logistics that demands individual attention and personal ownership. It’s how James Jones brings Agility to feeding the forces.

James Jones Deputy Director for Operations, Agility DGS

hours . . . and for free. Cathy Parker, who had no experience with transportation and logistics prior to “Alaska Turf,” commented, “These people are the greatest. They not only had a solution—they had a back up plan! Their recovery was nothing short of amazing.”

The geographic scope of Alaska is huge, and shipping requires a completely different logistic than used in other states. “It comes second hand to those who work in the area,” explains Bill Deavers. “They tackle the tough stuff on a daily basis— sometimes, a simple phone call smooths things over.” During a teleconference, representatives from several transportation and logistics companies informed Parker that private companies were lining up to help. “We won’t let this go until we see that the field is up there,” said Phil Case from UPS. “We’re going to get that football field up to Barrow.”

For the home team, adjectives don’t exist to explain how they feel. Even the sample pictures of football fields circulating prior to construction pale by comparison to the real thing—players don’t have to dodge rocks that once cluttered the gravel field or kick the pig skin across goal posts that were made from sprinkler pipes. The people of Barrow are especially grateful for the valuable lessons shared through

THE “TEAMS” (alphabetical)

Bartram Trail High School, Jacksonville, Florida

Bowhead Transport (UIC)

Burlington Northern Santa Fe Railroad

Carlile Transportation Systems

THE “PLAYERS” (alphabetical) THE GAME PLAN

Cathy Parker

Bob Leonard

Steve Seng

James Gordon

Lane Keator

Bart Kendall

Harry McDonald

Ray Miller

Michelle Quinn

Logistics

National Defense Transportation Association Headquarters

Norfolk Southern Railway

Northern Air Cargo

Sourdough Express, Inc

Totem Ocean Trailer Express (TOTE)

Kevin Saunders

Stephanie Holthaus

Margot Wiegele

Jeff Gregory

Brian Skinner

Bill Deavers

Bill King

UPS

Phil Case

Tom Gloe

the example of transporters and logisticians. Nobody panicked even though directions changed at a moment’s notice. Recovery was pure problem solving at

If you or a loved one has been involved in athletics then you realize the important and positive impact athletics can have in a young person’s life. Through “Project Alaska Turf” [www.projectalaskaturf. com] you can help make a difference in the lives of young people of Barrow, Alaska. God bless, Cathy Parker.

Established “Project Alaska Turf” and spread infectious support for the Whalers high school football team in Barrow, Alaska.

Transported 180,000 pounds of rubberized mulch to cushion the field—from Seattle via Barge.

Rail Transportation of all four trailers of turf, installation tools, and inlays from Chicago to Seattle.

Transload of two UPS trailers, along with Fairbanks trucking to Prudhoe Bay times two. Loading the Northern Air Cargo aircrafts in Prudhoe Bay.

Start point for industry involvement regarding shipping and initial coordination.

Provided network of industry members and military partners to call upon for help.

Rail Transportation on two trailers from Pittsburgh, PA, to Chicago, and two trailers from Chatsworth, GA, to Chicago.

All Air freight from Prudhoe Bay to Barrow and Anchorage to Barrow.

Round trip trucking from Fairbanks to Prudhoe Bay with last half of carpet in UPS Trailer.

Trailer-Ship transportation from Tacoma to Anchorage [four trailer loads] Round Trip trucking—Fairbanks on three trailer loads, Round Trip trucking—Anchorage Airport on one trailer load, and empty return of four UPS trailers from Fairbanks and Anchorage to Tacoma.

Supplied trailers for movement to Alaska and local trucking for two trailers in Pittsburgh, PA, to Norfolk Southern, and two trailers in Chatsworth, GA, to Norfolk Southern. Local trucking from Seattle to Tacoma on all four trailers.

its finest. After all, transportation, like life, or a football game, rarely occurs as planned. The people also recognized that teamwork and camaraderie, hallmarks of football and other group sports, are major factors in the transportation industry. No one company played center stage in this effort—everyone stood up because they felt it was the right thing to do. It was a Can-Do/Will-Do Win for all sides. DTJ

Congrats! Barrow’s team scored 18-16 over Seaward in the last 35 seconds of the season opener on August 17. Way to go Whalers!

Grimes

Ike Sherlock

Photo by Bill Deavers

Photo by Erik Hill, Anchorage Daily News

US MERCHANT MARINERS : The story of one crew’s

By Captain J. Michael Murphy

Civilian Merchant Mariners have supported the US Military during every conflict since the Revolutionary War. During the early months of Operation Iraqi Freedom, there were as many as 167 civilian manned ships transporting war material between the US and ports in the Persian Gulf. This aptly named “steel bridge” continues to move more than 90 percent of all material to support the war. The civilian Merchant Mariners who man these ships do so with pride and dedication. This story is about one of these crews who took their ship, USNS Soderman (T-AKR-317), from a Reduced Operating Status to underway in 48 hours to support a mission in the Persian Gulf. Reduced Operating Status (ROS) reduces the operating costs of a ship by tying it up in a US port with the minimum crew necessary to keep it safe while it waits for a mission. Like many government owned ships awaiting cargo, Soderman was in a reduced operating status at the time it was assigned this mission.

USNS Soderman (T-AKR-317) is a 950-foot Rollon/Roll-off ship built and delivered in 2002 to meet the US Army’s strategic sealift mission. Soderman has 392,000 square feet (nine acres) of cargo space, and its two gas turbines and twin propellers allow it to transit at speeds up to 24 knots for 12,000 miles without refueling. The ship is owned by the US Navy’s Military Sealift Command but is operated under contract by Maersk Line, Limited, a civilian shipping company employing civilian officers and crew. Soderman’s licensed officers are members of the American Maritime Officers union, and the unlicensed (similar to enlisted on

navy vessels) are members of the Seafarers International Union.

Soderman, a ship nearly the size of an aircraft carrier, is normally operated by a civilian crew of 30 men and women of the US Merchant Marine. Each of these mariners is highly trained and must meet all USCG requirements for a license or mariner’s document. Every officer must hold a valid Merchant Marine Officer’s License for their assigned position and all other crewmembers must hold a valid Merchant Mariner’s document endorsed for their billet. These requirements include not only rigorous formal training courses and written examinations for each position, but also stringent personal background checks.

Soderman had on September 29, 2006, been placed in Reduced Operating Status at Newport News, Virginia, because

cation occurred on the day of a scheduled turnover between captains; needless to say, the turnover was very streamlined.

As soon as the activation became “semiofficial” mid-Friday morning, the senior officers used their cell phones to call crewmembers they thought might be available on such short notice. The names of available crewmembers were sent to the company crewing coordinator who was working feverishly to coordinate with the unions and to arrange travel. The coordinator also worked closely with the unions to find qualified crewmembers for those slots that couldn’t be filled from onboard phone lists.

Meanwhile, since there was no Steward’s Department aboard at the time, the company’s Port Steward compiled a list of food and consumables on Friday and somehow managed to get four months of

The ship was missing nearly half the crew, there were no food or stores aboard, and the USCG had put a hold on the ship until it could demonstrate that it had a full crew and could successfully perform a fire drill and an abandon ship drill.

rapid deployment in support of Operation Iraqi Freedom

it had off-loaded its previous cargo and had no follow-on mission assigned. The ship’s galley had been shutdown, the food transferred to another ship, and 13 of its 30 crewmembers were paid off and sent home to wait for another assignment. It should be noted here that civilian mariners do not receive pay between assignments. They may draw any accrued vacation benefits from their respective unions and they may be eligible for unemployment, but they must be actively employed on a ship to receive pay. A mariner laid off during ROS has two choices: find another ship or wait at home until their ship is put back into full service.

Fortunately for many of Soderman’s paid off crewmembers, the ship received unofficial word on Friday morning, November 17, 2006, that it was in line for a mission to Kuwait to pick up Army equipment for return to the United States. There was just one caveat: the ship had to be underway within 48 hours to make the Army’s required loading date in Kuwait.

stores delivered to the pier on Saturday morning. The Chief Steward had returned Friday evening, and she coordinated the all-hands effort to get everything aboard and stowed by Saturday afternoon.

Adding to the challenge of leaving on time, recently implemented requirements

meant that Soderman needed additional ammunition for the security teams that would embark in theater and to supplement its chemical, biological, and radiological protective equipment. Ships from the same operating company were tasked to transfer the ammunition and protective

equipment because normal supply procedures would have delayed the Soderman’s departure until the following week. The storekeeper worked tirelessly to transfer, stow, and document all equipment before the departure deadline.

The Coast Guard was called Saturday morning and asked if they could come down and observe drills on Sunday morning, which would allow the ship to meet the 48-hour departure deadline of 1300 Sunday afternoon. The inspectors agreed to be there at 0800 as long as the ship was fully manned. In addition to demonstrating drills on Sunday morning prior to getting underway, the ship also had to arrange smallpox vaccinations for all crewmembers who had not recently received one. The US Central Command (CENTCOM) in the Persian Gulf has a standing requirement for all US personnel entering their operating area to have a smallpox vaccination. A screening of shot records revealed that there were seven crewmembers that needed the vaccinations.

Interspersed with personnel reporting aboard, stores load-out, equipment and ammunition transfers, drills, and vaccinations, the department heads were oversee-

that it was fully manned with some of the last crewmembers arriving from as far away as Hawaii and Los Angeles—a tribute to the dedication and flexibility of all organizations and personnel involved. Sunday morning at 0600, all hands were sent to their emergency stations to

A call to the weather routing center added a bit of spice—a storm was sweeping up the east coast and the ship would be in for very heavy weather if there was any delay in the scheduled underway time.

ing the task of preparing their departments and securing the ship for sea. Additionally, the myriad reports required to get underway were generated and sent to their respective agencies, including the US Coast Guard, US Customs, US Immigration, US Navy, Military Sealift Command, and the operating company. Arrangements for pilots, tugs and line handlers were set for 11:30am, Sunday, November 19, in order to meet the 48-hour tasking. A call to the weather routing center added a bit of spice—a storm was sweeping up the east coast and the ship would be in for very heavy weather if there was any delay in the scheduled underway time.

By Saturday evening, November 18, just 36 hours after unofficial notification, the ship was able to notify all concerned

allow damage control locker leaders to outfit firefighters and go over duties and procedures. Fortunately, having so many returning “old hands” made this easier than it might have been. Practice drills were called away for fire and abandon ship so we could integrate new crewmembers into the drills at least once prior to having the Coast Guard evaluate us. The Coast Guard inspectors arrived as scheduled and provided the captain with a scenario. Then they picked a crewmember at random and told him where they had seen a simulated fire. The crewmember pulled the fire alarm and called the bridge; the general alarm was sounded and all crewmembers quickly went to their emergency stations. The fire drill went smoothly, and the Coast Guard directed an abandon ship

alarm. Again, the crew performed well, and at 9:35am, the Coast Guard cleared the ship to sail.

At 10:50am Sunday, steering, propulsion, and all critical gear were tested for getting underway. At 12:05pm the crew went “fore and aft” manning all underway stations. The tugs and pilots arrived; the hydraulically operated ramp, which is 135 feet long and weighs more than 100 tons, was raised; lines taken in and the ship was underway at 12:36pm—ahead of schedule.

Soderman made an eight-week roundtrip between the US and Kuwait via the Suez Canal, returning with 1848 pieces of Army equipment ranging from M1A1 tanks and Bradley fighting vehicles to bulldozers and concrete mixers. The equipment was off-loaded in Texas where another load waited to be carried. Soderman and her crew picked up the waiting equipment and continued on to a new destination. One mission was successfully completed and another began for the professional mariners aboard USNS Soderman DTJ

Captain Murphy took delivery of USNS Soderman from NASSCO Shipbuilding Company on September 2002 and continues to rotate as one of the two Masters assigned to the ship. Captain Murphy is a class of 1968 graduate of the California Maritime Academy and a retired US Navy Captain who is enjoying a second career in the Merchant Marine.

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Welcome to the 61 st Annual NDTA Forum and Expo! [ Where we are “Better TOGETHER!” ] FROM THE NDTA BOARD OF DIRECTORS

Raymond P. Ebeling, Chairman and CEO, NDTA

Board of Directors

The convergence of commercial and military operations may seem a bit unusual to those unfamiliar with the defense transportation system. We all know, however, that in order to get things done—most particularly to maintain our national security and to support our troops—cooperation is crucial. It makes for good business as well since our joint efforts contribute to overall operational improvement for both suppliers and contractors. When it comes to tackling today’s mission from all standpoints, we are definitely “Better TOGETHER.”

That cooperative spirit is just as strong on land, at sea, in the air, or when the mission combines modes. This was most apparent recently when NDTA members from across the US joined forces to support a fledgling football team in Barrow, Alaska. They delivered the materials to create a football field in the nick of time. On the surface, this may not seem dramatic, but the impact on the struggling arctic community has extended well beyond the gridiron. Students, families, and neighbors in Barrow are now pushing forward with a renewed morale in a difficult environment thanks to the “Better TOGETHER” attitude shown

by our transporters who hauled the supplies and equipment to that region.

Professionally, we will be “Better TOGETHER” thanks to the series of programs designed for Forum attendees. In Charleston, you will have the opportunity to enhance your experience by joining off-site educational tours to the Port of Charleston or the 437th Wing Aerial Port located at Charleston AFB. These options share both commercial and military perspectives on transportation and logistics. The APICS Work Shop, “DOD Meets Lean Supply Chain Management,” awards participants with Continuing Education Unit credit upon completion, and the Emergency Preparedness Table Top Simulation offers Chapters resources for community programming. To all of the session speakers and panelists, I offer sincere appreciation for your hard work and selfless dedication in presenting industry trends and knowledge.

Please plan to join us in celebrating together the many fine individuals, organizations, and military units that have demonstrated special achievements in their field. Plan also to attend the Expo to discover additional ways that we can work together more efficiently and effectively.

I extend a sincere Thank You to all attendees for your support, to our sponsors and exhibitors for your contributions, and to our Forum Team for orchestrating the 61st annual Forum and Expo. Let’s enjoy the Forum and the great city of Charleston TOGETHER!

FORUM CO-CHAIRS

“Coming together is a beginning. Keeping together is progress. Working together is success.”

— Henry Ford

MG Charles Fletcher, Jr ., USA

USTRANSCOM J-3

WBrian

Taylor SVP, Sales and Marketing Horizon Lines, Inc.

hen measured in terms set forth by Henry Ford, NDTA is a definite success story! We came together for our first Forum more than sixtyone years ago, and today—both industry and government—continue to work hand-in-hand to efficiently move military goods and people around the globe. Working TOGETHER is our mantra!

As an Association, we gather together on a yearly basis to join professional sessions and networking events, to recognize industry Pros, and to support our Scholarship Fund—but outside of these events, our NDTA Corporate Members and participating DOD organizations partner together on a continuous basis to accomplish critical missions at home and abroad. This is TOGETHER at its very BEST!

Many also demonstrate the power of partnering from within. Companies merge and grow stronger, and military units engage in joint operations with other commands to leverage resources. The United States Transportation Command (USTRANSCOM), which celebrates twenty years of service next month, sets the benchmark. Over the years, USTRANSCOM has worked to combine the strengths of private and public sectors, and incorporate the skill sets of various military branches to redefine and refine various logistics, distribution, and transportation processes.

In addition to Professional Dialogues and Roundtables, the APICS Workshop, and Off-Site Tours to the 437th Aerial Port and the Port of Charleston, a special session has been added to our Forum lineup: the DTCI (Defense Transportation Coordination Initiative) update. It will elaborate on the long-term partnership between USTRANSCOM, commercial industry, and the Defense Logistics Agency (DLA) and service stakeholders.

We are very pleased to welcome you to our 61st Annual NDTA Forum and Expo! We are confident that the experience will be rewarding to all!

September 15–19, 2007

61st Annual NDTA Transportation and Logistics Forum and Expo Charleston, South Carolina

Better TOGETHER: Teaming Up To Tackle the Mission

Thank you!

Special Thanks to our Sponsors, Exhibitors, Charleston CVB, South Carolina DOT and the City of Charleston, North Charleston, and Mount Pleasant! For a complete listing of Sponsors and Exhibitors, please see the Exhibit Directory and Program/Advance Registrants Booklet

THE FORUM TEAM

NDTA HEADQUARTERS

Kenneth Wykle

President, COO

Mark Victorson

Professional Programs, Room Logistics, Awards

Denny Edwards

Marketing, Exhibit Mgr., Meeting Planner, Sponsorships

Patty Casidy

Treasurer, Registration

Karen Schmitt

Promotion, Printing, Web Site, Press Room

Carl Wlotzko

Sponsor Liaison – F&B, DMC Coordination

Leah Ashe

Data and Information Management

Alisa Graham

Hotel Rooms Point of Contact, Administration

Mary Konjevada

Marketing Assistant

Angie Payne

Administrative Assistant

COMMUNICATIONS

Professor Brian McGee

Chairperson, Comm. Dept., College of Charleston

Mike McVeigh

Student Reporter Coordinator

Delaware River Maritime Enterprise Council

Media Partner

The Howland Group

Media Partner

VOLUNTEERS

Ms Johnsie Cogman • Ms Terri Dalton

MSgt Patsy DeMichele, USAFR

Ms Karen Edwards • Ms Yvonne Frazier

Ms Amanda Meyer • Ms Lynn Nelson

Ms Marie Rohrbough

LtCol Stephen Rohrbough, USAF (Ret )

Ms . Cindy Thurgood • Mr . Craig Thurgood

NDTA CHARLESTON VOLUNTEERS

Fred Stribling, Chapter President

Dale Cozart, SE Regional President

Brian Higgins, A-35 Representative

Nicholas Anderson • Todd Bellamy

Steve Bright • Jared Brown • Angie Burrill

Mike Davis • Alan Duncan • Cindy Fielden

April Fletcher • Jason Golden

Dr Kent Gourdin • Ken Hundemer

Larry Kennedy • Amanda King

Catherine Lobb • Pat Logan • Mike McAvoy

Trish McClure • Glenn McNeil • Keith Miley

Mike Murphy • Stephine Northup

Rohan Nugent • Mike Owensby

Claud Rountree • Tom Skillman

Jean Taylor • Tom Walden • Ron Westall

Terry and Kathy Williamson

• Michelle Wooley

EXHIBITORS AND SPONSORS

EXHIBITORS

A-35

AAR Mobility Systems

ABF Freight System, Inc

Ace Doran Hauling & Rigging

Advantage Rent-A-Car

Agility Defense & Government

Services

AIT Worldwide Logistics, Inc

American Military University

AmSafe Defense

APL Limited

ARC

Associated Global Systems, Inc

ATA Airlines, Inc .

Avis | Budget Group

BAX Global

Bearing Point

Bennett Motor Express

Boyle Transportation

C2 Freight Resources

C L Services

Calhoon MEBA Engineering

School

Cavalier Logistics

Charleston Marine Containers, Inc

Comtech Mobile Data

CorTrans Logistics

Crowley Maritime Corporation

CRST Logistics

MEETINGS AND EVENTS SCHEDULE

SATURDAY, SEPTEMBER 15

• Council of Regional Presidents (CORP) Luncheon Meeting

• Site Selection Meeting

• Chapter Presidents, State VP’S and Members Workshop

SUNDAY, SEPTEMBER 16

• Golf Tournament

Sponsor: Northwest Airlines

• DOD Meets Lean SCM - APICS Workshop

• NDTA Scholarship Dinner aboard the aircraft carrier, USS Yorktown (CV-10) Sponsor: the brands of YRC Worldwide

MONDAY, SEPTEMBER 17, 2007

• A-35 Breakfast

• Opening Ceremony & Chapter Awards

• Keynote Speaker: Mr. John P. Clancey

• Military Unit Awards Ceremony Sponsor: Transportation Institute

Special Guest Presenter: LTG Russell Honore, USA

• Exhibit Grand Opening (Exhibit Period I) Sponsor: Maersk Line, Ltd.

Professional Dialogue Sessions:

• Session A: Performance Based Logistics

Mr. Eric Stange, President–Defense and Homeland Security, Accenture

• Session B: Agile Warfighter Sustainment—Acquisition Transformation Challenges and Opportunities

Ms. Jill Kale, VP, Enterprise Applications and Systems Infrastructure, Defense Group, Northrop Grumman

• Session C: How to do Business with the Government: Focusing on Customer Svc. Mr. William J. Kenwell, Senior VP & CCO, Maersk Line, Ltd.

• Session D: Young Leaders in the War on Terror

Major Jeffrey Babinski, USAF and LTC Todd Robbins, USA

• Session E: Defense Transportation Coordination Initiative Update (DTCI) Col. James Lovell, USAF, Director, DTCI Program Management Office, TRANSCOM

• Mentoring Session: Mr. Larry Larkin, Director, Defense Supply Chain Management Solutions, Northrop Grumman, IT Defense Group

• NDTA Scholarship Networking Event at the Charleston Convention Center

Sponsor: FedEx

TUESDAY, SEPTEMBER 18, 2007

• Keynote Speaker:

The Honorable P. Jackson Bell

• Roundtable: DOD’s Distribution System Transformation

VADM Ann E. Rondeau, USN, Deputy Commander, USTRANSCOM

• Keynote Speaker: LTG Robert T. Dail, USA

• Exhibit Period II

Sponsor: National Air Cargo

Professional Dialogue Sessions:

• Session A/1: Passenger Travel Service

Mr. G.R. Mobaraki, PhD, Director of Government Sales, The Hertz Corporation

• Session B: Optimizing the Government/ Industry Partnership

Ms. Kirstin Knott, Director of Sales for Government Services, FedEx

• Session C: Infrastructure/Congestion, Mr. Jon Meyer, Senior Account Manager, CSX Transportation

• Session D: Defense Personal Property, Lt. Col. William Carberry, Director Defense Personal Property System (DPS), J-6 USTRANSCOM

• Session E/1: Limiting Liability for Federal Contractors, Mr. Joe Hudson, SPHR, CEO HudsonMann

• Session E/2: Continuity of Operations Planning, Mr. David Hudson, PHR, Account Manager

Professional Session Tours:

• The Port of Charleston

• 437th Wing Aerial Port

• Annual Forum Reception

• Chairman’s Awards Dinner

• A-35 Duck Race

• Hospitality Event

WEDNESDAY, SEPTEMBER 19, 2007

• Roundtable: Lean/Six Sigma Success Stories

Maj Gen Arthur B. Morrill III, USAF, Vice Director, DLA

• Keynote Speaker: General Norton A. Schwartz, USAF

• Annual Membership Assembly

• International Awards Luncheon

• Official Close of Forum

• Exhibitor’s Grand Prize Drawing

• Emergency Preparedness Simulation with ARA/Army Test Center

CHECK POCKET SCHEDULE FOR TIMES AND LOCATIONS

KEYNOTE SPEAKERS

Monday, September 17, 2007

Opening Ceremony

Mr John P Clancey, Chairman, Maersk, Inc.

Tuesday, September 18, 2007

The Honorable P Jackson Bell, Deputy Under Secretary of Defense for Logistics and Materiel Readiness, OSD

LTG Robert T Dail, USA, Director, DLA

Wednesday, September 19, 2007

General Norton A . Schwartz, USAF Commander, USTRANSCOM

Military Units Awards Presentation

LTG Russell Honore, USA, Commanding General, First US Army, Fort Gillem, GA

GUEST OPTIONS

MONDAY, SEPTEMBER 17

• Middleton Place Plantation & Luncheon

• Historic Charleston Sightseeing Bus Tour

TUESDAY, SEPTEMBER 18

Customize your day. Choose the activities you want to join!

The Charleston Museum, Joseph Manigault Home, King Street Shopping, Gibbes Museum of Art, Carriage Tour; or enjoy browsing the Market of Charleston at East Bay and Market Streets.

SPECIAL SESSIONS

• The DOD Meets Lean Supply Chain Management (SCM)

• APICS Workshop with CEU upon completion

• TABLE TOP: Emergency Preparedness

PROFESSIONAL TOURS

AERIAL PORT

The purpose of this tour is to observe the military distribution system in action—to follow the supply chain from building the unit pallet at the DLA Depot, ground movement to the Aerial Port, receipt/processing of the cargo at the Port, automation systems/ITV, movement to the waiting C-17, aircraft loading, mission departure and tracking to final destination.

PORT OF CHARLESTON

The Port of Charleston is one of the most efficient seaports in North America and is the 4th busiest container port on the east coast! On this tour, you will visit a commercial container vessel, a Ro-Ro vessel working with DOD cargo, or a US Navy LMSR.

PROFESSIONAL SESSIONS • ROUNDTABLES

PROFESSIONAL SESSIONS

Monday, September 17, 2007

Performance Based Logistics (PBLs)

Mr Eric Stange, President, Defense and Homeland Security, Accenture

PBL is a strategy for weapon system product support that employs the purchase of support as an integrated performance package designed to optimize system readiness. It meets performance goals for a weapon system through a support structure based on performance agreements with clear lines of authority and responsibility. There have been many PBL successes; however, most agree that these successes have been in single functions (ie, spares), and executions have been siloed in nature. Moreover, current Performance Based Agreements have not achieved widespread results from cross-Service and crossIndustry collaboration. Learn more in this Executive Panel discussion.

Agile Warfighter Sustainment: Acquisition Transformation Challenges & Opportunities

Ms Jill Kale, Vice President, Enterprise Applications and Systems Infrastructure, Defense Group, Northrop Grumman

Today’s compelling need to respond rapidly and decisively across the full spectrum of military operations requires revolutionary acquisition strategies. Panel will address acquisition opportunities focusing on sustainment, retrograde and refit, and deployment challenges facing DOD to bring defense cycle times closer to those of the commercial sector and provide more agile and responsive support services to deployed joint and coalition forces.

How to do Business with the Government: Focusing on Customer Service

Mr William J . Kenwell, SVP & Chief Commercial Officer, Maersk Line, Limited Customer service is a key component of doing business with any customer, and the US government is no exception. But what does “customer service” really mean to a government customer? The panel, composed of representatives from government customers and commercial transportation providers, will discuss performance metrics and other key aspects of ensuring a high level of service for government customers.

Young

Leaders in the War on Terrorism

Major Jeffrey Babinski, USAF

What is service in Iraq-Afghanistan theater of operations like for the young leaders who are making it happen on the ground? See the operation through their eyes. Get the unvarnished view from the people who are accomplishing the mission every day.

DTCI Update

Colonel James Lovell, USAF, Director, DTCI Program Management Office, USTRANSCOM

This session will cover the details of the contract award and the roll-out, government participants,

program challenges, and more. Program office personnel will be available throughout the conference to meet with industry representatives.

Mentoring Session

Mr . Larry Larkin, Director, Defense SCM Solutions, Northrop Grumman Corp., IT Defense Group

Participants will have the opportunity to interact with senior leaders to discuss, one-on-one, their career interests and receive valuable insights and advice. This session is open to members at any stage of their career. The session will also cover basics of starting a successful mentoring program in your local chapter. Pre-registration is required.

Tuesday,

September 18, 2007

Passenger Travel Service: Optimizing the Government/Industry Partnership

G R Mobaraki, PhD, Director of Government Sales, The Hertz Corporation

The passenger travel industry is a fast paced and ever changing environment. GSA, DTMO, airlines, lodging, car, and travel agencies will share with you how today’s programs impact government travelers. This is your opportunity to hear from and ask questions about current programs and what the future brings.

Optimizing the Gov’t/Industry Partnership

Ms . Kirstin Knott, Director of Sales for Government Services, FedEx

The Government/Industry Partnership is challenged by Politics, Policies, and Procedures encompassing procurement regulations, ethic rules, and a tightening fiscal responsibility. The Panel will address commercial best practices shared from other industries on transportation metrics; limitations to a successful relationship; realistic and plausible SOW, RFP, T&Cs; insight into how to provide/add value for the government while lowering costs to the carrier.

Infrastructure/Congestion

Mr Jon Meyer, Senior Account Manager, CSX Transportation

The US transportation system is being stressed by greater demand than capacity. This involves all surface modes, and port handling capabilities as well. Speakers from the truck, rail, and seaport industries will address the congestion issue, but more importantly what’s being done to add capacity and improve infrastructure.

Defense Personal Property System

Lt Col William Carberry, Director, Defense Personal Property System (DPS), J-6 USTRANSCOM

Transformation and Families First: DOD is in the process of implementing the Families First program for Permanent Change of Station moves. To execute DOD’s new Families First policies, including Full

Replacement Value, the DOD is developing a new web-based program called the Defense Personal Property System (DPS). LTC William Carberry, DPS Program Manager, will brief the status of the system and its planned deployment to the DOD and the Household Goods shipping communities.

Limiting Liability for Federal Contractors

Mr Joe Hudson, SPHR, CEO, HudsonMann

Presentation on limiting liability and reducing exposure through the effective use of Human Resources. Focus will be on compliance with Federal EEO, Affirmative Action, diversity, and harassment requirements. Elements of data collection, analysis, reporting, documentation, training, and overall management of compliance programs will be discussed. Also covered will be the implications and possible outcomes of an audit by the Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP).

Continuity of Operations Planning

Mr David Hudson, PHR, Account Manager HudsonMann

This session discusses best practices for developing and implementing effective crisis management and Continuity of Operations Plans (COOP) to protect employees and corporate property in the event of a natural disaster, pandemic flu, or acts of terrorism. This includes personal security practices, company data security, and techniques used to safeguard personnel working in the US and abroad. There is a brief discussion of terrorism, terrorist organizations throughout the world, their modus operandi, and the effects of combat in military operations in urban areas.

ROUNDTABLES

DOD’s Distribution System Transformation VADM Ann E Rondeau, USN, Deputy Commander, USTRANSCOM

Leaders from USTRANSCOM, Air Mobility Command, Military Sealift Command, and SDDC will discuss the transformation of DOD’s Distribution System. Topics to be discussed: Metrics, Status of DTCI, Universal Services Contract 06, SDDC Relocation/BRAC, Acquisition Consolidation, Tanker Recapitalization, FSS Recapitalization, CRAF, Commercial Aircraft into CENTCOM, and others.

Lean/Six Sigma Success Stories

Maj Gen Arthur B . Morrill III, USAF Vice Director, DLA

Last year in Memphis, Dr. Tom Greenwood discussed the Lean/Six Sigma Process and provided the five steps to the Lean Enterprise. Led by Maj Gen Morrill, leaders from DOD and Industry will discuss how they implemented these Lean/Six Sigma steps in their organizations. They will provide case studies or examples of Lean Success Stories (LSS) and how processes were significantly improved.

NDTA NATIONAL TRANSPORTATION AWARD

Mr. Jim Henry founded and is chairman of the US Maritime Coalition. He was a leader in American maritime industry efforts to create a program that would stop the decline of the international US-flag commercial fleet of militarily useful vessels. Those efforts helped lead to enactment of the initial US Maritime Security Program back in the mid-1990s.

cial vessels available to the Department of Defense for current and future missions. Under this program, in concert with the Voluntary Intermodal Sealift Agreement, US-flag carriers provide the Department of Defense with continuous assured access to vast amounts of vessel capacity in addition to supplying access to the respective carrier’s global transportation networks.

The National Transportation Award is presented annually to a Senior Executive of the Transportation Industry, other than an employee, representative, or organization of the United States Government, who has made exemplary contributions to the transportation at large in support of national security.

He also founded and is vice chairman of the Maritime Cabotage Task Force, the largest coalition of US-flag maritime interests ever assembled. That group has been instrumental in promoting and preserving the Jones Act, a staple of the US Merchant Marine and a key contributor to national security.

Earlier this decade, Mr. Henry once again led industry efforts to reauthorize the Maritime Security Program for another 10 years—and also to expand from 47 to 60 the number of US-flag commer-

Additionally, Mr. Henry has been a member of the NDTA Military Sealift Committee since its formation in the late 1980s and has served as its chairman for the past 15 years. Under his leadership, the Military Sealift Committee has become one of the strongest functional committees of the NDTA.

Because of his leadership, his support of the United States military, and his foresight in sustaining the US maritime industry, the NDTA is pleased to present the National Transportation Award for 2007 to Mr. Jim Henry.

1951 Herman Lemp

1952 Igor Sikorsky

1953 William Francis Gibbs

1954 L. B. DeLong

1955 Charles H. Weaver

1956 Dr. Donald W. Douglas

1957 Donald J. Russell

1958 William T. Faricy

1959 Robert G. LeTourneau

1960 Stephen D. Bechtel

1961 Morris Forgash

1962 Sen. Warren G. Magnuson

1963 Congressman Warren Harris

1964 The Tulane UniversityInstitute of Foreign Transp. and Port Operations

1965 Daniel J. Haughton

1966 Juan T. Trippe

1967 Frank A. Nemec

1968 Stuart T. Saunders

1969 Austin J. Tobin

1970 Thomas B. Crowley

1971 William M. Allen

1972 W. Thomas Rice

1973 Robert W. Prescott

1974 Welby M. Frantz

1975 Robert J. Pfeiffer

1976 Russell E. Garrett

1977 George F. Boyd

1978 W. T. Beebe

1979 Dr. George E. Mueller

1980 William T. Seawell

1981 Prime F. Osborn III

1982 W. James Amoss Jr.

1983 L. Stanley Crane

1984 Edwin L. Colodny

1985 Frederick Dunikoski

1986 John D. Kenefick

1987 Walter A. Abernathy

1988 Frederick W. Smith

1989 Larry R. Scott

1990 Ronald W. Drucker

1991 Lane Kirkland

1992 Ronald W. Allen

1993 Delford M. Smith

1994 James A. Hagen

1995 John F. McDonnell

1996 Jeffrey C. Crowe

1997 John P. Clancey

1998 Lockheed Martin

Mission Systems

1999 Michael Sacco

2000 Tim Rhein

2001 Raymond P. Ebeling

2002 LTG Edward Honor, USA

2003 Savi Technology

2004 Leland B. Bishop, II

2005 Mr. Bill Zollars

2006 Mr. Ron Widdows

Mr James L Henry President, Transportation Institute

NDTA DOD DISTINGUISHED SERVICE AWARD

LTG C V Christianson, USA Director for Logistics, Joint Staff J-4

The Department of Defense Distinguished Service Award is presented annually to a Senior Executive of the Department of Defense who has made outstanding contributions to NDTA programs and national security.

Lieutenant General C.V. Christianson, the Joint Staff J-4, Director for Logistics, has provided extraordinary leadership and professional excellence, which helped shape a strategic vision and overarching goals that have significantly improved DOD end-to-end supply chain operations.

LTG Christianson is an advocate for joint logistics unity of effort from the point of manufacture to the ultimate end user— the Soldiers, Sailors, Airmen, and Marines on the front lines in Iraq and Afghanistan. He has championed the development of DOD policies that define and clarify the roles and responsibilities of the Distribution Process Owner (DPO) and seized the opportunity to institutionalize the vision of driving efficiency through a single distribution process owner. He expanded the idea across DOD logistics by integrating DPO initiatives within the broader scope of Supply Chain Operations.

A true advocate of leveraging logistics capabilities among coalition partners and the US, LTG Christianson’s efforts led to im-

PREVIOUS DOD DISTINGUISHED SERVICE AWARD RECIPIENTS

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. Irions, USAF

1980 Honorable Paul H. Riley, 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

Dr Ik-Whan Kwon, PhD

Director, Consortium of Supply Chain Management Studies, St. Louis

University

Dproved multinational unity of effort and a better equipped multinational force, able to partner with the US in the Global War on Terror and other contingencies. He championed the development of multinational distribution capabilities that contributed to the purchase of C-17 Globemaster Aircraft by allied nations. His direct engagement with NATO through the Senior NATO Logisticians’ Conference resulted in the maturation of the NATO strategic lift consortium and the development of a shared strategic and operational lift capability. He also spearheaded NATO’s development of a supply chain capability through the UK LOGWAR, an intra-theater war game focused on integrated theater distribution, and the development of NATO’s Operations Logistics Chain Management concept.

Lieutenant General Christianson’s leadership and initiative have been critical to the achievements of the DOD, and he is a deserving recipient of the 2007 National Defense Transportation Association’s DOD Distinguished Service Award.

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, SES

1996 VADM Philip M. Quast, USN

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

1998 Mr. Frank Weber

1999 VADM James B. Perkins, III, USN

2000 Mr. William Lucas, SES

2001 LTG Daniel G. Brown, USA

2002 MG Kenneth Privratsky, USA

2003 VADM Gordon S. Holder, USN

2004 MG Ann Dunwoody, USA

2005 Vice Admiral David L. Brewer III, USN

2006 LTG Robert T. Dail, USA

r. Ik-Whan G. Kwon distinguished himself for a second year in the performance of his assigned duties as the Director of the Consortium of Supply Chain Management Studies (CMCS), St. Louis University, and as a volunteer with the Scott-St. Louis Chapter of the NDTA. Dr. Kwon expanded his sphere of influence locally, nationally, and internationally, as he provides training and education across the globe for military, commercial and academic interests. The Consortium provides academic classes in Advanced Supply Chain Management Studies and the Lean Program, which are

actively pursued by USTRANSCOM and Air Mobility Command.

Dr. Kwon is an active member of the Scott-St. Louis Chapter and provides access to distinguished speakers. Through the chapter’s position on the Steering Committee of the CSCMS, it has expanded its influence and program to the entire St. Louis metro region enabling a growth in overall membership due to the focus on supply chain management, and the chapter’s link to government agencies. Dr. Kwon is truly deserving of the recognition provided by the awarding of the NDTA’s Educator’s Distinguished Service Award.

NDTA

Mr. Deel has chaired the NDTA Surface Committee for the last five years. He has led the committee in resolving many tough issues affecting the trucking and rail industries. Some of these include tracking and tracing all HAZMAT shipments, especially Arms, Ammunition, and Explosives; identifying safe havens for securing these shipments in an emergency; improved installation access; and security of rail and truck shipments.

Mr. Gaulden has been actively involved in NDTA throughout his career in the Maritime industry. He is a “plank holder” in the VISA program, which means that he was one of the original members of the group that developed the Voluntary Intermodal Sealift Agreement that commits US Flag Maritime companies to providing capability to the DOD during a time of crisis. He has been an active participant in the Sealift Executive Working Group, and a voice on all DOD/Industry sealift issues.

General Kross received the NDTA National Defense Leadership Award in 1998. Since that time he has continued to be actively involved in NDTA, serving as the Vice Chairman of the Association’s Board of Directors, providing advice and council to senior government liaison officials and industry executives and sharing his knowledge during the annual Transportation Advisory Board meetings.

NDTA PRESIDENT’S SPECIAL ACHIEVEMENT AWARD

The National Defense Transportation Association President’s Special Achievement Award is presented to John Fasching and Steven Cubarney for their exceptional dedication to furthering the aims and goals of the National Defense Transportation Association. Both worked tirelessly as key members of the NDTA Introspective Focus Group. The Group was asked to take a critical look at our Association and address those issues

that impact our continued growth and future health. The effort had to include the input of all stake holders—National, Regional, Chapter, Corporate, and A-35 members—to ensure that all levels of our association were heard.

They were asked to conduct a comprehensive review of those issues impacting membership growth, retention, and the continued viability of all chapters. The project was broken into two sub-groups,

one dealing with Information Management, led by Steve Cubarney, and the other, Membership Growth and Sustainment, led by John Fasching. Their leadership and continued efforts will result in a stronger and more effective NDTA with enhanced communications, expanded horizons, and continued service to the Nation as the definitive voice of Defense Transportation, and they definitely deserve this recognition.

LTC JOHN FASCHING, USA (RET ) Central Pennsylvania Chapter

MR STEVEN CUBARNEY Washington, DC Chapter

NDTA has a number of internal awards that recognize individual members who have excelled in fostering the goals and aims of NDTA. These awards include NDTA President’s Special Achievement Award; International Junior Executive Leadership Award; NDTA President’s Award; NDTA Educator Distinguished Service Award; and NDTA Corporate Distinguished Service Award.

GENERAL WALTER KROSS, USAF (RET .)

MR KENNETH C . GAULDEN

MR . DARYL DEEL

MCIVILIAN

HEATHER POUND

Washington, DC Chapter

s. Pound is the “heart and soul” of the Landstar government operation. She is responsible for all administrative matters pertaining to personnel, budget, planning, and liaison with SDDC. As the office manager, she has full authority for the recruitment, hiring, and training of office personnel. She creates all budgetary input to corporate and has earned high praise from the Comptroller for excellence in budget management. She is responsible for all aspects of Landstar’s annual government strategy session, to include agenda preparation and conduct of the meeting and post-meeting follow-up. She maintains a close relationship with SDDC in order to ensure timely and accurate submissions of negotiated and voluntary tenders as well as submission of all spot bids. She performs her work flawlessly, without supervision, freeing up other staff to concentrate on their individual competencies.

As a proactive member of the Washington, DC Chapter, her tireless efforts in support of the A-35 program culminated in a successful A-35 Charity Auction that raised more than $15,000 for the Chapter Scholarship fund. Heather was a regular contributor to the Chapter support for the Arlington Food Assistance Program helping to bag groceries for the homeless and needy of the local community. Heather also worked tirelessly to support the monthly chapter luncheons by coordinating the reservation list, working with the restaurant on menu, checking in the attendees, and coordinating the 50/50 drawing.

Heather was also a major contributor in the upkeep of the Chapter website. Her insights and suggestions for improvement have kept the DC Chapter website among the best in the NDTA. Finally, as a member of the DC Chapter Board of Directors, Heather has been a strong contributor in all Chapter events as well as participating in a number of venues on the National level.

The Washington, DC Chapter is proud to have Ms. Heather Pound as member and one who is most deserving of recognition as the Junior Executive of the Year.

NDTA JUNIOR EXECUTIVE LEADERSHIP AWARDS NDTA

MILITARY

MR . THOMAS A FORTUNATO

Washington, DC Chapter

Tom Fortunato, with Deloitte Consulting LLP’s Strategy & Operation’s supply chain group, served in the US Army’s Transportation Corps with distinction in multiple transportation and leadership positions in the 101st Airborne Division (Air Assault) and the 3rd Corps Support Command. He commanded the 619th Movement Control Team (Port) and the 11th Transportation Company (Heavy Equipment Transportation - HET) including 18 months in Kuwait and Iraq.

Tom led his HET company to achieve the highest number of missions/miles-per-truck over nine other truck companies in the organization. He developed a lean maintenance program resulting in the highest readiness rate in the organization, and reengineered his driving training program, increasing his licensed drivers 75 percent. Both programs were adopted as the parent organization’s best practice.

With the MCT (P), Tom directed reception/distribution of more than 17,100 vehicles and 9600 soldiers in preparation for combat in Iraq. When war broke, Tom opened, ran, or assessed the distribution process for every airport in Iraq and Kuwait. He created and managed the testing and implementation of three intransit asset visibility systems, resulting in a 60 percent increase in theatre asset management.

In other postings, Tom planned, synchronized, coordinated, and directed the operation of the Army’s European distribution system, supporting more than 41,000 customers in a 35,000 square-mile logistics area, while improving asset management capability by spearheading the acquisition and fielding of emerging automated transportation control and asset monitoring systems. As the 101st’s Assistant Division Transportation Officer, he ran a multi-modal distribution network, streamlining a complex distribution plan and developing extended enterprise practices.

He is an active A-35er, a member of the Association for Operations Management, and serves on the DC Chapter’s Board of Directors. He truly deserves the Junior Executive Leadership of the Year Award.

NDTA DISTINGUISHED SERVICE AWARDS

Thomas

NDTA SCHOLARSHIP AWARD WINNERS

PROGRAM A

Rui Chang – Texas A&M, Galveston

Tiffany Chen – Univ. of Maryland

Kevin T Kovanda – Univ. of Pennsylvania

Sarah Moss – Texas A&M, Galveston

Justin Rashall – Texas A&M, Galveston

Philip Saccullo – College of Charleston

Ruth Williams – Texas A&M, Galveston

PROGRAM B

Katelyn Anders – Christopher Newport Univ.

Derek B . Bailey – Univ. of Notre Dame

Cassi Baumgardner – Univ. of Nebraska

Eva-Marie Blair Etzel – Bishop Ireton HS, Alexandria, VA

Elyse R . Fielden – Univ. of South Carolina

Chantal Guionnaud – Pensacola Christian College

Kelly Kathleen Herson – Univ. of Miami

Kyle Kneisly – Univ. of Maryland

Ivan N . Kovacevich – Mississippi Gulf Coast Community College

Kathleen A Kypriandes – Lynchburg College

Ariel McNeil – Univ. of South Carolina

Christopher Ruesewald – Reagan HS, San Antonio, TX

Doshie A Smith – Univ. of North Carolina at Pembroke

Ronald H . Waldich – Cumberland Valley HS, Mechanicsburg, PA

Xanthe A . Waters – Virginia Commonwealth Univ. Nicholle Weymouth – Florida State Univ.

Ms Maxine D Bonniwell Washington, DC (posthumous award)

SMSgt Rene Guionnaud, Jr , USAF Rheinland-Pfalz

Photo Not Available

Mr . Patrick K Logan Charleston

1Lt Brian Higgins, USAF Charleston

Loeffler Scott-St. Louis

Mr John M Joerger Washington, DC

Mr Krishan Kumar Scott-St. Louis

Dr Kent N Gourdin Charleston

Ms Jane E Clark Scott-St. Louis

Mr Danny Gore Cape Fear

Photo Not Available

Ms Yvonne Frazier Valley of the Sun

Mrs SueAnn Fulton Central Pennsylvania

Ms Lynn Nelson Norfolk-Tidewater

Mrs Fiona Slabbekoorn Benelux

Mr Kenneth L . Thomas Scott-St. Louis

Captain Marc Van de Wal Benelux

COL Edward R . Visker, USA (Ret ) Central Pennsylvania

NDTA INTERNATIONAL CHAPTER OF THE YEAR AWARDS

CATEGORY I Valley of the Sun Chapter

The Valley of the Sun Chapter, a new chapter in Phoenix, Arizona, has distinguished itself with impressive membership growth, expanding from a small founding group to 94 active members. It was a total team effort, and the momentum continues. The Chapter now plans to become a Category II chapter of more than 100 members before the end of the year. The monthly meeting schedule of informative programs is equally impressive and generates interest in transportation and logistics throughout the Phoenix area. The Chapter has established direct contact with the ROTC program at Arizona State University and with the Director, Arizona Division of Emergency Management; academic excellence and emergency preparedness are high on the list of priorities. Congratulations to the Valley of the Sun Chapter team!

CATEGORY II

Charleston Chapter

Our host chapter in Charleston has done an outstanding job recruiting and retaining members and managing outstanding professional development and A-35 programs. Its focus on disaster preparedness was exemplified through its members’ recent aid to the Naval Weapon Station and Charleston AFB in executing Hurricane Evacuation plans to protect civilian and military personnel in the event of a hurricane. Chapter members have been the backbone of the War on Terror, moving more than 60 percent of all cargo going to Iraq through Charleston AFB via air and through the Naval Weapon Station via surface. Chapter leaders have done an outstanding job of molding military and civilian members into a collaborative team meeting the nation’s growing need for global transportation. The Charleston Chapter is truly deserving

of recognition as the International Chapter of the year, Category II for 2006.

CATEGORY III

Washington, DC Chapter

The DC Chapter accomplished much this past year by improving programs; enhancing their website; promoting, recruiting, expanding, and retaining membership; raising and awarding all time record dollar amounts for the scholarship and education programs; and by embodying the NDTA’s mission, values, and objectives. Activities included the continuation and expansion of the LTG (Ret) Edward Honor Mentor-Protégé program into its fifth year; two Emergency Preparedness programs; auction and golf tournaments to raise scholarship funds; professional enhancement programs; A-35 programs; and community service activities. It truly deserves the Category III International Chapter of the Year award.

NDTA INTERNATIONAL A-35 CHAPTER OF THE YEAR AWARDS

CATEGORY II

San

Antonio Chapter

The Category II winner of the A-35 International Chapter of the Year Award is the San Antonio Chapter. Its A-35ers were even more active this year in chapter and community activities. They took charge of coordinating for Mayor Phil Hardberger to declare May 13-19 as “San Antonio Transportation Week.” This proclamation was made at a meeting including a guest speaker from the San Antonio Transportation Museum and guests from the San Antonio Transportation Association. The A-35ers planned and conducted this great opportu-

nity to tell the NDTA story. They provided pizza meals to the guests of the Lackland Air Force Base Fisher House and collected and donated gifts for teenagers to the San Antonio Metropolitan Ministry Shelter. In these and many other ways the San Antonio A-35ers contributed to their community, and the Chapter deserves recognition as the Category II A-35 Chapter to the year.

CATEGORY III

Washington, DC Chapter

The Category III winner of the International Chapter of the Year Award is the Washington, DC Chapter. During the year, members

served on committees and took leadership roles within the organization, setting up programs and actively participating at all levels of the NDTA organization. The Chapter A35ers ran the LTG Edward Honor MentorProtégé Program, in which more than thirty protégés have participated since its inception four years ago. The A-35ers once again held an outstanding Scholarship and Professional Development Auction that raised more than $15,000, and they are also an integral part of the Chapter’s support to the Arlington Food Assistance Program. Thanks to these young people and their hard work, the Chapter is most deserving of this prestigious award.

COLONEL NORBERT GRABOWSKI MEMBERSHIP RECRUITING AWARDS

The International Chapter of the Year Award was initiated in 1977 to recognize chapters that have excelled in fostering the goals and objectives of NDTA; promoting an understanding of the importance of transportation to the security of the Nation; participating in community service programs; developing quality educational programs for the chapter membership; and providing for chapter growth through effective membership recruiting and retention programs.

The International A-35 Chapter of the Year Award was instituted in the continuing endeavor to involve young people in the varied programs of the NDTA and to recognize those Chapters that make significant contributions to the furtherance of this goal.

NDTA MILITARY UNITS AWARDS

57th Transportation Company

548th Combat Sustainment Support Battalion

Fort Drum, New York

The mission of the 57th Transportation Company, a Light Medium truck company, is to rapidly deploy and out-load the 10th Mountain Division (Light Infantry) to any theater of operation.

Throughout 2006 the company provided critical line haul support to 10th Mountain Brigade Combat teams deploying to Operation Iraqi Freedom/Operation Enduring Freedom, out-loading and moving critical cargo and personnel to key deployment platforms, many times on a continuous 24-hour basis, culminating in 60 out-load support missions. The 57th often conducted 15 or more missions a month to support the deploying units.

The company’s other mission was to support Ft Drums’ infrastructure and unit realignments, which involved the movement of unit equipment throughout the post, performing 47+ missions and driving more than 25,000 accident-free miles.

more than 3210 personnel and 1635 short tons of cargo, logging more 51,700 miles throughout Afghanistan. The unit conducted countless Logistics Package (LOGPAC) operations from Kabul to Gardez and Kandahar providing the ANA ammunition and supplies to support ongoing military operations, issuing more 2.1 million supply items, 20.7 million rounds of ammunition, and providing clothing and equipment to 25,613 ANA trainee soldiers. The unit managed storage of more than 4.6 million items in inventory and 66 million rounds of ammunition in five separate locations in Kabul. Half way through the deployment, Company A was assigned 21 sailors, turning it into a joint company. Many of the soldiers earned Combat Action Badges during their active duty service.

In July 2006, A Company, 53rd Brigade Support Battalion completed its mission and redeployed to Florida.

company escorted 194 EOD and vehicle recovery missions and numerous other patrols and convoys, while the battalion’s Arrival/Departure Air Control Group processed 91,076 personnel and 31,120 tons of cargo for 5140 air flights. Additionally, CLB-1 improved the force protection fortifications in nine separate towns, medically treated 1683 patients, modified and upgraded the armor on more than 1200 vehicles, managed 5.5 million pounds of incoming and outgoing mail, and processed 3387 captured enemy weapons.

6th Motor Transport Battalion

4th Marine Logistics Group Red Bank, New Jersey

Combat Logistics Battalion 1

Combat Logistics Regiment 1

1st Marine Logistics Group

Camp Pendleton, California

A Company

53rd Brigade Support Battalion

Pinellas Park, Florida

During 2006, Company A, 53rd Brigade Support Battalion, Florida National Guard, deployed to Afghanistan in support of Operation Enduring Freedom for twelve months. The unit designation while deployed was Company A, 53rd Logistics Task Force. Its mission was to provide direct support for supply and transportation to Task Force Phoenix IV and Regional Command Assistance Groups, along with embedded training teams supporting the Afghanistan National Army or “ANA” throughout Afghanistan.

Company A conducted more than 1886 combat transportation missions moving

Combat Logistics Battalion-1 provided transportation support from Al Asad, Iraq (Anbar province), while serving in combat operations from August 2006 to March 2007. CLB-1 operations also included intermediate level maintenance support, all classes and functions of supply, general and combat engineering, health services, and a host of general services. CLB-1 successfully completed 1105 logistics missions and more than 2,289,000 vehicle miles in direct support of two Regimental Combat Teams and in general support to one Marine Expeditionary Unit and 11 joint and coalition units; it also coordinated with 14 civilian agencies.

The transportation support company logged more than 510,000 vehicle miles, transported 8200 pallets, and delivered 3,800,000 gallons of water and 3,704,000 gallons of fuel. The provisional security

In 2006, the 6th Motor Transport Battalion, 4th Marine Logistics Group, Marine Forces Reserve continued to actively support the Global War on Terrorism by providing valuable motor transport capability to multiple rotations of Operation Iraqi Freedom. The battalion augmented and reinforced both I & II Marine Expeditionary Forces’ Gaining Force Commands with motor transport capability across three rotations of Operation Iraqi Freedom. The battalion’s skilled and ready motor Marines contributed significantly to the Gaining Force Commands’ ability to accomplish their demanding transportation mission in the deployed area of operations.

Additionally, the battalion leveraged the experience of its combat veterans to develop and implement enhanced motor transport training opportunities for its Marines while also participating in an impressive array of annual training events, which included serving as the lead combat logistics provider for Exercise African Lion, a US European Command-sponsored theater engagement exercise in Morocco, which involved actions ranging from coordinating and executing strategic lift of people and equipment via sea and air ports of embarkation to providing tactical motor transport in an austere, deployed environment.

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 receive the NDTA Military Units Award at the Annual Transportation and Logistics Forum and Exposition.

Fleet & Industrial Supply Ctr , Pearl Harbor Commander, Fleet and Industrial Supply Centers (COMFISCS)

Pearl Harbor, Hawaii

The Fleet and Industrial Supply Center, Pearl Harbor Ocean Terminals Team is a premier logistics hub, serving the operating forces in the mid-Pacific region, delivering a wide range of ocean and air transportation services. During 2006 the team provided outstanding transportation support to 250 shore activities, 30 homeported ships and submarines, and 404 transient ships representing all branches of the US military and several nations.

The team managed the only Navyoperated, Navy-owned ocean terminal in DOD with a dedicated joint Deployment of Forces mission. Working under a highly complex joint service hierarchy and despite a 37 percent increase in workload, the team safely and efficiently processed 577,641 measurement tons of ocean cargo shipments, while saving $2.3 million for DOD customers. The team also served as the Air Clearance Authority for all Navy, Marine Corps, and Coast Guard cargo flowing through the midPacific area of operations, which accounted for 6558 air shipments last year.

vice utilizing its best talent and acumen. Whether delivering critically needed military equipment and rolling stock to Iraq and Afghanistan, saving American lives by re-routing transportation routes in theater, or providing life-giving medical and sustainment supplies to desperate and isolated victims in post-earthquake Pakistan, 1086th always met the challenge.

Throughout the year the 1086th shipped almost $10 billion and 22 million square feet of supplies, ensured that thousands of tactical vehicles were repaired, supplied new Iraq’s first tank division, saved millions of dollars in Government funds, secured warehousing efficiencies, sustained overseas exercises and carrierbased supply operations, and promoted the Warfighter’s morale.

Air Force

723d Air Mobility Squadron

721st Air Mobility Operations Group Ramstein Air Base, Germany

The 723d Air Mobility Squadron team leveraged innovative leadership, sound work ethics and state of the art facilities to provide unparalleled support to the warfighter in 2006. The squadron’s Passenger Services Flight moved 283,000 passengers aboard 17,000 military, commercial, and coalition aircraft. During the Israel-Lebanon conflict, the flight spearheaded Non-Combatant Evacuation Operations expediting movement of 29 aircraft carrying 1924 evacuees from war-torn Lebanon.

118th Airlift Wing/Logistics

Readiness Squadron

Air National Guard/Air Mobility Command Nashville, Tennessee

The 118th Airlift Wing, Logistics Readiness Squadron, Tennessee Air National Guard has earned the reputation as premier military logisticians for 2006. Senior Leadership expertly managed the squadron’s $115k annual Operations & Maintenance budget. The Traffic Management Flight achieved a rare score of outstanding during the 2006 Unit Compliance Inspection. Short of manpower due to deployments, the Vehicle Maintenance Element completed 452 vehicle work orders and 198 minor actions, while maintaining an exceptional 98.17 percent in-commission rate. Also short deployed, the Vehicle Operations Flight moved 2029 passengers and more than 49,000 pounds of cargo over 32,000 miles. The Contingency Readiness Flight was instrumental in the deployment of 314 personnel.

Navy Reserve Naval Air Forces Supply 1086

Naval Operational Support Center

Norfolk, Virginia

Naval Air Forces Supply 1086’s outstanding performance and mission accomplishment over the period of this award have been unparalleled. The unit has been ranked as the number one mobilizationready unit among the 113 Navy Reserve units reporting into the Navy Operational Support Center Norfolk, Virginia.

Time and again, whether under enemy attack in direct line of fire in support of the warfighter’s requirements or from locations remote from the conflict, this unit distinguished itself by delivering innovative, on-time, and cost-saving ser-

Throughout the year, the squadron transported 85,000 tons of cargo on 10,000 aircraft into the European and Central Command Areas of Responsibility. Teaming with a Stryker unit, it airlifted 68 pallets of vehicle armor plating to theater locations, providing vital protection for frontline troops. The squadron also moved more than 8000 tons of munitions on 1000 aircraft mishap-free and supported 870 medevac missions, transferring 6000 patients for urgent medical care and returning more than 900 fallen war heroes home. The 723 AMS initiated the first intheater Lean events, during which it identified and eliminated redundant processes, cutting passenger wait time by 25 percent and cargo processing time by 32 percent.

The Hazardous Materials Pharmacy processed more than 100 gallons and 11 pallets of hazardous waste with 100 percent accuracy and safety. The Base Supply Element conducted 127,000+ transactions while managing a $19M inventory of assets. The Mobility Element pre-built 1308 chemical/biological defense bags for deploying airmen, resulting in 50 percent reduction in deployment processing times. The Fuels Management Branch completed 1048 fuel transactions dispensing more than six million gallons of fuel and liquid oxygen in support of 25 aircraft, while sustaining a 100 percent accuracy and safety record.

US Coast Guard Air Station Barbers Point

Fourteenth Coast Guard District Barbers Point, Hawaii

Operating from the Central Pacific hub of Oahu, Hawaii, Air Station Barbers Point executed the Coast Guard’s primary missions of Search and Rescue, Humanitarianism, Law Enforcement, Homeland Security, and National Defense, providing critical transporta-

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tion and logistical support to international, federal, state, and local agencies across the Pacific maritime region. Air Station Barbers Point was the first responder to three of Hawaii’s most destructive natural disasters (a super-typhoon, flooding of the Ka Loko Dam, and a 6.7 magnitude earthquake), delivering relief crews, conducting medical evacuations, and executing logistical support missions.

Following the fatal mishap and grounding of Hawaii’s only intra-island medical evacuation service, the Air Station immediately provided service, flying 48 missions totaling 105.3 flight hours and saving 113 lives during a critical five-week period. The Air Station assisted in the prosecution of two foreign vessels illegally fishing within US Exclusive Economic Zones and the sei-

INSTRUCTORS OF THE YEAR

zure of nearly 4000 kilograms of cocaine and the detention of ten Narco-terrorists.

The Air Station logged more than 5000 flight hours, prosecuted close to 300 Search and Rescue missions that saved the lives of or aided 223 people in danger, maintained a vigilant law enforcement posture, and carried more than 700 tons of cargo in relief efforts.

LT Scott Melgren, USN Navy Supply Corps School, Athens, Georgia NAVY

MSgt Troy D Saunders, USAF European Transportation Training Center Spangdahlem Air Base, Germany

CPT Steven Ruggiero, USA US Army Transportation School, Fort Eustis, Virginia

SFC Frederic M Edwards, USA Det 3, 8th Battalion (TC), 4th Brigade (CSS), 108th Div. Fort McClellan, Alabama

Mr . Frank G . Tickerhoof Fort Hood

Photo Not Available ARMY

Ms Joanne Coombs Naval Air Station Brunswick NAVY

Staff Sergeant Calvin Brown Camp Pendleton

Photo Not Available

MARINE CORPS

Master Sergeant Adam V Hutchinson Elmendorf Air Force Base

Mr Christopher Gibbs US Coast Guard Finance Center, Chesapeake

Ms Wanda Phelps Red River Army Depot

Ms Linda Williams Atlanta Distribution Center

For 20 years of keeping your promise to deliver, congratulations.

In times of peace, and times of war, you’ve answered the call. Through land, sea, and air, you’ve been getting America’s warfighters where they’re needed, when they’re needed. On this anniversary, Lockheed Martin congratulates USTRANSCOM for delivering world-class global deployment solutions, in support of America’s most important missions.

By Col. Jim Lovell, Director, DTCI Program Management Office USTRANSCOM

As the Defense Transportation Coordination Initiative (DTCI) approaches contract award, our focus is shifting from acquisition planning to “transition planning” for the site activations. The program calls for implementing DTCI at 67 Defense Logistics Agency (DLA) and Service shipping locations within 25 months following contract award. This seemingly aggressive schedule has actually been developed over the course of the past two years with a deliberate focus on a steady, achievable, and low-risk approach.

A strong emphasis on “lessons learned” from our southeast region pilot program, early collaboration with industry and trade associations, and considerable feedback from

In every case, the program office had developed an actionable response that could be tracked to ensure that mistakes from our earlier experiences would not be repeated and that positive actions would be replicated.

site visits have all contributed greatly to our roll-out plan. In addition, the standing Transition Team at DLA’s Defense Distribution Center has added a level of assurance that is most welcome. A look at each of these areas will help shed light on the deliberate planning we have conducted to establish our roll-out agenda.

“LESSONS LEARNED”

DOD conducted a three-year southeast region prototype effort from 2001 through 2004. DLA was the lead organization, with the Army, Navy, and Air Force also participating. After a competitive selection, Eagle Global Logistics (EGL) was selected to serve as the transportation services provider in Georgia, Alabama, and Florida. Initially expected to run for only one year, the program was so successful for DLA that it was continued for two additional years. However, there were several issues with meeting Service needs, and all participating Services chose to withdraw from the program after the first year.

The results provided well-documented “lessons learned” for future efforts. Three sets of lessons learned were documented—the DLA program office captured a set from their perspective (with contract support); they later produced an addendum; and the Department of Defense hired the University of Tennessee to document lessons learned from an independent perspective.

Our US Transportation Command (USTRANSCOM) program office has long placed special emphasis on these items, tracking each one to ensure that appropriate remedies were taken into account with the resulting DTCI solicitation to industry. This emphasis was acknowledged by the Government Accountability Office

(GAO) in March, 2007, when a Senate Armed Service Committee–directed audit resulted in a favorable report. The GAO reported, “DOD took numerous actions to incorporate lessons learned . . . into plans for DTCI . . . and DOD has initiated practices needed for organizational transformation.”

GAO documented 36 separate lessons learned from the pilot program and the DTCI response to each one. In every case, the program office had developed an actionable response that could be tracked to ensure that mistakes from our earlier experiences would not be repeated and that positive actions would be replicated. A few examples from the GAO audit follow:

“Lessons

Centers. Potential offerors that attended saw outsized and hard to move items at DDBC and the extremely large volume generated at DDJC, thus preparing them to submit solid implementation plans in their proposal responses.

Collaboration with industry resulted in very meaningful changes to the solicitation. The best example is the late change we made to the initial roll-out schedule. In the excitement to get the contract off to a fast start, we originally had a 90-day timeline for the winning contractor to standup the first three sites. Although industry reaction to this timeline was positive, a few companies challenged the timeline as being too aggressive. After our research

Learned from the 3PL Prototype” “DOD actions in planning for DTCI”

While the 3PL prototype probably improved customer service by reducing transit times and achieving more reliable on-time delivery, such improvements could not be validated through metrics. Lowering costs was also not a stated goal of the 3PL prototype.

According to some military services, smaller, low-volume sites did not receive acceptable levels of service under the 3PL prototype.

During the 3PL prototype, a Web-based reporting tool was used to generate monthly Contracting Officer Representative reports, monthly Customer Satisfaction reports, and Service Exception Reports. The use of these tools should be continued.

INDUSTRY COLLABORATION

DTCI has strived to maximize industry collaboration very early in the program. There were several group sessions, “oneon-one” opportunities, and other formal meetings held among the program office, potential offerors, and a number of trade associations interested in DTCI. We also issued several formal Requests for Information that generated a tremendous response. We held a large pre-solicitation conference in Nashville, TN, prior to finalizing the solicitation and an equally large pre-proposal conference—both of which were attended by more than 120 industry representatives from more than 30 companies and trade associations. The pre-proposal conference was particularly helpful in that it was hosted at both the Barstow (DDBC) and San Joaquin (DDJC) Defense Distribution

Key Performance Indicators including ontime delivery, on-time pick-up, and others have been built into the DTCI performance work statement. In addition, DOD plans to track and document cost savings achieved under DTCI.

The DTCI performance work statement requires the contractor to provide an acceptable service level to all shipping locations, regardless of volume.

Web-based reporting and the automated capture of data for reporting is a requirement in the DTCI solicitation.

verified the associated risk as being too great, we changed the solicitation to include a 105-day “desired” activation date for the first site and a much less stringent 165-day “required” activation date for the first three sites. From the program office, we could almost hear the collective sigh of relief from the prospective offerors.

We took one other significant step to ensure a successful roll-out phase. Soon after the solicitation was issued, we hired two consulting firms to do a total program review with an emphasis on the program roll-out. We asked them to provide a candid assessment of what we had done to date, what we had put into the solicitation, and what we needed to still do to have a successful roll-out. We hired Tompkins Associates, a world-class logistics consultant, and the Jeff Cole Group, Ltd., a world-class

Reliability and Service Beyond the Call of Duty

•Exclusive-Use

change management consultant, to take on the challenge. They worked together, but produced recommendations that were focused on their areas of expertise. To summarize, they confirmed the work we had done to date and made solid recommendations for the coming year. We have followed up on their results, first issued in August 2006, with two additional reviews of their work to ensure that their recommendations remain in focus. Their efforts, and our response to them, have helped lower the risk of implementation.

SITE VISITS

Feedback from “the Field”

Site visits are admittedly the most enjoyable aspect of our job. We spend time with passionate, professional logisticians and transporters who are not the least bit shy about telling us what we can do better! Although we are still more than a year away from the first Service site activation, we have made more than 15 Service site visits, including seven visits to sites that had poor experiences with the southeast region prototype. This reflects our emphasis on lessons learned from this experience. To provide an example of the importance we place on these visits, within the next three weeks, we have teams going

to phone and fax in shipment requests. Our response to these inputs has been to ensure completion of the EDI formats (all of which were approved by the Defense Transportation Electronic Business Committee) last fall, and we have included verbiage in the Performance Work Statement that requires complete testing prior to our “go-live” time at the first site.

We’ve received numerous other tips from our site visits that we have incorporated into a “Frequently Asked Questions” file we keep updated on our web site: http:// DTCI.transcom.mil. This helps the rollout, too, by providing a “voice” to all the concerns we’ve heard to date—and since most of the questions are repeated from all the TOs, we push this out ahead of our visits to help with the education process.

DLA SUPPORT

Finally, DLA has a standing “Transition Planning Team” they employ for various change management efforts across their network of 26 Defense Distribution Centers (DDCs). We have fully teamed with their personnel over the past year. We have had a number of planning sessions, meetings, and conferences. Working as one integrated team, we have built “as-is” and “to-be” process flow charts; developed an

to the DLA Distribution Centers at San Diego and Puget Sound, and the Navy’s Fleet Industrial Supply Center at San Diego, as well as Travis, Nellis, and DavisMonthan Air Force Bases.

Transportation Officers (TOs or ITOs) were perhaps most passionate about some of the IT implications of the roll-out. During the prototype, the Electronic Data Interchange (EDI) transactions had not yet been fully defined, so when the prototype went live, Service sites were forced

extensive Program of Objectives and Milestones; built “battle books” that highlight details and site unique requirements for all of the DDCs; developed communication tools such as posters, tri-fold pamphlets, and voice-over PowerPoint presentations; and we have held more than 12 video teleconferences with the first five DDC sites scheduled for implementation.

DLA first recommended one of the core aspects of our implementation approach. Concerned the pilot program activated

all sites simultaneously with no time to correct mistakes, they recommended a slower, phased in approach. The result of that advice is our plan to stand up the first three sites (approximately one per

DTCI “AT A GLANCE”

• DTCI is a program designed to improve reliability, predictability, and efficiency of DOD materiel moving within the CONUS through use of a long-term partnership with a commercial world-class coordinator of transportation management services. The DTCI coordinator will have visibility of DOD freight movement requirements across CONUS and employ a network of transportation providers to schedule and fulfill those requirements.

• DTCI uses a multi-phased approach, which currently includes 67 DLA and Military Service locations. Phase I consists of 18 DLA CONUS Defense Distribution Centers. Phase II consists of 33 co-located Service shipping sites. Phase III will roll-out DTCI to the remaining 16 Service sites currently included in the first contract. There are provisions for up to 260 total shipping locations, provided that trends witnessed during the first 67 sites are positive.

• The formal DTCI Request for Proposals was issued by USTRANSCOM in June, 2006. Proposals were received in August, 2006, and Final Proposal Revisions were received in July, 2007. The contract award is planned for August, 2007.

• DTCI is executed by USTRANSCOM, in close collaboration with its DLA and Service stakeholders. Army, Navy, Marine Corps and Air Force sites are all included in the roll-out. Other participating organizations include SDDC, Defense Finance and Accounting Service, Defense Contract Audit Agency, Defense Contract Management Agency, and General Services Administration. DUSD(TP) is the lead organization at DOD.

month), then take a full month off to study how the process went and conduct a Program Management Review (PMR) with the DTCI coordinator. This will provide time to ensure we’ve properly addressed lessons learned from the first three sites. Then we’ll stand up the next three DLA sites, to include the largest on the west coast (San Joaquin), before taking yet another month off to review the process again. After this second PMR, we

will stand up only one DDC per month until all are activated. Following up further on DLA’s advice, we will implement the first Service sites that are co-located with the DLA DDCs approximately four to six months after successful implementation of the “parent” DDC. In this way, there will already be local experience with the DTCI coordinator at the local DDC when the first Service sites come on line.

SUMMARY

DTCI has, in a sense, been planning for this roll-out for the past six years. From our first experiences with the southeast region prototype in 2001, lessons learned have been critical to our planning. Recent GAO affirmation of our emphasis on this was rewarding since we feel so strongly about the role lessons learned play in the program. Industry participation also goes back to the earliest days of 2005. Both companies and trade associations responded favorably and helped shape the basic program fundamentals. Our emphasis on industry collaboration continues through today with our focus on following up on the recommendations from the consultants we hired last fall. Site visits have also been instrumental in getting strong feedback from the field for the developments of FAQs and other recommendations. Finally, our partnership with DLA has resulted in the basic “Safe Start” approach, and strong teaming with the existing DDC Transition Team has really jump-started our documentation efforts with numerous products supported by their past experiences.

Finally, we look forward to teaming with the real experts in this endeavor, the winning DTCI Coordinator. We fully understand our industry partner will bring current, commercial experience that will be invaluable to executing the program roll-out. We believe our work to date will set the stage for a strong partnership that will bridge the gap between the DTCI coordinator’s commercial experience and our unique military requirements.

No planning effort guarantees success in execution, but our willingness to team with other organizations and our openminded approach to learning from past mistakes and successes will go far in getting us started in the right direction. DTJ

Since article submission, the DTCI contract has been awarded to Menlo Worldwide Government Services, LLC of San Mateo, CA. For information about DTCI, go to http://DTCI.transcom.mil.

CHAPTER NEWS*

CENTRAL PENNSYLVANIA CHAPTER SEEKS TO SOLVE A DIFFERENT LOGISTICS CHALLENGE

By Richard Young, PhD and Mr. Jerry Brown

Fifteen years ago Morrill Worcester of Maine decided that all deceased veterans need to be both honored and remembered, but to do so in a way that teaches younger generations of Americans about the true meaning of freedom. Beginning with only the graves at Arlington National Cemetery, Worcester and his Worcester Wreath Company eventually expanded the effort to more than 200 participating national, state, and other cemeteries across the US and Puerto Rico.

As the annual numbers grew into the thousands, the real logistics challenge was finding enough volunteers to place a wreath at the gravesite of individual veterans. By comparison, moving those wreaths from Maine to the cemeteries was comparatively easy. Our military people never have been ones to shy away from a challenge, and NDTA members are no exception. Enter the Central Pennsylvania chapter. It was quick to realize that

*Some articles have been condensed due to limitations in space.

the very end of what the professionals call a few-to-many supply chain often requires the mobilization and coordination of a legion of volunteers to execute the wreath delivery mission to so many locations on a single day.

The task began with NDTA members, but is in the process of radiating out to myriad organizations where members have contacts including the Boy Scouts, Girl Scouts, various veterans associations, church groups, and student organizations from local colleges and universities. But placement is just one element as the chapter also attempts to seek out those individuals and organizations that would be willing to also underwrite the project. As a result, this December 15, the day designated for the national event, the Central Pennsylvania Chapter and its nearly 100+ mobilized volunteers and family members will solemnly remember and honor those veterans lying in repose at the cemetery at Fort Indiantown Gap.

Education has always been one of the objectives of the NDTA, and while this is a different type of logistics problem and its lesson is markedly different from our other educational activities, the chapter

GOVERNMENT NEWS*

SERVICE MEMBERS AND DOD CIVILIANS ARE ELIGIBLE FOR FULL REPLACEMENT VALUE (FRV)

Effective in fall 2007, DOD Customers (Service Members and Department of Defense Civilians) will be eligible for Full Replacement Value (FRV) protection on most DOD funded personal property shipments. FRV coverage will apply to personal property shipments with a pickup date on or after:

• 1 October 2007 for International shipments (to/from OCONUS)

could neither ignore the logistics challenge, nor could it ignore the opportunity to educate younger generations of the sacrifices made by so many generations of veterans that came before them that were willing to unselfishly give their lives in the interest of preserving our freedom.

While the Central Pennsylvania Chapter would certainly be pleased with completion of this local mission this December, its members feel compelled to tell the story with the hopes of energizing other NDTA chapters nationwide. “It’s a big challenge for us locally,” concurred the chapter directors, “but it is a much taller challenge nationally and the NDTA is just the organization to take it on.” NDTA Chairman’s Circle Member, UPS, has stepped up to the challenge by providing transportation services at no charge to locations across the Nation in support of Wreaths Across America. Officers and directors of other NDTA chapters looking for more information can access the website http://www.wreathsacross-america.org.

We’ll never forget! Spread the word and consider this excellent opportunity for your chapter! DTJ

*Some articles have been condensed due to limitations in space.

• 1 November 2007 for Domestic shipments (within CONUS)

• 1 March 2008 for Non-Temporary Storage (NTS) shipments

• 1 March 2008 for Local Move/Direct Procurement Method (DPM) shipments

Under the FRV program, the Transportation Service Provider (TSP)/Carrier is liable for the greater of $5000 per shipment or $4.00 times the net weight of the shipment (in pounds), up to $50,000.

Providing prompt notice of loss and damage will still be an essential part of the process. The Customer must submit the DD Form 1840 (listing all damage discovered AT delivery) or the DD Form 1840R

(listing all damage discovered AFTER delivery) to the TSP within 75 days of delivery. The TSP has the right to inspect damaged items once notice forms are received.

There is no additional cost to the Customer for FRV coverage, but the Customer must file the claim directly with the TSP within nine months of delivery by using the DD Form 1844 to receive FRV. The TSP will settle the claim by repairing or paying to repair damaged items. The TSP will pay FRV cost on items that need replacing or have been lost or destroyed. When the claim is filed directly with the TSP, the TSP will be responsible for obtaining all repair and replacement costs.

If the TSP denies the Customer’s full claim, makes an offer on the claim that is

not acceptable, or does not respond within 30 days, the Customer may transfer the claim to the Military Claims Office (MCO). If a Customer files a claim with the TSP after nine months, but before the two year time limit for filing the claim, the TSP is only liable for depreciated value of lost or damaged items. If the TSP does not respond to the claim within 30 days or makes an offer that the Customer does not accept, the

Customer may transfer the claim to the MCO within nine months of delivery. If the Customer transfers the claim, the MCO will only be responsible for depreciated replacement cost on the claims. The MCO will then attempt to recover FRV from the TSP. If the MCO recovers FRV, the MCO will then pay the member the difference between the depreciated cost already paid and the FRV cost.

The SDDC has published a detailed

INDUSTRY NEWS*

AGILITY DEFENSE AND GOVERNMENT SERVICES

Agility Defense & Government Services (DGS) has been awarded a one-year contract by the US Department of State to provide move management services to the US Embassy in Baghdad, Iraq. Agility DGS will provide end-to-end transportation, freight forwarding, and logistics services to facilitate the upcoming move to the new US Embassy complex. The Baghdad embassy move project is the single largest foreign mission transfer, involving the relocation of more than 3500 workers to the new 104-acre campus. “Supporting the US Embassy move in Baghdad gives Agility the opportunity to apply our specialized logistics, transportation, and freight forwarding capabilities to this important assignment,” said Toby Switzer, Chief Executive Officer of Agility DGS. “We are anxious to deliver outstanding results for the US Department of State and look forward to expanding our scope of work for government customers.” Selected as a primary award winner for this BPA, Agility DGS was among nine companies that were pre-qualified to submit proposals for the contract to move the US Embassy. Agility brings to this assignment expertise and capabilities gained through the company’s other major programs, including Subsistence Prime Vendor contract for which Agility supplies and distributes food to US forces in Iraq.

set of guidelines that governs FRV coverage on its website. DOD Customers can find the website at www.sddc.army.mil; click “Full Replacement Value Protection”. Also, more FRV information can be found on the various “Military Claims Offices” web pages. Email Curtis Moore (moorec@sddc.army.mil) with comments, questions, or concerns. A Q&A link will be posted online once information is compiled. DTJ

*Some articles have been condensed due to limitations in space.

GLOBAL TRANSPORTATION NETWORK

– A Success Story for USTRANSCOM

By Vic Wald, GTN Program Mgr., Lockheed Martin

In August 1996, USTRANSCOM made the Global Transportation Network (GTN) available to DOD users worldwide to provide deployment information support during the Bosnia crisis. This was done prior to the initial operating capability date because the emerging capability of GTN was already proving to be a significant leap forward for providing in-transit visibility (ITV).

Fast forward to 2007 as USTRANSCOM celebrates its 20th anniversary, and there have been many significant changes and great accomplishments in the arena of distribution, deployment, and mobility that we owe to the vision, tenacity, and dedication of many great leaders in USTRANSCOM and its transportation component commands.

Improving Effectiveness by Managing Information

Throughout the history of USTRANSCOM, there has been a consistent acknowledgement that information is the key to improving the efficiency and

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effectiveness of the Defense Transportation System (DTS) to support the warfighter. The complexity of the mission to deploy and sustain forces anywhere in the world on a moment’s notice amplifies the importance of capturing and integrating information from a wide variety of organizations, systems, and operating activities. GTN has played a crucial role in the last 10 years of the evolution of USTRANSCOM, maturing from being the single manager of the DTS to its current role as DOD’s Distribution Process Owner.

Today, GTN receives data from 28 DOD transportation and distribution information systems. More than 235 commercial transportation and vendor activities provide commercial services to USTRANSCOM, providing GTN with nearly 4.5 million daily transactions. These transactions chronicle transportation and deployment requirements, record shipper and port operations events, enable Radio Frequency Identification (RFID) and satellite tracking of shipments, and support troop and equipment deployments.

As the DOD continuously fields improvements for operational information systems and source data capture capabilities, more data have been integrated into GTN and the gaps in ITV have been gradually eliminated. Since its inception 11 years ago, GTN has processed more than nine billion data transactions. Dur-

ing that time, GTN has evolved from a system originally designed to receive three million transactions per day to its current capability, which has proven to be more than five million transactions daily.

The system has matured from its initial client-server configuration to become one of the first DOD systems of record to implement Web-based technology. GTN received the Federal CIO Council Center of Excellence for Information Technology award in 2001 for a web technology implementation that achieved savings in excess of $2.3 billion in cost avoidance and benefits.

With more than 4500 Web users worldwide and numerous customer systems that generate more than 20,000 queries daily, GTN has become an indispensable system to support the warfighter.

Solving New Challenges

Lockheed Martin continues to upgrade GTN in response to critical customer challenges. Recently, USTRANSCOM, in partnership with the DLA, completed the first of three planned product improvement releases for the GTN. These upgrades are designed to fulfill a longstanding requirement for a DOD-wide distribution data warehouse, which will be a full spectrum repository of DOD distribution-related historical data. The Motor Carrier Compliance (MCC) ca-

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pability, released June 29, 2007, provides this data warehousing capability. The enhancement improves tracking of contract carrier performance against contractual standards.

The MCC capability allows USTRANSCOM’s Army component, the SDDC, and other users of the GTN to determine exactly which Tailored Transportation Contract II (TTC II) commercial truck carriers are complying with contract requirements to submit electronic status of movements. TTC II contracts are for the movement of high volume, repetitive shipments of all kinds of freight from the 19 stateside DLA depots and some of the major military service shipping activities.

This new capability enables the government to take corrective action with noncompliant carriers, leading to improved surface distribution results, better data quality, and elimination of serious gaps in the end-to-end distribution common operating picture for warfighters.

USTRANSCOM, together with its technology and industry partners, continues to seek ways to improve information systems that support deployment, distribution, and DTS operations, with the objective of providing responsive and predictably reliable support to the warfighter. As Lockheed Martin joins the nation in celebrating 20 years of USTRANSCOM, it is worthwhile to reflect on how far the organization and mission have evolved and the great strides that have been made in improving support to the warfighter. For the last 11 years, GTN, as the DOD system of record for ITV, has been a significant part of that journey and has provided the basis for many more improvements in the future.

SCIENCE APPLICATIONS

INTERNATIONAL CORPORATION

Science Applications International Corporation announces that its SKYBUS 30K Airship, an Unmanned Aerial System (UAS), has been granted a Federal Aviation Administration (FAA) US Experimental Airworthiness Certificate for Unmanned Airships. As lead system integrator under contract to Naval Air Systems Command, SAIC worked with Tel-

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ford Aviation Services to develop and test the prototype—SKYBUS 30K. SKYBUS 30K, with its 30,000 cubic-foot volume, is the initial testing and demonstration platform for a series of large airships. It has a 300-pound payload and can serve as a platform to carry sensors used for a variety of security and intelligence operations including border patrol, port security, survivor search, wildlife management, and sports event monitoring. The airframe is resilient to damage and includes a Lighter Than Air Unmanned Aerial System (LTAUAS); ground control station for mission planning, flight monitoring, and in-flight profile amendment; and a mobile mooring system that allows the SKYBUS 30K to launch from confined or unimproved sites. The SKYBUS can loiter for 30 to 40 hours, can travel up to 35 knots, and has faint visual, radar, infrared, and acoustic signatures. Other program team members include: Aerospace Innovations, responsible for Lighter Than Air (LTA) systems control; DRS – Unmanned Technologies, responsible for vehicle flight controls; Lindstrand USA, responsible for the vehicle primary envelop and flight structure; and Loring Development Activity, which served as the program’s flight test facility.

SEALED AIR

Sealed Air Corporation, the creator of Bubble Wrap® brand cushioning, announces a call for entries for the Company’s second annual Bubble Wrap® Competition for Young Inventors. The competition, which debuted last year and generated nearly 800 entries from 38 states, encourages students in grades five through eight across the United States to demonstrate their creativity and ingenuity by devising an invention that incorporates the use of Bubble Wrap® brand cushioning. Young inventors who are interested in entering the competition must be in grades 5 through 8 for the school year 2007-2008. Original inventions must incorporate the use of clear Bubble Wrap® brand cushioning, and entries must include a visual and written description that explains the name of the invention, the purpose it serves, how it works, and how the idea was

left to right: In year one of the competition, 15-year-old Grayson

of Nashville, TN, was the grand prize

invention,

used Bubble

brand

to create a low-cost cosmetic

for prosthetic limbs.

13,

San Angelo, TX,

second place for her three-dimensional

replica of the Empire State Building, made from custom-cut pieces of Bubble Wrap® brand cushioning. Alex Chalcraft, 13, of Gilbert, AZ, took home third place for his “Easy Check Chore Chart,” which gives children a fun way to keep track of their weekly tasks by popping Bubble Wrap® brand cushioning each time they complete a chore.

formulated Fifteen semi-finalists will be selected in the first round of judging and announced publicly on November 12, 2007. Three finalists will later be selected and win a three-day trip to New York City, where the grand prize winner will be announced on Bubble Wrap® Appreciation Day, which will be celebrated on January 28, 2008. The grand prize winner of the competition will receive a $10,000 savings bond, while the 2nd and 3rd place winners will receive $5000 and $3000 savings bonds, respectively. The deadline for all entries is November 1, 2007.

TOTAL QUALITY LOGISTICS (TQL)

TQL, a 3PL provider based in Cincinnati, Ohio, will be celebrating its ten year anniversary. TQL works with more than 4000 clients and 30,000 carriers in locating reliable trucks to transport freight across the country. Over the past ten years we have gone from just two men in an office to more than 780 full time employees. It is great to look back and see how far we have come,” says Ken Oaks, President and CEO of TQL. There have been many successes over the years, due to the constant effort to provide the best, most reliable service to its clients. TQL stands by this effort by maintaining operations 24 hours a day, 7 days a week, 365 days a year. Along with non-stop service, TQL is able to offer its clients many value added

services created by its in-house Information Technology department. Part of focusing on customer service includes being open about conflicts that arise. At TQL, Account Executives communicate directly with their clients, letting them know the status of the shipment and if any delays are foreseen. Largely due to their superior dedication to customer service, along with its higher standard of ethics, TQL has averaged more than 50 percent growth each year. This higher code of ethics has helped TQL earn many industry awards including “2006 Transportation Sales Organization of the year” by Selling Power Magazine’s Stevie Awards as well as “2006 Inc 500” by Inc. Magazine. In 2006, Transport Topics listed TQL as the sixteenth largest freight brokerage firm in the US and the company has also earned “Best Broker” status from the National Association of Small Trucking Companies. In order to maintain this high level of service, TQL has put a great effort into hiring quality employees and providing them with the resources to go above and beyond. The TQL team has grown to more than 780 full time employees and continues to grow. The expansion of employees has led to the need for a new facility and TQL has built a new state-of-the-art, 100,000 square foot headquarters to handle the growth. “The reason we’ve done so well is our people,” says Oaks. “Communication is critical in our business. We do our own employee training, so they understand the industry and the high level of service we give our customers. That’s what makes us different from our competitors.” DTJ

Photos

Rosenberger

winner for his

which

Wrap®

cushioning

covering

Megan Guerrero,

earned

puzzle

TAn Important Consideration

Denise A . Bailey Director, Government Sales Yellow Transportation

his year’s Forum theme, “Better Together,” ties in nicely with the topic of this month’s column. Many of our largest NDTA Corporate Members have multiple operating units and divisions within the parent company. Until last year, if these companies wanted exposure in NDTA they each had to join separately. As the Forum theme suggests, they would be much better together, so the NDTA introduced a new category of membership last year: the Chairman’s Circle Plus+, which allows the parent company and all of its organizational units to appear together in one listing.

Four major corporations upgraded to this new category within the first year, and six more followed, bringing the list to ten:

American Shipping & Logistics Group, Choice Hotels International, EGL, FedEx, Horizon Lines, InterContinental Hotels Group, Landstar System, National Air Cargo Group, World Air Holdings, and YRC Worldwide.

Before Chairman’s Circle Plus+, if the parent company was listed under Chairman’s Circle, the individual operating units had no visibility. Each company had to join under one of the other levels—Sustaining or Regional—in order to receive exposure. Under Plus+, up to eight operating units, brands, or subsidiaries are included under the parent organization’s existing Chairman’s Circle membership. Each company added to the parent listing also receives three ad-

ditional individual memberships per company, and the corporate family is identified and listed by color logo and profile text in the DTJ Almanac issue. Upgrading to Plus+ is a tremendous bargain for companies with multiple brands or operating units.

We value all of our great members, and I wanted to remind you about the benefits of our newest membership level. Before you know it, it will be time to renew your membership, so take a few minutes to reevaluate and be sure you are getting the biggest impact for your organization. For more information contact Denny Edwards at NDTA headquarters. I will be at the Forum in Charleston—at the YRCW booth—and will gladly offer my support and recommendation.

No matter what level of membership you choose, NDTA is an outstanding organization and an essential partner for your company if you are conducting or want to conduct business with the DOD. DTJ

COL Denny Edwards, USA (Ret .)

As we convene our 2007 Forum in Charleston and focus on our theme of “Better Together,” we should all be reminded of how that same philosophy of making things better by partnering and working together has guided this association from it very inception. In fact, the very act of our founding was the result of seven visionary Army Officers joining together to “foster the development and art of . . . transportation and the dissemination of transportation knowledge dealing with military subjects . . .”

They started it all—the visionaries behind NDTA

Lining the halls of the Colonel Thomas J. Weed Conference Room at NDTA Headquarters are the distinguished photos of our founders and presidents throughout the years. Although the NDTA staff and a few visiting members see these photos everyday, the other 99 percent of the membership does not. This month’s Pages Past pays homage to those who have led the Association through the years.

RECENT NDTA LEADERS (Selected)

• Brig. Gen. Mal Hooker, USAF (Ret.) – Only person to serve as President twice as well as Chairman

• RADM Norm Venzke, USCG (Ret.) – First USCG Officer to serve as President

• LTG Ed Honor, USA (Ret.) – Longest serving NDTA President: 13 years

• Jeff Crowe – Longest serving Chairman: 10 years

A few minutes before this photograph was taken in front of the Office of the Recorder of Deeds in the District of Washington on October 11, 1944, these seven men had signed the certificate of incorporation that formally brought into being the Army Transportation Association. These founding fathers became the Association’s first officers and directors, serving until the national election was held on February 28, 1945. They are, left to right, Lieutenant Colonel John M. Poorman, Lieutenant Colonel John J. Sullivan, Major David D. Porter, Major L. H. Nokes, Major Charles M. Council, Jr., Captain Horace B. Drake, and Captain A. R. Skinnell.

Howard C Adams President 1958-59 • Chairman 1959-61

Ronald W Drucker Chairman 1987-93

Thomas M Goodfellow President 1970-71 • Chairman 1971-73 LTG Edward Honor, USA (Ret ) President 1989-2002

Brig Gen Malcolm P Hooker, USAF (Ret ) President 1981-85 • Chairman 1985-87 Interim President 1989

Jeffrey C Crowe 1993-2003

Army Transportation Association Officers 1945-1946, alphabetically left to right: Col. W. H. Clopton, Secretary-Treasurer; Brig. Gen. Calvin DeWitt, Jr., First Vice-President; Col. Luke W. Finlay, Second Vice-President; Col. James K. Herbert, Fourth Vice-President; Brig. Gen. J. R. Kilpatrick, Fifth Vice-President; Col. A. Kojassar, Third Vice-President; Brig. Gen. W. J. Williamson, President

HONOR ROLL OF SUSTAINING MEMBERS AND REGIONAL PATRONS

SUSTAINING MEMBERS

AAR Mobility Systems

ABF Freight System, Inc.

Air Transport Assn. of America

Air Transport International, LLC

AIT Worldwide Logistics, Inc.

All-State Express, Inc.

American Airlines

American Maritime Officers

American Public University System

American Road Line

American Trucking Associations

American United Logistics

ARINC

Army Air Force Exchange Service

Arven Freight Forwarding, Inc.

Associated Global Systems

Astar Air Cargo, Inc.

ATA Airlines, Inc.

Baggett Transportation Co.

BNSF Railway Co.

Bender Shipbuilding and Repair Co., Inc.

Boyle Transportation

Cargo Transport Systems Co.

Carlson Hotels Worldwide

Carlson Wagonlit Travel/Sato Travel

CAST Transportation

C.H. Robinson Worldwide, Inc.

Chalich Trucking, Inc.

Chamber of Shipping of America

Computer Sciences Corp.

Comtech Mobile Datacom Corporation

Consolidated Safety Services, Inc.

CrossRoad Carriers

CRST International, Inc.

REGIONAL PATRONS

AAAA Forwarding, Inc.

Access America Transport

Acme Truck Line, Inc.

Advantage Rent-A-Car

AHI Corporate Housing

AKA Washington, DC

American Moving & Storage Assn.

Argo Tracker

Association of American Railroads

Avis Budget Group

Bearing Inspection, Inc.

BEC Industries, LLC

The Cartwright Companies

Center for the Commercial Deployment of Transportation Technologies (CCDoTT)

Ceres Terminals, Inc.

Chassis King

C.L. Services, Inc.

Crowley Maritime Corp.

C2 Freight Resources, Inc.

Delta Air Lines, Inc.

Dimensions International, Inc.,— wholly-owned subsidiary of Honeywell

DynCorp International

Dynamics Research Corp.

Efficient Hauling Systems

LP dba EHS Industries

Enterprise Rent-A-Car

Europcar

Extended Stay Hotels

Fikes Truck Line

GE Aviation

General Dynamics/American Overseas Marine

GeoDecisions

GESeaCo America, LLC

Global Maritime & Trans. School-USMMA

Greatwide Dallas Mavis

Hapag-Lloyd USA

Intermodal Association of North America (IANA)

Intermarine, LLC

International Commodity Carriers, Inc.

International Longshoremen’s Association, AFL-CIO

Intl. Organization of Masters, Mates and Pilots

ITLT Solutions, Inc.

Interstate Distributor Co.

JDA, Inc.

KGL Transportation Co.

Kansas City Southern

Keystone Shipping Company

Knight Transportation

Con-Way Truckload Services, Inc.

CSI Aviation Services, Inc.

Delaware River Maritime Enterprise Council

DHL Japan

Dollar Thrifty Automotive Group

Dovel Technologies, Inc.

Federated Software Group

FlightWorks

Fox Rent A Car

General Freight Services, Inc.

Great American Lines, Inc.

Green Valley Transportation Corp.

Hawthorne Suites – Alexandria, VA

Hilton Hotels Corporation

The Howland Group, Inc.

HudsonMann, Inc.

Hyatt Hotels and Resorts

Innovative Logistics Techniques, Inc. (INNOLOG)

Liberty Maritime Corporation

LMI

Lockheed Martin Aeronautics Co.

Luxury Air Jets

M2 Transport

MacGREGOR (USA) Inc.

Matson Navigation Co., Inc.

Mayflower Transit

McCollister’s Transportation Systems, Inc.

MEBA

Menlo Worldwide

Mercer Transportation Co.

Mi-Jack Products

Mobility Resource Associates

National – Alamo (Vanguard Car Rental USA, Inc.)

National Air Carrier Assn., Inc.

National Van Lines

NCL America, Inc.

Norfolk Southern Corporation

North Carolina State Ports Authority

Northwest Airlines

NYK Logistics Americas

Ocean Shipholdings, Inc.

Old Dominion Freight Line, Inc.

Omni Air International, Inc.

OSG Ship Management, Inc.

Pacer Transport

The Pasha Group

Pilot Air Freight Services

Port of Beaumont

Port of Oakland

Powersource Transportation, Inc.

Pratt & Whitney

PRTM Management Consultants, LLC

Priority Solutions International

ITW Shippers

JAS Forwarding (USA), Inc.

Kalitta Charters, LLC

Labelmaster Software

Liberty Global Logistics LLC

Logistics Management Resources, Inc.

LTD Hotel Management Co.

Maersk K.K.

MCR Federal, LLC (MCR)

MTC Technologies

MBA | Morten Beyer & Agnew

MilitaryAvenue.com

Motorola

NCI Information Systems, Inc.

Oakwood Corporate Worldwide

ODIN Technologies

Omega World Travel

Panther Expedited Services (formerly, Panther II Transportation)

QTI/Crossland Carriers & Logistics & Modular Support

Raith Engineering

Sabre Travel Network

Savi Technology

Sealed Air Corp.

Sealift, Inc.

Seafarers Int’l Union of N.A. AGLIWD

Sea Star Line, LLC

SkyBitz, Inc.

Southeast Vocational Alliance

Southwest Airlines

SRA International, Inc.

Stanley, Inc.

SSA Marine

Team Worldwide

Teco Ocean Shipping

Total Quality Logistics

Totem Ocean Trailer Express, Inc.

Transportation Institute

Transportation Intermediaries Assn. (TIA)

TransSystems Corporation

TRI-STATE Expedited Service, Inc.

Tri-State Motor Transit, Co., (TSMT)

TTX Company

Tucker Company

Union Pacific Railroad

United Airlines

United Parcel Service

United Van Lines, Inc.

UTi, United States, Inc.

VT Halter Marine, Inc.

Waterman Steamship Corp./ Central Gulf Lines

Whitney, Bradley & Brown, Inc.

XIO Strategies, Inc.

Patriot Contract Services, LLC

Payless Car Rental

Philadelphia Regional Port Authority

PowerTrack, US Bank

Project ACTA

Quality Support, Inc.

Seabridge, Inc.

Sea Box, Inc.

SkyLink – (USA)

Trailer Bridge, Inc.

Trailways Transportation System

Trans Global Logistics Europe GmbH

Truva International Transportation & Logistics

USMMA Alumni Foundation, Inc.

Utley, Inc.

The Virginian Suites

Veteran Enterprise Technology Services, LLC

American Shipping & Logistics Group (ASL) + PLUS

Choice Hotels International + PLUS

EGL, Inc. + PLUS

FedEx + PLUS

Horizon Lines, Inc. + PLUS

InterContinental Hotels Group + PLUS

Landstar System, Inc. + PLUS

National Air Cargo Group, Inc. + PLUS

World Air Holdings, Inc. + PLUS

YRC Worldwide + PLUS

Accenture

Agility Defense & Government Services

Alien Technology Corporation

American Roll-On Roll-Off Carrier, LLC

APL Limited

Atlas Air Worldwide Holdings

BAX Global

Benchmarking Partners

Bennett Motor Express

The Boeing Company

Booz Allen Hamilton

Bristol Associates

CorTrans Logistics, LLC

CSX Transportation

DHL

Evergreen International Airlines, Inc.

Gemini Air Cargo, Inc.

The Hertz Corporation

IBM

IntelliTrans, LLC

Kuehne + Nagel, Inc.

Lockheed Martin

Maersk Line, Limited

Marine Terminals Corporation (MTC)

Matson Integrated Logistics

Northrop Grumman Corporation

Odyssey Logistics & Technology Corporation

Port of Corpus Christi Authority

QUALCOMM

R&R Trucking

Ryder System, Inc.

SAP Public Services, Inc.

Science Applications International Corp. (SAIC)

UPS

UTXL, Inc.

Dr . Kent N . Gourdin

The Flying Circus: Tales of a Tormented Traveler

The Flying Circus: Tales of a Tormented Traveler, by Henry Mintzberg, ISBN 1904879489, Published by Cyan Communications, September 2005, $15.00, paperback, 166pp.

Providing a whimsical but informed view on air travel by a leading management guru, this book supplies a much-needed

outlet for the frustrations of the troubled traveler. Flying is an experience the author defines as akin to cattle-car herding, which begins at depressingly generic and chaotic airports and continues through agonizing hours in cramped, sardine-class seats, where the passengers are served skimpy and unidentifiable meals and bombarded with “customer service” that amounts to con-

DTJ INDEX OF ADVERTISERS

stant interruptions while trying to sleep or read. Containing hilarious anecdotes about fellow passengers and stories of suffering, this witty rant is the author’s revenge on the airlines and the culture of commercialism that has reduced a once-enjoyable adventure to a loathsome farce. DTJ

(From the publisher)

GET A GRIP ON PBL!

Co-sponsored by the Council of Supply Chain Management Professionals

• A four�day program focused on establishing and executing performance�based logistics contracts and programs

• Designed for corporate managers working with defense department counterparts

THE COURSE WILL HELP YOU:

• Identify a good PBL program

• Become skilled at evaluating a PBL contract’s risk�to�reward continuum

• Understand the importance of setting PBL baseline performance

• Design and implement PBL materials

• Understand the different roles in the PBL process

Only University-Based Program on PBL Only PBL Program for Contractors Can be Customized for Companies

February 5-8, 2008

May 13-16, 2008

August 19-22, 2008

Program faculty consists of national experts in performance-based logistics.

Boeing, Lockheed Martin, Northrop Grumman, Pratt & Whitney, and Raytheon sponsored the applied research for the program. Defense Acquisition University �DAU� also partnered with UT on program development.

Mayflower Transit

We care as much as you do about your special possessions.

For 80 years, Mayflower Transit has been moving lives and belongings across towns, across states, and around the world. Our years of experience and our reliable, dedicated professionals have made us the most-recognized name in the moving business and known leader in the moving industry.

Since its inception, Mayflower has excelled in moving household goods and high-value items. From a single specialty item to an entire truckload, we have the experience and expertise to handle your most valuable items.

We are committed to delivering quality service — and exceeding your expectations. By listening to what our customers say, we have continued to improve and expand our services. From online, easy-to-use shipment tracking systems to electronic document imaging, we continue to use innovative technology to simplify your move and give you peace of mind.

So when it's time for you to move, call the name you know you can trust. With Mayflower on the job, you know your belongings will be handled with the utmost care.