Defense Transportation Journal

2010 NDTA YEAR OF THE YOUNG PROFESSIONAL

April

2010

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The Association of the United States Army’s Institute of Land Warfare

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Resetting for the Future: People, Materiel & Technology

22-24 JUNE 2010 The Greater Richmond Convention Center Richmond, VA

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Whether you’re moving military tanks or school textbooks, Landstar Government Services delivers. Our proven track record and unparalleled commitment to safety ensures U.S. government agencies worldwide get reliable, responsive transportation solutions for every shipment, every day.

As a leader in protective services and movement of arms, ammunition and explosives, Landstar is ready to support our armed forces whenever U.S. troops are deployed.

Landstar has a reputation for providing the same care and precision whether transporting space vehicles for NASA or moving mail for the U.S. Post Office.

Just one phone call delivers access to complete over-the-road, expedited, air, logistics and multimodal services. The Landstar system is a network of more than 1,300 independent sales agent locations and more than 32,000 available truck capacity providers.

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CONTENTS

April 2010

FEATURES April 2010

•

Vol 66, No. 2

PUBLISHER

LTG Ken Wykle, USA (Ret.) EDITOR

Kent N. Gourdin

The University of Denver’s Intermodal Transportation Institute (ITI)

12

Executive Masters Program for Transportation Management Professionals

By George C. Woodward

MANAGING EDITOR

Karen Schmitt | karen@ndtahq.com CONTRIBUTING EDITOR

Denny Edwards

How Cancer Has Affected My Life

16

By Crystal Bialas

CIRCULATION MANAGER

Leah Ashe

PUBLISHING OFFICE

NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 GRAPHIC DESIGN

Debbie Bretches PRODUCTION MANAGER

Margaret Howard

ADVERTISING ACCOUNT MANAGER

Jim Lindsey

ADVERTISING & PRODUCTION Carden Jennings Publishing Co., Ltd. Custom Publishing Division 375 Greenbrier Drive, Suite 100 Charlottesville, VA 22901 434-817-2000, x261 • F 434-817-2020

Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

SUBSCRIPTION RATES: One year (six issues) $35. Two years, $55. Three years, $70. To foreign post offices, $45.

Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com.

POSTMASTER: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296

2010 NOLSC/NDTA Symposium WRAP-UP

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NDTA 2010 ALMANAC Special Section Government Directory Industry Directory NDTA Directory NDTA Profile

47-146 47-74 75-136 137-146 146

DEPARTMENTS A-35 NEWS | Lori Leffler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 EDITORIAL | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 PRESIDENT’S CORNER | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 HEADS UP | UPCOMING EVENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 ASSOCIATION NEWS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 INDUSTRY NEWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 GOVERNMENT NEWS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 PUBLIC – PRIVATE PARTNERSHIPS | Lee Jackson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 PAGES FUTURE | COL Denny Edwards, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147 BOOKSHELF IDEAS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 INDEX OF ADVERTISERS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

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

Global Government Strategic Manager, The Hertz Corporation

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 a DTJ Publication Schedule, Media Kit and Archives, visit /www.ndtahq.com/education_dtj.htm 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

2010

i s the year of the Young Professional in NDTA. NDTA staff and volunteers are working diligently to enhance our Action-35 program, including providing unique opportunities.

With the 2010 NDTA Forum being held in Washington, DC, we have one such opportunity for everyone in the travel, transportation, and logistics fields.

Because all passenger travel companies and 90% of the rest of the transportation industry have offices or at least representatives in the Washington, DC, area, this is the perfect occasion for A-35ers to participate in Forum activities at minimal expense. If you have not yet engaged with NDTA at a local or national level, this will allow you to get to know the importance of the organization to your career and organization. If you already understand the importance of the organization, it is your opportunity to take your participation to the next level. Activities will include A-35 specific meetings, mentoring, and educational breakout sessions as well as networking during social functions and exhibit periods.

This year’s exhibition hall will feature a greatly expanded hospitality pavilion that will allow passenger travel companies direct contact with DOD travelers and decision makers. Additionally, we are continuing to cultivate our academic partnership with leading transportation, travel, logistics, and supply chain schools during exhibit periods. Colleges and universities will be on hand to discuss furthering transportation education. For students in

the travel, transportation, and logistics industries getting ready to embark on your career or advance to the next level, there is no better venue to gain an understanding of your career possibilities.

Imagine being an entry level person and being able to ask questions of people who once sat where you are today and have the answers. Military, Government, and Industry leaders will present to you, talk to you, and engage with you both in groups and one-on-one. There is nowhere else that students and persons under 35 have the support and direct access to senior executives as we do within NDTA. If you’re an A-35 student, come and bring your professors. If you are an A-35 young professional, come and bring your boss. And, if you are the boss, come and bring all of your a-35ers to the NDTA 64th Annual Forum and Expo, September 18-22 at the Gaylord National Resort.

The A-35 Vision is to be an active component of NDTA, providing opportunities and developing tomorrow’s leaders.

The benefits to you are: • • • • • • • • •

Networking with industry leaders Scholarship opportunities Mentor programs Educational programs Professional development Job referral assistance Leadership opportunities Community involvement Subscriptions to the Defense Transportation Journal the NDTA Gram DTJ

GET THE LATEST ON THE A-35 CROWD DURING NDTA’S “YEAR OF THE YOUNG PROFESSIONAL AND BEYOND”

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

Defense Transportation Journal

Year of the Young Professional Lori Leffler, CTC, A-35 Chair

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

8 |

A-35

Follow A-35 on Twitter | http://twitter.com/NDTA_A35 Outgrown the A-35 club?

You can still stay in touch and tweet them a tip or two!

|

APRIL 2010

EDITORIAL When Disaster Strikes Dr. Kent N. Gourdin, Editor DTJ Director, Global Logistics and Transportation Program College of Charleston

I

was absolutely stunned when the news of the earthquake in Chile appeared on CNN. Coming on the heels of a similar disaster in Haiti, I could not help but think about (a) the importance of transportation and logistics to a disaster relief effort and (b) how difficult it is to plan for an event everyone hopes will never happen.

The response by nations around the world to the plight in Haiti was immediate but disorganized. No agency from the Haitian government was able to take control, and the infrastructure was shattered, so there was simply no way to coordinate the arrival of goods and air workers into the country, let alone move them around once

they got there. As a result, the goods pipeline quickly clogged until US military forces arrived and brought order to the chaos. Unfortunately, they couldn’t do much to overcome the lack of roads, damaged bridges, and wreckage that combined to impede the onward movement of help to those in need.

In one important way, things look similar in Chile: the transportation infrastructure is in a shambles. Pictures show broken bridges, collapsed roads and massive fields of debris filling rights-of-way. How does any nation plan for such a contingency?

Indeed, the US is not immune to disasters of a similar magnitude or to complaints of slow response in their aftermath. However, the

question is the same: how can a government plan for the unthinkable? One answer was presented at last year’s Forum in the session titled National Disaster Logistics Supply Chain Coordination. The synopsis of that session was presented in the last issue of the Journal and is partially summarized here. Briefly, in the event of a natural disaster, the federal government (through FEMA and GSA), the DOD (USNORTHCOM, DLA, and the Army Corps of Engineers), and relevant private sector representatives, will partner to provide a coordinated response overseen by a National Logistics Coordinator representing both FEMA and GSA. The intent is that this be a bottomup system with local requests flowing in to the joint response center from the state(s) affected; the federal response must then follow within 24 hours. Funds flow to support these efforts once the President declares a natural disaster; “peacetime” funding is the responsibility of continued on page 148

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www.ndtahq.com | 9

PRESIDENT’S CORNER NDTA – The Tie That Binds LTG Ken Wykle, USA (Ret.) NDTA President

T

his is our Almanac issue of the DTJ. It is the issue where we highlight NDTA as the tie that binds the government and industry together in the pursuit of common interest. The Almanac is a directory of the key Government organizations involved in logistics, transportation, and security. It also includes key information pertaining to our corporate members, NDTA Chapters, and Board of Directors. I keep it on my desk as a reference and use it frequently.

It contains the names, contact information, and descriptions of the major military and government organizations with which our members do business.

The next section is the corporate member honor roll. It is a complete listing of our corporate members, key individuals within the companies, and a short description of their business. When you are seeking a particular type of service, always start with this section. Member companies offer a wide range of transportation, logistics, distribution, travel, and related services, and they are eager to share knowledge with fellow members. The Almanac is also a good reference source when seeking team members in response to a government or industry request for proposal. The last section provides a directory of the NDTA Board of Directors, National Officers, the NDTA Regional Organization and NDTA profile. I find this section especially useful when seeking a point of contact in a specific geographical area or various types of NDTA metrics—number of individual members, corporate membership statistics, or Forum trends. Familiarize yourself with the contents of this issue and retain it as a quick reference document.

This edition of the DTJ also provides a wrap up of the January 26-28 NOLSC/ NDTA (Naval Operational Logistics

ing in the program, contact Mark Victorson (mark@ndtahq.com); if you would like to reserve exhibit space or offer sponsorship, contact Denny Edwards (denny @ndtahq.com) or Christopher McKinley (christopher@ndtahq.com).

FUTURE NDTA FORUMS & EXPOS . . . SAVE THE DATES! 2010 2011 2011 2012

| NDTA Forum & Expo | Washington, DC | September 18-22 | NDTA Expo/SDDC Symposium | Dallas, TX | April 4-6 | NDTA Forum & Expo | Phoenix, AZ | September 17-21 | NDTA Forum & Expo | Anchorage, AK

Support Center) Education and Training Symposium. Some of you may remember this as the NAVTRANS conference.

About 4 years ago, the Navy “merged” their transportation, ordnance, supply, and petroleum activities into one organization—NOLSC. This is the first of what we anticipate will be an annual NOLSC/NDTA Symposium since the “merger.” By all accounts, it was a great event. There were 400+ attendees, outstanding key note speakers, 25+ separate breakout/training sessions, and an industry Exposition. Presentations by keynote speakers and selected training sessions are summarized in the following pages. The power point presentations are available in the Member Resources section of the NDTA website.

The industry attendees with whom I spoke were pleased with the event. The exhibitors had good interaction with the attendees and were positive about potential business opportunities. Others made contact with industry attendees and have developed business opportunities. I receive feedback after each event—a company attends the event seeking to develop government business and then forms a business relationship with another industry attendee. Networking and relationship building continue to be the cornerstone of our Association. Plan now to participate in the NDTA Annual Forum in Washington, DC, 18-22 September 2010. If you are interested in participat-

To all who attended and participated in the NOLSC/NDTA Symposium, THANK YOU for your great support and commitment to NDTA. To all of our industry members, government organizations, Board of Directors, Regional Presidents, and Chapters listed in this Almanac, THANK YOU for the work you do every day in support of our great Nation. DTJ Welcome to our newest Chairman’s Circle PLUS Member

The Boeing Company NDTA Member since 1957

Thank you for your continued and generous support of NDTA and our Nation

WELC ME

NEW CORPORATE

MEMBERS as of April 1, 2010

Chairman’s Circle Plus+ • The Boeing Company

SUSTAINING MEMBERS

• Radiant Logistics Partners, LLC • Intercomp Company

REGIONAL PATRONS • ATS Specialized, Inc. • Innovative Green Solutions

www.ndtahq.com | 11

The University of Denver’s Intermodal Transportation Institute (ITI) Executive Masters Program for Transportation Management Professionals

By George C. Woodward President, Board of Directors Intermodal Transportation Institute University of Denver

T

his internationally-recognized and innovative graduate program awards a fully accredited Master of Science in Intermodal Transportation Management. The program is designed to meet the educational needs of professionals in the transportation and supply-chain industries world-wide, and it has been attended by transportation professionals living and working in the US, Australia, Canada, Europe, and Mexico.

Feedback from participating organizations and transportation professionals is very positive. Organizations recognize the program as an important part of their management development and retention efforts, and many participants receive promotions either during their course of study or soon after they graduate.

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The recruiting process is underway for the ninth class, which starts this fall. In more than 8 years, more than 120 professionals have graduated from the program with another 20 expected to graduate in June. One of the most attractive features of the program is its scheduling format, which allows program participants to continue working full-time while undertaking their course of study. Program participants attend a oneweek residency at the University of Denver each quarter for five quarters (15 months).

Then, they attend a 4-day international travel seminar in the sixth quarter, during which they visit transportation providers, facilities, and government officials. This year’s travel seminar will focus on Brussels, Antwerp, and Rotterdam and will include briefings with NATO and the EU. Previous

APRIL 2010

>> NOW ACCEPTING APPLICATIONS FOR 2010 ITI is now accepting applications for Fall 2010! The program is approved for VA educational benefits and student educational loans. Students may also apply for ITI-supported partial scholarships. Class size is limited to 25 working professionals. Student applications need to be completed by 30 June 2010. For more information about the MS in Intermodal Transportation Management at the University of Denver, visit www.du.edu/transportation or contact George Woodward directly (215-247-2162 or george.c.woodward@ verizon.net) or Cathy Johnson, ITI Executive Director (303-871-4702 or catjohn@du.edu).

travel seminars have been to Hong Kong, Shanghai, Vancouver, and Amsterdam.

A large part of the success of the MS in Intermodal Transportation Manage-

Defense logistics services.

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centered on delivering customer value and industry-leading service. Call or e-mail J.B. Hunt today.

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>> HOW TO DO BUSINESS WITH THE DOD – TAKE AWAYS (presentation by Ken Wykle to ITI Executive Masters Program Students)

• Bidding – Read every word of the bid package

ment degree program is due to a unique partnership between academia and the transportation industry. ITI has an active Board of Directors consisting of fifty senior executives from all transportation modes, supply-chain providers, and other sectors of the transportation industry. Not only does the ITI Board support the degree program through scholarships, fundraising, and other activities, but many of the directors also bring their real-world experience into the classroom by serving as adjunct faculty or guest lecturers.

“A typical class is made up of a diverse group of students whose organizations define the meaning of intermodal transportation,” said John Bowe, PresidentAmericas at APL Limited and also ViceChairman of the ITI Board of Directors.

“Students come from ocean carriers, railroads, trucking companies, air express, and public-transit companies. This broad definition of intermodal makes for a rewarding classroom and educational experience. As an example, managers from FedEx Express, Maersk, CSX Intermodal, J.B. Hunt Transport, and others come together in a class to improve their management skills and exchange ideas for improving the global supply chains.”

“The ITI Executive Masters Program is a hands-on management education program,” said Russ Bruner, Chairman and CEO of Maersk, Inc., and a member of the ITI Board of Directors. “The students learn advanced management skills in areas where they may not yet have had the opportunity to work, such as financial analysis, managerial accounting, assessing capital investments, network optimiza14 |

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Ken Wykle, NDTA President, delivering course remarks to students enrolled in “Freight Transportation Systems” through the ITI Executive Masters Program last summer. ITI Instructors bring valuable industry knowledge and experience to the classroom. In this case, Wykle provided take-aways on how to do business with the DOD. Wykle, former Deputy Commander, USTRANSCOM, and Federal Highway Administrator, DOT, is one of the ITI Intermodal Founding Fathers.

tion, operations research techniques, legal studies, and leadership courses. Also each student completes a business planning project selected with the support of his or her sponsoring organization that could be a major revenue growth or productivity improvement project. Many of these projects have provided a significant financial return for the student’s sponsoring organization.”

“A profitable new export business line for refrigerated seafood to Asia was created for FedEx Express as a result of a business planning project at the ITI Executive Masters Program,” said Shannon Brown, Senior Vice President/Chief Human Resource Officer at FedEx Express and an ITI Board member and graduate of the ITI masters program. “FedEx understands the economic value of continually improving and developing the management skills of its people.”

“This graduate program is also valuable for developing strong business relationships among students, with board members, and with the ITI Alumni Association. This could be particularly important for defense-related managers who, in their professional capacity, may be using the transportation resources from privatesector companies, such as ocean carri-

APRIL 2010

• Understand the Negotiation Process – Short-Term Negotiations (direct or one time only): single bill of loading < 90 days – Long-Term Negotiations: Standing Route Order (SRO), multiple moves over a period > 90 days – Spot Bid Electronic System: submitted bids reflect all expenses (line haul, accessorial, protective services, or added charges) Be Technology Capable – Use tools that are in place or interface with Government systems to better enable the selection process. These include: Surface Transportation Management Systems, Electronic Transportation Acquisition, Spot Bids, PowerTrack, ITV, DTTS, and more.

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ers and railroads,” said Steve Branscum, Group Vice President at BNSF Railway and Chairman of the ITI Board of Directors. “The global nature of today’s supply chains requires that managers have a broad knowledge of how the world’s transportation systems work. The business relationships developed in this program are invaluable to the individual student and his or her organization.” DTJ

“Year of the Young Professional” at NDTA This is the “Year of the Young Professional” at NDTA. To mark the occasion, we are proud to share the story of Crystal Bialas, former NDTA Scholarship recipient. Her achievements are numerous, but none greater than her determination. Crystal is a remarkable young lady, a true inspiration, and we know she will meet her goal. Lucky are the youngsters she will lead in the classroom!

How Cancer Has Affected My Life

By Crystal Bialas

O

btaining an education at college is a golden opportunity, and NDTA has been helping my dream come true with their much-appreciated scholarship! A survivor of three brain tumors (with delicate, life-threatening surgeries at ages 3, 6, and 11), I am blessed to attend college. My goals are high (for me): become a Kindergarten teacher so I can teach children on a daily basis. I long to make this dream a reality!

My brain tumors have impacted my life, and my family. Unfortunately, this past Spring (2009), I had another relapse, and was back in the hospital for a lengthy period of time; however, each setback becomes a challenge for me to keep moving forward. From endless doctor visits and countless MRIs to numerous sessions of radiation and to life-long medications, I’m sincerely appreciative of my current abilities. I’ve lost more than one-third of my peripheral vision, have hearing and memory concerns, lost my smelling ability, and have hormonal deficiencies (impacting my growth, urinary, and “female” cycles).

I had even lost my eyesight completely for three days after my first brain tumor operation—definitely a trying experience.

However, I’ve learned to accept these adversities and turned to volunteering at the YMCA, Woodstock Elementary School, the Recreation Center, and the Library. Additionally, I assist at Special Love (a camp for children with cancer and their families), in addition to participating at Cure Search, lobbying Congress for cancer research for children annually in Washington, DC, even having met Senator Warner and having my picture in the paper with him! I also participate in numerous Relay for Life events, including locations in Chesapeake (at the Community Park and at the Middle School), Norfolk (at Old Dominion University and Virginian Wesleyan University), and 16 |

Defense Transportation Journal

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Virginia Beach (at the Oceana Naval Base and at Red Wing Park). I assisted with the SMILE Project (Students Making It a Little Easier), assisting children with Arts and Crafts at the Children’s Hospital of the Kings Daughter (CHKD) and participated in a Radiothon at CHKD—that sure was a lot of fun! Most of all, I enjoy being Santa’s helper on an annual basis; this year I helped out at the YMCA, at the Batangas Club, and at the United Illicano Association of Tidewater (UIAT) as Santa’s helper (my dad was Santa)—definitely lots of fun with the children!

For my efforts, I received the Channel 10 Young Achiever award and the Young Old United to Help (YOUTH) award, presented by Virginia’s Attorney General Robert McDonnell in Richmond! I also was the recipient of the Optimist International Essay Contest and won the Fleet Reserve Association essay: What Patriotism Means to Me. Most importantly, I won second place in the Family, Career and Community Leaders of America (FCCLA) annual contest for Childcare Development!

I recently graduated with an Associate in Applied Science (AAS) in Early Childhood Education (Magna Cum Laude, with a GPA of 3.839) from Tidewater Community College (TCC), and am continuing my classes to transfer to ODU for an “official” teaching degree in Elementary education. A graduate of the Virginia Beach Technical and Career Education Center in Early Childhood Education, I was selected as Student of the Month and nominated as Student of the Year. I completed two internships at ChildTime and KinderCare and continue working at KinderCare part-time during college.

Additionally, I performed sixty hours of Observation (twice, during two different semesters at TCC, in the Spring and Fall of 2009) at the Child Development Lab

APRIL 2010

at the TCC Preschool Facility. I definitely love teaching children!

My ultimate goal is to become an Elementary School teacher, and a college education can make this a reality. I have been honored with the NDTA scholarship in the past, and it has significantly assisted my college education. My medications include growth hormone, Synthyroid, DDAVP, and numerous other medications, which I must take daily, or my health will be severely affected. I sincerely appreciate all that my family has done for me, in obtaining the best care available for me, and the support from NDTA’s scholarship is sincerely and whole-heartedly appreciated.

I always give 100 percent, despite my setbacks—I even earned a 4.0 GPA during four college semesters, was honored to my college’s President’s List, and was selected to the Phi Theta Kappa National Honor Society! I truly am trying my hardest at all times, totally dedicated and determined to do my utmost in all that I do.

My experiences with my brain tumors have definitely made me more determined to reach my goal of being a teacher, and all of my volunteering and education are truly preparing me for my teaching future. My sincere goal is to help children at all times, and I truly desire to keep our children learning each and every day, and thanks to NDTA, my dream is coming true, a little bit more each day! DTJ

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Thanks to all for s NOLSC | NDTA VOLUNTEERS AND ASSISTANCE

2010 NOLSC/NDTA Operational Logistics Education and Training Symposium

Mark Brady LCDR Elisha Singleton, USN Lisa Feritia Andrea Ford Sandria Hughes Patti (“PJ”) Humphries Kirstin Ingram Ken McGrew Bob Reilly Ann Tardy Paul Vanhoosen

KEYNOTE SPEAKERS (in order of appearance)

Captain Raymond J. Rodriguez, SC, USN Commanding Officer, Naval Operational Logistics Support Center (NOLSC)

“Operational Logistics: Accelerate Your Future” WRAP-UP

RADM Kathleen Dussault, SC, USN Dir, Supply, Ordnance & Logistics Operations Div (OPNAV N41) Jeff Ackerson Strategic Concept Developer, TRANSCOM Joint Concepts and Experiments Branch (TCJ5/4-TC) RADM Michael J. Lyden, SC, USN Commander, NAVSUP & Chief of Supply Corps RADM Mark Heinrich, SC, USN Commander, Fleet & Industrial Supply Centers Redding Hobby Director, Strategic Programs (J-39), DLA Sindhu. P. Kavinamannil, CFE CEO, Compliance Consulting Services Sam McCahon Special Counsel, Litigation & Compliance, Agility Lisa Roberts Acting Deputy Under Secretary of Defense for Transportation Policy, Office of the Secretary of Defense

NOLSC Symposium Photographer: Patti (“PJ”) Humphries NOLSC Training Officer

January 25-28, 2010 Norfolk Waterside Marriott | Norfolk, Virginia 18 |

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NOLSC Symposium Reporters: Jeff Campbell Bob Reilly Karen Schmitt

supporting the NOLSC|NDTA Training Symposium!

SYMPOSIUM SESSION LEADERS | NOSLC SYMPOSIUM - NORFOLK, VA | Session Title (in alphabetical order) Cargo Routing Information File (CRIF) Tanya Rockett, Traffic Management Specialist NOLSC Classified Shipments Ken McGrew, Director, Transportation and Distribution NOLSC Container Management Michael Walsh, Logistics Management Specialist, Army Intermodal Distribution Platform Management Office (AIDPMO) Customs Pierre Kirk, Logistics Mgmt Specialist, NOLSC DOD AIT Implementation Plan Update David Blackford, TCJ5/4-T, Logistics Technology Integration DTCI – “Current” Cost Avoidance & Metrics Angela Stahl, SDDC • Leslie Sullivan, LMI DTCI – “Next” (DT15) Tim McNulty DTTS/IRRIS Marco Boasso, Duty Officer MSDDC-AMSSD-OPD, Scott Air Force Base Financial and Air Clearance Transportation System Demo Bob Dye, FACTS Instructor, NOLSC Force Deployment Planning and Execution Greg Butler, FDP&E Director, NOLSC Funds/Obligation Controls for Transportation Payments Stephanie Edwards, Comptroller, NOLSC Global Transportation Network Sylvia Hammonds, Traffic Mgmt Specialist, NOLSC

Integrated Surface Distribution Data Cleansing Tool (ISDDC) Christopher Heiby, Ocean Cargo Systems, HQ SDDC Scott AFB, AMSSD-IMA, SDDC Joint Task Force Port Opening Jeff Ackerson, Strategic Concept Developer, Joint Concepts & Experiments Branch (TCJ5/4-TC), TRANSCOM Mobility (SAAM/MILAIR/NALO/JA/ ATT/Opportune Lift) Greg Butler, FDP&E Director, NOLSC NOLSC Ammo Topic: Naval Ordnance Management/Inventory Accuracy Keith Rhodes, Director, Supply Chain Management, N413 NOLSC (Ammo)

Ordnance Information System – Demo Lambros Tzerefos, N9 Dept Head, NOLSC Pallets and Nets Ray Bilo, Logistics Management Specialist, NOLSC PAX Topics (Entitlements/Travel) Bill Tirrell, DTMO Service Wide Transportation Sandria Hughes, Program Analyst, NOLSC Cynthia Roberts, Program Mgmt. Analyst, NOLSC Shippers & Air Clearance Interaction Debra Williams, Supervisor, Traffic Management, NOLSC

NOLSC Ammo Topic: OIS-Retail/Mobile Fleet Support Training Team Ralph McKracherne, NOLSC Ammo

Transportation Coordinators Automated Information for Movement System (TCAIMS II) Doug Hampton, NOLSC

NOLSC Ammo Topic: Unified Commanders/Contingency Support Management/Inventory Accuracy Marty Groover, NOLSC Ammo

Transportation & Distribution Optimization Don McNeeley, Transportation and Distribution Dept Head, NOLSC, N432

NOLSC N42/Fuel Topics: Environmental Compliance and Fuels Infrastructure/ Automated Fuels Handling Equipment Lynn Currie, NOLSC Fuels, N42 Rich Franklin, NOLSC Fuels, N42

Transportation Exploitation Tool – Demo Greg Butler, FDP&E Director, NOLSC

NOLSC N42/Fuel Topics: Naval Fuels/ NOLSC Petroleum Overview, Sea Card®/ Sea Card® Open Market James Simmons, Duty Officer, MSDDC-AMSSDOPD Petroleum NOLSC (Scott AFB) NOLSC N42/Fuel Topics: Task Force Energy Lynda Turner, NOLSC N42 • Rick Kamin, NOLSC N42

Transportation Officer Support Mark Brady, Logistics Doctrine & Policy Dept Head, NOLSC Robert Pope, COMFISCNDTA Exhibitors

Log in to the NDTA Web Site (Member Resources) for

NOLSC Plans and Operations LCDR Alex Maitre, Logistics Plans, NOLSC

NDTA SPONSORS American Military University Boyle Transportation DB Schenker DHL Global Forwarding Erudite Landstar System Lockheed Martin Maersk Line, Ltd. National Air Cargo Norfolk Southern Port of Port Arthur Savi Southwest Airlines The Hertz Corporation UPS Universal Truckload

Ocean Topics USC6 Sandy Roseke, Contract Specialist, USTRANSCOM

NOLSC Session Presentation Slides

NDTA EXHIBITORS (I-Net Café) (Silver Sponsor) (Bronze Sponsor) (Registration Pavilion/Wrist Bands) (Bronze Sponsor) (Symposium Tote Bags) (Bronze Sponsor) (Ice Breaker/Refreshment Breaks) (Pocket Schedule/Directory) (Keynote Luncheon) (Name Badge Holder/Lanyards) (Bronze Sponsor) (Silver Sponsor) (Symposium Transport Support) (Symposium Shipping Support) (Gold Sponsor)

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Lannes Williamson Pallets Inc. Maersk Line, Limited Mechanical Simulation International, Inc. National Air Cargo Nova Chemicals Odin Technologies OOIDA/First Observer Panther Expedite Pilot Air Freight PODS Tucker Company Worldwide, Inc. UPS YRC Worldwide

www.ndtahq.com | 19

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his was the 9th Symposium sponsored by NDTA and NOLSC, and its predecessor command NAVTRANS, and the first since 2006.

The addition of fuel and ammunition professional track sessions brought expanded appeal and a more diversified audience than earlier events. The timeframe was especially significant because the Symposium took place just weeks following the devastating earthquake in Haiti. Several command participants were heavily involved in relief and recovery operations, and they provided updates and first-hand information on Operation Unified Response. NDTA was very pleased to partner with NOLSC and extends sincere thanks to Captain Rodriguez and the NOLSC Team—Commander Michael Wilson, USN, Executive Officer; Mark Brady, Logistic Doctrine & Policy; and Ken McGrew, Director, Transportation and Distribution—for making it happen!

A NEW DECADE – A NEW BEGINNING – A NEW NOLSC/NDTA RELATIONSHIP Captain Raymond J. Rodriguez, SC, USN, Commanding Officer of the Naval Operational Logistics Support Center (NOLSC), welcomed a record breaking crowd of nearly 450 attendees and exhibitors to the NOLSC/NDTA Training Symposium held at the Marriott Waterside Hotel. As is the case with all NDTA events, the Symposium provided excellent venues for networking, professional exchange, and thought provoking discussion. Rodriguez thanked the NOLSC/NDTA Steering Committee for organizing the Symposium, and Maersk

Guantanamo Bay, Cuba (Jan. 28, 2010): A shipment of relief supplies is unloaded from a barge at GITMO to be delivered to Haiti. GITMO is serving as a logistics hub for supplies and personnel transiting to Haiti to support Operation Unified Response. (US Navy photo by Mass Communication Specialist 2nd Class John K. Hamilton)

Line, Limited, for their generous sponsorship of the evening icebreaker and reception the evening before.

Rodriguez briefed the audience on Navy operations in support of the earthquake in Haiti. Shortly after the 7.0-magnitude earthquake hit, NOLSC, NAVSUP, and COMFISC, specifically the Jacksonville and Norfolk Centers, mobilized resources in concert with Military Sealift Command to facilitate movement of vital supplies and equipment. GITMO was designated a critical staging hub for transfer.

Rodriguez also reminded participants to “focus not only on core business, but also on other operational areas” to get the most out of the Symposium, a 3-day event

As is the case with all NDTA events, the Symposium provided excellent venues for networking, professional exchange, and thought provoking discussion. offering an impressive lineup of headline speakers, breakout sessions, computer workshops, and an industry trade show.

Ken Wykle, NDTA President, echoed the sentiment suggesting that attendees “step outside their comfort zone and engage a new circle of friends.” After all, that’s how things sometimes get done—through relationships and connections.

NOLSC/NDTA Symposium KEYNOTE SUMMARIES | “It’s all About…”

“It’s All About the Money” Rear Admiral Kathleen M. Dussault, SC, USN Director, Supply, Ordnance and Logistics Operations Division (OPNAV N41)

The first keynote speaker slated for the NOLSC/NDTA Symposium was Rear Admiral Kathleen M. Dussault, SC, USN, Director, Supply, Ordnance and Logistics Operations Division (OPNAV N41).

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In this capacity, she is the decision maker on all naval logistics policy and issues. Her previous postings have included command of the Joint Contracting Command Iraq/Afghanistan, where she was one of the few supply corps officers to spend time in the combat zone, and duty aboard USS Seattle (AOE-3) as Afloat Logistics coordinator deployed to the 5th Fleet operating area. “Feed the Fight” was the ship’s motto, and the mission was all about resources. “Now, it’s

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all about the money . . . what it can buy, and how we can preserve our resources to extend capability in years to come,” she said in opening remarks. Dussault misses the camaraderie of her former days, but finds her current role rewarding, especially in the light of the capability and infrastructure that NOLSC brings to the table. “What we do at the tip of the sword is exciting. But, in order to do that, we have to enable the capability from the back room [at OPNAV].”

>> QUESTION & ANSWER The audience was eager to learn more about the Navy’s support role in Haiti relief operations, including USS Comfort. The following response was provided by Admiral Dussault and Captain Rodriguez: Since the operation began, NAVSUP component commands—including Naval Inventory Control Point (NAVICP); Commander, Fleet & Industrial Support Centers (COMFISCS); Navy Exchange Service Command (NEXCOM); Naval Operational Logistics Support Center (NOLSC); and FISCs Jacksonville and Norfolk—have been coordinating with Military Sealift Command and the logistics elements of the Joint Maritime Component (Combined Task Force 43 and 48) to facilitate movement of essential humanitarian assistance/ disaster response items to Haiti. These items included bottled water, food, and medical supplies, as well as responding to force sustainment requirements (ships stores, repair parts, and other subsistence/provisions) for the US Navy ships currently operating in the vicinity of Port-au-Prince, Haiti, and Naval Station (NS) Guantanamo Bay, Cuba.

NAVICP has been monitoring readiness of maritime and aviation platforms participating in Operation Unified Response and has built the retrograde pipeline to quickly get parts back to the US for repair. NEXCOM has been coordinating movement of ships stores material and resupply in support of increased personnel at NS Guantanamo Bay. Other NAVSUP component commands—including FISCs in Pearl Harbor, Hawaii; Norfolk, VA; San Diego, CA; and Sigonella, Sicily—dispatched Creole and French speaking Haitian US Navy Sailors to NS Guantanamo Bay, where they volunteered to help with relief efforts. The naval station is serving as the logistics hub for relief forces assigned to Haiti. Numerous Supply Corps personnel have deployed to the operating area to augment critical command staffs directly contributing to the operation.

USS Comfort—the Navy’s medical platform on station off the coast of Haiti—provides a “soft power element” in DOD by bringing medical supplies, doctors, and operating spaces directly to the people. N-41 helps resource all of the equipment aboard the Comfort. The ship is a positive force for humanitarian good on which the Navy prides itself.

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cquisition Logistics is a key area of responsibility with its own unique set of challenges. Forecasting goes far beyond front end costs to include full life cycle sustainment and reset. According to Dussault, “N41 [the Supply, Ordnance and Logistics Division of OPNAV] touches on a whole host of responsibilities from ordnance oversight and spare parts to environmental stewardship and quality of life issues. It’s a joint picture, a balancing act between logistics funding and resourcing. There is a tremendous amount of pressure and questions: • How can we afford ships and aircraft?

• How can we afford military personnel to operate in those environments?

• How do we maintain our infrastructure?

• How do we manage operations support?

• How do we afford the cost of owning our navy and afford to operate in years to come?

The Navy budget totals $130 billion; $40 billion is dedicated to ships and aviation operations, and approximately $2 billion of that amount carries over to N41 responsibilities. A good portion is

The key is to provide as much logic to the transportation piece as possible in order to demonstrate need and importance to higher levels. earmarked for “bill paying,” leaving little opportunity for leverage. Transportation is N-41’s greatest cost, followed closely by ordnance. The key is to provide as much logic to the transportation piece as possible in order to demonstrate need and importance to higher levels. Dussault saluted 22 |

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NOLSC for the great job that organization has done in embracing the difficulties and for nurturing industry partner relationships. “It’s this kind of attitude that budgeters respect,” she added.

Reset has been a critical element to Army and Marine Corps operations during OIF/OEF, and the Navy and the Air Force have similar concerns about how to best preserve and regenerate equipment for the next mission. “We operate across every spectrum: from setting the stage (Phase 0) to combat ops. So how do we take care of our equipment to make sure it’s ready?”

Yet this is just the beginning. Consider, too, those hours that a ship is underway, the food, fuel, and supplies for the crew, Seabee construction in port, or wear and tear in prolonged environments. It’s a huge draw on funds.

Success in any mission—whether in funding or on front lines—ultimately depends upon team efforts. Our Maritime forces have proven themselves with distinction. In December of last year, the “Can Do” spirit of the US Navy, Marine Corps, and Coast Guard was recognized for “Best Logistics Strategy.” Their achievement was

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grounded on strategies that reduced the logistics workload afloat and ashore, that increased efficiencies, and that capitalized on joint capabilities. “The Navy has done a tremendous amount to explore opportunities,” said Dussault, who noted recent cooperative measures with Army G-4 concerning In Transit Visibility and ongoing work in Haiti with other services and agencies.

Dussault explained what lies ahead: “The fleet of the future will not be affordable unless we understand our energy strategy. Environmental stewardship is a part of that strategy, but being ready to deploy our fleet in line with energy realities of the future is something we have to attend to.” N-41 is working closely with N-43 (Fleet Readiness) on energy matters.

Transformation will take decades, and there are some promising indicators that other sources of fuel supplies will surface.

The fleet already employs training simulators to conserve fuel and flight hours.

In conclusion Dussault said, “Acquisition logistics causes us to think about how we buy commodities and weapons systems so that we can project into the future. We have to understand the TOTAL cost of our

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>> BEST LOGISTICS STRATEGY The US Navy, Marine Corps, and Coast Guard were recognized for “Best Logistics Strategy” at the 6th Annual North American Logistics Conference, Defense Logistics 2009 Award Ceremony, this past December. The Defense Logistics awards were established to honor logisticians in the US DOD and Defense Industry who have made a significant contribution to military logistics. The Best Logistics Strategy award honors a logistics team whose program/initiative has significantly improved logistics processes and delivered logistics excellence. DOD awardees for 2009 were Sea Services’ Naval Logistics Integration (NLI) and Navy-Coast Guard Logistics Integration (N-CGLI). NLI/N-CGLI provides the foundation for the Navy, Marine Corps, and Coast Guard to move beyond logistics interoperability to an integration of Service logistics processes and technologies in support of the US Maritime Strategy. The successes enjoyed by NLI and N-CGLI are attributable to the efforts of many people—military, civil service, and contractor personnel, working in harmony at all levels across numerous organizations.

operating systems. My focus traditionally has been only on procurement, although buying a weapons system has as much or more to do with life cycle costs. That’s the is-

sue . . . and it requires a fundamental change in how we look at buying, forecasting, and budgeting. There is not enough money now to replace current systems and to operate

them in both manpower and supplies unless we understand all of the contributors to that system. Affordability is the bottom line.

The decisions we make [up front] comprise about 80% of the cost; often, we leave those decisions to the engineers who seek better performance. The short term, not the long term, is considered. We are actually balancing many more points in the program history now. All has to be thought about at program inception . . . costs to own . . . to operate . . . to maintain.”

“We need a long-term view of the investment when determining the acquisition priorities for the future. You provide a voice to the acquisition officials. Ask about sustainment . . . ask about how we can leverage our joint successes for the benefit of the warfighter . . . ask about tracking items in theater and beyond.”

“It’s All About Options” Jeff Ackerson Strategic Concept Developer, TRANSCOM Joint Concepts & Experiments Branch (TCJ5/4-TC)

Earthquakes in Haiti and Chile have shown us that natural disasters are fast becoming the proving grounds for today’s logisticians. Scenarios are real. Responders must apply lessons learned with little margin for error.

They must adapt and adjust moment to moment, all the while testing themselves to the limit. Jeff Ackerson, Strategic Concept Developer, TRANSCOM Joint Concepts and Experiments Branch (TCJ5/4-TC), introduced at the Symposium the concept of Joint Logistics Over The Shore (JLOTS), a viable relief delivery option that has been called into action in Haiti.

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Ambulances on a floating pier of the Mulberry artificial harbour near Arromanches, France, during the Normandy Invasion of World War II. Archives.

S

ixty years ago, British engineers constructed temporary piers and artificial harbors off the coast of Normandy to facilitate the unloading of supplies from war ships. Two harbors, known as Mulberry A and Mulberry B, were built; when fully operational, each had the capacity to move 7000 tons of cargo from ship to shore. In three days, the piers washed out to sea, as was ex-

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pected, but the effort helped launch the way for Joint Logistics Over The Shore (JLOTS), a joint strategy for providing logistical support when ports are damaged, destroyed or un-navigable.

JLOTS allows mission commanders to project forces in theater where seaport access is denied. To ensure mission readiness, the Army and Navy hold annual joint wet and dry cargo exercises, which, in the case

>> ANATOMY OF JLOTS

Equipment operators assigned to Naval Mobile Construction Battalion (NMCB) Seven offload equipment from Naval vessels anchored near Port-au-Prince, Haiti. NMCB Seven is conducting humanitarian and disaster relief operations near Port-au-Prince, Haiti. (US Navy Photo: Mass Communication Specialist 1st Class Nicholas Lingo) The Elevated Causeway System (ELCAS) is one of many pieces of equipment that serves as part of the improvised port. The crane on the ELCAS lifts the vehicles and containers from the lighterage and smaller ships and provides a conduit to the shore.

Nearly 1500 pieces of rolling equipment and shipping containers will be moved from ships with a series of lighterage systems (floating roadways) and smaller boats to improvised piers on the shore.

(US Army Photo: Sgt. Stephen Proctor)

of Haiti, they were able to deploy in actuality. Following a full port review and assessment at Port-au-Prince, JLOTS teams determined that damage was far worse than expected and that beach grading was poor. Review and assessment is step one in the JLOTS process. Geological conditions, topography, water states, and seabed levels are examined, and after analysis, when workers can enter the area safely, debris is cleared to accommodate operations. At the time of the Symposium, this phase was nearing completion. The JLOTS program has enabled the DOD to actually employ valuable experience gained through joint exercises to help save lives and restore hope to the people of Haiti. Coordination with DLA’s Defense Distribution Expeditionary Depot (DDED) communications were set up in advance of the troops.

A variety of vessels may be called into action for JLOTS operations. Common ship types used for cargo transport to station include Container Ships, Tanker Ships, Float-On/Float-Off (FLO/FLO) Ships, and Roll-On/Roll-Off (RO/RO) Ships. When anchored, cargo may be transferred to a smaller, shallow draft vessel, called a lighter, for transport to shore. There are a number of different lighter types, including Lighter, Amphibious Resupply Cargo (LARC); Landing Craft, Air Cushion (LCAC); Landing Craft, Mechanized (LCM); Landing Craft, Utility (LCU); and Logistic Support Vessel (LSV). Lighterage causeways can be stationary (elevated or floating) or assembled with pontoon sections to ferry equipment directly to shore.

“Jointness” in the JLOTS context involves the Navy’s Cargo Offload and Discharge System and the Army’s Modular Causeway System, which form the structures spanning the distance from the sealift ship to the shore. Devices are interoperable. Lift gear, for example, is designed on multiple platforms.

Army-Navy systems are compatible end-to-end and not just side-by-side.

NOTE: Seabasing is somewhat similar to JLOTS in theory, but distance to shore is measured in miles rather than feet. In the JLOTS scenario, the lighterage causeway can measure up to 3000 feet.

MARCH 2010 MILESTONE Military Sealift Command successfully employs Improved Navy Lighterage System (INLS) in response to Haiti’s earthquake: “RRF heavy-lift ship SS Cape May was loaded with the Navy’s most modern lighterage equipment in Norfolk and arrived Jan. 29, where the lighterage was offloaded and assembled. While at anchor, Cape May provided berthing space and potable water for local personnel. The ship also had dock space available for maintenance on the lighterage systems and remains on-station.”

>> JOINT TASK FORCE PORT OPENING In today’s environment of limited resources, the military must respond quickly and efficiently to situations around the world. Consequently, in 2005, the US Transportation Command (USTRANSCOM) developed the Joint Task Force – Port Opening (JTF-PO) process to rapidly open and establish ports of entry, to integrate efforts of Army and Air Force at the Aerial Port and the Army and Navy at Sea Ports, and to set up initial distribution networks in support of joint operations. In the case of damaged or inaccessible port conditions, JLOTS provides a viable extension to the port opening system. Ackerson also presented a break out session on JTF-PO at the NOLSC/NDTA Symposium.

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“It’s All About People” Lisa Roberts Acting Deputy Under Secretary of Defense for Transportation Policy, Office of the Secretary of Defense (OSD)

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t is imperative that businesses seek more agile, responsive and efficient methods of operations in today’s world of economic uncertainty and rapid, major change. The need is especially urgent for the DOD, one of the world’s largest enterprises, now facing two military campaigns and heavy lift humanitarian support. According to Lisa Roberts, Acting Deputy Under Secretary of Defense for Transportation Policy, Office of the Secretary of Defense (OSD), this challenge would be impossible without industry, agencies, and organizations, like NDTA. It’s all about people—they explore possibilities, they partner together, they get the ball rolling. Roberts was the final speaker at the NOLSC/NDTA Symposium. She addressed logistical concerns ranging from responsible draw down to modernization of the CRAF Program as well as specific topics of interest.

DOD logistics functions, which fall within the OSD structure and that are part of the larger Acquisitions, Technology & Logistics (AT&L), is big business— worth approximately $189 billion. The inventory totals $94 billion in inventory with assets of $700 billion, according to Roberts. The logistics community drives the “DOD engine” and includes more than 600,000 military and civilians, with the maintenance function employing the greatest work force.

CONTRACTORS Civilian contractors are a vital component, as they have been in every major conflict since the Revolutionary War. In Iraq and Afghanistan, the US military has depended on their help more than at any other time. US, local, and foreign national contractors work in the battle zones, facing the same dangers and suffering the same kinds of injuries as US troops. They cook, deliver supplies, and protect diplomats, among numerous other tasks. During OIF/OEF, the number of contractors to military personnel is 1:1, and that ratio 26 |

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Security duty at the Pakistani border at Torkham Gate. US Army photo by PFC Daniel M. Rangel

>> The National Defense Authorization Act (NDAA) for FY08 called for a Strategic Management Plan (SMP) to be issued by the DOD in July 2008.

It provided an executive overview of the Department’s overall strategic planning and management framework.

A second SMP, published in July 2009 and delivered to Congress, described the integrated activities representing the Department’s performance management system. This integration has enabled DOD leadership to increase productivity by focusing resources on the key levers that drive success. It establishes five high-level priorities for business operations. The full plan is online at http://dcmo.defense.gov/ documents/2009SMP.pdf.

is likely to remain with the build up in Afghanistan. Roberts explained that the draw down rate in Iraq would be slower for contractors since they will help ease the transition.

Managing contractors is critical. Without knowing who or how many are on the battlefield, the government runs several risks from insurgency to waste, fraud, and abuse. “What we learned in OIF was that we needed a better way to account for

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them . . . we needed some sort of automated census,” said Roberts.

SPOT, the Synchronized Predeployment and Operational Tracker, may be the answer. It is designated as “the Joint Enterprise contractor management and accountability system to provide a central source of contingency contractor information” (The Acquisition Community Connection). Contractor companies are required to maintain by name accountability within SPOT, and government representatives use SPOT for the contractors they deploy. Congress provides oversight in this area, but the DOD is required to capture data at all tiers, not just premier levels, but subcontractor levels as well. There are discrepancies due to off-base/on-base counts, locals who are fearful of registering, and so on, so data capture is not exactly accurate.

THE FOLKS AT DPO/JCASO Roberts acknowledged the people of the Distribution Process Owner (DPO) and the Joint Contingency Acquisition Support Office (JCASO) for their work.

DPO, under direction of TRANSCOM, serves as the single entity to direct and supervise execution of the Strategic Distribution system. JCASO, under direction of DLA, maintains a trained, technically competent, deployable cadre of acquisition experts who remain operationally

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focused and who are able to answer and support field commanders upon order.

HUMAN NEEDS IN THEATER Loss of shipping containers in theater causes trouble for logisticians. In order to avoid high detention costs, usage priority is set in order: organic containers > lease containers > commercially owned containers.

Roberts recounted a conversation she had with a contractor deployed to support the Marines in Kuwait. He told her about the 20-foot container he shared with another contractor because that’s all they had. “We have to be sympathetic to needs. When it comes to container management, we have to somehow build those requirements into the equation. The problem we have as transporters is that these items must be accounted for. There are many complexities that we need to dig deeper to better manage,” said Roberts. Over the past year, her office has been leading a joint surface group focused specifically on containers in theater used for nontraditional purposes. On December 18, 2009, the Deputy Secretary signed policy to establish responsibilities and priorities stating, “Combatant commanders must include container management as a part of their operational policy.”

>> Moving Arms, Ammunition, and Explosives (AAE) requires special handling and oversight. Materiel is hazardous and subject to terrorist attack. The Department of Defense uses the Excluded Parties List System (EPLS) to screen foreign carriers. It includes information regarding entities debarred, suspended, or disqualified.

TRANSPORTERS – MOVING CARGO FROM PAKISTAN TO AFGHANISTAN Movement of supplies into Afghanistan is also problematic because the government has stated there will be no US presence at the borders. Under the sealift contract, TRANSCOM relies on Maersk Line, Limited, and APL to haul shipments to the Port of Karachi, Pakistan; they also arrange ground transport by truck. Two primary routes, part of the Pakistan Ground Line of Communication (PAK GLOC), are utilized that include hub and spoke operations for onward to the Forward Operating Bases (FOB). Border delays, weather issues, road conditions, theft, and pilferage are issues. The Torkham Gates poses greatest risk.

Roberts credited the State Department and USTRANSCOM for working through diplomatic clearances to move cargo over the Northern Distribution

Network (NDN) into Afghanistan. The network is still maturing, but to date the DOD is moving about 2000 containers per month along the NDN, which opened in 2009. The shipping cost is nearly three times that of the southern route, PAK GLOC. “But, when you fight a war, you need options,” said Roberts. Nonlethal cargo is restricted to NDN, so sensitive items require air lift.

Negotiations continue today to remove air restrictions.

GROWING THE WORK FORCE – OSD FELLOWS Roberts summed up her remarks with reference to the OSD Supply and Fellows Program, a one-year option for military and civilian candidates to gain experience. Six months are spent in transportation and six months in hands on supply management.

>> QUESTION AND ANSWER An attendee asked about DTCI expansion. The DTCI effort is included in the DOD enterprise management plan because of successes achieved and the cost effectiveness it is delivering. The current DTCI contract expires in 2014; any expansion or re-bid will be known as “DT15,” coined just a week before the Symposium. “We’re past the pain of implementation, an agonizing process due to the magnitude of the contract. Now we’re ready for what’s beyond . . . exploring options . . . and opportunities for added commodities, modes, geographic areas, or additional customers. GSA has voiced interest in this as well. Right now, we are analyzing ideas. It’s in conceptual terms only.

A steering committee of joint officers has been formed to explore DT15. It may look different than today’s DTCI plan . . . we are keeping an open mind. Bringing DOD and industry together in these kinds of Forums is very valuable to get feedback and make improvements.

Consolidation and expansion are under consideration. It is also important that a communications strategy is in place,” said Roberts. Once analysis of alternatives is completed this summer, industry will be brought in for their ideas and concerns. Roberts concluded that NDTA, through its Surface Distribution Committee, will continue to be an important venue for discussion and exchange.

Lynn Reed and Lisa Hughes sitting in on a training session

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All Hands Luncheon GUEST SPEAKER At an all hands luncheon on January 26, attendees got a glimpse of today’s Navy—one that brings total logistical support worldwide regardless of mission diversity. This modern fleet, which is actually grounded in the legacy of our country’s first frigate ship, includes a new breed of multi-mission vessels and a net-centric focus. Norfolk Southern sponsored the luncheon; Charles Brenner, Market Development for the company, greeted attendees and introduced Admiral Lyden as guest speaker.

REDEFINED: The Navy Supply Chain

USS Constitution under sail for the first time in over a century on July 21, 1997. Photo by US Navy Journalist 2nd Class Todd Stevens

RADM Michael J. Lyden , SC, USN Commander, Naval Supply Systems Command, (COMNAVSUPSYSCOM)

R

ADM Michael J. Lyden, Commander, USN, Naval Supply Systems Command (NAVSUP), and Chief of the Navy, Supply Corps, set the stage with a quick lesson in Naval Logistics formed aboard USS Constitution, the oldest commissioned ship in the Navy, also known as “Old Ironsides.” She sailed from Boston August 23, 1779, on her first deployment; the captain’s log chronicled:

• • • • •

475 Officers and Men 48,600 Gallons of Water 74,000 Pounds Cannon Shot 115,000 Pounds Black Powder 79,000 Gallons Rum LCS 2 Underway for Builder’s Trials. Photo courtesy of General Dynamics

Six weeks later (Oct. 6), the ship pulled into Jamaica and loaded aboard: • 826 Pounds Flour • 688,300 Gallons Rum She docked in the Azores three weeks later, taking on additional provisions: • 550 Pounds Beef • 300 Gallons Portuguese Wine 30 |

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On November 18, Old Ironsides sailed for England where she captured and scuttled 12 English merchant vessels and took aboard an unspecified amount of rum. After all the fire fights and using up all supply of shot, she continued onwards and unarmed up the Firth of Clyde in England for a night raid. The landing party captured a whiskey distillery and

APRIL 2010

13,000 gallons were loaded aboard, then she headed for home.

Old Ironsides arrived in Boston on February 20, 1780, in witness to good logistical planning: no cannon shot, no powder, no flour, no rum, and no whiskey remained; however, all 275 crew were on hand, including 18,600 gallons of water.

The captain recorded the final tally:

• Length of Cruise: 181 days • Rum/Wine Consumption: 1.26 gallons per man per day • Retention Rate: 92% Lyden added a humorous note saying that the Lesson Learned is: “Don’t hold up for too much water!”

On a more serious side, today’s Navy faces significant challenge in supplying logisticians who defend our Nation while at the same time stretching resources as they assist collateral missions like that in Haiti.

The Navy is meeting that challenge, just as the Navy did in the Azores and in England on the USS Constitution’s maiden voyage.

“But before you can talk about how you do what you do, you need to understand why you do it,” cautioned Lyden. All those who enlist in service to their country and the US Navy answer a special “Call to Serve.” They promise to keep their country safe, to remain ever visible and always present for their fellow man and for themselves as a global force for good.”

Lyden continued, “It is this global force for good that was at the forefront when

I came to command the Navy Supply Corps. Before, in the old days, carrier strike groups, large maritime movements, and deployment cycles dictated the mission. The global force for good is real. We

“I have to transform my thinking . . . not as a supply system, a component, but as a global logistics support network,” Lyden explained. have operations all over the world. My task [now] is to support this strategy from the global logistics side of the house.”

Today’s Navy embraces a worldwide maritime strategy with presence around the globe, supported by a comprehensive global logistics network. The concept is evident when considering operations in Haiti.

“I grew up in a Navy supply system with a big pile of parts . . . and a system of moving piles from one place to another.

I have to transform my thinking . . . not

>> Summary: Snapshot for Building The Global Construct The Global Construct consists of hubs and nodes; the most critical being the “last nautical mile.”

• Understand the linkages, then build your intra-theater support metric on top of that.

• Tailor your solution for each theater you may encounter.

• As an exercise: Pick a country.

Consider what it would take to bring DOD capability to any calamity in that part of the world. Keep your focus on the Big Picture, including total asset visibility. Understand the infrastructure, and appreciate whatever is already in place. Manage items globally, not at the supply/support/unit ship level “pile of parts.”

NOTE: The exercise will fail if it doesn’t hook up with known and trusted global partners, like TRANSCOM.

www.ndtahq.com | 31

>> Littoral Combat Ship (LCS) – USS Freedom From the USN Fact File LCS is a fast, agile, focused-mission platform designed for operation in near-shore environments, yet capable of open-ocean operation. It is designed to defeat asymmetric “anti-access” threats such as mines, quiet diesel submarines and fast surface craft.

The LCS 1 Freedom class consists of two different hullforms—a semiplaning monohull and an aluminum trimaran— designed and built by two industry teams, respectively led by Lockheed Martin and General Dynamics. These seaframes will be outfitted with reconfigurable payloads, called Mission Packages, which can be changed out quickly. Mission packages are supported by special detachments that will deploy manned and unmanned vehicles and sensors in support of mine, undersea and surface warfare missions.

Commissioned in Milwaukee, WI, on 8 November 2008, USS Freedom is home-ported in San Diego, CA.

The crew of the littoral combat ship USS Freedom (LCS 1) mans the rails during her commissioning ceremony at Veterans Park in Milwaukee, WI, on Nov. 8, 2008. Freedom is the first of two littoral combat ships designed to operate in shallow water environments to counter threats in coastal regions. (US Navy photo by Mass Communication Specialist 2nd Class Katherine Boeder)

as a supply system, a component, but as a global logistics support network,” Lyden explained. Projecting support to joint war fighters worldwide through a seamless network with both afloat and ashore capabilities requires a new mindset. No more piles of parts. It’s a global net-centric effort with specific initiatives that Lyden champions: 1. Building a Network – of nodes, hubs, plans, and people ready to deliver global logistics 2. Network Support – with an eye on our pipeline and at the ends of the contract with on the spot support

3. Total Combat Technology – like USS Freedom, a Littoral Combat Ship (LCS) that can move seamlessly from theater to theater with superior capability 4. Unity of Effort – total Naval logistics integration that includes coalition partners for efficient response It is all about a new operational structure, in which the Navy aligns the C-2 Concept (Command and Control) with the Fleet Industrial Supply Center (FISC). FISC is on the ground in theater; NAVSUP is behind it rallying capability, planning, and Inventory Control Points (ICP). The whole NAVSUP

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enterprise is behind the single face of the fleet that the FISC represents. (See Admiral Heinrich’s keynote remarks for more information on “the FISCs.”) In summary, Lyden posed a suggestion and a personal note to attendees: “When you break into groups, ask how you fit in.

Talk about what you are doing and how that works within the global support network . . . not just within the DOD, but beyond. Thanks for your help in Haiti.

Thanks for being logisticians.”

It’s all about GLOBAL SUPPORT Global Logistics for a Global Navy RADM Heinrich, SC, USN Commander, Fleet & Industrial Supply Centers (COMFISCS)

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dmiral Heinrich, former director, Logistics Operations and Readiness (J-3/4) for DLA, has been in command of the Navy’s Fleet & Industrial Supply Centers just little over seven months.

In that short time, he’s seen plenty of “fast train” action. At the time of the NOLSC Symposium, he counted 287 ships inservice, with 145 ships and 31 submarines

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underway. Added to this tally are nearly 11,000 Individual Augmentees (5600 are mobilized reserves and are deployed on the ground around the world in support of overseas contingency operations).

The headline discussion point was Haiti, where his logistics teams are fully engaged in supply operations supporting Operation Unified Response. At the time of the NOLSC Symposium, 700,000 meals, 1.4 million bottles of water, and 22,000 pounds of medical supplies had been airlifted into Port-au-Prince via FISC supply centers.

Commander Task Force 43—the logistics hub for every US naval ship and aircraft in the US Southern Command—designated FISC Jacksonville as the Advanced Logistics Support Site and Naval Station Guantanamo Bay as forward logistics site.

FISC Jacksonville is also serving as a FEMA Center for relief supplies into Haiti.

Heinrich recognized several key players in the Haiti effort, including Captain Joyce Robinson, commanding officer of the Jacksonville team, who is working with Rear Admiral Vic Guillory, 4th Fleet. He also acknowledged the dedicated efforts of volunteers, some of whom are veterans of past humanitarian and disaster relief missions.

“They left their duty stations at COMFISCS headquarters and other supply centers to augment the FISC Jacksonville team . . . and they are laser focused and working incredibly hard,” said Heinrich.

He continued, “All my commanding officers are critical players in regional training exercises to prepare for and respond to hurricanes, wildfires, and earthquakes. They support their respective regional commanders in their operations centers as the crisis action team logistics chiefs. For example, FISC Norfolk’s CO, Captain Ruth Christopherson—who is here today at the NOLSC Symposium—supports Rear Admiral Boensel in the Mid-Atlantic and Rear Admiral Anthony Gaiani in the Midwest . . . as well as Rear Admiral Lorge, the commandant of Naval District Washington.”

“In Norfolk, besides loading many 2nd Fleet ships in the 48 hours immediately following the earthquake, Ruth’s team coordinated the on load of millions of humanitarian meals in support of this relief mission, as well as the needed fuel, stores, and spare parts required to enable these ships to get underway on extremely short notice. And it wasn’t just here in the Tidewater area! Ruth’s logisticians in Norfolk provided support 34 |

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>> FISC SNAPSHOT FISC Yokosuka (Western Pacific) has deployed a Contingency Contracting Officer to conduct pre-deployment site visits in Indonesia, Cambodia, Vietnam, and Timor-Leste in support of Pacific Partnership 2010, an annual humanitarian and civic assistance mission centered on the USNS Mercy, and has teams of logisticians participating in the joint/bilateral exercise Keen Edge 2010, which is conducted to increase combat readiness of US and Japan Self-Defense Forces.

FISC Pearl Harbor (Mid-Pacific) supports war fighters from the 25th Infantry Division, which is involved in heavy fighting throughout Iraq and Afghanistan.

FISC Ocean Terminal has expedited massive, around-the-clock load outs of trucks, humvees, howitzers, and helicopters in support of OIF/OEF. They partnered with Navy Cargo Handling Battalion to load 88 helicopters and more than 800 storage containers and vehicles aboard the MV Green Ridge and unloaded 619 pieces of equipment—which had been used in the Middle East—from the MV American Tern.

FISC Puget Sound (Pacific Northwest) processed five times the normal volume of repairable requisitions in support of increased torpedo production at the Naval Undersea Warfare Center. Logistics specialists processed thousands of requisitions to support ballistic and cruise missile submarine operations at Bangor Trident Refit.

FISC San Diego (Southwest Region) is partnering with DLA, Naval Facilities Engineering Command, and Navy Region Southwest on a $195 million military construction project to build a state-of-the-art fuel facility that will serve the Navy for the next century. The project is well on its way to becoming the first ever defense fuel facility to receive a Leadership in Energy and Environmental Design certificate from the United States Green Building Council.

FISC Norfolk (Mid-Atlantic Region) is serving joint and interagency customers as well, with recently expanded fuel services to several new customers such as the Air National Guard of Delaware, Maryland, and West Virginia, and the Washington, DC, Park Police.

FISC Sigonella (Mediterranean Region) deployed logisticians to Bahrain to move nearly 228,000 pounds of cargo and more than 174,000 pounds of mail from Bahrain to the USS Bonhomme Richard Amphibious Ready Group operating in the Arabian Gulf. FISC personnel deployed to Rota, Spain, to move more than 800 pieces of aviation equipment, weighing in excess of four million pounds for the 3rd Infantry Division Combat Aviation Brigade and the 159th Combat Aviation Brigade deployed in Afghanistan. Personnel detached to Camp Lemonnier, fleet logistics site in Djibouti, are supporting 5th Fleet ships performing anti-piracy patrols in and around the Horn of Africa and the Gulf of Aden.

remotely to load the hospital ship USNS Comfort in Baltimore with jet fuel, medical supplies, and provisions.”

But that is just part of the big picture.

More than 6400 military and civilian logistics professionals based around the world manage the FISC’s global logistics support network to provide supply chain management, contingency contracting, operational logistics, fuels management, and physical distribution to the joint war fighting teams. They also provide business expertise in supply, logistics, acquisition, and financial management.

The Chief of Naval Operations has repeatedly stated that a global Navy requires global logistics, and FISC has definitely mustered up to that challenge! FISC meets the responsibilities of a new Maritime Strategy—one that brings full support to

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the forward deployed war fighter as well as one that can provide an agile missiontailored response to crises and contingencies anywhere in the world, at any time.

MEETING THE NEEDS OF A NEW MARITIME STRATEGY Logisticians in the 21st century Navy face a significant shift in focus—one from depot operations to the operational commander, and they must optimize and refine their processes in order to support the force. According to Heinrich, “We have to get inside the operational commander’s planning process and decision cycle to understand the logistical requirements. We have to be up front and early . . . we must be proactive in providing predictive logistics support.”

Use of Secret Internet Protocol Router Network (SIPRNet), a “governmental ver-

>> UPDATE ON THE DTCI PROGRAM – FROM THE FISC PERSPECTIVE

>> NOLSC/NDTA SYMPOSIUM BREAK OUT SESSION

Heinrich noted an item of specific interest to the NDTA/NOLSC audience. COMFISCS and NOLSC transportation experts are currently implementing a critical DOD and TRANSCOM transformation initiative that leverages a world-class 3PL provider to execute DOD’s CONUS freight movement.

The first three implementation phases of the Defense Transportation Coordination Initiative (DTCI) were completed in December: 67 DOD sites were transitioned to DTCI, including 22 Navy sites. This initiative has enabled DOD to realize a net savings of $80 million and cost avoidance for the Navy in excess of $2 million due to reduced transportation rates and the optimization and consolidation of shipments.

Phase Four implementation is underway. Ninety-eight DOD sites, which include 18 additional Navy sites, will transition by September 2010.

Two key metrics for monitoring a shipper’s performance are on-time pickups and on-time deliveries. The DTCI goal is to achieve a 96 percent performance rate for ontime pickups and on-time deliveries. In November, on-time pickup performance was 99 percent and 90 percent for on-time deliveries. DTCI leadership is working to improve the on-time delivery percentage.

COMFISCS and NOLSC are preparing to hold structured training for transportation officers to improve effectiveness and efficiency throughout the FISCs and to ensure that Defense Transportation Regulations are followed.

DT15 – Defense Transportation Coordination Initiative & Beyond Presenter: COL Tim McNulty, USA (Ret.) Assistant for Surface Transportation Office of the Secretary of Defense (OSD)

The overriding theme of the presentation was not to focus on the issues of the past with DTCI, but rather to seek constructive input from both the public and private sector to aid in creation of a possible “new model.” One objective of the new marketing and public relations efforts is to recognize the name “DT15” as the name of this initiative, not DTCI. The DT15 name is associated with the date of 2015, when the DTCI contract is up for renewal. This would be after the option years are approved.

Several points were highlighted in the session, including: • Teaming with industry partner, LMI • Appointing Ombudsman to address DTCI issues • Possibilities for potential outsourcing to assist in this effort • Detailed metric analysis underway McNulty acknowledged that a large part of this new effort is to “right some wrongs (or perceived wrongs)” in the implementation of DTCI. The objective was to have a more open and honest forum for vested parties to be heard.

This would include those most impacted by the changes experienced with DTCI, the DOD transportation managers and DOD-Approved Industry partners.

sion of Internet,” has helped toward that end. SIPRNet ensures that FISC teams and field commanders can share classified information in a secured cyber environment, and in real time.

The Base Realignment and Closure (BRAC) program has helped in some ways to change the mindset. BRAC has caused fleet readiness center and shipyard teams to move over to the Defense Logistics Agency. Additionally, COMFISCS is transferring FISC warehouse and tactical distribution operations to the Defense Distribution Center under DLA. By this September, approximately 7 million square feet of warehouse space in 155 buildings and 551 personnel—including local national and contractor positions—will be

SSGT Paul Fletcher, Christopher Au, and George Spellman watch Jose Pagan at the computer.

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up and running. COMFISCS has already transferred 2.2 million square feet in 21 buildings and 121 personnel. Incidentally, FISC commanding officers now serve as the single NAVSUP point of contact and advocate for each numbered fleet.

In the midst of all these transfers, contracting remains critical to delivering global logistics support. The FISC contracting departments completed 85,000 contract actions valued at $4.4 billion in FY09. Navy operational commanders, Marines, and Special Operations forces look to FISC field contracting teams to deliver contracted capability to operations in theater and to support pier-side ship visits in foreign ports, as well as expeditionary operations, exercises, humanitarian and civic assistance, and theater security cooperation engagements.

Heinrich went on to explain the importance of standardization: “It makes us more efficient in pricing, contract execution, monitoring, and payment . . . and this will enable the fleet to better plan and manage their port costs. We are moving from a large number of individually let contracts with significant variation in contract structure and pricing to a smaller number of regional contracts with globally standardized line items, terms, and processes.”

He continued, “we’re leveraging backroom subject matter experts to get the payment process completely off of ships to unburden the supply officer. Our FISC Sigonella and FISC Yokosuka overseas contracting offices are in the forefront of providing this sup-

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port, along with FISC Norfolk for the western hemisphere. Solicitation is out now for South and East Asia, Australia, and the Pacific Islands. Upcoming are solicitations for the Caribbean, Central and South America, Canada, Mexico, and the United States and its territories. These multi-million dollar contracts are vital to fleet success.”

Heinrich’s presentation ended with a reminiscence of his former boss and mentor, Vice Admiral Tim LaFleur (Ret.).

Admiral LaFleur had a vision—one of supporting minimally manned surface combatants from a distance. Today the FISCs are poised to deliver on that vision.

In concert with the Navy’s newest class of ship, the Littoral Combat Ship (LCS), shore-based logistics support teams (LST) perform many of the supply functions traditionally accomplished by a ship’s crew.

Distance Support is a Navy-wide effort that combines people, processes, and tech-

DLA – Current & Future Logistics Trends

warehousing functions from Navy to DLA. Next Steps: Hampton Roads 17 January 2010 (NOTE: NDW, Midwest, and Northeast have occurred since the NOLSC/NDTA Symposium) • Inventory Management & Stock Positioning (IMSP) Spiral Roll-Out – IMSP delivers the EBS capabilities necessary to support the integrated inventory management mission at industrial activities (eg, Fleet Readiness Centers and Navy Shipyards)

Redding Hobby, SES Executive Director, DLA Strategic Programs, Defense Logistics Agency

T

his presentation described DLA’s mission in support of the war fighter, providing war fighter–focused globally responsive supply chain leadership. The presentation covers DLA’s three strategic focus areas: war fighter support enhancement, stewardship excellence, and workforce development. Interviews with DLA senior leaders articulate examples of how DLA is delivering on all three of these focus areas, all toward enhancing the national defense supply chain and war fighter readiness.

TAKE AWAYS DLA/Navy Land & Maritime Current & Future Challenges: • Wynne Memo Implementation – DUSD (AT&L) memo dated 22 June 2005 directed transfer of SS&D functions at 9 non-BRAC sites; current focus is Portsmouth Naval Shipyard and Pearl Harbor Naval Shipyard & IMF • BRAC Implementation – Transfers SS&D functions from services to DLA; Navy “Day 1” transfer of 3 Fleet Readiness Centers and 2 Navy Shipyards has occurred • Navy Warehouse Transfer – Agreement to transition distribution and

Compliance Developments: Evolution or Revolution Sindhu P. Kavinamannil CEO, Compliance Consulting Services Sam McCahon Special Counsel, Litigation & Compliance

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he last two years have witnessed dramatic “sea changes,” as defined by the government, in the manner in which US government contracts are awarded and administered. There have been a plethora of bills passed and regulations written to govern contractors’ compliance with criminal laws and their prohibitions. The last two years have also seen record dollar amounts reflected in the settlement of DOD procurement related fraud cases.

This presentation identified the expectations of the United States Gov-

nology into a collaborative infrastructure without regard to geographic location.

Through logistics portals, shipboard Sailors have instant desktop access to maintenance, technical, supply, training, administrative, and personnel resources ashore.

Attendees left the Symposium with a far greater understanding and appreciation of “the FISCs” and how they contribute to the Global Naval Force, thanks to Admiral Heinrich.

>> “Creating a subculture of compliance within a multinational organization” by Kavinamannil and McCahon; Journal of the Society of Corporate Compliance and Ethics; December 2008 (article in full at www.ndtahq.com/documents/ Compliance.pdf)

ernment as a customer. It also provided guidance on steps a contractor can take to enhance their compliance and thereby avoid adverse action such as suspension. Moreover, Kavinamannil and McCahon illustrated how a contractor can use their compliance program, if properly designed and implemented, to enhance their standing in competition for future awards of government contracts.

TAKE AWAYS • A solid understanding of the way business practices differ in other countries is necessary to prevent ethics violations that either side may not have recognized as illegal.

• A culture of ethics must be followed within working groups.

• Companies must have a compliance program so that if an ethics violation occurs, they can show the Deptartment of Justice what was in place to prevent it and what the company plans to do to ensure that it doesn’t happen again. DTJ

For PowerPoint slide presentations of Break Out Sessions and Keynote Remarks, please log on to the Members Section of the NDTA web site [www.ndtahq.com]—access through Member Resources

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heads up | upcoming events

HEADQUARTERS

WORKSHOPS / CONFERENCES

September 18-22

NDTA European Region Workshop

Annual NDTA Forum & Expo Washington, DC (National Harbor) “Outside the Beltway – Outside the Box”

June 2 Hotel Van der Valk PANEL DISCUSSIONS

Coming to the 2010 NDTA Forum…

Panel I: Lisbon Treaty; Impact on military business Panel II: Challenges for Air Transportation Panel III: Challenges for Sea Transportation Panel IV: Challenges for Land Transportation (road/rail)

Greg Mortenson, co-founder of the Central Asia Institute, founder of Pennies For Peace, and co-author of New York Times bestseller Three Cups of Tea, which Admiral Michael Mullen, USN, Chairman of the Joint Chiefs of Staff, claims is a must read for military leadership who advocate for empowering tribal elders and building relationships as a part of an overall strategic plan.

GOALS: • Identify new challenges for carriers and ports when moving military property to, from, or within Europe • Identify possible solutions

Plan to join us at the 2010 NDTA Forum to meet Greg Mortenson, who has established numerous schools in rural and often volatile regions of Pakistan and Afghanistan that provide education to more than 58,000 children, including 48,000 girls, where few education opportunities existed before.

Discussions are based on the European trade and security rules; the Modernized European Customs Codex; the War Weapon Control Act(s); the Lisbon Treaty; The NATO Treaty—Status of Forces a privilege or a limiting factor; 27 European Community (EC) member states—29 non-EC states; and Technology Contact: Kurt Lengert (Kurt.Lengert@t-online.de) or Lou Woutersen (lou@woutersen.com)

Pacific Surface Movement Conference

April 27-29 NDTA CHAPTERS

Hosted by the SDDC’s 599th TB at the Waikiki Marriott Contact: Scott Ross (scott-ross@us.army.mil)

Aloha Chapter - Hawaii

April 28

>> SPEAKER: Kathy Johnson-Casares

Department of State’s Foreign Policy Advisor/Political Advisor (POLAD) to the USTRANSCOM Commander Contact: Yvonne Frasier (yvonne.frazier@hickam.af.mil)

CyberLog Symposium Co-hosted by the Scott-St. Louis NDTA Chapter

July 26-28 www.TechNetMidAmerica.org The conference is focused on joint transportation, logistics, and I-Net technologies.

Valley of the Sun Chapter - Arizona

May 11

>> TOUR OF LUKE AFB AND LUNCH

Contact: Jim Burkhardt (burkhardttrans@att.net)

Washington, DC, Chapter

May 22

>> NTW RECEPTION

National Botanical Gardens Contact: Belisa Lee (belisa.lee@yrcw.com)

Cape Fear Chapter

May 19

>> GOLF TOURNAMENT

Contact: Penny Cacoulidis (penny.s.cacoulidis@us.army.mil)

2010 NDTA Membership Recruiting Drive The Next Generation of Defense Logistics

Continues until May 31 Individual Recruiters and Chapters can win BIG! Contact: Mark Victorson for details (mark@ndtahq.com)

ASSOCIATION NEWS* MID-SOUTH REGION Walter Dzialo, representing NDTA as Mid-South regional president, donated $500 to the Enlisted Heritage Research Institute on October 28 that will go toward institute projects. The money was raised at an NDTA golf outing at Maxwell’s Cyprus Tree Golf Course. “This is the 27th year of the golf outing, and over those years, we have given money to a variety of deserving organizations. This year we want to keep the money in-house (at Maxwell-Gunter),” Dzialo said. “I’ve watched the Enlisted Heritage Hall Museum evolve, and it’s just fantastic and worthy of the money.”

EHRI Director Chief Master Sgt. Rick Fanning said the donation will help finish a project in progress. “That money [will help] complete the sidewalk that leads to our two outdoor exhibits. The walkway will be lined with monuments to enlisted members who received the Air Force

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

NDTA’s own Major General Jack Griffith’s picture resides on the Wall.

Cross medal,” he said. “I’m honored that NDTA thought of us. The money will help us tell our story.”

While completely coincidental, the chief said he found it appropriate that the NDTA contribution would go toward an exhibit honoring transportation. One of the two outdoor exhibits pays tribute to combat convoy trucks and the Airmen who are involved in manning them. Another exhibit, the “Wall of Achievers,” features former enlisted airmen who have achieved fame in civilian careers or attained star ranks in the military services.

VALLEY OF THE SUN CHAPTER More than 80 people attended the joint breakfast for the Valley of the Sun Chapter and the NDTA Surface Transportation Committee on February 17. The event was held at the Marriott Renaissance Glendale at the Westgate and was a great opportunity for chapter members to network with committee representatives prior to meeting discussions. Attendees also had the chance to hear remarks from MG James Hodge, Commander of SDDC, who spoke about the challenges of Global transportation and most notably the ongoing relief efforts in Haiti.

TRANSCOM responded along with the commercial transportation industry in true partnership form, proving that when we work together we can accomplish just about anything. This is the second time

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www.ndtahq.com | 41

a joint gathering has been arranged for the benefit of chapter and Surface Transportation Committee members, the first

being held in San Diego. Special thanks goes to Mark Bauckman (Qualcomm) and Committee Chairman Joe Donald

(Baggett) for their efforts and support in allowing the local chapter to share in the spotlight. DTJ

| WELCOME | Christopher McKinley

| MEMORIAM | A. Theodore DeSmedt

Christopher McKinley, originally from Eau Claire, WI, joined NDTA in December as Business Development Manager and was quickly put to task in Norfolk at the NOLSC/NDTA Symposium, helping to manage the exhibit hall and assist sponsors. In just a few words: Christopher is competent, committed, and completely at ease with NDTA members and associates. He looks forward to furthering relationships with association partners and providing extended benefits not only at event time, but throughout the year.

Our NDTA family has definitely benefited with the addition of Christopher, his wife Susie, and his son Donovan! Photo by: J. Campbell

A. Theodore DeSmedt of San Mateo, California, former NDTA Chapter President and Board Member, passed away on February 5. DeSmedt was born in the Bronx, NY, in 1917 to Belgium émigrés Albert and Mary DeSmedt. In 1940, he entered service to our country as lieutenant navigator in the Army Air Force. His B-24 was shot down outside of Paris during WWII, and he spent the remainder of the war as a POW in LuftStalag One on the Baltic Sea. After release and entering the civilian workforce, DeSmedt eventually became President of the American Export Isbrandsten Lines, the leading US-flag shipping company between the US east coast and the Mediterranean from 1919 to 1977; it was later acquired by Farrell Lines, New York. His long time association with NDTA had always been an occasion of pride, and he will be missed by colleagues and friends.

INDUSTRY NEWS*

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

>> You’ll find Industry News each month in the NDTAGram. Check online for current and archived issues. www.ndtahq.com <<

ODIN TECHNOLOGIES The United States Air Force Global Logistics Support Center selected ODIN Technologies, the global leader in RFID software and solutions, to monitor and maintain its entire network of passive RFID readers deployed in the continental US (CONUS), Alaska, and Hawaii. The contract scope covers seven Air Force bases, one Navy base, and nearly 150 passive RFID readers. ODIN will be responsible for updating firmware, determining proper configuration, and keeping performance optimized. The contract, including two option years, extends until January 2013.

Passive RFID is growing significantly within the US DOD as well as in commercial industry. The reason for the

growth is a decline in price and an increase in performance, especially around tough-to-tag items like metal and liquids.

The Air Force is using RFID to improve business processes ranging from tracking hazardous material to receiving goods from suppliers.

The bases covered under the contract with RFID networks installed include Charleston AFB, SC; Dover AFB, DE; McChord AFB, WA; McGuire AFB, NJ; Norfolk NAT, VA; Travis AFB, CA; Elmendorf AFB, AK; and Hikam AFB, HI.

SKYBITZ SkyBitz® has announced the launch of its newest asset management solution: the SkyBitz

GOVERNMENT NEWS*

GLS400 Mobile Terminal, the next generation of machine-to-machine (M2M) asset tracking solutions. It provides a lower overall total cost of ownership (TCO) through increased power efficiency, reliability, ruggedness, and service life, and it delivers the visibility required to optimize operations within transportation, oil and gas, chemical, intermodal shipments, government, and other markets that rely on heavy equipment or remote assets.

To ensure ease of maintenance, this new mobile terminal is powered by eight off-theshelf AA lithium batteries, allowing for easy replacement without the hassles of battery packs or expert installation. In addition, the new terminal is made of weatherproof Lexan polycarbonate, which has been used in the space helmets worn on the moon by astronauts as well as in stock-car windshields and helmets worn by NASCAR drivers. DTJ

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

APRIL IS MONTH OF THE MILITARY CHILD! This special celebration is a legacy of former Defense Secretary Caspar Weinberger—established to underscore the important role children play in the Armed Forces community. Military installations, local schools, and community centers across the US are offering activities and events to applaud children and their families for the daily sacrifices they make in supporting our armed forces. Following is a sampling of efforts on behalf of military children . . .

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APRIL 2010

UNITED THROUGH READING (UTR) Amphibious dock-landing ship USS Gunston Hall (LSD 44) launched the United Through Reading (UTR) program on March 2, 2010, just as the ship neared its first African port visit in support of Africa Partnership Station (APS) West. Founded by the Family Literacy Foundation, UTR allows Sailors to videotape themselves reading children’s books and send a mini-DVD home. Participation in the program is easy.

Sailors and Marines sign up for a 15-minute slot and read a book to a family member or even an elementary school, all while being recorded. Sailors and Marines may choose from among 150 books stocked aboard the ship, or they may choose to read from one of their own. “It’s the best 15 minutes I’ll spend a day,” said Marine Staff Sgt. Jared Dugger assigned to Security Cooperation Marine Air-Ground Task Force.

OPERATION: MILITARY KIDS (OMK) Operation: Military Kids (OMK) is the US Army’s collaborative effort with America’s communities to support the children and youth impacted by deployment. This initia-

tive was officially launched in April 2005.

Since its inception, OMK has touched 88,000 military youth and provided information to 21,009 community members across the US. Goals of OMK include providing training

on the deployment cycle to the public; assisting communities in developing locally based community support networks; providing educational, recreational, and social programs for military youth; developing military kids’ communication skills to help them stay connected with deployed parents; and developing community-based programs/activities in support of military families where they live

OPERATION MARINE CORPS KIDS Seven hundred thousand children in this country have a parent at war. When babies are born to deployed troops, it’s doubly hard for both mom and dad. The dad must wait weeks or months to meet his newest child. The mom has the responsibilities of both parents, juggling the exhausting care of a newborn while meeting the needs of other children without the help of her husband. It’s a sacrifice, and one that military families make every single day. Operation Marine Corps Kids is an effort designed to support the littlest heroes by sending care packages to the families of deployed troops when babies are born. The packages might include a hand-crafted baby afghan, cap or bonnet, booties, or toy. DTJ Contact Delia at delia.mck@gmail.com or Deb at deb@marinecorpsmoms.com for more information.

Be sure to read about Crystal Bialis, who was born and raised in a loving military family, in this issue of the DTJ.

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www.ndtahq.com | 43

PROFESSIONAL DEVELOPMENT

Catch the Crest of the Wave in a Growing Economy Irvin Varkonyi, Marketing Manager and Adjunct Professor, Transportation and Logistics Management, American Military University

M

ore than 200 operations professionals from the private and public sector completed two days of professional development at the APICS Six Packed Supply Chain Conference in Dallas, TX, last month. They came to make sure they catch the crest of the wave in a growing economy. No one can guarantee a booming economy in 2010, much less how quickly the economy will grow, but indications are clear that stakeholders in the global supply chain must prepare for an increasingly competitive economy as companies seek to make up for very challenging times. Conferences such as the Annual SDDC Training Symposium and the NDTA Forum will be equally important to stakeholders in two of the defense industry’s premier logistics events.

Who attended the APICS event in Dallas?

Logistics managers, production managers, IT managers, and other operations professionals, representing companies throughout Texas, Oklahoma, and Northern Mexico attended APICS Six Packed. For the most part, they represented manufacturing organizations, but distribution firms were also present. Many of the attendees work for military contractors or subcontractors.

Most were US-based and owned firms but many are owned by companies headquartered outside the US. These attendees had begun to see a pickup in orders and anticipated continued growth during the year.

Session leaders and panelists were industry professionals who shared their experiences. Certified instructors came from many states and diverse backgrounds in commercial and government operations. This author presented a session on “Global Supply Chain Performance Measurement in an Uncertain World.”

NDTA similarly reflects APICS’ tradition as an educational organization. For APICS members and instructors, they pride themselves as a leading source in the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics.

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What workshop topics were presented?

The Dallas conference divided into six topics: • Globalization and flexibility • Cost reduction • Planning • Empowering people • Lean out your supply chain • Inventory investment These topics are not only among the most important to APICS members, but are equally important to military acquisition and logistics professionals. By their success, the private sector’s ability to optimize these industrial imperatives will positively impact military sustainment.

For example, my session focused on utilizing tools that allow an enterprise to measure performance based on the tradeoff between optimizing operational efficiency and minimizing the vulnerability of the organization to disruptions. Another session led by Karen Pentz of MeGlobal Americas presented a case study on reducing supply chain costs while improving supply chain performance through a focus on logistics. Donald Clark of Clients First Business Solutions examined the pitfalls inherent in traditional metrics and measurement systems to develop a top ten list of metrics that provides a more comprehensive dashboard of industrial outcomes.

Why attend professional development events?

The professional development goals of attendees focused on learning about new developments in their industry, networking within their industry, and benchmarking their firms against others in their industry.

Attendees earned credit toward recertification in their industry or Continuing Education Units, which are used to earn college degrees as well as maintain licensing requirements in many professions. These events also benefit attendees who seek new career opportunities.

Where do professional development events take place?

Events take place at global, national, regional, and local levels. The NDTA Forum

APRIL 2010

is a global event, attracting, attendees from around the globe. The APICS Six Packed event was regionally focused. Our Scott AFB NDTA chapter also offers a regional event, in collaboration with AFCEA, the Armed Forces Communications and Electronics Association, entitled Cyberlog Mid-America, planned for 26-28 July (http://www.technologyforums.com/corporate/our_events.asp) The Cyberlog Mid-America 2010 “Transportation, Logistics and Cyber Integration” conference will offer educational sessions to support the DOD’s focus on continuous improvement and developing greater efficiencies in logistics and information technology.

Professional development events can also take place online. For instance, Logistics Management and Supply Chain Management Review combine to offer periodic virtual conferences such as “The Next Generation Supply Chain” (http://www. logisticsmgmt.com/article/356880-Virtual_Conference_The_Next_Generation_ Supply_Chain.php). These are available on demand 24/7. They offer an opportunity to save on travel costs and generally charge less in registration. Their ability to offer interactive sessions are less in comparison to in person conferences but they provide an option to operations professionals in addition to attending or not. Opportunities to interact with exhibitors at virtual conferences may be more limited than when attending traditional conferences.

When do you consider conferences for professional development?

Experienced staff or new hires all benefit from attending conferences. New hires who attend should have mentors from their organization in order to navigate the complexities of conferences. As conferences seek to squeeze more content into sessions in order to minimize time away from attendees’ offices, as well as reduce costs, conference sessions seem to go at the speed of light.

How do you measure the outcome of professional development?

A simple method to evaluate the outcome of professional development is to ask yourcontinued on page 148

Public – Private Parnerships

A Critical Element in Supporting the DOD and a Seamless Transportation Supply Chain Lee Jackson Dell Perot Systems, Inc.

T

o accomplish their global joint mission, USTRANSCOM must rely upon their component commands: the Air Force’s AMC, the Navy’s MSC, and the Army’s SDDC. They rely on their component commands to provide troops and cargo seamlessly during transition from peace to war. This reliance becomes even more critical when the DOD is required to move their troops and cargo to the battlefield. There just aren’t enough governmentowned assets to move our troops and cargo.

The DOD is required to depend on a mix of government-owned and commercial equipment and vehicles to satisfy our war fighters’ mission requirements.

For example, under full activation, the Civil Reserve Air Fleet (CRAF) program

provides more than 90% of DOD’s international passenger capacity requirements and 39% of their international long-range air cargo capacity.1 The Voluntary Intermodal Sealift Agreement (VISA) is the Maritime equivalent of the CRAF program. USTRANSCOM, the Maritime Administration, and the maritime industry developed VISA to provide DOD the commercial sealift and intermodal shipping services/ systems necessary to meet national defense contingency requirements.2 Based on the success of these programs, it is logical that the DOD and USTRANSCOM should consider combining their knowledge of transportation planning and logistics with the skills and experience of the private sector in transportation and supply chain manage-

ment when it comes to creating a “seamless transportation supply chain.” The solutions, performance objectives, and assumptions that companies such as Dell, Wal-Mart, and Target make when seeking to improve supply chain operations differ from the government model, but the process or methodology followed when assessing, designing, and implementing supply chain process improvements is virtually the same.

With this in mind and recognizing the fact that the DOD carries 500 times the number of inventory items as the world’s largest commercial retail operation,3 there is merit in DOD establishing a cooperative Forum or public/private partnership made up of uniformed and government representatives from the DOD, as well as private sector representatives from commercial companies and corporations with expertise and experience in transportation, logistics, and supply chain management. The Forum or committee would be co-chaired by a representative from the government and a representative from the private sector, in continued on page 148

www.ndtahq.com | 45

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NDTA and Social Media COL Denny Edwards, USA (Ret.)

“T

he only constant in life is change” as the old saying goes, and nowhere does it apply more than communications in this electronic era. Just when we were getting used to computers, emails, and cell phones, along comes Twitter, YouTube, and Smart Phones—we have to be versed in texting, tweeting, and blogging just to keep up with the youngsters (and our competition!), and we have to maintain presence on FaceBook and LinkedIn in order to remain in the game. This is just a brief sampling of Social Media options. At last count, there are an estimated 500-plus social networking tools we can subscribe to, and the number is growing daily.

Numbers also abound when it comes to associations, where it seems that in Washington, DC, an organization exists for every industry, interest, or avocation. NDTA is even a member of an association for associations!

So where does NDTA fit into all of this? Actually, that’s exactly what we want to ask—where does (or where should) NDTA fit in? We’re serious: we need your input, your experience, your expertise. If you would like to be part of the effort to help decide

DEFINITION OF SOCIAL MEDIA according to Wikipedia Social media supports the human need for interaction by using Internet and web based technologies to transform broadcast media monologues (one to many) into social media dialogues (many to many).

NDTA’s role, or especially if you are really into social networking and can lend your time or knowledge, let us hear from you. You can phone (703-751-5011), email (info@ndtahq.com), or tweet (http://twitter.com/ndtahq) your thoughts.

Your association is looking into various options to stay apace of fast changing technology. We are in exploratory talks with one of our corporate members to assess the feasibility of producing JAM sessions. Yes, that’s taken right from the musical meaning of several musicians getting together and “collaborating” on new renditions of popular songs. As JAMing could apply to NDTA activities, the applications for receiving, categorizing, and analyzing input and making recommendations on logistics, transportation, and supply chain issues are nearly endless.

We will keep you informed on how that idea is progressing. In the mean time, share your thoughts on how the social media can enhance NDTA’s role as “The Association for Global Logistics and Transportation.” DTJ

A SAMPLING OF KEY ACTIVE SOCIAL MEDIA WEBSITES NAME

AREA OF INTEREST

# USERS

rapidly changing

Bebo

General interest

40,000,000

Classmates.com

School, work, college, and military

50,000,000

FaceBook

Keep track of what “friends” are doing

300,000,000

Flixster

Movies

63,000,000

Geni.com

Families, genealogy

15,000,000

Hyves

Popular in the Netherlands 9,000,000

LinkedIn

Business oriented

50,000,000

MySpace

General interest

264,000,000

Twitter

Micro blogging

44,500,000

YouTube

Video sharing

300,000,000

TEXTING ABBREVIATIONS @TEOTD

at the end of the day

10X

thanks

2MI

too much information

MTF

more to follow

MB

my bad

AITR

adult in the room

B9

boss is watching

BAU

business as usual

BFF

best friends forever

OJ

only joking

BRB

be right back

DD

due diligence

SLAP

sounds like a plan

TIC

tongue in cheek

IRMC

I rest my case

WYGAM when you gotta minute

www.ndtahq.com | 147

continued from page 44

Dr. Kent N. Gourdin

Blood, Iron and Gold Blood, Iron and Gold by Christian Wolmar; Public Affairs, 2010; ISBN-13: 9781586488345; Hardcover, 376 pages; $28.95

T

his spirited, dramatic history of “the most important invention of the second millennium” celebrates railroads as the central innovation of the industrial revolution, releasing economic and social energies on a stupendous scale. Historian Wolmar chronicles the heroic age of railroad construction in the 19th century, with its mix of epic engineering and horrible exploitation. Riding the early railroads, the author notes, was almost as harrowing as building them, as passengers braved engine cinders that set their clothes on fire and sometimes had to get out and push underpowered locomotives up steep grades. The railroads’ social impact was equally breathtaking, in Wolmar’s telling: it brought city folk fresh milk, out-of-season produce, and commutes to the suburbs; spawned mocontinued from page 9

each partner. Efforts focus on pre-landfall (72 hours prior to the event) and sustainment (getting the area back on its feet after the event).

Specific agency responses are varied, but each has specific areas of responsibility.

This partnership between federal, state, and private entities is noteworthy on several levels.

First, it reflects the fact that local agencies are in the best position to articulate their needs, both immediate and long-term, in the face of a catastrophic natural disaster, and federal organizations are in a strong position to see that those needs are met as quickly and as completely as possible. Clearly, pushing mass quantities of goods into a devastated area without knowing what is actually needed or how material will be distributed is counter productive. Second, this

nopolies and spectacular corruption scandals; and played a crucial role in enabling the world wars and the Holocaust. Wolmar explores this fertile subject with a blend of lucid exposition and engaging historical narrative.

This a fascinating study not just of a transportation system, but of a colorful and incredibly important US institution. Though rooted in 19th century technology, the author makes the point that the railroads are poised to enjoy another Golden Age. The eventual turnaround of the economy (which some pundits suggest has already started) will see huge increases in global trade, which the railroads will be wellpositioned to support, especially in the US. Similarly, public interest in and stimulus funding for the development of high-speed rail passenger service in the US could eventually lead to a system of fast trains offering service attractive enough to draw passengers away from the airlines and out of their cars. This is a book that not only chronicles the history of the railroad industry, but also offers an exciting look into the future of this venerable industry. DTJ system provides a framework for response that has clearly been lacking in this country and is still missing in others. Participants know what their responsibilities are in the event that the worst happens and can rehearse their response through exercises and simulations that hone their ability to act quickly when the real thing happens. Finally, and most importantly, I think this system provides a mechanism for dealing with the unthinkable.

Obviously, anticipating needs that will exist in the aftermath of a Katrina or an 8.8 earthquake is virtually impossible. But by bringing the various groups that will ultimately provide whatever help is necessary together into a cohesive organization, working from the same “sheet of music,” aid will flow more quickly and more efficiently than it ever could otherwise. DTJ

DTJ INDEX OF ADVERTISERS AIT Worldwide Logistics.....................29 American Military University................9 APL.............................................................6 ARC...........................................................21 AUSA..........................................................4 Bennett International Group...........Cov3 Boyle Transportation.............................10 Budget.....................................................43 Byrne Transportation Services...........27 Comtech Mobile Datacom...................15

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DHL Global Forwarding..........................2 FedEx..................................................Cov4 FedEx Custom Critical..........................23 Horizon Lines..........................................33 InterContinental Hotels Group............17 Intermodal Transportation Institute, University of Denver.........................41 J.B. Hunt..................................................13 KGL Holdings..........................................45 Landstar.....................................................5

Defense Transportation Journal

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APRIL 2010

Maersk Line, Limited..............................1 Mayflower..............................................29 McCollister’s Transportation...............46 Pasha.......................................................35 Pilot Freight Services...........................37 Port of San Diego...................................31 SAIC....................................................Cov2 Southwest Airlines.............................136 United Van Lines......................................3

self—what did I learn? Is it useful? Will it allow me to be more productive? There are formal models to evaluate training. One of these, the Kirkpatrick model of training evaluation, is the established evaluation design used by the Professional Development Program (PDP) at Rockefeller University.

This model specifies four levels of training evaluation: (1) Reaction, (2) Learning, (3) Behavior, and (4) Results. The four levels are sequential; though the evaluation of a training program may include one or more of these levels, no level should be bypassed to reach a higher level (www.pdp. albany.edu/Media/CommuniquePDF/ V14_PDP_Communique.pdf ). DTJ The APICS Six Packed conference, now in its sixth year, has consistently delivered outstanding results. It measures outcomes through surveys. It measures the needs of its customers’ requirements to help decision making on topic selection and presenters. Their attendees will catch the crest of the wave of economic growth in 2010.

Contact Irvin Varkonyi at 703-3343-3259 or email him at ivarkonyi@apus.edu

continued from page 45

order to ensure an even handed approach.

Such a Forum would go a long way toward ensuring that the movement of our troops and cargo both to and from the battlefield is accomplished in the safest, most secure, and seamless way possible, using the most current transportation supply chain technologies and practices.

As the DOD withdraws from operations in Iraq and implements operations in Afghanistan, the timing is right to establish such a Forum, with a goal to maximize the safe and secure return of equipment and forces from Iraq, as well as the safe and secure movement of equipment and forces to Afghanistan. DTJ 1 Percentages derived from statement of General Norton A. Schwartz, USAF, before the Senate Armed Services Subcommittee on the State of the Command 2 Ibid 3 Information derived from the DOD Enterprise Transition Plan prepared by DOD’s Business Transformation Agency

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