Defense Transportation Journal

64th Annual NDTA Forum & Expo Pg. 31 | Year of the Young Professional

September 2010

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CONTENTS

September 2010

FEATURES September 2010

•

Vol 66, No. 5

Publisher

Plastics Challenge Traditional Thinking for Bridge Building

8

By Gary W. Capone and Mark Henderson

LTG Ken Wykle, USA (Ret.) Editor

Kent N. Gourdin Managing Editor

Karen Schmitt | karen@ndtahq.com

Joint High Speed Vessel

12

Opportunities to Revolutionize Strategic Power Projection

By LTC Sean M. Herron

Contributing editor

Denny Edwards

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

How the US Military Can Win the Robotic Revolution

24

Military Technology, Defense, Technology, US DOD

By P. W. Singer

64th Annual NDTA Forum & Expo

31

Production Manager

Margaret Hill

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

departments A-35 News | Lori Leffler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Editorial | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 President’s Corner | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 NDTA Membership Application. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Industry Tips. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 chapter spotlight | Jeff Campbell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Transportation in the Future | Lee Jackson. . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Professional development | Irvin Varkonyi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Pages future | COL Denny Edwards, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 honor roll. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 chairman’s circle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Bookshelf Ideas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 index of advertisers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

A-35

NDTA Headquarters Staff LTG Kenneth Wykle, USA (Ret.) President

NDTA’s Next Generation

Sharon Lo Executive Assistant

Lori Leffler, CTC, A-35 Chair

COL Mark Victorson, USA (Ret.) VP Membership

Global Government Strategic Manager The Hertz Corporation

COL Dennis Edwards, USA (Ret.) VP Marketing | Corporate Development

T

Christopher McKinley Manager, Business Development Patty Casidy, VP Finance Karen Schmitt Director, Public Relations Jeff Campbell PR Assistant | Chapter Liaison Leah Ashe Manager, Data Base Carl Wlotzko Coordinator, Banquet & Special Events For a listing of current Committee Chair-persons, Government Lisasons, and Chapter & Regional Presidents, please visit our Association website at www.ndtahq.com.

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 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

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he NDTA A-35 program received an extra boost this year with NDTA’s focus of 2010 as the “Year of the Young Professional,” which included “The Next Generation of Defense Logistics” Recruiting Drive. The drive, which ran through the first five months of the year, offered incentives to the top three recruiters of new A-35 Members.

Altogether, 16 NDTA Individual Members registered 99 new A-35ers with the Association! Thank you for your efforts to reach out to these young leaders and encourage them to join NDTA. Now, let’s keep this momentum going and help all our A-35ers get the most out of their membership.

NDTA Members 35 years of age and younger have many benefits in addition to those given to all NDTA Individual Members:

• Annual NDTA A-35 Membership is $20 – the same price as most magazine subscriptions, and your membership includes one to the Defense Transportation Journal.

• Leadership Opportunities – Impact your local Chapter by joining its A-35 Committee; there are also opportunities for Regional A-35 Representatives.

• Educational Programs and Networking Opportunities abound, especially at this year’s Forum, and Early Bird Forum Registration was only $335!

We always get off to a healthy start before the Forum Opening Ceremony with the A-35 Breakfast, and this year you’ll get some tips on what not to say to your boss as you move up the career ladder. This can be critical because you’ll have the opportunity to meet and network with many future co-workers and bosses throughout the Industry and Military during the Forum.

A Forum-first: there are four A-35 tailored sessions this year! The first two pro-

September 2010

See Page 54

for a Schedule of A-35 activities at the 2010 NDTA Forum & Expo vide lessons in leadership and education.

On day two, there will be a mentoring session and the popular panel with young leaders sharing perspective from the field.

A-35ers will begin the Forum with a run and end with a drop! On Sunday, September 19, we’re holding a 5K Fun Run/ Walk to benefit the NDTA Scholarship Fund and make room in your tummy for all the good food at the NDTA Expo. This is the first of what we hope to make an annual event and I’m impressed by all the Military and Industry leaders who signed up for the 5K as they registered for the Forum. Thanks to Jeff Campbell, NDTA Headquarters, for pulling details together, and to Heather Pound, Jacksonville Chapter, for designing the Fun Run logo.

Throughout the week, Forum attendees will have the opportunity to purchase a duck from an A-35er. Then, attendees can cheer on their lucky ducks as A-35ers drop the ducks onto a bulls eye target; the ducks landing closest are prize winners. Proceeds benefit the A-35 Scholarship Fund.

The A-35 National Committee worked with SDDC to host an A-35 Session at the SDDC Symposium for the first time this year. That session went so well that we hope to hold another in 2011 when the SDDC Symposium moves to Dallas.

Finally, I want to thank the A-35ers who volunteer at the Forum A-35 events and escort VIPs at the Chairman’s Dinner.

Also, a big congrats to Junior Executive Leadership Award Winners Eric Mallette and MSgt. Robert Karnes and A-35 Distinguished Service Award Winners Myra Bergman and Ben Cross. Thank you for all your hard work during NDTA’s Year of the Young Professional! DTJ

EDITORIAL Innovating for Success Dr. Kent N. Gourdin, Editor, DTJ Director, Global Logistics and Transportation Program College of Charleston

Y

es, the 2010 NDTA Annual Forum is here. The theme “Outside the Beltway – Outside the Box” promises some exciting discussions!

One of the challenges associated with thinking “outside the box” is convincing the rest of us less visionary folks that the idea is, in fact, sound. The process of “selling” an innovation can take a long time and be very expensive; indeed, the risk of failure is always present. In fact, some estimates suggest that 90 percent of all new products in America flop; firms lose an estimated $20 to $30 billion on failed food products alone.

Clearly, companies can be lost and careers ruined because the wrong path for the future was chosen. That said, organizations must innovate to keep up with the competition, meet changing customer needs, and grow. One only has to look at Apple, FedEx, and 3M to see the power of innovation.

One of the most fascinating concepts I’ve seen in a long time is an effort by the Chinese to tackle the question of how to get passengers on and off their bullet trains without the train stopping. The implications of this question are staggering. If there are 30 stations between Beijing and Guangzhou, stopping and accelerating at each one wastes energy and time. A mere five-minute stop per station (the elderly or handicapped cannot be hurried) results in a total loss of five minutes x 30 stations or 2.5 hours of train journey time. With this plan, the train doesn’t stop at the station at all. The passengers will embark onto to a connector cabin way before the train arrives at the station. As the train approaches, it slows down a little to couple with the connector cabin which will move with the train on its roof. As the train continues its journey, those passengers will board the railcar from the connector cabin mounted on the roof. After fully unloading its passengers, the connector cabin will move to the back of the train to on load the passengers who want to disembark at the next

station. As the train passes through that depot, it simply disengages with the connector cabin and leaves it behind at the station. The outgoing passengers can then leave the cabin at their leisure while the train continues its high-speed journey. At the same time, the front of the train picks up the incoming embarking passengers already seated in another connector cabin.

Thus, the train will drop one connector cabin at the rear and pick up another on the front at each station. Of course, the system could also be used for crew changes and reprovisioning as well. (View a short depiction of the concept at www.youtube. com/watch?v=p9Ig19gYP9o.)

There is equally interesting research going on in the use of airships for long-distance freight transportation. Though this idea has been considered before, the time seems right for further development. As companies continue to struggle with providing acceptable levels of service while keeping costs under control, the prospect of a transport alternative faster than, for example, ocean, but slower than air at a price somewhere in between, could be quite attractive.

I guess it is human nature that, upon hearing about something truly innovative, we immediately start to think of all the reasons it won’t work. Thank heavens there are people like Fred Smith and Steven Jobs out there who can see beyond the conventional wisdom and take us to places we otherwise would never go. I hope to see you at the Forum where we’ll all have a chance to contemplate the importance of “thinking outside the box,” and hear from some folks who are doing just that. DTJ

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PRESIDENT’S CORNER 2010 Forum—A Record Breaker LTG Ken Wykle, USA (Ret.) NDTA President

W

elcome to the Washington, DC, Metro Area! We recognize the commitment you make to NDTA by attending the 64th Annual Forum and Thank You for participating.

We have another exciting and professionally rewarding program planned.

The professional program consists of senior government, military, and industry speakers. We are honored to have the Deputy Secretary of Transportation, the Honorable John Porcari, to “kick-off ” our official program on Monday morning. He will be followed later in the morning by General Duncan McNabb and by other senior industry and military leaders throughout the next three days. We have a record number of breakout sessions addressing topics requested by you—our members. I encourage you to participate and lend a voice to the discussions. The exposition provides a great opportunity for attendees to meet industry representatives, learn about their products and services, and build relationships. For industry, it is an opportunity to promote your products and services. We have included additional time in the exhibit area by scheduling the Tuesday breakfast in the Expo Hall. We have also adjusted the schedule to provide longer breaks for more networking and have evening networking events plus our annual evening Chairman’s Awards reception and dinner.

Congratulations to the many award winners that will be recognized during the Forum—Mr. Charles “Wick” Moorman, Chairman and CEO Norfolk Southern, Corporation; MG James L. Hodge, Commander, SDDC; Dr. Joseph G. Mattingly, Jr., PhD, NDTA Vice President, Education; and Mr. Kurt P. Lengert, NDTA President, European Region. Also, we will recognize the outstanding transportation units from each Service, our Corporate Distinguished Service Members, and many

chapter winners. Please add your personal congratulations as you meet and talk to these outstanding leaders during the conference. The complete schedule of activities can be found in the pocket schedule.

I encourage you to read the feature articles in this issue—Robotic Revolution— how robots are being used on the battle field (the recent BP disaster in the Gulf of Mexico has highlighted robots in commercial industry); The Joint High Speed Vessel; and Composite Structures for Transportation.

The last year has been challenging and rewarding. Economic indicators appear to be improving, and many NDTA Corporate members are reporting increased revenues over 2009. Yet concerns remain about the strength and duration of the recovery.

NDTA had a relatively good year in terms of revenue and a great year for our Chapter and National events. We started the year by teaming with NOLSC to provide an outstanding Symposium in Norfolk, VA. This was followed by record attendance at the SDDC Training Symposium & NDTA Exposition. The European Region, under the leadership of Mr. Kurt Lengert, hosted a one-day Workshop focused on Challenges to Distribution throughout the European Region. The Scott-St. Louis Chapter teamed with AFCEA to co-host the CyberLog Mid-America 2010 Conference. I also had the opportunity to travel and visit many of you at Chapter functions—Tampa Bay, DC, San Antonio, San Joaquin, SFBA, Valley of the Sun, Pikes Peak. Our chapters have hosted professional events to educate and inform chapter members, contributed to charities and community events, and provided scholarships to deserving students—collectively more than $100,000. Thank you for your commitment to NDTA and your communities.

Overall, NDTA had a superb year.

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and Transportation. This is evident by the global reach of our members: you are always forward deployed—Europe, Africa, Asia, South America, Australia, and the Middle East. You make significant contributions to our economy and National Security every day. Our achievements are a direct result of your involvement and commitment. To each of you, our award winners, program participants, board members, chapter leaders, volunteers, and individual and corporate members, THANK YOU for your great support and commitment to NDTA. Thank you for your confidence in the Association and for the contributions each of you makes to ensure our success. DTJ

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The DTJ Forum issue presents three special feature articles—each is focused on a specific technology that some might say falls “outside the box.” War bots, agile vessels, and composite construction, the subject matter of our feature articles, actually embrace technologies that have been in place for a while: It is their application that makes their stories unique. They represent turning points that may lead to increased capability, more efficient strategies, and enhanced safety and speed. They signal the way for new mindsets that will ensure our Nation’s prominence in ventures yet to come.

L

Challenge Traditional Thinking for

Bridge Building

By Gary W. Capone, National Account Manager, and Mark Henderson, Senior Vice President, Government Markets, Innovative Green Solutions, LLC

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September 2010

ocomotives are heavy—extremely heavy, which is why railway bridges have historically been built from strong, often dense, materials, like timber, concrete, or steel. No one would ever dream of using recycled plastics, such as former milk jugs, for this purpose. After all, such plastics are too weak to ever be considered as a possible medium for bridge building . . . or are they?

In 2009, the garrison and engineering team at Fort Eustis took a major step, challenging such traditional bridge-building ideas. It took “out-of-the-box” thinking to dare contemplate the possibility of us-

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www.ndtahq.com | 9

ing recycled plastic to replace two rotting bridges made from timber. In fact, the existing structures, built in wet-lands, were so rotted that some training operations had been suspended. Still, Fort Eustis was committed to building two railroad bridges, designed to support 120-ton locomotives, out of recycled milk jugs and scrap automotive bumpers—discarded material found in overabundance in our nation’s landfills.

struction firm; and Axion International, the manufacturer of the innovative RSPC materials. In addition, the materials inventor, Dr. Tom Nosker of Rutgers University, was involved with the design and construction.

The result: innovation won. With Centennial as the prime contractor, the RSPC design was found to be cost competitive on a first-cost basis while providing significant life-cycle cost savings due to its extremely

The Process The decision to build the bridges from Recycled Structural Plastic Composite (RSPC) material was innovative, but the first, and often most difficult, step required being open to innovation. Phillip Reed, Fort Eustis DPW Engineering Division chief, discussed how the bridges challenged the traditional approach to procurement: “In a way, the project validated the philosophy of no longer providing a 100%-complete design and saying ‘don’t think, just follow the design.’ We wanted to start with the final objective in mind and let our partners help us ‘create the solution.’”

With Fort Eustis fully focused on finding the best solution, the team there needed to proceed with evaluating traditional construction designs while at the same time remaining open to ideas that may have never been tried before.

Enter Innovative Green Solutions, LLC, a company dedicated to commercializing emerging technologies that offer both performance and environmental advantages over traditional products. Innovative Green Solutions introduced RSPC technology to Fort Eustis leaders. In turn, Fort Eustis directed Centennial Construction, the prime contractor, to consider designs using both traditional materials and any design proposals that might incorporate “green” or “recycled” materials to replace their decayed existing bridge structures.

Responding to this opportunity, Innovative Green Solutions built a team capable of delivering a railroad bridge constructed of almost 100% recycled material. This includes the substructure and superstructure, pilings, pile caps, I-beams, and railroad ties. The key partnerships in this team were Parsons-Brinkerhoff, one of the world’s leading planning, engineering, consulting, and construction companies; English Construction Company, a well-respected bridge con10 |

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New technologies, like RSPC, force us to make choices. Will we build with traditional designs and materials, or embrace new technologies? Will we continue to expand our landfill waste or will we recycle into new and better products? Will we stay “in the box” or venture out, innovate, and challenge conventional thinking? low-maintenance requirements. The result was a clear advantage over traditional materials. Mr. Reed explained how procurement goals are changing, and how this project illustrates the need for new solutions: “The new mindset is to lower energy and maintenance costs, to go green and be sustainable. These bridges accomplish all of those goals; in fact, this project hit the sustainable ball out of the park.”

The material used in the bridges is not only recycled, but also recyclable. If the Army ever decides it no longer needs these bridges, the material can be melted down and turned into new pilings, I-beams, and railroad ties ready for the next proj-

September 2010

ect. The project presents a sustainable solution, removing plastic waste from landfills. In fact, the materials used in the bridges at Fort Eustis diverted 334,000 pounds of plastic waste from landfills and are expected to last for more than 50 years with virtually no maintenance.

The Groundwork More than a decade before the bridges at Fort Eustis were imagined, Rutgers University scientists worked to find ways to combine different plastics to achieve synergistic results. Over the years, they developed material blends that were stronger and more creep resistant than their individual components and that outperformed traditional plastics. These materials already had the advantage of being more resistant to the elements than traditional materials. The researchers also developed innovative efficient shapes to keep the construction cost and time down to an absolute minimum.

At Fort Bragg, an Army Corps of Engineers team, along with the Office of the Secretary of Defense’s Corrosion Prevention and Control Program, ACSIM’s Installation Technology Transition Program, and Axion International, built the RSPC bridge, capable of handling M1A1 tank traffic. This bridge, built with R&D dollars, was heavily instrumented, and the results exceeded expectations. Though the original bridge at Camp MacKall continues to exceed performance expectations, Fort Bragg has built a second tank-capable bridge and plans a third.

Dr. Roger Hamerlinck, Senior Acquisition Policy Specialist, Office of the Asst.

Secretary of the Army for Acquisition, Logistics and Technology, explained the significance of the new “technology” used in building these bridges: “The Department of Defense spends $22.5 billion dollars annually on equipment and infrastructure as an impact of corrosion. For the Army, this number is approximately $5.8 billion annually. This [RSPC] bridge is less expensive to build than its alternatives, it provides greater corrosion resistance, and it is practically maintenance-free. The Army estimates that we will receive a 34 to 1 return on investment by using this technology.”

After the success of the first tank bridges at Fort Bragg, Fort Eustis was the first to assess the new technology in a pure competitive bid format against “old school” materials.

Recycling and Sustainability The RSPC technology used at Fort Bragg and Fort Eustis relies on plastic waste diverted from landfills and incinerators. Individuals in the US generated 250 million tons of waste in 2008, and although recycling programs have provided an alternative to landfill disposal, our success is far from universal. We recycle 56% of paper, 34% of all metals, and 23% of all glass; however, of the 30+ million tons of waste plastic generated per year, an amount almost equal to the total metal and glass waste combined, plastics are only recycled at a 7.1% rate (EPA–Municipal Solid Waste Generation, Recycling and Disposal in the United States: Facts and Figures 2008).

Finding viable applications for recycled plastic has proved challenging. Now, with the development of RSPC material technology developed by Rutgers University and its proven effectiveness at Fort Bragg and Fort Eustis, plastic waste has a new destiny. Instead of sending plastic milk jugs, detergent containers, and automotive bumpers to the landfill, they can be transformed into infrastructure (like bridges, piers, retaining walls, sound barriers, and pilings) offering superior performance and durability over traditional materials.

The Future We are at a cross roads. Sixty-plus years ago, the United States had a massive construction boom leading to explosive growth in our infrastructure. We have reaped the benefits of that construction boom with the most sophisticated and comprehensive roadway system in the world. Decades later, our nation’s bridges are wearing out. In 2005, the Bureau of Transportation Statistics estimated that there are more than 75,000 structurally deficient bridges in the United States.

The RSPC material offers exceptional strength and durability. It is impervious to moisture and insects. This makes it ideal for harsh environments where steel, wood, and concrete corrode quickly. Whether in a salt water bay, a brackish inlet, or a fresh water river or lake, the material will not corrode, rot, or leach harmful toxins into our environment.

Daniel J. Dunmire, Director of the DOD’s Office of Corrosion Policy and Oversight, explained the potential of this technology when discussing the Fort Bragg bridges: “This [RSPC] bridge, able to withstand heavy loads with little to no maintenance,

expected to last at least 50 years, is no longer the bridge of the future—it’s the bridge for today. It also meets national environmental goals of being completely recyclable. This technology is not only good for the Department of Defense, but should be immediately transferred to state departments of transportation for use with short-span bridges wherever possible.”

New technologies, RSPC, force us to make choices. Will we build with traditional designs and materials, or embrace new technologies? Will we continue to expand our landfill waste or will we recycle into new and better products? Will we stay “in the box” or venture out, innovate, and challenge conventional thinking? Despite the success at Fort Eustis, Mr. Reed discussed the challenges of adopting the new RSPC technology: “The next industry challenge will be educating engineers and designers on the use of the materials and inspecting these structures. I envision this taking off like a rocket—it is a no-brainer for forwardthinking planners. Engineers must leave their comfort zones and embrace this new technology.” DTJ www.ndtahq.com | 11

J Opportunities to Revolutionize Strategic Power Projection

By LTC Sean M. Herron

The focus of the JHSV discussion should be aimed at placing this new capability within our military strategy to gain the greatest strategic advantage.

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September 2010

ust over the horizon, a new capability is coming that has tremendous potential to fundamentally change the US military and its engagement strategy around the world. The arrival of the Joint High Speed Vessel (JHSV) presents a Revolution in Military Affairs (RMA) that could lead to sweeping changes in future logistic and maneuver capabilities and creates opportunities for the precise projection of American military power to provide tailored response to global crises.

This platform is more than just a means to move sustainment or project forces. It brings with it a range of capabilities that set it apart from current technologies in a manner that is largely under appreciated. Many of the current discussions with regard to JHSV employment focus on specific individual characteristics. Those discussions, while important in developing the vessel characteristics, miss the point entirely. The focus of the JHSV discussion should be aimed at placing this new capability within our military strategy to gain the greatest strategic

advantage. The analysis must include all areas where this new vessel’s capabilities can change the context of the strategic, operational, and tactical environments. These contextual effects create opportunities or threats that must be identified for seizure or mitigation.

Once those are identified, the specific concept of operations and vessel requirements can be developed.

In order to correctly assess the JHSV as a potential RMA, it is necessary to spend some time defining RMAs and their parameters.

What is an RMA? Historians often identify significant periods of history by the consequent impact of the changes that separate one epoch from another. For example, the American Civil War and WWI are thought to be distinguished by the application of industrial revolution technologies to the latter, which created unprecedented capabilities in mobilization and lethality. WWI and WWII are generally separated by the doctrine applied to tank warfare, creating the

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earthquakes; they fundamentally change advent of armored maneuver warfare on the nature of the warfare . . . including an industrial scale. If the changes that cresystemic changes in the political, social, ated a new era of military application are significant enough, they are labeled as a and cultural arenas as to be largely unRevolution in Military Affairs (RMA). In controllable, unpredictable, and above recent years, this term has moved from all unforeseeable . . . smaller phenomena rearward-looking historical analysis to a might be termed as RMAs.” According to presumptive forecasting buzzword that Murray, RMAs involve putting together is often overused in the hope that such the complex pieces of tactical, societal, branding will add credence to the search for constrained resources. That is unfortunate, because not every new technology creates the dynamics expected of a true RMA. When put to the test, these emerging concepts and applications usually add to the greater effectiveness of military art and science, but they lack the essential elements that make their contributions truly revolutionary.

The question then becomes, “How do we know if an emerging capability, technology, or concept could be an RMA?” Subsequently, we must then ask “Why it is important to identify those applications The JHSV when considered that are potential RMAs before alone as a faster small ship is or during their development?” not very revolutionary; however, History gives us looking at JHSV from a single a good starting point upon which dimension is far too myopic to we can base our political, organitruly grasp the opportunities that answers to these zational, or even questions. technological this vessel creates across the Historians genchanges in new entire spectrum of war, enabling erally agree that conceptual apthe best known proaches to war. a greater influence of American definition of RMA He also warns is the one providthat “no RMA power to people around the ed by Dr. Andrew has ever involved world who desperately need Marshall, Director a leap into the of the Office of future without the application of that power.

Net Assessment, a lifeline to past US DOD, who military concepts defined it as ‘. . . a major change in the and capabilities—particularly in the renature of warfare brought about by the incent past.” This paper does not intend to novative application of new technologies, describe RMA in terms of the buzzword which, combined with dramatic changes as it was used in the mid-1990s or to atin military doctrine and operational and tempt to redefine an RMA. The term is organizational concepts, fundamentally applied only as a mechanism to capture alters the character and conduct of milithe significant advantages that could be tary operations” (Marshall, 1995). Notobtained through the careful application ed Historian Williamson Murray goes of emerging technology to the current deeper, defining the characteristics of an and future operating environment.

RMA as a one of two types of RevoluSo, why is it important to identify potions. He describes Military Revolutions tential RMAs? Military organizations (MR as opposed to RMA) as similar “to must anticipate or react to “fundamental 14 |

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changes in the political, social, and military landscape” that have or could result from the RMA. By recognizing the conditions exist for a RMA, “there is profound evidence that the right military institution and culture can gain a significant advantage” (Murray, 1997). This advantage is the root of Strategy. B.H. Liddell Hart theorizes that dislocation of the enemy is

the aim of strategy, because the strategist’s desire “is not so much to seek battle as to seek a strategic situation so advantageous that if it does not of itself produce the decision, its continuation by a battle is sure to achieve this” (Hart, 1954). The side with the ability to recognize opportunities to gain advantage over others operates from a position of strength and is more able to protect its interests and inflict its will on others. JHSV provides the capability for dislocation through “a move that a) upsets the enemy’s dispositions and by a sudden ‘change of front’ dislocates the distribution and organization of his forces; b) separates his forces; c) endangers his supplies; d) menaces the route or routes by which he could retreat . . .” (Hart, 1954).

The JHSV when considered alone as a faster small ship is not very revolutionary; however, looking at JHSV from a single dimension is far too myopic to truly grasp the opportunities that this vessel creates across the entire spectrum of war, enabling a greater influence of American power to people around the world who desperately

need the application of that power. Having this technology and using it, the US can now reach places with amazing speed to bring military power to bear in both kinetic and humanitarian roles.

Taking a broader perspective of JHSV, one starts to see the tremendous opportunities that arise from the natural linkages of the capabilities of the vessel that occur.

Using these capabilities to their fullest requires a change in the status quo ante of our current operations and management systems, which in turn opens doors for new paradigms in operational and strategic thinking, thus creating opportunities to broaden our strategic impact around the world. It is not through any specific characteristic that this paper argues the JHSV as an RMA, but through the linking of these characteristics, which have a compounding effect, making the overall potential of the JHSV greater. In other words, the whole is exponentially greater than the sum of its parts. Each of these opportunities will be discussed below, but an overview of the JHSV program is needed to better understand the impact of this new vessel.

Background of JHSV development After the deployment of Task Force Hawk to Albania in 1999, the US military realized the need for a faster way to deploy forces into areas with austere or degraded transportation infrastructure incapable of handling large commercial ships. The TF Hawk deployment required strategic deployment to Pisa/Livorno, Italy, followed by rail the length of Italy to the port of Brindisi, and Army watercraft across the Adriatic Sea to Tiran, Albania. The movement took 22 days before Reception, Staging, Onward Movement, and Integration (RSOI). This lengthy process forced the leadership to take notice of a gap in deployment capability into austere locations. The first attempt to offset this capability gap started in 2000 with the lease of a prototype catamaran commercial ferry, made by the Australian firm Austal, named the High Speed Vessel (HSV-1) Joint Venture, which was specially fitted for the military mission.

During this test period, the Army and the Navy spent alternating six-month periods operating the vessel and conducting tests to determine if there was a need for this 16 |

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capability in each service. The experiment ended with mixed, but positive, results.

The Army was very enthusiastic about the speed and capability of the new vessel as a next generation of landing craft to modernize its fleet. The Navy saw several benefits of the new vessel, but was less enthusiastic about the future of the craft in naval support roles. A similar vessel, the Theater Support Vessel–Spearhead was used in support of Operation Iraqi Freedom in 2003 to relocate Army prepositioned stocks from Qatar to Kuwait, while the Navy used the HSV-1 to conduct missions in support of Naval Special Operations Forces in the Persian Gulf.

Lessons learned from TSV have been incorporated in the design of the JHSV, which is being built by Austal USA in Mobile, Alabama. JHSV can reach speeds in excess of 35 knots at a range of 1200 nautical miles, with a capacity of 700 ST. It has a draft of 12.5 feet of water, mak-

mand and control (C2) communications suite that would enable full-mission planning, rehearsal, and intelligence updates for JHSV crews and embarked combat units while en route to the destination.

The Navy concept also has this capability with the addition of an augmentation force package. The bottom line is that it is bigger, faster, and more capable than any similar support vessel in the Army or Navy inventory (Figure 1). At this time, the Army has programmed to purchase five JHSVs, and the Navy plans to purchase 12 JHSVs to provide worldwide support to the services.

The characteristics of the JHSV that create new opportunities are its speed and agility, access to degraded or austere ports, strategic reach, full-spectrum operations capability, and its cost. Taken individually, the JHSV updates the Army’s watercraft program from an aging fleet and provides the Navy with scalable

Figure 1: General Comparison LSV & JHSV

ing it capable of accessing very shallow water ports. One JHSV can load, move, and discharge one company of combat power (Stryker, Bradley Fighting Vehicle, or Abrams Main Battle Tank). It also has an aircraft deck for helo operations and the capability to launch boats up the 11m RHIB. The Army version of the JHSV would also include a fully outfitted, lethal and non-lethal force protection and vessel defense capability as well as a com-

September 2010

fleet support vessels to augment current operations. JHSV’s speed and agility enable it to transit the globe, relocate to crisis areas, and rapidly shift from one support mission to another. Its access to austere and/or degraded ports opens up opportunities for the employment of combat power and sustainment flow that are currently impossible for larger ships.

Its strategic reach improves the ability to rapidly support missions around the

world regardless of current positioning.

The JHSV has also been designed to support missions across the full spectrum of operations from humanitarian assistance to high-intensity combat. Finally, its cost, at roughly $200M each, is the antithesis of a benefit until one considers that after spending that much money the usage rate must necessarily remain high, translating into high cargo movement capability.

These factors led the services to conduct a functional needs assessment to determine if the proposed JHSV would actually meet operational requirements established by the Regional Combatant Commands (COCOM) in support of validated Campaign plans and/or theater engagement strategies. Without exception, all COCOMs expressed not only a desire, but also specific needs for JHSV to accomplish their regional tasks and operational plans. Every COCOM identified specific missions and locations where the success of operational plans hinged on the critical requirement for mobility only provided by JHSV. These plans also ran the gamut across full-spectrum op-

Figure 2: JHSV as a Catalyst for Change

erations in support of theater missions.

Additionally, every COCOM demonstrated needs in daily operations that JHSV could fill, making support to the COCOMs more responsive and effective due to its reach, speed, and access already described above.

JHSV as an RMA As stated before, the individual characteristics of the JHSV make it a significant improvement over current vessels and greatly increases the support capability of the services; however, linking the effects of these capability improve-

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ments has the potential to propel JHSV into the status of RMA. Thomas Hone and Norman Friedman, in their essay on “Harnessing New Technologies” argue that “the development or refinement of one technology may complement the development of another and lead to results that no one had anticipated.” They further state that new technology is useless to military organizations unless their members “formulate a doctrine to exploit each innovation . . . to the utmost” (Binnendijk, 2002). The development of JHSV technology is the central nexus in a spiderweb of linkages the no one expected. Figure 2 depicts these linkages and how they create opportunities to adjust current paradigms to maximize benefits from these improvements.

The speed and agility of JHSV combined with its high cost in terms of vessel procurement and crew necessitates a change in the means of C2 the JHSV. At $200M each, it is inefficient at the least and fraud, waste, and abuse at its worst

C2 relationship disperses the JHSVs and makes it very difficult to reassign a vessel from one region to another. In fact, this cumbersome process occurs only through a Request For Forces (RFF) from one COCOM to the Joint Staff, and if the Joint Staff concurs, orders are cut to deploy the vessel (called a DEPORD). This process takes time, and though it is working, the likelihood is that the vessel is sitting idly waiting on orders.

A better option would be to assign the Army JHSV to the Surface Deployment and Distribution Command (SDDC, the Army component of US Transportation Command), or assign the vessels to the COCOMs with operational control (OPCON) given to SDDC. The difference is that while COCOMS work from the DEPORD process, USTRANSCOM works off an EXORD, or standing execution order requiring them to execute transportation support requirements for all of the COCOMS simultaneously. In this scenario, when requirements for movement

Figure 3: Hawaii Superferry

to leave the JHSV tied up along the pier without constant missions to generate some return on investment. The Navy plans to assign their JHSV to the Military Sealift Command, with support requirements to the numbered fleet supporting each COCOM. This relationship still enables the use of JHSV by MSC for global support. The Army, however, will assign their JHSV to the Army Component Commands in each COCOM. This 18 |

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are identified to the deployment operations centers in each COCOM (operated

by USTRANSCOM), the requirement is passed back to the USTRANSCOM Operations center for sourcing by any SDDC, MSC, or Air Mobility Command movement asset. This ensures that the right asset moves the cargo and keeps the high priced assets in motion.

The recent mission in support of earthquake relief in Haiti put this recommen-

September 2010

dation to use. While airlift was clogging Port-au-Prince Airport due to an incredibly small capacity on the ground, deploying forces and critical material handling equipment (MHE) were backed up waiting on assets to get them to the crisis.

When the backlog started affecting units out of Ft. Eustis, Virginia, the SDDC Terminal Group Commander made a call to USTRANSCOM and suggested using the Hawaii Superferry, a commercial variant of the JHSV on lease to the Department of Defense and located at Ft. Eustis (Figure 3). The Superferry was immediately loaded and started moving to Haiti. During the mission, the Superferry unloaded up to 93 pieces of equipment per hour, which is faster than any other capability available in the transportation system. This excellent use of resources decreased the deployment load trying to go through the airport, creating more room for relief supplies, and also moved critically important equipment to the port, which improved port operations in receiving supplies for the people of Haiti.

Placing SDDC in C2 of JHSV is just the first step to a much larger concept of placing all Army watercraft and terminal operations units under SDDC. The lesson of the Superferry could be applied every day of the year with all watercraft and terminal units on an EXORD versus a DEPORD model. In a crisis, JHSV deploys immediately with critical port opening assessment teams and basic MHE on board, receiving updated intel and information en route. At the same time, additional MHE for container operations and containers of initial sustainment requirements deploys via Army Logistic Support Vessel (LSV) and Landing Craft. Once on the ground, the port assessment team begins assessing needs and establishing initial distribution capability with contract and local workforce. Within days, the first LSV arrives and distribution operations are expanded to support the deploying force. JHSV is the catalyst that spurs a new way of thinking about how to effectively provide responsive command and control of the capability.

The vessel cost coupled with its strategic reach requires us to re-examine the model we use to crew it. Currently, the Army plans to use an assigned crew of Soldier-Mariners to crew the vessel. Force structure allocations call for one crew per

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vessel. This model is likely to be inefficient and will lead to unavoidable downtime for the vessel, which has already been shown to be costly. The navy plans to crew their JHSV with civilian mariners (CIVMARS) as they do all other MSC vessels. There is currently much debate on whether or not this method is less costly, because they can crew the vessel with fewer CIVMARS than needed for a military crew, but using a CIVMAR crew does have some significant drawbacks.

CIVMARS are not obligated to take their vessel into hostile fire areas, nor are they trained/prepared to defend their vessel. In fact, based upon an opinion provided by the Navy Judge Advocate General’s office, they are prohibited by statute to employ weapons other than to defend life. This means that they cannot defend the ship, only their own lives. They can operate at reduced manning because they are not required to conduct anything other than basic damage control or fire-fighting.

Military crews can defend the ship, conduct extensive damage control and firefighting, and be ordered into hostile fire areas where many of the JHSV missions are forecasted. This topic will be covered in more depth below, but for now suffice it to say that each service has made crewing decisions based on likely missions they expect of their JHSV. The one-crew/one-vessel model of the Army is business as usual and does not account for the cost of vessel downtime. For example, if a JHSV crew is assigned with the vessel to a COCOM (one per COCOM as planned), Soldiers who are unable to sail due to illness, authorized leave, or other reasons would have an impact on the ability of the vessel to sail. Similarly, if Soldiers are transferred to other stations, while they are making the transition, two boats would be unable to sail. It is time the Army considers assigning the boats to the COCOMs and sending complete crews to rotate from a stateside location where they train together for the deployment. They need to also explore a model much like the Air Force uses for its C-17 fleet, where active and reserve crews rotate around the world to ensure that these expensive strategic mobility assets are continuously utilized. The JHSV and its expanded role in military strategy is driving a change in the established paradigm of crew management.

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The discussion on how best to crew the JHSV often diverts to a debate over the different Army and Navy approaches to the roles and use of the JHSV. In most instances, the discussion gets sidetracked into a parochial us versus them debate.

The end state of this debate drives the question, “Why do we need two versions of the JHSV?” Put more succinctly, “Why does the Army need the JHSV?” Logi-

the inventory than is possible from either of the single methodologies.

Navy CIVMAR-crewed JHSV may be a cost-effective method of supporting the fleet and still maintaining the capability to take on missions outside of their expected roles with augmentation. Army Soldier–crewed JHSV provide an operational maneuver capability to the COCOM or Joint Force Commander (JFC)

Figure 4: Joint versus Service Specific CONOPS

cally, it makes sense that boats would be a Navy responsibility. The Army, however, has had watercraft and expeditionary watercraft roles since John Glover’s “Marblehead Regiment” evacuated Washington’s Army from Long Island in August of 1776. In addition, Title X of the US Code requires the Army to maintain an expeditionary capability, and without watercraft, any water obstacle would prevent meeting that requirement. That being resolved, the debate has recently settled on which is better for the program, CIVMARS or military crews. Both services seem locked in a debate to see who can gather the most of constrained resources. This competition is driving both services to make tactical decisions without consideration of the strategic impact. This competition misses the point completely. The correct approach is to understand the JHSV’s capabilities and match those against specific roles and missions to gain the greatest strategic effects. The net effect is more to be gained from having both approaches in

September 2010

where combat forces can be brought to bear in a means never before possible due to the capacity, reach, and shallow draft of the JHSV. The Army JHSV, when not operating in hostile zones, can be used in a variety of roles to support the worldwide Joint USTRANSCOM mission to move people and equipment in support of national interests.

The Navy N42 Manning Analysis on JHSV from August 2006 argues that only 17% of the JHSV missions would fall into the category of requiring military crews.

The Army position is that the “17%” is what really matters for force projection and sustainment. This paper agrees with both sentiments. It is necessary to get beyond bickering about which approach is better and decide that both approaches provide a greater flexibility and operational/strategic capability to the COCOM/ JFC to meet the needs of the nation. The development of a Joint Concept of Operations (CONOPS) for JHSV is critical to ensuring that the full extent of JHSV

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capabilities is utilized to support national interests. Figure 4 shows how, in most cases, the JHSV from both services would be used to support joint missions. It also indicates that there are other missions that are best served by the vessel from a specific service and that warrant service-specific expertise. Depending on the circumstances, these interlocking spheres can move closer together and become more joint, or they can spread apart and become more service-specific, whichever best supports the requirements at the time. JHSV is agile enough to make these transitions seamlessly. Simultaneously, these capability spheres can move along the spectrum of conflict to support humanitarian operations through high-intensity conflict. A Joint CONOPS for JHSV allows for the maximum use of the incredible capability JHSV provides. JHSV is pushing the services to rethink how they interact in support of our strategic interests.

Analysis of future global operations across the “Arc of Instability” point toward distributed operations involving full spectrum operations in under-developed regions or in complex terrain conditions.

These strategic assessments predict a continued trend away from major combat operations conducted within reach of major seaports—historically enjoying generous deployment schedules—to distributed operations involving lower intensity conflict and stability operations “in urban settings or harsh, inaccessible lawless areas” (Operational Environment 2009-2025, US Army Training and Doctrine Command, v6, p 8, January 2009).

The speed and agility of JHSV as described above, coupled with the access to degraded/austere ports, initiates a new era in power projection. Up to this point, the single most important aspect of US global influence is its ability to project power.

Correspondingly, an adversary’s most likely counter would be area or access denial (AAD). The chink in American armor is the enemy’s ability to prevent or restrict access to US or collation forces. Without the use of Saudi ports in the 1990 Gulf War, Kuwaiti ports in support of Operation Iraqi Freedom, or Pakistani ports in support of Operation Enduring Freedom in Afghanistan, these operations would not have been possible. Denial of access prevents or drastically restricts military options, such as Turkey’s denial of US plans 22 |

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for a Northern option in the initial invasion of Iraq. All of the ports used in support of these operations were world-class ports capable of handling large ships and millions of tons of cargo; however, 90% of the world’s ports are less than world-class and cannot handle large deep-draft ships.

Until JHSV, 90% of the world was inaccessible to ships with enough capacity to bring enough combat power to be effective. JHSV changes that. Its capacity and speed provides the JFC with an operation-

The development of a Joint CONOPS for JHSV plus the improvements in port opening that occurred as a result of better C2 alignment create the opportunity for a strategic advantage in force projection and force sustainment. The speed, capacity, and agility of JHSV with effective terminal support and C2 will significantly increase our ability to deploy forces in places previously denied to us by our reliance on large, deep-draft shipping. Following the deployment of forces JHSV easily adapts

Figure 5: Persian Gulf Regional SPOD/APODs in TSV Range

al maneuver capability that can access the austere/degraded ports around the world.

This is what makes JHSV so appealing to the COCOMs. JHSV creates a capability to project US interests in support of theater engagement or kinetic operations that they currently do not possess.

In order to capitalize on this capability, it is necessary to re-examine current conduct port opening doctrine. This is the logical next step from the realignment of command and control relationships for watercraft and terminal operations units under SDDC. The precedent for this change has already been set in the transfer of Rapid Port Opening Elements to SDDC as part of Joint task Force–Port Opening. The ability to rapidly react to crises by moving scalable port opening forces via EXORD will dramatically increase the ability to project power anywhere in the world.

September 2010

to supporting deployed forces with continuous sustainment flow into austere or degraded ports, significantly decreasing the distance for over-the road movement to the foxhole.

Part of what was learned with the prototype TSV Spearhead in the Gulf in 2003 was that the current system of managing deployments and sustainment flow at the theater level was not agile enough to understand or consider the use of assets such as the TSV to add velocity to the logistic build in the theater area. Instead, the system relied on old methods resulting in a saturated SPOD port operation that was managed daily to a breaking capacity and an APOD operation that was breaking MOG (Maximum on Ground, or the number of aircraft an airfield can have on the ground at one time) nearly every day. The inbound commodity, troop, and

equipment flow became the capacity of the PODs every day. This flow was very predictable for US forces (as well as everybody else in the world) to determine how long it would take to build sufficient combat power and how long they could be sustained at that rate. There were six other regional airports and at least nine other regional seaports that added little to the sustainment flow or RSOI of forces.

All were well within the operational range of the TSV (Figure 5). Yet at the end of the RSOI pipe, the Kuwait ports were strained to breaking points.

Now is the time to envision flow into a theater that utilizes the entire theater zone/region. There are a number of significant advantages in conducting RSOI in areas away from the immediate deployment zone (assets, threat, intelligence, resources, etc.) in areas literally hundreds of miles away. This flow is then quickly moved forward in combat configured loads with a fleet of JHSVs, as operational maneuver into areas previously denied to large ships. These elements can quickly move forward to their assigned sectors for operations or TAAs. Strategically planning for and utilizing an entire theater’s infrastructure assets for employing this flow process will create a velocity that has not been achievable before in this manner and gives the JFC overwhelming options while preventing the enemy’s ability to thwart operations.

Achievement and capability like that is the essence of an RMA, based on its ability to alter the strategic environment by continually keeping an adversary off balance in the strictest terms described by Hart. There is, however, a considerable amount of change that is needed in strategic processes, both operationally and in planning, to successfully incorporate all the advantages that JHSV provides.

New doctrine and C2 structure for port opening are integral to the method in which US forces conduct Theater Opening as well. This new ability to rapidly project port opening forces and equipment creates new opportunities for examination of how to open a theater of operations. There is no intention here to envision a “JHSV amphibious assault” to open a theater. Instead, JHSV’s capability drives a requirement to reconsider how we structure our theater opening doctrine to maximize the effectiveness of

all our capabilities. For the last 60 years, the US has been able to project combat force into hostile lands through various means. Our ability to project humanitarian support in an AAD environment has been to use the same combat forces model and shoehorn it onto the new conditions. JHSV dramatically changes that. For the first time, JHSV gives us an ability to rapidly and decisively respond to civil/humanitarian crises without the appearance of an invasion, while main-

For the first time, JHSV gives us an ability to rapidly and decisively respond to civil/humanitarian crises without the appearance of an invasion, while maintaining situational awareness and force protection measures.

This is essential in establishing our intent to aid as opposed to occupy. This capability results in a strategic advantage by increasing US power projection while decreasing the adversary’s ability to deny access. taining situational awareness and force protection measures. This is essential in establishing our intent to aid as opposed to occupy. This capability results in a strategic advantage by increasing US power projection while decreasing the adversary’s ability to deny access.

Finally, the strategic advantages obtained in theater opening, force/sustainment projection, plus emerging concepts such as the use of Intermediate Staging Bases (ISB) or Seabasing for RSOI result in an increased ability to project our national influence around the world in a manner that is unprecedented. JHSV is only one factor in that equation, but the key is taking the initiative to see it in a larger context and determine how best to utilize the technology to gain strategic advantage.

In summary, the introduction of JHSV has created a ripple effect of required

changes in current doctrine, C2 relationships, organization, and joint concepts.

All of these changes could result in strategic opportunities to change the way US interests are managed around the world.

When viewed in this greater context, it is easy to see how JHSV is the catalyst for “a major change in the nature of warfare brought about by the innovative application of new technologies, which, combined with dramatic changes in military doctrine and operational and organizational concepts, fundamentally alters the character and conduct of military operations” (Marshall, 1995). Therefore, as a potential RMA, the final question is whether or not we have the foresight to seize the opportunity for strategic advantage that JHSV presents. DTJ LTC Sean M. Herron, USA, Commander, 16th Ordnance Battalion, Ft. Lee, VA References 1 Binnendijk, Hans ed. Transforming America’s Military. Washington, DC: National Defense University Press, 2002.

2 Conetta, Carl. We Can See Clearly Now: The Limits of Foresight in the pre-World War II Revolution in Military Affairs (RMA); PDA Research Monograph #12, 02 March 2006.

3 Department of the Navy. JHSV Manning Analysis, N42, 29 Sept 2006. Powerpoint briefing.

4 Hart, B. H. Liddell. Strategy. London: Faber & Faber, 1954.

5 Hundley, Richard O. Characteristics of Revolutions in Military Affairs; From Past Revolutions, Future Transformations. Santa Monica: Rand, 1999.

6 Marshall, Andrew W. Director of Net Assessment, OSD, Revolutions in Military Affairs, statement prepared for the Subcommittee on Acquisition & Technology, Senate Armed Services Committee, May 5, 1995.

7 Murawiec, L. Innovation: Element of Power; Translated by Elizabeth Heeter. Geopol, C.A.S.E., 1998. Posted on Center for Strategic and Budgetary Assessments Web site.

8 Murray, Williamson; Thinking about Revolutions in Military Affairs, http://www.dtic. mil/doctrine/jel/jfq_pubs/1416pgs.pdf 9 Operational Environment 2009-2025, US Army Training and Doctrine Command, v6, January 2009 www.ndtahq.com | 23

O

ne of the great conundrums of war and technology is the odd fact that there is no such thing as a permanent first-mover advantage. Commodore was an early leader in personal computers, developing and marketing the world’s best-selling desktop computer, the Commodore 64; it went bankrupt in 1994. The Ottoman Turks were the first to successfully master the use of gunpowder in fluid battle plans, becoming a powerful empire that spanned three continents; soon after, their armies were routed and they were pitied as “the sick man of Europe.” Time and again, whenever a remarkable new technology came along, the early leaders soon fell far behind.

Today, the US military may be wrestling with a similar challenge. In the bureaucratic blink of an eye, it’s become a dominant power in the potentially gamechanging field of military robotics. When the US military went into Iraq in 2003, it used only a handful of unmanned systems in the air, none of them armed. On the ground, the invasion force used zero unmanned ground vehicles. Today, we have more than 7000 unmanned aerial systems in our inventory—48-foot-long Predators, micro-aerial vehicles that a single soldier can carry in his rucksack, as well as lawnmower-size PackBots on the ground and Talons that help find and defuse deadly roadside bombs.

Such war bots may be part of an important turning point in history. Scien-

tists describe unmanned systems today as being where the horseless carriage was back at the turn of the last century. Chief James A. Roy, the head of the Air Force, says they are the equivalent to the advent of the airplane, and Bill Gates has compared robotics today to where computers were back in 1980.

Indeed, as much as they seem like science fiction, such PackBots and Predators are merely the first generation—the equivalent of the Model T Ford or the Wright Brothers’ flyer. Even so, they are having a huge impact already on everything from when and where we go to war (the US has carried out more than 120 air strikes into Pakistan, using unmanned systems, without any congressional debate) to the warrior’s very experiences (a young pilot can now “go to war” without ever leaving Nevada). Even more, the next generations of this technology are becoming ever more intelligent and autonomous, which bodes even greater change.

The Military’s Slow March to Embracing Technology Often, militaries are slow to adapt to such revolutionary technologies, including even the sometimes technology-obsessed US military. The machine gun, for example, was invented in 1861, but even with the Civil War raging at the time, it was eschewed by military leaders and wouldn’t be used, in fact, for decades.

Even when the machine gun began to be used widely during World War I, more

than a half-century later, it still took several bloody years before the generals acknowledged that they had to change the way they planned battles. The devastating firepower of the machine gun meant that charges across no man’s land weren’t just ineffective, but suicidal. As one French officer said in 1916, after the battle of Verdun left 700,000 killed or maimed, “Three men and a machine gun can stop a battalion of heroes.”

Working in a realm where reliability can mean life or death, it is not surprising that militaries are often slow to adapt to emerging technologies. Indeed, in 1938, when US Army Gen. Hamilton Hawkins lamented the “foolish and unjustified discarding of horses” in favor of the tank, he actually was making what seemed like a pretty good point at the time. Horses had more than 4000 successful years of war behind them, and tanks barely had two years of not all that remarkable experience toward the end of World War I. Change is also slow because of turf battles and bureaucratic wars. Those whose talents or training could become outdated by new technologies will often fight anything that threatens their prestige. The engineers on the early Navy steamships, for instance, weren’t even allowed to eat at the same table with the other officers, because to work with such a messy technology as a steam engine wasn’t considered worthy of gentlemen who had grown up in the age of sail.

All these barriers have been in play with military robotics. The Predator may

By P.W. Singer, Director, 21st Century Defense Initiative, Brookings Institution (Thank You to Popular Mechanics, where this article first appeared in May 17, 2010, for reprint rights)

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seem like a new technology, but it dates to the early 1980s. It wasn’t until after the 9/11 attacks, as the Predators began to prove their worth in Afghanistan, that the Air Force started buying the system in appreciable numbers. Senior leadership was viewed as somewhat resistant to unmanned systems, and the internal culture was less than hospitable. Early pilots assigned to operate the unmanned planes flying out of Nellis and then Creech AFB describe “going kicking and screaming” because of the harm they feared assignment to flying robotics planes would do to their long-term careers.

Yet now, this corner seems to have been turned. The current Air Force leadership has gone out of its way to describe unmanned systems as the future of the force. This year, the Air Force will train more unmanned systems operators than it will manned fighter plane or bomber plane pilots combined.

The service has adopted a road map that plans out an ever-growing use of robotic aircraft to the year 2047 (the service’s 100th anniversary). The same change is also playing out in the Army, which actually flies just as many unmanned systems as the Air Force, and has its own robotic roadmap out to 2035 with plans for everything from tiny micro-drones to unmanned versions of the Apache helicopter.

The Perils of Success Given the fact that a key mistake in history is the failure of leaders to adapt, the military should be extolled for its embrace of robotics. But, before we clap our (metallic) hands too loudly, we’re not yet through the storm. There is a second peril we still have to weather. Often, shortly after overcoming their initial resistance, there is a tendency for leaders to latch on to the next big thing before the exact nature of that thing is actually determined.

They choose to change before they know the best choice. That is, adapting to the game-changing nature of a technologic revolution is a lot like falling in love. One danger is to not commit. The other is to commit too early.

Not only do first movers pay for the original investment in a technology (which their competitors can then free-ride off of ), but many make a crucial mistake.

They lock into the early design and usage models that worked in the first wave of the new technology, but often turn out to be 26 |

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not the best as the technology progresses.

Having met with early success, they forget the standard warning given to mutual fund investors: “Past performance is not necessarily indicative of future performance.”

A good example of this is the British experience with aircraft carriers. Despite being the leading sea power of the day and hugely invested in battleships, the Royal Navy was also the first to develop and use the new type of ship that took the incredible new technology of airplanes out to sea: the aircraft carrier. But during the interwar years, it committed to a single type of carrier. By contrast, the United States Navy experimented greatly, building three vastly different types. Fortunately for America in World War II, one of those types, a large and flexible ship that carried enough planes both to defend itself and pack a substantial punch, turned out to be the best for the new ways of war at sea.

Unfortunately, for the British, this was not the type they had committed their military and industrial shipyards to—and they never caught up.

The same early commitment and failure to diversify similarly characterized the British history with the tank. This was another science-fiction–like technology (first coined the “land ironclad” By H.G. Wells) that the British invented and were the first to use in World War I. But the Germans figured out how to use it better

by World War II. The number of tanks the British had at the end of World War I was 12,000, almost the same number of ground robotics the US has today.

A worry is that the same historic trend may well be repeating itself today at the Pentagon. At the center of our roadmaps

September 2010

for a military robotics future is a plan for a remarkable next-generation plane called the MQ-X (the original Predator is the MQ-1, and its current replacement is the MQ-9 Reaper, so the X stands for the future, yet-to-be-decided number). As currently conceived, the MQ-X will be a stealthy, faster fighter-plane size version of the current unmanned systems. Even more, it will be a jack-of-all-trades, able to take over the old jobs of not only the first generation of Predators and Reapers, but also of manned planes that range from the U-2 spyplane to the F-16 fighter jet and even to cargo and tanker aircraft. It might carry high-performance surveillance sensors like the next-generation version of Gorgon Stare or Argus (Autonomous Real-time Ground Ubiquitous Surveillance), wide-area cameras able to track 92 different targets on the ground at once. Or it might be equipped in a fighter-attack mode, carrying a retractable cannon, missiles, and bombs inside the payload bay. Or the very same plane might be reconfigured to carry a cargo load. As the head of the acquisitions process described, the MQ-X will have the speed and characteristics of a fighter plane, but act like a truck.

In covering such a range of potential roles, many see the MQ-X as the future of American airpower, and perhaps one of the biggest contracts in the coming decade, not just for unmanned planes, but for the overall aerospace industry. Indeed, each of the major defense contractors that eschewed robotics just a few years ago is gearing up to bid on the MQ-X’s development contract, which is rumored to be given in 2010.

As powerful and persuasive as the MQ-X concept sounds, its centrality is

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also ringing many of the same warning alarms of past revolutions, worries perhaps made even worse by the problems in the current Pentagon acquisitions system.

From the Army’s Future Combat Systems, the Navy’s Littoral Combat Ship, the Air Force’s F-22, and the Marines’ Expeditionary Vehicle, to their collective F-35 Joint Strike Fighter, the current weapons development process has consistently steered toward massive programs, usually described as “too big to fail,” that try to meet all needs and are run by a few major contractors, with the Pentagon making a commitment to buy before even the prototypes are fully tested out. In so doing, the process takes so long that by the time the actual weapons are ready to be used in the field, the original need and design parameters have long passed (indeed, if the contract is signed in 2010, even the most optimistic Pentagon schedule doesn’t have the MQ-X ready until 2020).

So, what starts out as a great idea that is supposed to appeal to all ultimately becomes so over-engineered, over-priced, and out-of-date that it ends up not being a good option to anyone. You may start out wanting a stealthy robotic fighter jet crossed with a truck; instead you may end up getting the military equivalent of the Pontiac Aztek.

Now Is the Time to Experiment At the start of this revolution in robotics, it is folly for us to think we have all the answers yet. Back in World War I, the early tanks were visualized as mobile pillboxes, supporting infantry as they marched on trench lines. It later turned out, though, that the technology could be far more effective when gathered together into a single armored punch, a blitzkrieg that moved at a speed well beyond that of a soldier’s legs. Similarly, the future of unmanned weaponry may well be jacks-of-all-trades like the MQ-X or robotic Apache helicopters that look and operate very much like the manned and early unmanned versions they are replacing. Or, it might be something as vastly different as the Rand Corporation’s concept of PRAWNS (PRoliferated Autonomous WeapoNS). In this, rather than a single large (and likely expensive) plane trying to do it all, the task is divided among a variety of smaller, cheaper, specialized robots, much like a swarm of ants at work. Much as no one knew the 28 |

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full potential of tanks back in 1918, we similarly don’t know which model of war robots will ultimately win out.

The answer then is not to turn back the clock on technologic change and cling to old systems or doctrines, nor is it to leap before looking. Rather, now is the time to experiment, to play the field and be promiscuous with our technologic futures.

Whether it’s Apple and its i-Initiative or the interwar German Wehrmacht and the more than 30 committees and wargames it set up after World War I to learn the lessons of how to best use the new technologies of tanks and airplanes, the winners in these technologic revolutions are consistently those who are studious, but flexible. They are willing to explore and embrace the new, but not commit themselves until they truly have a sense of the technology and the changes it represents.

For the US military, it means we should focus less now on what the perfect robotic system will look like 20 or 30 years out, fighting for kids not yet born in battles we know not where. Instead, we should return to our own tradition of experimenting, pushing multiple design contests, and encouraging vast testing of prototypes, so as to ensure that our current defense purchasing isn’t pre-emptively deciding how we will fight in the future, but rather allowing us to choose what will be best in that future. And if these winning designs don’t come from the current leaders on the manufacturing side, so be it. Much as in the history of automobiles or computers, the most—and perhaps ultimately effective—ideas are just as likely to come from the risk-taking small companies as they are from the market behemoths.

In sum, the key to successfully weathering a revolution isn’t merely being willing to risk change; it’s also being able to spread out that risk, so that you end up making the right choice. DTJ P.W. Singer (www.pwsinger.com) is the director of the 21st Century Defense Initiative and a senior fellow in Foreign Policy at the Brookings Institution. Singer’s research focuses on three core issues: the future of war, current US defense needs and future priorities, and the future of the US defense system. Singer lectures frequently to US military audiences and is the author of several books and articles, including Wired for War: The Robotics Revolution and Conflict in the 21st Century.

September 2010

Buckeye Chapter’s Secret to Chapter Success . . .

Stay RELEVANT!

by Major Kareem Owens, USAF Air Force Materiel Command 2010 has been an exciting year for the Dayton Buckeye Chapter as they continue to stay relevant. In January they signed a Memorandum of Agreement with the Institute of Defense Studies and Education (IDSE) from Wright State University. This partnership has generated a lot of enthusiasm that has borne new blood and momentum.

In recognizing industry excellence, the Chapter’s May luncheon featured guest speaker Mr. Dave Harry, President, Gem City Engineering and Manufacturing, Dayton, Ohio. Gem City Engineering and Manufacturing build the PackBot UGVs (Unmanned Ground Vehicles), a robot used by the military to disarm roadside bombs (and many other uses). Harry spoke about their supply chain and the logistics involved in getting their device to the customers. They also gave a crowd-pleasing demonstration of the robot. The luncheon was a tremendous success, with more than 50 participants and representation from military members, Wright State University faculty members, and transportation/logistics industry (ie, FedEx, Panther, Kuehne + Nagel, etc.) leaders.

Dayton Buckeye Chapter proves it’s on the MOVE by exploring “Outsidethe-Box” technology!

NDTA Dayton Buckeye Chapter members and guests watch as Gem City Engineering and Manufacturing gives a PackBot demonstration.

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from the ndta chairman Raymond P. Ebeling, Chairman, NDTA Board of Directors

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elcome to NDTA’s first forum in Washington, DC, since 1978. Why Washington, DC? For all that the late night pundits may joke about it, and, indeed, for all the frustration we sometimes feel about it, it is the seat of our Government, and the headquarters of DOD, and it is where critical decisions of war and peace are made. These decisions obviously impact all of us as citizens, and also, in the context of the NDTA forum meetings, significantly impact our businesses as suppliers of transportation and logistics services to DOD. We are clearly in the midst of major decisions and great change, as the US finalizes the withdrawal from Iraq, determines the winning way ahead in Afghanistan, deals with dangerous developments elsewhere in the Mideast and the world, and manages it all in the context of improving but still difficult economic conditions and huge Government deficits and growing debt.

More pointedly, speaking to the issue of future Defense budgets in the context of all of the above, Secretary Gates has recently stated, “The gusher has been turned off, and will stay off for a good period of time.”

Following that, Pentagon Acquisition Chief Ashton Carter has since engaged with NDTA and other associations and major defense contractors and challenged all of us “to do more without more.” To say that we all face major challenges in our future business models with DOD would be a considerable understatement.

The theme of this year’s Forum—THINKING OUTSIDE THE BOX—could not be more appropriate as we face the complex transportation and logistics challenges created by great change, tough challenges, and difficult conditions. We must all be creative, innovative, and supportive as we deal with the transportation and logistics issues of the future, with a focus, as always, on value to the customer and support to the warfighter.

The 2010 NDTA Forum and Expo program is designed to meet these challenges by virtue of its venue and its programming. Session topics tackle serious topics, Expo displays introduce the latest trends and services, and keynote speakers represent senior level leadership from the DOD, the DOT, and Industry. You might also experience a few surprise appearances.

Please enjoy what will be a very substantive Forum in Washington, DC. Thank you all for attending and for your support of NDTA. www.ndtahq.com | 31

Forum moderators

Forum Volunteers Thanks to our 2010 NDTA Foru m Volunteers! They make it HAPPEN!

Alexander (“Alex”) Wakefield

RADM Mark F. Heinrich, USN, SC

Strategic Account Manager RedPrairie

Commander Fleet & Industrial Supply Chain Centers

T

The BEST and the BRIGHTEST

ake a look around. The Best and the Brightest are in clear sight. They are the Students, Soldiers, and Employees who comprise our A-35 Membership. They are enrolled in High Schools and Colleges and Online Programs across the country. They serve in our armed forces around the world.

They staff offices, work in the field, or sometimes just across the hall. NDTA is proud to count these talented individuals among our ranks and also to recognize student achievements and ambitions through our NDTA Scholarship Awards Program.

The Forum Welcome GRAM, which is distributed in tote bags at the Forum Registration Desk, includes essay excerpts from some of our 2010 Scholarship Recipients. They come to us from our Scott-St. Louis Chapter. We know you will enjoy reading about their dreams and desires as they embark upon on their career path. It’s a small sampling—we wish we could reprint all student essays— but it represents the GREAT talent that underscores all of our NDTA Scholarship Recipients.

Thank You for joining the Forum Festivities and for Celebrating NDTA’s Year of the Young Professional

Sunday, September 19, 2010 | Food, Friends, and a Fabulous View!

The National Harbor will provide the perfect backdrop when

YRC WORLDWIDE hosts the annual NDTA SCHOLARSHIP DINNER It’s A Tradition of Innovation— and an event you won’t want to miss.

Chuck Bolduc Joy Borja James Cella Dale Cozart Terri Dalton Patsy DeMichele LaVerne Douglas Karen Edwards Lisa Fasching Taylor Fasching Angela Fortunato Edward Fortunato Mickey Frank Kent Gourdin Gerry B. Gunter Lisa Kenner Miguel Lake Vicki Leignadier Mike McVeigh Colt Meyer Amanda Meyer-Noble Ann Race John Race Bob Reilly David Rogers Marie Rohrbough Stephen Rohrbough Betty Tedder Catherine Thomas Cindy Thurgood Craig Thurgood Faith Torsani Jason Trubenbach Karen Willis Fe Wlotzko

FedEx will host the NDTA Scholarship and Networking Event on Monday, September 20, 2010, from 5:30-7:00pm. The Scholarship Event will be held at Bobby McKey’s, the Washington DC, area’s first and only dueling piano bar. Bobby McKey’s is a short walk across the street from the Gaylord National Harbor hotel. Light hors d’oeuvres and beverages will be served. Bobby McKey’s strives to provide a unique, energetic, and highly interactive dueling piano show that showcases the talents of their players.

Just look for the giant Piano Façade. Come join us Monday night and share in the excitement of the * Scholarship and Networking Event. Don’t forget to RSVP, as we’re limited to 600.

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September 2010

Visit Booth J NDTA Annual Forum See our latest Asset Tracking & Mobile Communications Solutions

www.ndtahq.com | 33

Exhibitors and Sponsors

As of August 25, 2010. Please see additional listings in the Forum Exhibitors and Sponsors Directory

exhibitors AAT Carriers, Inc. ABF Freight System, Inc. Accor Hotels Adapx Aggreko International Agility DGS Air Compassion for Veterans AIT Worldwide Logistics, Inc. AKA Luxury Suites American Military University American Roll-On Roll-Off Carrier APL Army Materiel Command Atlas Air Avis Budget Group Bennett Motor Express, LLC Bertling Logistics, Inc. Boeing Boyle Transportation Cavalier Logistics Central Gulf Lines, Inc. Chapman Freeborn Airchartering Coastal Maritime Stevedoring, LLC Colorado Technical University Comtech Mobile Datacom Corp.

Covenant Transport Coyote Logistics, LLC DAMCO DB Schenker Defense Travel Management Office Department of Transportation, Maritime Administration DHL Express (USA) Inc DHL Global Forwarding DLA Distribution Dollar Thrifty Automotive Group EADS North America EventRebels Expeditors International of Washington, Inc Express-1, Inc. Farrell Lines FedEx Custom Critical FedEx Services Final Mile Logistics, Inc.

FMN Logistics General Dynamics Information Technology GeoDecisions Global Maritime & Transportation School Goverline Logistics Government Liquidation Greatwide Truckload Management The Hertz Corporation Hilton Worldwide Home2 Suites by Hilton Horizon Lines HQ SDDC Hub Group IBM IHG Innovative Green Solutions Intermodal Structures J.B. Hunt Joan Brown Kalitta Charters Kuehne + Nagel Landstar Transportation Logistics LMI Lockheed Martin LTD Management Company, LLC M2 Transport Maersk Line, Limited Marriott Tampa Airport Matson Mayflower McCollister’s Transportation Group Mercer Transportation Company, Inc. Mi-Jack Products Military Sealift Command National Air Cargo NAVSISA Navy Federal Credit Union NDTA - Headquarters - A-35 NDTA - Valley of the Sun Chapter NDTA - Washington, DC Chapter NIPRNet Globe Services Norfolk Southern Omega World Travel

ORBIS Corporation OTO Hospitality Development Overwatch, Inc. Panalpina, Inc. Panther Expedited Services, Inc. The Parking Spot The Pasha Group Pilot Freight Services PM J-AIT PODS Port of Port Arthur Port of San Diego Priority Solutions International Providence Hospitality Partners R & R Trucking Radiant Logistics Partners Raith-CTS Logistics Reserve Officers Association Ridgeway International, USA Inc. Rock-It Cargo USA SAIC Savi, A Lockheed Martin Company Scan Logistix, Inc. Sealed Air Corporation SkyBitz, Inc. Stanley Suite Solutions Supreme Group USA Total Quality Logistics Totem Ocean Trailer Express Trailer Transit Transportation Security Administration U.S. Bank United Van Lines Universal Truckload Services, Inc. UPS US Army PD TIS US Department of Homeland Security USO USTRANSCOM Uti Vocollect, Inc. Worldwide Aeros Corporation YRC Worldwide

CWTSatoTravel DAMCO DB Schenker Delta Air Lines DHL Global Forwarding Extended Stay Hotels FedEx FMN Logistics Gaylord National Harbor Hotel The Hertz Corporation IBM

IHG Kansas City Southern Railway KGL Forwarding Landstar Transportation Logistics Lockheed Martin Maersk Line, Limited Matson National Air Cargo Norfolk Southern Omega World Travel The Pasha Group

Educational Pavilion

Ashford University Capitol College Embry Riddle Aeronautical University George Washington University Montgomery College Old Dominion University— Maritime Ports/Logistics Stratford University University of Denver— Intermodal Transportation Walder University

Hotel Pavilion

The Boar’s Head Carlson Hotels Country Inn & Suites Globetrotter Travel Mgmt. Services Grand Hyatt Washington Heritage Hospitality Highgate Hotels Hilton Alexandria Mark Center Hilton Garden Inn Bethesda Hilton Silver Spring Holiday Inn & Suites North Beach Homewood Suites by Hilton, DC Hotel Monticello Hyatt Arlington Hyatt Dulles Hyatt Hotels & Resorts Hyatt Regency Baltimore Hyatt Regency Washington on Capitol Hill Hyatt Summerfield Suites Gaithersburg Marriott Chesapeake The Melrose Hotel The Park Vista, A Doubletree Hotel Phoenix Park Hotel The River Inn Sheraton Charleston Airport Hotel Sheraton Norfolk Waterside Hotel Starwood Hotels & Resorts Westin Virginia Beach Tower Center Wyndham Gettysburg

sponsors American Military University American Roll-On Roll-Off Carrier APL Avis Budget Group Baggett Transportation Company Bennett Motor Express, LLC Best Western International BNSF Railway Chalich Trucking Inc. CorTrans Logistics CSX Transportation

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September 2010

Pilot Freight Services Port of Port Arthur R&R Trucking SkyBitz Southwest Airlines Supreme Group USA Transportation Institute Union Pacific Railroad UPS YRC Worldwide

Professional Sessions

keynote speakers

MONDAY Going Green! Greening the Supply Chain Robert St. Thomas, Business Development Executive, IBM Global Business Services Northern Distribution Network Operations LTG Robert Dail, USA (Ret.) President, Supreme Group, USA Emergency Logistics – Haiti COL Kevin Kachinski, USA, Chief, West Division, USTRANSCOM J3-W

Opening Ceremony

Keynote – Monday

The Honorable John D. Porcari

LTG Christopher Christianson, USA (Ret.)

Deputy Secretary of Transportation Department of Transportation (DOT)

Center for Strategic Studies National Defense University

Leadership Lessons for Young Professionals VADM David L. Brewer III, USN (Ret) The Brewer Leadership Group, LLC Educating the Next Generation of Strategic Logisticians Maj. Gen. James A. Hawkins, USAF (Ret.) Deputy Director for Strategic Logistics, J-4, The Joint Staff What Today’s TMO & Government Travelers Need to Know Dr. G.R. (“Rocky”) Mobaraki, MBA, PhD Director, Global Government & Strategic Programs, The Hertz Corporation

Military Unit Awards Ceremony

Keynote – Tuesday

General Duncan McNabb, USAF

Charles “Wick” Moorman

Commander, USTRANSCOM

CEO/President, Norfolk Southern

Keynote – Tuesday

Keynote – Tuesday

TUESDAY DOD Supply Chain Integration and Strategic Distribution – Through BRAC & Beyond Redding Hobby, Executive Director, Strategic Programs Directorate, DLA Future Air Transport Technologies Lt. Gen. Charles H. Coolidge, Jr., USAF (Ret.) VP, Air Force Programs, EADS North America Logistics in the Next Decade – A New Way of Thinking RADM Michael S. Roesner, SC, USN (Ret.) Associate Partner, IBM Global Business

Virginia Albanese

CEO, FedEx Custom Critical

Greg Mortenson

Author, Three Cups of Tea

Young Professionals in Action CPT Brian Young, USA, 837th Trans Bn, SDDC Restoring Affordability and Productivity to Defense Spending Alan Estevez, Principal Deputy Assistant Secretary of Defense (Logistics & Materiel Readiness) Intermodal HAZMAT Shipments Made EZ Pia Jala, Vice President, Labelmaster US Bank Freight Payment (formerly PowerTrack): What You Need to Know Jeff Webb, Senior Manager, US Bank

Keynote - Wednesday

Keynote - Wednesday

General Donald Hoffman, USAF

Maj. Gen. Gary T. McCoy, USAF

Commander, Air Force Materiel Command

Commander, Air Force Global Logistics Support Center, Air Force Materiel Command

Young Leader Mentoring & Educational Session Lori Leffler, Global Government Strategic Manager, The Hertz Corporation Household Goods System (HHG) Fran A. Vollaro, Sr. VP, Relocation Services, The Pasha Group Roundtable Discussion Leader

LTG Kathleen M. Gainey, USA

Director for Logistics, J4, The Joint Staff

www.ndtahq.com | 35

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

Charles “Wick” Moorman Chairman, President and Chief Executive Officer, Norfolk Southern Corporation

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ick Moorman is a native of Hattiesburg, Mississippi, and a graduate of Georgia Tech and Harvard Business School. He started his railroad career as a co-op student in 1970, and early in his career worked in the maintenance of way

and transportation departments, so he has firsthand knowledge of railroad operations.

Wick has served Norfolk Southern in numerous leadership capacities. He was assistant vice president stations, terminals and transportation planning; vice president personnel and labor relations; and vice president information technology. Before being named president of Norfolk Southern in 2004, Wick also served as president of Thoroughbred Technology and Telecommunications and as senior vice president of corporate planning and services. He was named chief executive officer in 2005.

Wick serves on the boards of the Association of American Railroads, the Chesa-

peake Bay Foundation, the Eastern Virginia Medical School Foundation, and The Nature Conservancy of Virginia. He is a member of the American Society of Corporate Executives and was appointed treasurer in 2010, and he is a member of the Business Council and the Business Roundtable. He is on the board of trustees of The Chrysler Museum of Art, and a member of the board of trustees of the Virginia Foundation for Independent Colleges. In addition, he is a member of the advisory boards of Georgia Tech, and the International Energy Agency Coal Industry.

Wick and his wife, Bonnie, reside in Virginia Beach and have two children.

BUILDING UPON PRIOR LEARNING.

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Learning is cumulative. Take advantage of completing your courses at partner institutions such as Defense Acquisition University, by requesting transfer credit into any of our more than 100 online degree and certificate programs.

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September 2010

NDTA dod distinguished service award The DOD Distinguished Service Award is presented annually to a Senior Executive of the DOD who has made outstanding contributions to NDTA programs and national security.

Major General James L. Hodge, USA Commanding General Sustainment Center of Excellence

A

s Commanding General of the Surface Deployment and Distribution Command (SDDC), Major General Hodge led the Command in support of overseas contingency operations, to include the largest and most intense deployment in the history of the United States Army. Under his leadership more than 250,000 individual shipments, amounting to more than 850,000 tons of unit equipment, were accomplished without accident or incident in support of the Warfighters of the United States Central Command (USCENTCOM).

General Hodge successfully completed the transfer, activation, and assimilation of three Rapid Port Open Elements (RPOEs), giving the Command its firstever Army Table of Organization and Equipment (MTOE/TOE) rapid deployment capability. His efforts in fully and immediately resourcing the units paid major dividends when SDDC was tasked with providing rapid support in the wake

of the massive earthquake that devastated Haiti in January 2010. Under his leadership, SDDC met the challenging mission of moving millions of pounds of humanitarian aid and military cargo to support OPERATION UNIFIED RESPONSE (OUR). Within 24 hours after the earthquake, the 688th RPOE was part of the Joint Task Force–Port Opening aerial port operation in Port-au-Prince. The 688th RPOE managed and oversaw the transportation of more than 34 million pounds of cargo in the first 30 days of the operation.

General Hodge personally led the effort to activate the Huakai, the Hawaiian Superferry, to overcome significant congestion at the aerial ports of Haiti. In addition, SDDC forces and contracted stevedores moved via Army watercraft from Jacksonville, Florida, to Port-au-Prince.

This was the first time in recent history that commercial equipment and personnel were transported via Army watercraft into an uncertain security situation, and they immediately began receiving cargo through the damaged seaport, quickly surpassing pre-earthquake throughput levels. Because of Major General Hodge’s initiative and leadership, SDDC personnel were the first in and the last out of Haiti, ensuring mission accomplishment.

General Hodge took Container Management to the next level, mandating the redesign of metrics to show where

problems existed and providing concrete recommendations on actions required to improve the overall management of containers. Also notable was the integration and execution by the Global Container Management (GCM)/Army Intermodal and Distribution Platform Management Office under Major General Hodge’s command. GCM supported the USCENTCOM through the purchase of 3,756 carrier containers for Afghanistan over the past year.

Major General Hodge was instrumental in obtaining the necessary military construction funding to support the full renovation and modernization of the Center Wharf at Military Ocean Terminal, Sunny Point (MOTSU), North Carolina. He aggressively supported the Congressional re-programming action, ensuring that the project could proceed, and championed the procurement of two new container cranes to achieve required throughput capability. He aligned the Military Ocean Terminal Concord, under MOTSU following a transfer of a facility from the Navy to the Army, leveraging ammunition terminal and installation management expertise resident at MOTSU. Among all these challenges, successfully met, General Hodge has found time to support the vision and goals of NDTA and is deserving of its recognition through the NDTA DOD Distinguished Service Award.

www.ndtahq.com | 37

NDTA President’s award The NDTA President’s Award recognizes an individual who has responded in a constructive manner to major issues confronting the transportation/distribution community and has developed plans or systems that have been effectively utilized in managing current challenges and significantly contributed to advancements in distribution.

Mr. Kurt P. Lengert

President, European Region

K

urt Lengert began his career with the US Air Force as a Households Goods Shipment Clerk for the 50th Transportation Squadron in August of 1977. Since then, he has served the Air Force, NDTA, the Federal Republic of Germany, and its allies with distinction, dedication, and professionalism.

As he progressed through his career, he was promoted and assigned to positions of increased responsibility culminating in his present position as Transportation Program Manager, USAF, in Europe. He has remained constantly aware of the necessity of sharing

Dr. Joseph G. Mattingly, Jr., PhD Chairman, NDTA Scholarship Committee

J

oe Mattingly began his journey in a life devoted to transportation and academia by enlisting in the US Army right out of high school in 1948. He excelled so well as a transportation clerk in a unit at Fort Churchill in Manitoba that the Officer in Charge told him to volunteer for Officer Candidate School and become a Transportation Corps officer. He enjoyed

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information and knowledge across Services and among NATO Allies. He has pursued this objective with a passion, and NDTA and the networks of military and corporate contacts it provides became a valued means of attaining organizational goals.

Joining the Rheinland-Pfalz Chapter, Kurt was soon arranging visits to venues like the Mercedes truck factory and Bundesbahn operations in Frankfurt and Saarbruecken to share knowledge between industry and government. He took an early interest in sharing information about cargo customs clearance requirements and arranged for Army and Air Force chapter members to be briefed by subject matter experts. His service to the chapter as Vice President earned him an NDTA Distinguished Service Award in 1990, and he became Chapter President in 1997.

Recognizing his leadership skills, the members of the European Region elected him to the post of International Vice President, Central Europe, in the year 2000. In 2005 he became President of the European Region and immediately faced the challenges that high operations tempo, repeated unit deployments to Iraq

and Afghanistan, and leadership turnover have had for the viability of chapters and membership in his region. His mastering of these challenges was recognized through the NDTA President’s Special Achievement Award in 2005.

He has continued to pursue the need to share knowledge and information between industry and the governments of the European Community and within NATO. This year he led efforts to revive the European Regional Conference as a workshop on Distribution Challenges in the Region.

The focus was on international customs requirements, intra-theater shipments, and the impact of the Lisbon Treaty on goods movements within Europe. He has kept NDTA viable in Europe and was one of the leading advocates for a descriptive tagline that stresses the Association’s international presence. He is one of those visionaries who we can thank for NDTA’s present identity as “The Association for Global Logistics and Transportation.” It is not too much to say that Kurt Lengert puts the “Global” in NDTA. We are proud to recognize Kurt Lengert with the NDTA President’s Award.

the challenges of logistics and transportation so much that he later said he never regretted completing the application for OCS. Having served with distinction in the US Army Transportation Corps, Dr. Mattingly retired from the military, entered academia, and served as professor and administrator in the Robert H. Smith School of Business, University of Maryland, for more than three decades. For 20 years he was Assistant Dean of Undergraduate Studies and later Assistant Dean of Undergraduate Admissions. During the same period he continued to teach transportation and logistics. His love of teaching and working with students characterized his academic career.

He became Co-Editor with Dr. Richard Poist of the NDTA’s flagship publication, the Defense Transportation Journal, with the August issue of 1979 and became sole editor in 1984. He held that post until the June issue of 2002. Throughout his long tenure

he served the educational goals and vision of NDTA wholeheartedly and worked hard to further the editorial quality of the DTJ. Under his stewardship, the Journal became respected by logistics practitioners and academics alike as a venue for discussing defense logistics and transportation issues.

He has also served for many years as the Chairman of NDTA’s Scholarship Committee, leading that group with wisdom and a true concern and regard for the future of the transportation community and for growing the next generation of logistics leaders. The NDTA President’s Award caps many other forms of recognition he has received, to include the Robert H. Smith School’s Dean’s Lifetime Service Award, the Outstanding Faculty Advisor Award, and NDTA’s own Distinguished Service and President’s Special Achievement Awards. He deserves this recognition and the thanks of all the transporters and logisticians he has touched and educated.

September 2010

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ndta junior executive leadership award

civilian

military

Mr. Eric Mallette

Master Sergeant Robert F. Karnes II

Washington, DC, Chapter

Scott-St. Louis Chapter

ric Mallette joined NDTA as a student member in 2007 while working for the US Surface Deployment and Distribution Command (SDDC) in Alexandria, Virginia. Upon becoming a full member of NDTA, Mr. Mallette has been a standout volunteer at many NDTA–DC Chapter Activities.

Eric is a Logistic Transformation Consultant for IBM’s Global Business Services and is part of the Joint Contingency Contracting System (JCCS) team at the Business Transformation Agency (BTA) in Arlington, Virginia. As the team’s Information Security Officer, he is responsible for ensuring system compliance with the Department of Defense (DOD) Information Assurance Certification and Accreditation Process (DIACAP) security standards, as well as validating the Continuity of Operations Plan (COOP).

As an active A-35 member of the NDTA–DC Chapter, Eric is always willing to help out with needs of the chapter. As the DC Chapter webmaster, Eric manages all website content updates, chapter-wide email distributions, and on-line event reservations.

This requires a significant time commitment and level of responsibility. Eric has done a great job running the website despite having limited prior experience with website management.

A sign of a true logistician, Eric also coordinates the monthly chapter luncheons. Mr. Mallette is responsible for registration, check-in, 50-50 raffle, and other luncheon activities. He was also an active volunteer in the DC Chapter A-35 Auction, which helped raise more than $12,000 for deserving scholarship candidates. He is truly deserving of this recognition.

aster Sergeant Robert F. Karnes II is a Command Traffic Manager assigned to the Cargo and Traffic Management Policy Branch in Air Mobility Command’s (AMC) Air Transportation Division, where he manages Category A and World Wide Express 4 Contracts, which move Department of Defense (DOD) and Foreign Military Sales cargo internationally by commercial air express transportation.

He masterfully manages the $65M Category A Contract, inspiring six DOD agencies to use AMC to transport their assets, adding $1.9M in revenue to the Transportation Working Capital Fund. Additionally, as the World Wide Express 4 Program Manager, he validated more than $500M in contract requirements, resulting in guaranteed time-definite delivery of more than 1.5 million shipments for DOD, Federal, and Military customers.

MSgt Karnes took the lead in orchestrating a contingency plan that averted 120K shipment delays in support of Operation Iraqi Freedom when FedEx discontinued service in Iraq. Furthermore, as AMC’s Productivity Enhancing Capital Investment Program Manager, he ensured the standardization of a Material Packaging Upgrade initiative at six installations, saving AMC more than $2.1M during the project lifecycle.

Finally, while deployed for six months to the 322th Expeditionary Logistics Readiness Squadron, Joint Base Balad, Iraq, he managed 78 Container Control Offices overseeing the movement and accountability of 17K containers valued at more than $85M. He is a highly respected member of the air transportation community and is truly deserving of this year’s National Defense Transportation Association’s International Junior Executive Award.

E

M

Colonel Norbert Grabowski membership recruiting awards

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Chapters

Category I

San Diego Chapter

Category II

Category III

A-35 RECRUITER TOP OVERALL RECRUITER

Houston Chapter

Washington, DC, Chapter

Defense Transportation Journal

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September 2010

Mr. Joe Escalera

Mr. Robert Morgan

Regimental Chapter

Houston Chapter

ndta scholarship recipients – national level program a

program B (High School)

program B (College)

Johnathon Beltran

Jonathan Altizer

Laura Fielden

University of Maryland

Johnson High School San Antonio, Texas

Mitchell Challacombe

Olivia Atkinson

University of Maryland

Westminster Christian Academy St. Louis, Missouri

Dale Eshbach

Pennsylvania State University

Matthew Barnum

Jason Hershman

University of Maryland

Escalon High School Escalon, California

Ted Johnson

Danielle Braswell

University of Oklahoma

Wetumpka High School Wetumpka, Alabama

Rahguv Murali

University of Maryland

Brittney Durbin

Tybur Reed

California Maritime Academy

Mascoutah Community High School Mascoutah, Illinois

Allison Schulz

Veronica Escalona

Bruton High School Williamsburg, Virginia

University of Maryland

Casey Siegert

Margaret McGuire

Ohio State University

Bloomingdale High School Valrico, Florida

Stephany Tong

University of Maryland

Britton Wilson

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Caitlin Petrucelli

Sonoma State University

Beth Winkeler

Saint Louis University

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ACADEMIC SCHOLARSHIP PROGRAM B: tuition assistance to college freshmen and graduating high school students planning to attend college. Applicants must indicate that they plan to enroll in an undergraduate degree program (there are no limits placed on the areas of study but transportation, logistics, and related fields are encouraged).

NDTA scholarship/tuition assistance funds can only be disbursed to an academic institution on behalf of the successful applicant. If the institution is not known at the time an application is submitted, the successful applicant must submit documentation showing that he/she has in fact been accepted by an institution as a fulltime student, before disbursements can be made.

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www.ndtahq.com | 41

ndta distinguished service awards

MAJ Jeremy Baran, USAR COL Rich Barnaby, USA (Ret.)

Ms. Myra Bergman

Ms. Joy Borja

Ms. Staci Benge

Washington, DC

Tampa Bay Chapter

Rheinland-Pfalz Chapter

Washington, DC

Scott-St. Louis

Mr. David Brown

Mr. Mike Carnes

Mr. Richard Cobb

Mr. Ben Cross

Mr. Grant Davis

Valley of the Sun Chapter

Scott-St. Louis

Scott-St. Louis

Tampa Bay Chapter

San Francisco Bay Area Chapter

Ms. Stephanie Dobbert

Mr. Daniel Harrier

Mr. Campbell “Scott” Hood

Mr. Keith Huppert

Ms. Kirstin Knott

Rheinland-Pfalz Chapter

Scott-St. Louis

Tampa Bay Chapter

San Joaquin Valley Chapter

Washington, DC

Ms. Michelle Sabin

MSgt Mario Saenz, USAF

Mr. Brad Schuster

Ms. S. Ivalyn Turner

Ms. Laura V. Yarbrough

Scott-St. Louis

Rheinland-Pfalz Chapter

Scott-St. Louis

Atlanta Chapter

San Francisco Bay Area Chapter

ndta corporate distinguished service awards American Military University APL, Limited ASL Avis Budget Group Baggett Transportation Company Bennett Motor Express, LLC The Boeing Company Boyle Transportation DB Schenker Delta Air Lines

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Defense Transportation Journal

DHL Global Forwarding FedEx Greatwide Truckload Management The Hertz Company IBM InterContinental Hotels Group (IHG) Labelmaster Software Landstar System Lockheed Martin Maersk Line, Limited |

September 2010

National Air Cargo Panther Expedited Services, Inc. The Pasha Group R&R Trucking RAITH - CTS Logistics Savi (a Lockheed Martin Company) Southwest Airlines Transportation Institute YRC Worldwide UPS

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

Category II San Joaquin Chapter

Throughout the year the San Joaquin Valley Chapter remained proactively involved in a continuing program of transportation information development and community awareness. It continued to support a growing and aggressive scholarship program, provide ready assistance to all local charity organizations and their respective programs, as well as veterans organizations. The Chapter’s regularly scheduled meetings and events were tailored to promote professional development and working relationships between the Department of Defense and its commercial partners. Chapter membership grew, with emphasis on recruiting A-35 members and the retention of the longtime members. Additionally, the Chapter has been recognized by local, county, and state governments as a source of support

during contingencies and disasters. Its preparedness and willingness to assist during these times is second to none.

For its leadership in these and many other professional and community activities the San Joaquin Chapter is truly deserving of recognition as an International Chapter of the Year.

Category III Scott-St. Louis Chapter

The Scott-St. Louis Chapter creates programs that provide significant value to both the corporate and individual members of the Scott AFB and St. Louis logistics communities. Its formula for success includes providing an aggressive, monthly program at no cost to the individual members, at which senior leaders as keynote speakers address current business and military concerns.

It actively encourages a cross pollination of professional programs through re-

lationships with the St. Louis University’s Center for Supply Chain Management Studies and the Armed Forces Communications and Electronics Association to provide professional growth and understanding. It also provides significant networking opportunities to foster better professional and business relationships.

This formula has ensured a growing business and individual membership and has seen corporate sponsorship increase by 39% this year. This approach created several annual, joint events, such as the very successful TechNet Mid-America 2009 Conference.

The Chapter raised more than $15,000 to fund six scholarships to the local community, in addition to $5,000 donated to the Joseph Center for homeless veterans.

All of its programs are critical to the life of the organization and have made the ScottSt. Louis Chapter deserving of this award.

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

Category II San Antonio Chapter

The San Antonio Chapter Action-35 members eagerly arranged many chapter events and were very active in other parts of the Association. A-35ers have been elected as officers and to the Board of Directors and have chaired and served on several committees. They aggressively promoted the spirit and mission of the NDTA by taking charge and arranging a Mayoral Proclamation that established Transportation Week in San Antonio and played a direct role in organizing events, which helped the San Antonio Chapter to enrich community relations by providing scholarships and educational support for deserving students, as well as coordinating volunteers to prepare and serve breakfast for Wounded Warriors and their families at the Operation HomeFront Village in

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San Antonio and at the Fort Sam Houston Fisher House.

The San Antonio Chapter is extremely proud of its A-35 members, as its A-35ers are proud of being a part of the NDTA. They are the very reason the San Antonio Chapter has truly earned the prestigious award of the Category II International A-35 Chapter of the Year.

Category II Washington, DC, Chapter

The Washington, DC, Chapter’s A-35 program continues to be one of quality due to the efforts of talented young professionals.

A-35 members and the Chapter remain steadfastly committed to the investment in the future leadership of NDTA. The A-35 members conducted a Scholarship Auction, which raised almost $15,500, exceeding last year’s total donations.

September 2010

The Chapter’s LTG Edward Honor Mentor Protégé Program continues to facilitate the growth of young professionals, as they network and gain perspective on the industry and insights into planning their future goals with leading professionals and military leaders. DC Chapter A-35 members served on committees and took leadership roles within the organization. A-35 members participate in the Chapter’s on-going community service program, volunteering to bag groceries at the Arlington Food Assistance Center and supporting the Chapter’s Christmas Wreath Laying Program at Arlington National Cemetery.

Their energy and selfless efforts provide a tremendous example and serve as an inspiration to all. For these reasons, the Washington, DC, Chapter deserves to be named the NDTA A-35 Chapter of the Year.

ndta Military unit of the year awards Since 1966, NDTA has annually honored units of the military services that have performed outstanding service in transportation or a related field. These units are selected by each of the Services and receive the NDTA Military Units Award at the Annual Transportation and Logistics Forum and Exposition.

Army US Army Active component 51st Transportation Company (PLS)

The 51st Transportation Company, stationed in Mannheim, Germany, has a mission to conduct truck transportation of containerized and palletized cargo involving all classes of supply throughout Europe, supporting US Army, Europe (USAREUR), and allied NATO units. From June 2008 to August 2009, the 51st Transportation Company was deployed to Qayyarah-West and Mosul, Iraq, in support of Operation Iraqi Freedom. The unit conducted both linehaul and convoy security escort missions of Forward Operating Base (FOB) West and FOB Diamondback. The company’s motto of “STEEL KNIGHTS!” was indicative of its unprecedented isolation, clearing, and destruction of 24 Improvised Explosive Devices (IED) without sustaining a single combat injury or loss of equipment.

The unit was at a high OPTEMPO during this mission, accumulating more than 595,764 accident-/incident-free miles on more than 330 convoy security and line-haul missions throughout northern Iraq. It was the only unit in Theater to receive two consecutive 180-day accident-free awards from the 16th Sustainment Brigade. The unit was recognized for its maintenance excellence by higher headquarters and maintained more than 53 PLS trucks, 22 MRAP vehicles, 13 armored security vehicles, and 5 M1151 HMMWVs at a 98% operations readiness rate.

Upon return from Iraq, the unit’s soldiers became deeply involved in the Mannheim Garrison community, ranging from volunteering more than 250 hours at the American Red Cross, contributing another 250 hours to the Veterans of Foreign Wars organization, starting a company basketball team, and coaching varsity sports at the Mannheim American High School.

Due to the 51st Transportation Company’s steadfast dedication to mission success and excellence in all that it has accomplished, it is named this year’s Army Active Duty NDTA Unit of the Year.

US Army National guard 114th Transportation Company (PLS)

The 114th Transportation Company (Wolfpack), a National Guard unit, is the NDTA Army winner for the Reserve Component. The unit’s home is Duluth, Minnesota. It has a Federal peace-time mission to deploy and conduct truck transportation of containerized and general cargo using the Palletized Load System (PLS). Its stated mission is to carry out and support natural disaster relief on a state and local level. This unit is newly formed, only having stood up in April 2007.

During June of that year it conducted its first annual training with 40 soldiers and 9 borrowed Palletized Load Systems (PLS). In December 2007, it added to its fleet 60 additional PLS trucks and trailers, and by August 2008 the unit strength increased to 170 soldiers. The unit became the first functional PLS transportation company in the Minnesota National Guard. In August of 2008 the Company had its first official mission to support the Republican National Convention and to assist with security of three key locations. The unit received recognition from the Governor of Minnesota, local law enforcement agencies, and the Secret Service for its superior execution of the mission.

The 114th TC was deployed in June of 2009 to Afghanistan. During deployment, the unit’s mission was to provide sustainment transportation support to Regional Command South and West. The Company drove more than 172,510 accident-free miles and moved more than 1,560 containers and approximately 1,000 items of various classes of supply. It also took part in a multi-national, multi-component mission supporting United Kingdom Army’s 10th Queen’s Own Gurkha Logistic Regiment (QOGLR). During this mission, it was necessary to navigate extremely grueling terrain, and due to frequent attacks, the drivers were behind the wheel for 30 to 40 hours in one direction.

The unit returned from deployment in early June 2010, and upon its departure from theatre, it received the highest praise

from the 68th Sustainment Support Battalion, the 43rd Sustainment Brigade, and the rest of the International Security Forces (ISAF) that it supported. It is deserving of NDTA’s recognition with the Military Unit of the Year Award.

Marine Corps USMC Active component Combat Logistics Battalion 6 (CLB 6)

Combat Logistics Battalion 6 (CLB-6) deployed to Afghanistan in support of Operation Enduring Freedom in January 2010. The battalion arrived at Camp Leatherneck and immediately began completing all required Reception, Staging, Onward movement, and Integration (RSO&I) requirements.

After completing RSO&I, in early February, CLB-6 began conducting missions in support of 3rd Battalion, 4th Marines.

Key personnel participated in Operation KHUNDEE LAHRA V with GS Motor T Company, Combat Logistics Regiment 2, moving from Camp Leatherneck to Combat Outpost Cafferetta in support of 3rd Battalion, 4th Marines. CLB-6 also began conducting Combat Logistics Patrols (CLPs) to Forward Operating Base (FOB) Delaram II in support of Regimental Combat Team 2 (RCT-2). FOB Delaram II would serve as a critical logistics hub in support of forces operating in the northern Helmand Province in the Golestan and Washir Districts.

On 5 February, CLB-6 assumed responsibility for Camp Bastion Arrival/Departure Airfield Control Group (A/DACG).

This mission included the movement of personnel and cargo throughout the Area of Operations. The A/DACG supported more than 250 fixed wing missions and 230 rotary wing missions during February.

Landing Support (LS) platoon conducted Helicopter Support Team and air delivery (AD) operations in support of Combat operations. On 13 February, CLB-6 assumed responsibility for the Kandahar A/ www.ndtahq.com | 45

DACG. Concurrently, CLB-6 convoys participated in CLPs in order to gain familiarity with the area of operations.

During the month of February, CLB-6 Marines transited more than 36,000 miles and delivered more than 6,000,000 tons of supply to FOB Delaram II, FOB Dwyer, and COP Cafferetta. The LS Platoon supported the movement of more than 1,250 short tons of cargo during this month.

USmc reserve component 4th Landing Support Battalion

Fourth Landing Support Battalion participated in nearly every form of transportation during Calendar Year 2009.

Specifically, the battalion conducted vessel operations, which consisted of moving more than 1,400 pieces of cargo totaling well over 13,700 short tons (STONS).

This included the embarkation of 700 MRAPS, which were deployed in support of Operation Enduring Freedom.

Airfield Operations resulted in the loading and unloading of more than 35 pallets weighing more than 47 STONS and 45 outsized pallets totaling more than 75 STONS. More than 25 containers weighing well over 58 STONS were processed for Overseas Contingency Operations (OCO).

Additionally, the battalion manifested and processed the movement of more than 1,500 passengers for exercises and OCO. During Exercise Natural Fires, more than 120 Helicopter Support Team Missions were conducted. The battalion was also involved in offloading more than 80 railcars, moving in nearly 150 pieces of rolling stock and 179 shipping containers. Fourth Landing Support Battalion has proven itself to be the premier landing support unit within the Marine Corps and proven itself within joint operations and exercises. NDTA recognizes its accomplishments with the Military Unit of the Year Award.

Navy US Navy Active component Navy Cargo Handling Battalion One (NCHB 1)

US Navy Cargo Handling Battalion ONE (NCHB 1) is the Navy’s only active duty cargo handling battalion—a rapid 46 |

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response, forward deployable logistics and transportation command tasked with conducting expeditionary cargo handling, air terminal, ocean, and freight terminal operations world-wide.

NCHB 1 celebrated its 60th anniversary on October 1, 2009. With its roots in the Seabees, unloading cargo during World War II’s island hopping campaigns, the command was commissioned in Davisville, RI, in 1949 and relocated to Williamsburg, VA, in 1953. Over the years, NCHB 1 has deployed to Vietnam, has served in the Cuban Missile Crisis, Desert Storm, Iraqi Freedom, and Enduring Freedom, and has supported Operation Deep Freeze continuously since 1956.

During 2009, NCHB 1’s unique capability and flexibility were key to the success of numerous real-world contingency operations and training exercises, including Operation Deep Freeze, Antarctica; Exercise Joint Logistics Over the Shore (JLOTS ‘09), Guantanamo Bay; Exercise Freedom Banner ‘09, Thailand; containerized ordnance movement in Japan, Guam, and Diego Garcia; various Maritime Prepositioning Force offloads and exercises in California, Florida, Virginia, and Crete; crane operator expertise and support to the SS FLICKERTAIL STATE articulated crane testing and evaluation; and support to the Joint Assessment Team of USTRANSCOM’s Joint Task Force– Port Opening (JTF-PO).

It truly deserves to be recognized as an NDTA Military Unit of the Year.

US Navy reserve component Navy Cargo Handling Battalion Three (NCHB 3)

Navy Cargo Handling Battalion Three (NCBH 3) is one of three Cargo Handling Battalions assigned to FIFTH Navy Expeditionary Logistics Regiments and one of 11 battalions in the Navy Expeditionary Logistics Group (NAVESLG). It is made up of 270 sailors formed into an HQ Company, four Surface Cargo Companies, an Air Cargo Company, a Fuels Transport Company, a Cargo Transport Company, and two Support Companies.

In August 2008, NCHB 3 passed its Unit Level Training and Readiness Assessment (ULTRA) certification, which made it NAVELSG’s “Ready for Mobilization Battalion” in 2009. 2009 was an

September 2010

exceptional operational year for NCHB3.

It executed the most operational lifts of any NAVELSG Battalion in 2009, performing two major surface operations in Okinawa and Hawaii; Air Cargo missions in CENTCOM and Norfolk, VA; and two fuels missions in Guam. NCHB 3 executed every one of the core competencies/capabilities asked of a Navy Cargo Handling Battalion in just one year, while supporting the Navy, Army, and Air Force commands with its core competencies.

NCBH 3 performed superbly during this period; specifically with its successful download and onload of two Fleet Hospitals on MV SHIELA MCDEVITT. This operation was performed under extremely austere environmental conditions that tested the Battalions’ endurance and Command and Control limits. NCHB 3’s tremendous resourcefulness, teamwork, and indefatigable spirit ensured its success and is indicative of the high caliber of professionalism resident in this Battalion.

Air Force USAF Active component 436th Aerial Port Squadron (“Super Port”)

The mission of the 436th Aerial Port Squadron is to ensure the efficient and expeditious movement of passengers, cargo, mail, and personal property to and from Air Mobility Command bases and other Department of Defense agencies during peacetime, exercises, contingencies, and war. Over the course of the year, the 436th Aerial Port was the primary synchronization point for more than 200,000 tons of equipment destined for Iraq and Afghanistan, transiting from surface mode to air.

Despite 30 percent of the workforce being deployed, the men and women vigilantly sustained 24/7 operations in executing 100 percent mission requirements for 6,000 sorties, accumulating an unprecedented 99 percent transportation on-time departure reliability rate. During this time, an 18-year cargo tonnage monthly movement record was shattered when the “Super Port” processed and transported 22,000 cargo tons in a single month. Furthermore, its superiority was validated during Headquarters Air Mobility Command Logistic Standardization

Evaluation Program Inspection, when the unit was evaluated on 420 processes during the movement of 2,000 cargo tons on 84 sorties and was rewarded with a rating of “Excellent.”

Always looking to improve, “Super Port” was instrumental in drafting the plan to integrate all wing command and control agencies into a centralized operation center, thus reducing redundancies by 35 percent. Known for its operational ability, it seamlessly managed the addition of 44 monthly Afghanistan channel missions without additional manpower by conducting Rapid Improvement Events to streamline the handling of equipment.

Finally, as Air Mobility Command’s busiest commercial air hub, the 436th orchestrated the successful movement of 120 cargo tons on 1,800 B-747 aircraft in the continuous support on the war on terror.

Its actions earned “Super Port” the honor of being recognized as the Air Force 2009 Large Air Terminal Unit of the Year and NDTA Military Unit of the Year Award.

USAF reserve component 193d Logistics Readiness Squadron (PA ANG)

The mission of the 193rd Logistics Readiness Squadron is to support the EC-130J Commando Solo during peacetime training and wartime operations. This past year, the unit flawlessly supported 518 sorties and 1,240 hours of Commando Solo flying operations. As the pilot unit for the Commando Solo Unit Type Codes (UTC), the unit enables Air Force Special Operations Missions that account for 244 sorties and 944 hours of air-drop/free-fall capabilities to the warfighter. It supported critical AFCENT AEF tasking, flying 300 combat sorties and 1,620 flying hours.

One EC-130J maintained a 98 percent fully mission capable rate.

The unit consistently deploys “Low Density-High Demand” UTCs, moving 75 tons and 1,258 personnel with mini-

mum manning, meeting nine Combatant Commander missions on target. It established Harrisburg Joint Airport as Aerial Port of Embarkation for troop rotations, which eased the logistics burden and cost of moving more than 600 airmen. The 193d supported the 56th Presidential Inauguration by deploying 145 personnel to participate in Joint Task Force DC and reinforced the security of the G20 Summit by equipping 70 personnel to protect 320 delegates from 19 nations. The unit’s unending commitment to the mission is reflected by the fact that 23 percent of the aircraft missions were outside of duty hours, which enabled more than 288 night flying and training missions.

This unit maintained an average of 95.2 percent vehicle in-commission rate with a 132 vehicle fleet, enabling 2,303 vehicle dispatches. It is an active participant in the Patriot Partner Aerial Port, with two unit members being recognized as top performers. It processed 4,184 passengers, 769 tons of cargo, and built 30 pallets with more than 326K of explosives on 78 aircraft. This unit is an outstanding supporter of the Wounded Warrior Project, selflessly raising $1,400 and donating more than 800 pounds of clothing to injured troops, increasing the troops’ dignity and morale. The 193d’s actions earned it the honor of being recognized as the Air Reserve Component Logistics Activity of the Year for the period ending 30 September 2009 and the NDTA Military Unit of the Year Award.

Coast Guard US Coast Guard Air Station Barbers Point

At 12.2 million square miles, the Fourteenth District is the largest operating area in the Coast Guard, and Air Station Barbers Point (ASBP) is charged with its

safe keeping. In addition to providing law enforcement and search and rescue services, ASBP supplies District Fourteen with reliable and efficient transportation of supplies, cargo, and personnel.

In the aftermath of the tragic tsunami that devastated American Samoa, ASBP was the very first responder on scene, delivering relief supplies, rescue workers, and key personnel, including the Territorial Governor. Before Department of Defense could react, ASBP established an around-the-clock “sky bridge” moving more than 82,000 pounds of relief supplies and transporting 131 personnel from multiple Federal Aid Agencies. At great risk, the unit exceeded expectations in rescuing 10 stranded Fish and Wildlife employees from French Frigate Shoals in the Northwest Hawaiian Islands from the path of Hurricane Neki. In the face of the storm, the unit skillfully landed the aircraft and took off on a remote island atoll with a short, condemned coral runway that is heavily pockmarked by time, saturated with standing water, and inundated with seabirds. The crew successfully completed one of the riskiest HC-130 rescue missions in Coast Guard history.

Tasked with upholding the economic treaties enacted by the United States and its allies, ASBP projects the Commandant’s strategic intent by partnering with multiple federal organizations and international entities to protect resources throughout the Pacific region. ASBP conducted law enforcement missions resulting in more than $1.1 million of fines. ASBP moved more than 12.3 million pounds of equipment and cargo, more than 800 passengers, prosecuted more than 160 Search and Rescue cases, saved the lives of or aided 81 people, and protected more than $61,000 of property.

The men and women of Air Station Barbers Point are the United States ambassadors to the Pacific and continue to uphold the highest traditions of the United States Coast Guard.

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SDDC Excellence in traffic management awards ARMY

Marine Corps

Mr. Daniel Dougherty

Mr. Michael Gorman

Motor Transport Officer

COAST GUARD

Ms. Beverly Ambrose

Ms. Renee Kasperbauer

AIR FORCE

Ms. Caron Martin

Operation Officer

Traffic Management Specialist

Distribution Section Chief

DLA

AAFES

DCMA

Mr. Robert Gloria

Traffic Management Specialist

Freight Rate Specialist

NAVY

Ms. Nicole Kelly

Logistics Operations Manager

Mr. Tony Wilson

Transportation Management Specialist

SpecializingSpecializing in the Worldwide in the Worldwide Movement and Movement Logistics and of Logistics of Explosives, Explosives, Munitions and Munitions and Security Classified SecurityMaterials.

Classified Materials.

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September 2010

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Cut at line & mail or fax to: National Defense Transportation Association

|

50 S. Pickett St., Suite 220, Alexandria, VA 22304-7296 | (FAX) 703-823-8761

Costs are minimal, but the rewards are great! >> Contact NDTA for more information at 703-751-5011 or visit www.ndtahq.com << NDTA Membership

Maybe you know someone who would like to join. The

National Defense Transportation Association (NDTA) is a nonpolitical and non-profit educational Association composed of government, military, and industry professionals dedicated to fostering a strong and efficient global transportation and logistics system in support of national security. Membership in NDTA affords opportunities to serve and educate the community in your area of expertise as well as other special benefits.

Corporate Membership Corporate membership in NDTA provides increased exposure and networking opportunities for those companies wanting to do business with the US government or military. Membership should be a key part of any business plan where the defense and government transportation, travel, and logistics system is the target market.

Position/Title

When you join NDTA as a corporate member, your company’s executives will have the opportunity to share ideas with top military, government, and industry officials at NDTA events.

These events are conducted and attended by high-level military decision-makers, defense and other government officials, and industry leaders—the individuals who are setting and influencing the transportation, travel, and logistics agenda for the future.

Organization

Application for Membership

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Name

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Mailing Address

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City

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Zip

Email

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Fax

$35.00 – Regular (1 Year)

Membership Type

$20.00 – SPECIAL RATE A-35 (35 years or younger) Military (Pay grade 03 & below + all enlisted grades) Government Civilian (Pay grade GS 10 & below) Retired (Not employed)

$6,895.00 – Chairman’s Circle Plus (Global or national company with multiple operating entities) $6,200.00 – Chairman’s Circle (Global or national operating company) $1,200.00 – Sustaining Member (National or Regional operating company)

$10.00 – Students

$550.00 – Regional Patron (Small Business or local operating company)

Amount Remitted $_ ____________________

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Donation to the Foundation $_____________________

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September 2010

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INDUSTRY TIPS for Preparing for Pre-Mobilization Efforts Reserve Component Readiness

I

n accordance with the 2007 Secretary of Defense Reserve Component unit mobilization directive, post-mobilization training now is considered part of the 400-day mobilization period. This effectively reduces post-mobilization training from a 90- to 120-day period to just 60 days and places greater emphasis on pre-mobilization training. Pre-mobilization readiness (which traditionally consists of warrior training, weapons qualifications and gunnery, battle staff training, and maneuver training) now must accomplish a higher level of competency among the troops to offset the condensed post-mobilization timeline.

It falls to the state National Guard unit to ensure that its sons and daughters arrive at training camp ready for work. From a logistics point of view, this means that in addition to the soldiers, the Guard must ensure that the soldiers’ sea bags and other personal items also arrive on time.

In 2010, 2,800 troops from Iowa will deploy to Afghanistan. In preparation for their pre-mobilization training, the Camp Dodge traffic management team of the Iowa National Guard coordinated the consolidation of cargo from the state’s five armories; the cargo’s transportation to Camp Shelby, Mississippi; and the planned backhaul to Iowa at the completion of training.

The move required 117 28-foot trailers.

Trailers departed Iowa and arrived at Camp Shelby in a pre-determined sequence. The delivery window for all trailers was 18 days. Trailer staging was required at Camp Shelby to ensure ready access to dock facilities, timely unloading, and quick release of equipment. The consolidation and move were handled exclusively by national transportation provider YRC. The operation was a success. The following commentary includes insights from the project with hopes that others might

Boeing

find value as they face pre-mobilization logistics operations of a similar scope.

Pre-planning is essential As transportation and logistics professionals are well aware, the details associated with a move of this magnitude are significant. The size, scale, and compressed timing for the move dictated the need for precise planning and a trusted transportation partner.

The Camp Dodge traffic management team worked collaboratively with armory personnel and the transportation engineers from YRC. This enabled the team to create realistic logistics plans for each Iowa site as well as for activities at Camp Shelby.

The traffic management team anticipated that it would take each site a little over one week to process the personal and government-issued gear for its 500-plus soldiers.

This planning guided the pickup scheduling in Iowa to ensure efficient spotting of equipment, as well as delivery precision at Camp Shelby during the time window when personnel would be stationed for unloading. To balance service requirements with financial stewardship, the traffic management team followed a just-in-time strategy.

Changes are inevitable Though the planning provided the framework for the move, it also pointed to the need for flexibility. For confidence that all shipments would arrive on time, regardless of any last-minute changes by the traffic management team, they decided to use the YRC Time-Critical™ service.

Along with peace of mind, this gave them cost-effective weekend services for Friday pickups and Monday deliveries.

In addition, each armory identified a point of contact to act as “eyes and ears.”

In preparation for the move, the local contacts communicated to Camp Dodge headquarters personnel any updates and anticipated change in needs. At the time

Final Mile Logistics

of the move, these contacts also served as the on-site “go to” people for coordinating with the drivers.

Similarly, both the traffic management team and YRC maintained points of contact at Camp Shelby. While the Guard team focused on the unloading process, the transportation company worked with camp personnel to understand their local procedures, stage equipment for sequential access to dock doors, and avoid confusion in the yard.

Communications are vital As anticipated, this was a fluid operation.

Dates and armory requirements changed as the time for the move drew near. In this regard, the traffic management team found the single point-of-contact strategy used by YRC beneficial for project coordination.

This immersion by the company in the move enabled rapid changes in plan execution and facilitated timely status updates.

At the time, this operation was the most important responsibility for the traffic management team; however, it was not its sole responsibility. The Guard team found helpful the simplified project coordination with the transportation provider, saying it allowed them to stay focused and efficient.

In summary, when developing the detailed checklists for engineering and executing the logistics associated with a major pre-mobilization or demobilization move, transportation and logistics personnel should anticipate the need for flexibility.

Despite the best of plans, disruptions are inevitable when dealing with large moves, multiple locations, and/or a compressed schedule. “Safety nets” such as access to abundant transportation capacity, service guarantees, streamlined communications, and in-the-trenches experience will likely prove invaluable and contribute to the success of your operation. DTJ

Titan Services

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September 2010

Chapter Spotlight Washington, DC Jeff Campbell Chapter Liaison Forum Volunteers As the 2010 NDTA Forum Host Chapter, Washington, DC, provided many volunteers to help out from beginning to end.

Chapter volunteers help in Forum Registration, running of the Team NDTA 5K Fun Run/Walk, set-up and break-down of the Exhibit Hall and Forum Offices, press coverage of the Forum, transportation assistance, printing and distribution of Forum Signage, hosting the Forum Hospitality Suite, banking, Duck Sales for the Adopt-A-Duck Competition, and staffing the NDTA Exhibit Booth.

Five-Time Host This is the fifth time the Nation’s Capital has served as a Forum Host City, and for the first time, it’s truly outside of the Washington Beltway. Washington, DC, Chapter President Kirstin Knott suggested the theme, “Outside the Beltway, Outside the Box,” which encourages logisticians and transporters to look beyond their comfort zone for solutions to today’s issues.

The first time Washington, DC, played host was for the 12th Annual NDTA Convention and Transportation and Logistics Forum in late November of 1957.

In the Keynote Address, MG Edmond H.

Leavey, USA (Ret.), President of the International Telephone & Telegraph Corporation, remarked that “We no longer are secure in our earlier position as the world’s leaders in scientific and technical accomplishments,” after the launch of Russia’s Sputnik II, two weeks earlier.

NDTA also reaffirmed its Memorandum of Understanding with the American National Red Cross.

The 1968 theme, “Transportation . . .

Investment in Defense,” was supported by the Chairman of the Joint Chiefs of Staff, General Earle G. Wheeler, USA, presenting the National Transportation Award.

In a keynote address, Secretary of Transportation Alan S. Boyd applauded NDTA Members for meeting increased cargo and passenger demand for the Vietnam effort.

The Forum returned to Washington, DC, again in 1973 for number 28, with welcome remarks from the Honorable Walter E. Washington, Mayor of DC, for whom the District’s Convention Center is now named.

The last DC Forum, in 1978, had the theme, “Transportation is the Key to Economic Progress and National Power.” Its sessions touched on Changes in International Shipping, Balancing Competitive and Regulatory Forces in the Public Inter-

ndta scholarship fund raising events

est, and, “What Energy Crisis?” Keynote speakers included the Secretary of Transportation and Commander in Chief, Military Airlift Command.

As of September 2010, the Washington, DC, Chapter will be holding monthly meetings at The Army and Navy Club in Washington, DC. The regular luncheon time is the third Thursday each month.

Due to the proximity to many military commands’ headquarters, the program lineup often includes high-level military and government speakers to standing room only crowds. This year, the DC Chapter has featured the Director for Logistics, J4, The Joint Staff, the SDDC Commanding General, and the Principal Deputy Asst SECDEF for Logistics and Materiel Readiness.

Washington, DC, Chapter Events • Monthly – Chapter Luncheons, 3rd Thursday of each month with guest speakers • Yearly – Mentor Program – Scholarship & Educational Programs Auction – National Transportation Week Luncheon/Event – Washington, DC/Baltimore/ Chesapeake Golf Tournament – Membership Socials – Wreaths Across America Find the Washington, DC, Chapter of NDTA online at http://www.ndtadc.org/.

Proceeds benefit the NDTA Scholarship Fund

Celebrate 2010 NDTA’s Y ea r of the Y ou ng Professional at the F ORUM! September 19

September 20

Breakout Sessions

•

• •

•

•

Designed for Young Professionals • Educating the Next Generation of Strategic Logisticians • Young Professionals in Action • Leadership Lessons for Young Professionals • Young Leader Mentoring & Educational Session

Golf Tournament Lake Presidential Golf Club Hosted by Delta Air Lines Team NDTA 5K Fun Run/Walk with PRIZES Scholarship Event Hosted by YRC Worldwide

Scholarship Event Hosted by FedEx Adopt-A-Duck Competition Duck Drop scheduled following the Chairman’s Awards Dinner

PLUS A-35 Mixer—an Evening Mixer AND A-35 Breakfast with Special Topic Discussion, “Top 10 Things to Never Say or Do in Front of Your Boss”

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September 2010

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Transportation in the Future!

Lee Jackson Senior VP & COO, Strategic Solutions, LLC

W

ith the 64th Annual Forum & Expo coming up on September 18-22, 2010, and the theme of the Forum being “Outside the Beltway, Outside the Box,” I thought it would be appropriate for me to address an area of transportation closely aligned to this theme: Transportation in the Future. Transportation is changing, and I think the changes we will see in the future will definitely change the transportation landscape of the future. The incorporation of technology, system thinking, and intermodal logistics will be fully incorporated into the policies and operations of all organizations in order to survive in the marketplace. The phraseology “cradle-to-grave” or “end-toend” will not be an expectation of customers, it will be the expected norm.

In order to support and address the threats associated with transportation security, I envision travelers to be required to send their luggage and packages in advance of their travel (maybe a day or two), to a central processing facility near the airport, train, or transportation terminal from where the travelers embark so their luggage and packages can be screened.

Once screened and approved, the luggage and packages will be sent separately on to the traveler’s final destination on a plane, train, vessel, or truck. In support of such transportation, major transportation corridors running East to West and North to South might be established at key locations to expeditiously transport luggage and packages to major transportation hubs and facilities. These corridors could be air, rail, water, or highway thruways designed solely for the purpose of transporting luggage and packages on conveyances that operate 24/7 and are operated remotely from a central processing terminal.

For cargo transportation, a similar process might take place. Shippers would send cargo to a central processing facil-

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ity near their warehouse or office. The cargo would undergo security screening and then be loaded on a conveyance for transportation to a major transportation corridor. This conveyance, which could be operated remotely, would go directly to the nearest transportation corridor or

Under this same scenario, transportation of cargo and materials currently being shipped by airplane, rail, vessel, or truck may or may not be transported by the same mode, based on the demand for the product and the time the product must arrive at its final destination. With transportation being available and taking place around the clock, ie, 24/7, shipments that normally were express shipped by air in order to arrive at their intended destination may now be able to be shipped by rail, truck, water, or highway due to reduced transit times.

With the establishment of these major transportation corridors, we would expect to see a major relocation or leveling of industry locations so they would be closely aligned with these major transportation corridors. Such relocations would be designed to minimize transportation costs and maximize service levels. In addition to minimizing transportation costs and maximizing service levels, safety of operations would be optimized because the vehicles would be operated remotely and not require pilots, engineers, captains, or drivers. The savings realized by such error-

In addition to minimizing transportation costs and maximizing service levels, safety of operations would be optimized because the vehicles would be operated remotely and not require pilots, engineers, captains, or drivers. The savings realized by such error-free operations could be passed on to both the industry and the consumer, resulting in the increased corporate investment in technology and system improvements and lower product costs. intermodal facility, where it would be incorporated into the pertinent air, rail, water, or highway transportation thruway. This process would transfer the manpower needs and security risks associated with screening the cargo on-site at the airport or passenger terminal to a central processing facility. Such a change would not only expedite the movement of passengers through the terminal, resulting in decreasing passenger wait times and more expeditious passenger processing, but also minimize the security risks at the passenger terminal.

September 2010

free operations could be passed on to both the industry and the consumer, resulting in the increased corporate investment in technology and system improvements and lower product costs.

With the 64th Annual Forum & Expo coming up on September 18-22, 2010, and the theme of the Forum being “Outside the Beltway, Outside the Box,” I thought I would get you thinking about what transportation in the future might look like and where we are going. I truly hope you enjoy the Forum and Expo. I know I will! DTJ

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www.ndtahq.com | 57

International Maritime eLearning—Update 2010 Support for DOD Logistics Irvin Varkonyi Adjunct Professor and Marketing Manager, Transportation and Logistics Management, American Military University Learning goals 1. Setting e-learning standards in the maritime industry is dependent on technology, stakeholders’ cultures, and available funding.

2. The US Coast Guard, as principle owner of Maritime Training regulations, is a critical component to direct change and facilitate stakeholder collaboration.

3. Maritime training institutions, facing increased financial burdens through traditional classroom training, seek blended learning solutions in-house as well as through external partners.

T

he 2010 NDTA Annual Forum will focus several sessions on education and training for logistics professionals, principally active duty and nonuniformed DOD personnel. The discussion of education now includes content and delivery. What is necessary to educate a logistician? What is necessary to certify competence? As written previously in this column, the new Center for Joint and Strategic Logistics at National Defense University is directing research to focus on the role of education in the Joint Logistics Enterprise. Underlying DOD logistics support is the commercial sector maritime industry, responsible for moving the bulk of cargo to OCONUS destinations. Yet the maritime industry is facing continued challenges to recruit mariners, prepare them for certification, and ensure availability of sufficient positions in the industry.

The Maritime training community gathered at the Second International Maritime eLearning conference in July at the MEBA Calhoon School where training and education professionals demonstrated updates and new accomplishments since their first gathering in 2009. E-learning remains a challenge to train mariners due to many factors—lack of industry standards for maritime courses; reluctance of the US Coast Guard to move too quickly to substitute e-learning for traditional classrooms; and 58 |

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the pace at which maritime institutions can accommodate e-learning systems.

P. Sloan Foundation, Sloan-C is now a nonprofit, member sustained organization.2

E-learning standards There are multiple institutions, essentially self forming, which seek to lay out standards for e-learning. These standards are not necessarily focused on a single industry but are intended to be inclusive of many fields. The presentation from DNV (Det Norske Veritas), an independent organization founded with the purpose of safeguarding life, property, and the environment, focused on the unique challenges of the maritime industry. These are based on regulatory compliance, global oversight through the International Maritime Organization, and dispersed corporate ownership.

Under the guidance of Dan Noonan of the MEBA School, a group entitled “Maritime Technology, Training, Taskforce (M3T) had a full day session at the conference to stimulate collaborative efforts among stakeholders with goals of developing standards and direction. Four key points were offered by the taskforce:

US Coast Guard Mariner Training The US Coast Guard operates the National Maritime Center, its licensing authority, under the auspices of the Department of Homeland Security. Their mission is “to issue credentials to fully qualified mariners in the most effective and efficient manner possible in order to assure a safe, secure, economically efficient and environmentally sound Marine Transportation System.”3 The USCG has a great burden thrust upon it to protect the entry of maritime vessels into US waters and ports based on national security concerns of terrorism, hazardous materials accidents, and cargo and human smuggling.

This burden is made more difficult because the USCG is traditionally under resourced, even more so now due to its lead role in the response to the Gulf of Mexico oil spill.

The concerns offered by the USCG focus on the measures available to ensure that proper learning has taken place, offered by the right instructor, and received by the right individual. Traditional classroom procedures have been with us a long time and normally provide necessary reassurances on meeting these components. Elearning is expected to be able to meet the same minimum standards, but the USCG is moving cautiously on the issue. The USCG has permitted two distance learning courses to be offered by the MEBA Calhoon School.

• Maximizing the use of existing administrative resources (essentially, institutions are encouraged to avoid reinventing the wheel) • Maintaining access restrictions to both physical and data resources to preserve the privacy and integrity of the course records • Integrating with existing QSS (Quality Standards System) and Management Practices • Ensuring that technical course delivery systems work as designed1 Regionally accredited universities are further along in setting standards in e-learning through organizations such as the Sloan Consortium, an institutional and professional leadership organization. It is dedicated to integrating online education into the mainstream of higher education, helping institutions and individual educators improve the quality, scale, and breadth of education. Originally funded by the Alfred

September 2010

What are the concerns of the USCG? • Identity of the individual enrolled • Identity of the individual taking USCG exams • Capability of the online instructor • Capability of the online learning management system • Which types of training courses are suitable for online learning and which are not continued on page 64

The U.S. Merchant Marine Reaffirming its commitment to the Armed Forces in time of Peace and Conflict

Transportation Institute Working for a Strong American Maritime Capability

James L. Henry President www.trans-inst.org

5201 Auth Way | Camp Springs, MD 20746 | 301-423-3335 | Pacific Coast Office: 2200 Alaskan Way, Ste 110 | Seattle, WA 98121 | 206-443-1738

Happy 65th Birthday – DTJ COL Denny Edwards, USA (Ret.) For this issue we have combined a preview of something to come based on some brief events that occurred in the formative years of our association.

M

ost of us, depending on our age, look forward to birthdays. This year, our Association celebrates the 65th birthday of our Defense Transportation Journal (DTJ). As many of you may know, it started as the Army Transportation Journal back in 1945 at the end of World War II, when our Association was founded as the Army Transportation Association (ATA). Fast forward 65 years and we recognize an important milestone to our flagship publication.

The Journal’s name soon changed in 1949 when our Association took on a new name, the National Defense Transportation Association, and a new mission; but the Journal’s purpose remained the same then as it is now. Along the way several important events occurred that laid the foundation for the professional publication we have today. Perhaps the most far reaching change was to address the immediate economic need for the fledging association and its magazine.

Therefore, in 1946 the Journal started accepting paid advertising.

As we celebrate this year’s milestone, perhaps we should call it the “foundation stone” of our magazine, we should recognize those loyal companies that stepped forward through their advertising to ensure the financial integrity of the publication. Those eight companies were: American Car & Foundry, Atlantic Gulf & West Indies Steam-

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ship Lines, Century Transportation Company, Lima-Hamilton Corporation, New Yorker Studios, Pacific Far East Lines, Pullman-Standard Car Manufacturing Company, and Southern Pacific Railroad. Equally important are the original 14 companies that joined as our first Corporate Members in 1948. Each of them pledged to enroll 20 of their key executives in the ATA. They are highlighted in the box above.

September 2010

We are proud that our Corporate Membership has grown today to nearly 300. Especially noteworthy is that all but one of those original 14 companies or their successors are still supporting NDTA today. Thank you – and Happy 65th Anniversary!

These loyal “NDTA Pioneers’ will be further acknowledged in a special NDTA Anniversary Yearbook Supplement that will build on the 50th Anniversary Yearbook published in 1994, and that will update the Association’s key activities in the last 15 years. We’ll keep you posted on the project! DTJ

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HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS AAR Mobility Systems ABF Freight System, Inc. Accor Hotels Aeros International Air Transport Assn. of America Air Transport International, LLC AIT Worldwide Logistics, Inc. American Maritime Officers American Public University System American United Logistics AMYX ARINC Army Air Force Exchange Service Arven Freight Services, LLC Associated Global Systems Baggett Transportation Co. Boyle Transportation Byrne Transportation Services, LLC Cardinal Transport, Inc. Cargo Transport Systems Co. Carlson Hotels Worldwide Chalich Trucking, Inc. Chamber of Shipping of America Comtech Mobile Datacom Corporation CRST International, Inc. CSC Crowley Maritime Corp.

CWT SatoTravel C2 Freight Resources, Inc. DAMCO Dell, Inc.

REGIONAL PATRONS AAAA Forwarding, Inc. Access America Transport, Inc. Acme Truck Line, Inc. AFC Worldwide Express/R+L Global Services Aggreko International Alaska West Express American Moving & Storage Assn.

American Trucking Associations Association of American Railroads ATS Specialized, Inc. Avis Budget Group AWARDCO Freight Management Group, Inc. Benchmarking Partners Bertling Logistics, Inc. C5T Corporation Cargotec USA, Inc. The Cartwright Companies Cavalier Logistics Center for the Commercial Deployment of Transportation Technologies (CCDoTT) Ceres Terminals, Inc. Chapman Freeborn Airchartering Chassis King C.L. Services, Inc. Coastal Maritime Stevedoring, LLC Corporate Flight Management Delaware River Maritime Enterprise Council (DERMEC)

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Delta Air Lines, Inc. Dynamics Research Corp.

Enterprise Database Corporation Express-1 Fikes Truck Line GE Aviation General Dynamics/American Overseas Marine General Dynamics NASSCO GeoDecisions Global Maritime & Trans. School-USMMA Greatwide Truckload Management Hi-G-Tek, Inc. Hub Group, Inc. Intercomp Intermodal Association of North America (IANA) Intermarine, LLC International Longshoremen’s Association, AFL-CIO Intl. Organization of Masters, Mates and Pilots Interstate Worldwide Relocation ITLT Solutions, Inc. JB Hunt Transport, Inc. Kansas City Southern Keystone Shipping Company Knight Transportation KU Transportation Research Institute Kuehne + Nagel, Inc. Labelmaster Software Liberty Global Logistics, LLC Liberty Maritime Corporation

LMI Lockheed Martin Aeronautics Co. M2 Transport Mack Trucks, Inc. ManTech International Corp.

Marine Engineer’s Benefits Association Martin Logistics, Inc. Matson Navigation Co., Inc. Mayflower Transit McCollister’s Transportation Systems, Inc. Menlo Worldwide Mercer Transportation Co. National Air Carrier Assn., Inc. National Van Lines New England Motor Freight, a Shevell Group Co. North Carolina State Ports Authority NYK Logistics Americas OAG Ocean Shipholdings, Inc. Old Dominion Freight Line, Inc. Omega World Travel OSG Ship Management, Inc. Overdrive Logistics, Inc. Owner-Operator Independent Drivers Association Panalpina Parts Associates, Inc. (PAI) Pilot Freight Services PODS Port of Beaumont Pratt & Whitney Prestera Trucking, Inc.

Priority Solutions International Priority Worldwide Services PRTM Management Consultants, LLC Radiant Logistics Partners, LLC RAITH-CTS Logistics Ridgeway International Sammons Trucking Savi, a Lockheed Martin Company Sea Star Line, LLC Seafarers Int’l Union of N.A. AGLIWD Sealed Air Corp.

Sealift, Inc. Southeast Vocational Alliance Southwest Airlines SRA International, Inc. SSA Marine Stanley, Inc. Textainer Equipment Management Totem Ocean Trailer Express, Inc. (TOTE) TQL Transportation Institute Transportation Intermediaries Assn. (TIA) Tri-State Motor Transit, Co., (TSMT) Tucker Company Worldwide, Inc. Union Pacific Railroad United Airlines United Van Lines, Inc. UPS Freight UTi Worldwide, Inc. UTXL Wagler Integrated Logistics, LLC XIO Strategies, Inc.

Dollar Thrifty Automotive Group EADS North America EMO Trans, Inc. Enterprise Holdings Erudite Company Europcar Car & Truck Rental Executive Apartments, Inc. Federal IT Consulting (FEDITC), LLC FlightWorks FMN Logistics Fox Rent A Car General Freight Services, Inc./ Coyote Logistics LLC Goverline Logistics Great American Lines, Inc. Green Valley Transportation Corp.

Hanjin Transportation Co., Ltd. Hawaii Air Cargo, Inc. Hilton Worldwide Holiday Inn VA Beach – Norfolk Hotel & Conference Center The Howland Group, Inc. HudsonMann, Inc. Hyatt Hotels and Resorts Innovative Green Solutions JAS Forwarding Kalitta Charters, LLC Korman Communities AKA a division Lakonian International Limitless International, Inc.

Logistics Management Resources, Inc. LTD Management Company, LLC Lyden, Inc. Magellan Transport Logistics Marriott International MBA | Morten Beyer & Agnew McLane Advanced Technologies MCR Federal, LLC (MCR) Meyer Trucking, Inc. Mi-Jack Products & Technology Military Sealift Command (MSC) Miramar Transportation Mobility Resource Associates Naniq Systems, LLC NCI Information Systems, Inc. Oakwood Corporate Worldwide ODINTechnologies ORBIS Corp.

OTO Hospitality Development Overwatch, LLC Patriot Contract Services, LLC Payless Car Rental Perez Bros., Inc. Philadelphia Regional Port Authority Phoenix International Freight Services, Ltd. Port of Port Arthur Port of San Diego Reckart Logistics, Inc. Royal Trucking Company Scan Logistix, Inc.

Seabridge, Inc. Sea Box, Inc. Silk Road Air & Logistics SkyLink—(USA) Sleep Inn and Suites SLT Express Way, Inc. SR International Logistics, Inc. Stratos Jet Charters, Inc. Staybridge Suites Chantilly/Dulles Airport Suite Solutions TAPESTRY - FSG Tennessee Steel Haulers Trailer Bridge, Inc. Trailer Transit, Inc. Transcar GmbH Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. Truva International Transportation & Logistics Unimasters Logistics PLC US Bank Transportation Solutions (formerly PowerTrack) US Door & Building Components US Suites Utley, Inc. Venture Express, Inc. The Virginian Suites Yurtiçi Logistics Supply Chain Management and Distribution Inc.

Defense Transportation Journal

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September 2010

Agility Defense & Government Services + PLUS American Shipping & Logistics Group (ASL) + PLUS APL Limited + PLUS Atlas Air Worldwide Holdings + PLUS The Boeing Company + PLUS Bennett Motor Express, LLC + PLUS Choice Hotels International + PLUS CEVA Logistics + PLUS FedEx + PLUS Final Mile Logistics + PLUS Global Aviation Holdings, Inc. + PLUS Horizon Lines, Inc. + PLUS IBM + PLUS InterContinental Hotels Group + PLUS Landstar System, Inc. + PLUS Maersk Line, Limited + PLUS National Air Cargo + PLUS Panther Expedited Services, Inc. + PLUS Ports America Group + PLUS Rock-It Cargo USA, LLC + PLUS Science Applications International Corp. (SAIC) + PLUS Supreme Group USA, LLC + PLUS Titan Services + PLUS Universal Truckload Services, Inc. + PLUS YRC Worldwide + PLUS Accenture American Roll-On Roll-Off Carrier, LLC BNSF Railway Co. Booz Allen Hamilton Bristol Associates CorTrans Logistics, LLC CSX Transportation DB Schenker

DHL Global Forwarding Evergreen International Airlines, Inc. Hapag-Lloyd USA, LLC The Hertz Corporation International Shipholding Corp.

KGL Holding Lockheed Martin

Norfolk Southern Corporation Northrop Grumman Corporation Omni Air International The Pasha Group Qualcomm Incorporated R&R Trucking SkyBitz UPS

These corporations are a distinctive group of NDTA Members who, through their generous support of the Association, have dedicated themselves to supporting an expansion of NDTA programs to benefit our members and defense transportation preparedness.

www.ndtahq.com | 63

Dr. Kent N. Gourdin

Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean, by Roberto Verganti, published by Harvard Business Press, 2009, $35.00 list, hardcover, 288 pp., ISBN-10: 1422124827

T

his book is very consistent with the 2010 NDTA Forum theme of “Outside the Beltway—Outside the Box.” Until now, the literature on innova-

continued from page 58

The STCW (Standards for Training, Certification, and Watchkeeping) was created in 1978 and amended in 1995 in order to ensure that US Merchant Mariners have the skills and abilities to serve aboard seagoing vessels. The International Maritime Organization (IMO) is the owner of the STCW. The US Coast Guard implements its polices through legal means established in 1978 and amended in 1995.4 There is constant interaction between the maritime industry and the USCG on modifications in STCW components and re-interpretations of training methods. STCW enables the USCG to be a key decision maker in accepting online learning standards.

Maritime Institutions and E-learning Degree granting maritime academies (directed by state education officials or the Maritime Administration) and non-degree granting maritime institutions (usually controlled by their founding maritime unions) are the primary means for mariners to be trained to work in the industry or to maintain their USCG licensing.

Among these is the Massachusetts Maritime Academy, which currently devotes significant resources to train and qualify its mariners on STCW. In an interview with Joe Keefe in Maritime Professional, Massachusetts Maritime Academic Dean Capt Brad Lima stated, “The concept [of blend64 |

Defense Transportation Journal

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tion has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In Design Driven Innovation, Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Design driven innovations do not come from the market; they create new markets. They don’t push new technologies; they push new meanings.

It’s about having a vision and taking that ed learning] has merit,” adding “We’ve got to find a way to reduce the burden of the STCW training requirements. Combining a traditional system with online training might be one way to do that.” Lima then cautioned, “There are more than a few wrinkles to iron out.”5 The State University of New York Maritime College has implemented online learning to supplement its on campus learning through Janet Peck, Adjunct Professor at SUNY Maritime.

She finds that teaching via online distance learning programs is equal in quality to the traditional classroom but understands the hesitancy of the USCG. Non-degree granting institutions such as GMATS (Global Maritime Transportation School) at Kings Point, Long Island, and MITAGS (Maritime Institute of Technology and Graduate Studies) have implemented blended learning through partnership agreements with the American Military University, an exclusively online institution and a member of the regionally accredited American Public University System. (Full disclosure: this author has represented AMU in these agreements).

Establishing in-house online learning is expensive, and the quality of learning management systems varies. Partnerships with accredited online universities may expedite their evolution into online learning.

The gathering at MEBA Calhoon raised many questions on the path toward acceptance of e-learning. All agreed that there is a future for e-learning. Collabora-

September 2010

vision to your customers. Think of gamechangers like Nintendo’s Wii, Apple’s iPod, or 3M’s Post-it. They overturned our understanding of what a video game means, how we listen to music, and, with only a slight exaggeration, office information sharing. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight. But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls “interpreters”—the experts who deeply understand and shape the markets they work in. Design Driven Innovation offers a provocative new view of innovative thinking and practice. DTJ tion among stakeholders will be a key to how quickly the future comes. DTJ 1 2 3 4 5

http://m3tgroup.org www.sloan-c.org www.uscg.mil/nmc www.uscg.mil/nmc/stcw_policies.asp Joe Keefe, Maritime Professional, June 2010, www.maritimeprofessional.com/Home.aspx.

DTJ Index of Advertisers AIT Worldwide Logistics..................................15 American Military University...........................36 APL........................................................................13 ARC........................................................................55 Bennett International Group........................ Cov3 Boyle Transportation............................................6 Budget..................................................................17 Comtech Mobile Datacom................................33 DHL Global Forwarding.....................................25 Farrell Lines.........................................................43 FedEx............................................................... Cov4 FedEx Custom Critical.......................................49 Final Mile Logistics...........................................53 FMN Logistics.....................................................21 GeoDecisions........................................................5 Horizon Lines.......................................................27 InterContinental Hotels Group.........................30 Intermodal Transportation Institute, University of Denver......................................41 Landstar................................................................39 Maersk Line, Limited...........................................1 Mayflower...........................................................29 McCollister’s Transportation............................57 Panther.................................................................51 The Pasha Group................................................19 Pilot Freight Services..........................................9 Ridgeway.............................................................48 SAIC................................................................. Cov2 Titan Services.....................................................61 Transportation Institute.....................................59 United.....................................................................2

Bennett International Group LLC is honored to serve you, our customer, the WARFIGHTER. Our Government Services division stands ready to meet your specific transportation and logistical needs. Our mission is to provide quality service, industry experts, and a responsive fleet to get the job done. Choose the company others have trusted for over 35 years. Choose Bennett, a company honored to serve.

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