Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

June 2014

www.ndtahq.com

Focus on Distribution

Synchronizing Global Distribution Planning In Transit Visibility A Tool to Enhancing the Military Decisionmaking Process The Army Container Management Strategy Shifting a Cultural Mindset, Re-Balancing Effectiveness and Efficiency, and Leveraging Technology for Sustained Landpower The NDTA Foundation Where the Scholarship Money Really Goes

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June 2014

FEATURES Synchronizing Global Distribution Planning June 2014 • Vol 70, No. 3

Publisher

LTG Ken Wykle, USA (Ret.) Editor

Dr. Kent N. Gourdin Managing Editor

Sharon Lo | sharon@ndtahq.com Circulation Manager

Leah Ashe | leah@ndtahq.com Publishing Office

NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 Graphic Design & Production ManAger

Debbie Bretches

Advertising Account Manager

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By General William M. Fraser, III, USAF

In Transit Visibility

A Tool to Enhancing the Military Decision-making Process

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By Jacob L. Hall II and Major Christopher Buckham

The Army Container Management Strategy

Shifting a Cultural Mindset, Re-Balancing Effectiveness and Efficiency, and Leveraging Technology for Sustained Landpower

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By Chief Warrant Officer Four Onedia S. Clark and Kelly Caprio

The NDTA Foundation

Where the Scholarship Money Really Goes

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By Sharon Lo

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

departments 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

Chapter spotlight | Mark Victorson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Editorial | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 President’s Corner | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Letter to the Editor | In Memory of Dr. Joseph Guy Mattingly, Jr. . . . . . . . . . . . . 22 chairman’s circle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 honor roll. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Bookshelf Ideas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 index of advertisers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Chapter Spotlight

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

Providing Value to Members at Large

COL Jim Veditz, USA (Ret.) Senior Vice President, Operations Patty Casidy VP Finance

Mark Victorson

Lee Matthews VP Marketing and Corporate Development Leah Ashe Manager, Database Sharon Lo Director of Public Relations Rebecca Jones Executive Assistant to the President Carl Wlotzko Coordinator, Banquet & Special Events For a listing of current Committee Chair-persons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at www.ndtahq.com.

Editorial Objectives The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense logistics and 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 logistics and 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 logistics and 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 and logistics. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. Editorial Content For a 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@cofc.edu Sharon Lo, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 sharon@ndtahq.com

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Vice President – Membership, NDTA

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ou may or may not have heard someone at NDTA headquarters use the term “member at large” over the years. Perhaps you are a member at large. If you are not familiar with the term, being a member at large simply means that you do not live or work close enough to a chapter to participate in local chapter events. While members at large often do not receive the recognition that our organized chapters do, they are quite an important group to NDTA, making up just over nine percent of its membership. In fact, if members at large were an actual chapter, only the Washington, DC Chapter would be larger. But while these members are very important to NDTA, it can be challenging to know the best ways to provide value to these members.

Obviously there is some value to membership in NDTA that all members receive—travel discounts, the Defense Transportation Journal (DTJ), the NDTAGram, discounts to NDTA events, etc. But, if you can’t take advantage of local chapter events—the networking and professional development those events provide—are you missing out? I would say five years ago, yes, you probably were missing a significant piece of the pie.

However, nowadays it is entirely possible to obtain this value through other methods.

First, let’s address the issue of networking. With the advent of social media, networking has changed greatly over the last decade or so. NDTA is active on Facebook, Twitter, and LinkedIn, and I hope that all of our members are taking advantage of what these outlets can provide. On Facebook we often post pictures of what’s happening around the NDTA world. On Twitter we provide updates on current happenings, and our LinkedIn group, which boasts over 1,500 members, provides a place to

make connections, as well as participate in discussions. If you have not already liked us, followed us, or connected with us, do it today!

As for members at large missing out on professional development opportunities, we have recently started to turn this around, thanks in large part to assistance from the Washington, DC Chapter. As the largest chapter, and the one with the easiest access to military and government leaders, the Washington, DC Chapter is lucky to get some great speakers at its luncheons each month. This year, the chapter has agreed to allow NDTA Headquarters to record these speakers and post the recordings to the NDTA website (with the speaker’s permission of course). Thus far we have posted recordings of Donald Stanton, Deputy Assistant Secretary of Defense for Transportation Policy, Office of the Secretary of Defense; MG Edward F. Dorman III, USA, Assistance Deputy Chief of Staff, G-4; and LtGen Robert R. Ruark, USMC, Director of Logistics, J4. We are thankful to both the chapter and speakers for letting us share these recordings with you, and we hope that all NDTA members will take advantage of having these recordings at their disposal.

To access these recordings go to www. ndtahq.com and click on “Login” on the upper right side of the page. Login using your member number and password, then look for the option “Click here to view NDTA Meeting Reports, Presentation Materials, & Recordings.” While you are on this page, I recommend exploring what else is there, including presentations and recording from national events, and minutes from the NDTA Board of Directors Meetings. While members at large may not often get to attend NDTA’s events, having access to continued on page 28

EDITORIAL Challenges for the CRAF Dr. Kent N. Gourdin, Editor, DTJ Director, Global Logistics and Transportation Program College of Charleston

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recently read an interesting column in one of my favorite industry periodicals concerning the impact of the ongoing drawdown of military forces on the Civil Reserve Air Fleet (CRAF). As you may know, I have followed the CRAF for many years beginning with my doctoral dissertation back in . . . well, never mind.

The first paper I ever published had to do with the CRAF and where it fit (or didn’t fit) within our national transportation policy at the time. The gist of the recent column was that several CRAF carriers were experiencing significant economic losses as a result of the downturn in military business, to include bankruptcy.

For those of you that may not be familiar with its history, the CRAF was actually formed in 1951 and represents a voluntary partnership between US airlines and the Department of Defense (DOD). The key word here is voluntary: the carriers agree to provide aircraft to the military in time of need and, in exchange, can compete for peacetime airlift contracts to move DOD passengers and freight.

Both sides win: the military gains access to contingency air transport capability without a huge investment in organic assets—that everyone hopes will never be needed—and the companies can (if they desire) augment other revenue streams with government business. (There was never intent for military charters to be an airline’s chief means of support.)

The CRAF has never been fully activated and has only been partially implemented twice: once in the early 90s and again ten years later. In both instances, the time frames were relatively short as military assets and existing peacetime contracts were able to ramp up to meet the nation’s needs. The program resulted from DOD’s realization following the Berlin airlift of the need for supplemental airlift to support a major national defense emergency. When one thinks of all the

changes that have occurred in the world since 1951, the enduring success and continued value of the CRAF program to America’s defense posture is truly remarkable. America’s airlines provided support to the military throughout the Cold War, the Vietnam conflict, and two wars in the Middle East. At the same time, the industry itself was going through significant changes as well: the move from reciprocating to jet engine aircraft, deregulation, rising fuel costs, and a global recession, to name just a few.

Over the years, I have worried (and written) about how many of these changes might adversely impact the CRAF. I feared that the fallout from carrier failures in the 80s and early 90s would decimate the survivors’ ability to meet the needs of national defense. Nope. I worried the shift to two-engine long-range aircraft would have the same effect. Didn’t happen. Finally, I remember lamenting the inability of civilian aircraft with their low-wing design to handle large and heavy types of military cargo. Well, I guess that’s still true, but the DOD adapted by finding a foreign (i.e. non-CRAF) carrier operating suitable airplanes that could augment the organic fleet for those missions.

LETTER TO THE EDITOR In Memory of Dr. Joseph Guy Mattingly, Jr. See Page 22

In short, this DOD/Industry partnership has truly stood the test of time. Both sides have had to react to changes in their respective environments and have done so while maintaining the strength of the relationship. Unfortunately, this latest downturn has hurt some carriers; hopefully, they will find other sources of revenue.

But the reality is that the nation’s strategic airlift assets and support activities must be utilized to the extent necessary to maintain readiness. If the total amount of transportation needed to support US defense interests falls, the drop must be evenly absorbed by both the DOD and the carriers. Over the life of the CRAF, such cycles have come and gone, and will continue to do so. The important thing is that this partnership is one worth keeping and will continue to provide important benefits to all parties concerned for years to come. DTJ

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June 2014

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PRESIDENT’S CORNER New Meetings Continue in 2014 and Look for New Faces Too! LTG Ken Wykle, USA (Ret.) NDTA President

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DTA completed a successful year in 2013. Though last year was difficult financially, operationally it was a very good year. The year began with high hopes and expectations. We made plans for our annual Forum in San Antonio, embarked on a site visit, selected venues, and started developing our program.

On March 1, 2013 sequestration became reality, and everything changed. The Forum was suspended, the Spring SDDC Training Symposium was cancelled, government travel was curtailed, and uncertainty permeated the environment.

The NDTA Headquarters staff began to brainstorm ideas and options for working within the constraints of sequestration and ways to continue to provide value for our members.

We coordinated closely with USTRANSCOM and developed a plan to co-sponsor a meeting in St. Louis. Together, we constructed a program that encouraged dialogue, an exchange of ideas, and the sharing of knowledge between the military and industry. Adding to the uncertainty, the Federal Government shut down occurred two weeks before the meeting. With the support of USTRANSCOM, the meeting was held as scheduled. We were able to continue with the meeting because of the detailed planning, the co-sponsorship agreement, the close proximity to DOD facilities, and the fact that the meeting was held at little-to-no cost to the government. Survey results immediately after the meeting showed it was an overwhelming success. We are building on that success by co-sponsoring another NDTA-USTRANSCOM Fall Meeting in St. Louis, October 28-30, 2014. Hold these dates on your calendar and plan to attend. More information will be available on www.ndtahq.com/FallMtg14.htm as it becomes available.

Simultaneously while planning for the 2013 Fall Meeting, we coordinated with the Society of Government Travel Professionals (SGTP) to tack on a one day meeting to their event in September. Titled the Defense Travel and Government Transportation (DTGT) Meeting, it was held in Alexandria, VA in order to reduce/ eliminate travel expenses for the government attendees and to provide value to our members. This meeting was well received and we completed the second iteration May 21-22, 2014. Our intent is to provide members an opportunity to network and share knowledge with government departments and others that have transportation and travel requirements, or that issue policies and regulations that impact your businesses, e.g. Department of State, Non-Governmental Organizations (NGOs), Foreign Military Sales, Department of Transportation (DOT), Department of Labor (DOL), among others. You will find a wrap-up of the DTGT Meeting in the next issue of the DTJ. During 2013, we continued with all of our functional committee meetings, Executive Working Groups (or EWGs, including the first Surface EWG meeting held in July), and the Transportation Advisory Board (TAB) Meeting. Major actions worked in the committees or EWGs included: drafting a methodology for the motor carriers to comply with the Service Contract Act (SCA); lending the Military Aviation Advisory Committee’s (MAAC’s) voice to the Air Mobility Command (AMC) sponsored Civil Reserve Air Fleet (CRAF) study; championing the need for Maritime Security Program (MSP) appropriations; and participating in MARAD’s efforts to develop a National Maritime Strategy. The value of corporate membership in NDTA is having a voice in discussions on issues that have a significant

impact on your businesses, and the opportunity to network with other industry leaders and senior government officials to discuss issues of mutual interest.

To summarize 2013: due to sequestration, uncertainty, and having to suspend our major events, it was a “break even” year financially. Operationally it was an excellent year, with committee meetings, EWGs, TAB, and other meetings providing great value to participating members.

If the first half of the year is any indication, 2014 stands to be another excellent year operationally. We just completed very successful TAB and Spring DTGT Meetings, held the second Surface EWG, briefed the proposed SCA compliance methodology to DOL, and provided “final” comments to AMC on the CRAF Study. To gain maximum benefits from your corporate membership, actively participate in the committees, meetings, and other activities.

An area that does need improvement is individual memberships. Most organizations are seeing a decline in individual members. Some believe it is because of social media, others attribute it to demographics, the demands on members’ time, the number of available alternatives, or a variety of other factors. I believe it is more a lack of knowledge about the value of belonging to a professional organization and making personal connections. It is difficult for some to understand the value of a personal network. Yes, you have friends on Facebook, you text, perhaps you connect through LinkedIn, but these are not subcontinued on page 28

W EL C

ME

NEW corporate

members as of May 15, 2014

Sustaining • Albert Moving & Storage • USA Jet Airlines

corporate member upgrades Chairman’s Circle • CSX Transportation

www.ndtahq.com | 7

Synchronizing Global Distribution Planning

By General William M. Fraser, III, USAF, (former) Commander, United States Transportation Command (USTRANSCOM)

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n January 2014, the Undersecretary of Defense for Policy signed the DOD Global Campaign Plan for Distribution (GCP-D) 9033. USTRANSCOM is now able to accomplish its Unified Command Plan (UCP) mission to synchronize distribution planning in order to establish an effective and efficient Global Distribution Network (GDN), and ensure distribution support to the greater Department of Defense (DOD) mission. Many ask the question, “What does it mean to “synchronize” the planning process…and why is it important?”

Additionally, “How should USTRANSCOM execute its synchronizer role? Who benefits from this synchronized planning process and what benefit is gained from participating in the process?” In the following paragraphs, I will address each of these questions and describe how GCPD 9033 will accomplish its annual mission to systematically improve and synchronize distribution planning.

The term “synchronization” has multiple definitions and each definition is based on the situation. Joint Publication 1-02 defines “synchronization” as: “The arrangement of military actions in time, space, and purpose to produce maximum relative combat power at a decisive place and time.” The challenge now is to determine how this definition pertains to deployment and distribution, and applies to the associated planning

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process. GCP-D 9033 can be thought of as a musical score for an orchestra, where the timing of the notes made by the multitude of instruments are what produces music out of the potential chaos of uncontrolled and unsynchronized sounds from the individual instruments.

In the Global Distribution Synchronizer (GDS) case, the GDN is the complex entity that includes infrastructure, conveyances, C4 systems, access and agreements. Using these “instruments,” USTRANSCOM in support of the other Combatant Commands has the role to serve as the conductor that synchronizes the “musicians” together for a common goal to deliver harmonized music. USTRANSCOM synchronizes resolution of multiple distribution and deployment issues across the global theater to achieve a resilient and sustainable GDN. For USTRANSCOM, synchronization of planning also means coordinating individual actions of members of the Joint Deployment and Distribution Enterprise (JDDE), working in unison and following a common framework to achieve a common goal…a synchronized planning process that interconnects our combatant commands and their distinct distribution requirements. Delivering a repeatable, predictable and flexible process is critical to our ability to successfully synchronize global distribution and deployment and must be performed routinely.

In the Global Distribution Synchronizer (GDS) case, the GDN is the complex entity that includes infrastructure, conveyances, C4 systems, access and agreements. Using these “instruments,” USTRANSCOM in support of the other Combatant Commands has the role to serve as the conductor that synchronizes the “musicians” together for a common goal to deliver harmonized music.

USTRANSCOM synchronizes resolution of multiple distribution and deployment issues across the global theater to achieve a resilient and sustainable GDN.

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Synchronization is composed of foundational Phase 0 activities which set the conditions for success; essentially showing what “right” looks like for the JDDE and providing that essential backbone for future phased operations. How effective the GDN performs in later phases of operations is based on how well the network is shaped in Phase 0. USTRANSCOM is the only command that employs a global distribution focus vice a regional approach to complement and support the Combatant Commands. This expanded focus enables global synchronization across the Combatant Commands’ Theater Distribution Plans (TDPs); identifying those distribution gaps and seams that hinder smooth distribution and deployment planning and subsequent flow across the individual Combatant Command’s Areas of Responsibility (AOR).

History provides numerous lessons learned that verify that when setting the conditions for military success, it is far less expensive and quicker to be proactive than reactive in logistics and distribution planning. This lesson points to the importance of engaging early in the planning process since distribution solutions traditionally require considerable time to develop and implement. This considerable time requirement is one of the driving factors to synchronize the global planning process. Driven by the current resource-constrained environment, shared or finite resources across the JDDE call for a more synchronized approach to Phase Zero planning. Looking at the codependency across GCC borders, regional requirements also dictate an early and deliberate planning approach to sequencing and prioritizing distribution efforts. Other benefits from early synchronization include preserving independent operations and the “warfighter’s” freedom of action; creating distribution network resiliency; and enabling flexible execution options. Now more than ever, distribution planners need to prioritize what issues are most critical in this era of declining resources to enable simultaneity of operations.

As an example, let’s examine our Joint Task Force, Port Opening (JTF-PO) capability. In the 2003-2005 studies, after action reports recognized critical gaps and shortfalls in our ability to rapidly establish, initially operate, and clear a port 10 |

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of debarkation. In 2005, the Focused Logistics Warfighting Assessment formally identified a need to fill this gap, to include the requirement to conduct cargo handling and movement operations to a forward node. In 2006, we moved from a Joint Chiefs of Staff Tank Brief to certifying Aerial Port of Debarkation (APOD) Initial Operating Capability (IOC) in just nine months. Seaport of Debarkation IOC followed in 2009. JTF-PO spanned five years from formal identification of the issues to full operational status. Luckily this was just in time to respond to the 2010 Haiti earthquake. LTG P.K. Keen,

USTRANSCOM is the only command that employs a global distribution focus vice a regional approach to complement and support the Combatant Commands.

This expanded focus enables global synchronization across the Combatant Commands’ Theater Distribution Plans (TDPs); identifying those distribution gaps and seams that hinder smooth distribution and deployment planning and subsequent flow across the individual Combatant Command’s Areas of Responsibility (AOR). the US Southern Command, Deputy Commander, stated that JTF-PO “saved the day.” This example illustrates that critical issue resolution of this type does not happen overnight, instead we have to identify the challenges we will be facing in the next five years and beyond.

With these long resolution times, we must identify how to synchronize the dis-

June 2014

tribution planning process to get ahead of capability gaps and single points of failure within our GDN. GCP-D 9033 provides that synchronized planning tool that takes an annual, iterative approach to identifying distribution gaps or issues.

The plan executes four sequential stages annually: Issue Identification; Issue Prioritization; Issue Resolution; and, an update to the Under Secretary of Defense for Policy which includes a Campaign Plan Assessment. Issues are drawn from many existing sources such as: the latest strategic guidance; existing plans; GAO reports; lessons learned; and, already programmed studies, which identify gaps and seams in our plans and across the GDN. These gaps and seams, or issues, are then prioritized for resolution based on risk and mission impact. The findings also allow informed resource allocations across the Department.

Although the plan provides great potential, there are also challenges associated with this synchronizer role.

Overcoming perceptions of a loss of operational control required an aggressive information campaign when the team first began drafting the plan. In this first year of execution, challenges such as rebalancing force structures, bed down changes transitioning to a more CONUS focus, increased area access and area denial challenges, shifts in strategic focus and budget cuts for the Department will continue to impact how we plan and operate.

Looking back at the synchronizer role under my tenure as the United States Transportation Command Commander, the role has evolved greatly. I took command just after USTRANSCOM stood up a Northern Distribution Network (NDN) in support of Afghanistan through a process that was reactive and slow to need. This highlighted the need to change to a more proactive look at the GDN. The NDN, although highly successful as an alternate to the ground route through Pakistan, required considerable time. USTRANSCOM planners worked with Central Command, other agencies and departments to build international distribution relationships and examine options with commercial partners. Much of this extensive coordination could have been completed in advance of the emergent need. Although

there are some relationships that are hard to predict and can’t be worked ahead of a crisis, along with the fact that international organizations and leaders, to include the UN, take their own independent actions, the NDN highlighted the importance of proactively cultivating relationships during Phase 0 vice during combat operations.

This proactive look at our Global Distribution Network is one of many benefits to the Plan’s customers. Our customers include Combatant Commands, individual Services and multiple Agencies. The Services are dual roled as both customers and enablers as the team works through the stages of GCP-D 9033. Included in the Plan’s beneficiaries are our interagency partners. Balancing the needs of multiple customers who use the same distribution network is a critical part of USTRANSCOM’s synchronization role. Through GCP-D 9033, USTRANSCOM looks at each of our customers’ needs with a unique global lens. Support for one GCC often requires transit through multiple GCCs, which could easily be missed with only a regional focus. GCP-D 9033 also

provides a common TDP framework to help highlight issues between TDPs and Theater Campaign Plans. GCP-D 9033 has an additional benefit of being a Joint Strategic Capabilities Plan (JSCP) tasked

As we’ve shown, GCP-D 9033 is a valuable, deliberate, annual process to assess and enhance the Global Distribution Network. It is important to remember that it is a Phase Zero plan based on the

Balancing the needs of multiple customers who use the same distribution network is a critical part of USTRANSCOM’s synchronization role. Through GCP-D 9033, USTRANSCOM looks at each of our customers’ needs with a unique global lens. Support for one GCC often requires transit through multiple GCCs, which could easily be missed with only a regional focus. GCP-D 9033 also provides a common TDP framework to help highlight issues between TDPs and Theater Campaign Plans.

plan that brings the right people to the table to develop resolution plans for issues affecting the GDN. Through the annual update to the Undersecretary of Defense for Policy, GCP-D 9033 gets visibility on prioritized Global Distribution issues that the Plan identifies as high risk, but could otherwise be buried in data or assumed away. This also brings logistics to the forefront of the plans community.

premise that our definition of success is based on how effectively we proactively synchronize distribution and deployment processes. USTRANSCOM’s responsibility to synchronize the distribution planning process is essential to effective and efficient management of the GDN, and support to the greater DOD mission. Our customers depend on us to live up to our motto of “Together, we deliver.” DTJ

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A Tool to Enhancing the Military Decision-making Process By Jacob L. Hall II, Sustainment & Distribution Specialist, HQ United States European Command Directorate of Logistics, Deployment and Distribution Operations Center (DDOC) and Major Christopher Buckham, Logistics Officer, Royal Canadian Air Force (RCAF), HQ United States European Command, Directorate of Logistics

F

or as long as wars have been fought, commanders have struggled with sustaining their troops and ensuring that goods needed to meet their objectives were readily available when required. Countless military thinkers and historians have highlighted the importance of logistics in an effective military strategy. Prussian General and military thinker Carl Von Clausewitz defined military strategy as the linking together (Verbindung) of separate battle engagements into a single whole, for the final object of war.1 These engagements, or functional areas, can best be described as infantry assaults, artillery barrages, or logistical functions during the life-cycle of a specified campaign.

While many areas exist, and are critical elements to achieving success during the campaign, one can argue that logistics is one of the most important.

Logistics in essence is the management, transportation, storage, and distribution

of resources from one point to another to meet a requirement. However, an integral part of the logistical process that usually takes a back seat is what happens in between, and how the movement and future availability of these assets affects command decisions in the fog of war.2 Early in the Napoleonic wars (18031815), Napoleon Bonaparte established the first train regiments solely dedicated to moving supplies and equipment where commanders needed them the most.3 While this strategy enhanced the overall distribution of supplies, the problem of monitoring the transit of cargo was still lagging behind. During the late 18th and majority of the 19th Centuries commanders had to rely heavily upon horseback riders, hand-written letters, and couriers to know the whereabouts of in-transit supplies. The Information Age has provided modern military forces with tools that were unimaginable during Clausewitz’s time. One tool in particular

1

2 3

Carl Von Clausewitz, On War, translated and edited by M. Howard & P. Paret, Princeton University Press (1976).

Ibid A. Millett & P. Maslowski, For the Common Defense, Free Press (1994).

is the ability to monitor the In-Transit Visibility (ITV) of essential supplies and equipment needed on the battlefield. On today’s battlefield, commanders have the ability to locate personnel, supplies and equipment as fast as a computer server can process a request. With the easy access to the internet and logistic platforms such as Single Mobility System (SMS), the national Radio Frequency In-Transit Visibility (RF-ITV) server, IGC/GTN (Integrated Development Environment/ Global Transportation Network), and a host of other systems, commanders now have more flexibility when developing the logistical framework of a military operation.

What is ITV?

The uniformed definition for ITV, according to US Army Field Manual 55-1, is the capability to identify the location of resources at any moment in the distribution pipeline.4 Simply stated, ITV is an

4

Army Field Manual 55-1, Transportation Operations (1998).

The views expressed in this article belong solely to the authors and do not necessarily reflect the official policy of the US Government or Department of Defense.

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automated system used by both the military and commercial industry to monitor items moving in various conveyances from the point of origin to the point of need.

A classic example would be that 15 critical repair parts were ordered by 2/58 INF at Fort Benning Georgia, but these parts are made by a government vendor in San Francisco, California. Hypothetically, when a Materiel Release Order is dropped, it can be tracked from California to Georgia with a certain amount of accuracy. Although during the transportation phase, for some reason the cargo destined for Georgia that was already enroute was diverted to Fort Bragg, North Carolina. ITV and the capability it possesses today would allow a commander and his or her staff to precisely locate where the cargo is and divert that cargo to the new point of need.

ibility, especially diverting much needed equipment enroute to another destination, could serve as the turning point in achieving a stated objective. Furthermore, ITV provides commanders and their staff with value-rich data that can be used during the planning process.

While ITV has its benefits and is a proven logistical tool, over the past 25 years the same tune has often been heard regarding how ITV can best be used.

In 1990-91, during Operation Desert

not keep track of containers in transit on commercial carriers.6 The key to accurate ITV information, especially during unit moves, starts at the tactical level. ITV information used by commanders is only as good as the data entered into the system, garbage in, garbage out (GIGO). After observing tactical and operational level units “build” their deployment data into various AIS such as the Transportation Coordinators’ Automated Information for

Is ITV a value-added process?

Today, the data used to provide commanders with reliable ITV is gathered from a cornucopia of automated systems.

Rather than having to rely on day- or possibly week-old information as was the case during the Napoleonic Wars, commanders have real-time data. For the most part, this data is accurate and can be used to help commanders “size-up” the logistical picture; nonetheless, issues do exist. Over the last 20 years, both government and industry have invested vast amounts of time, money and manpower in the development and accuracy of ITV systems. According to the US Army Combined Arms Support Command (CASCOM), the benefit of employing ITV provides decision makers at all levels of command and throughout the logistics pipeline with accurate, near real-time data to collaboratively plan, prioritize and redirect logistics operations. Additionally, CASCOM notes that ITV provides the means to track and re-allocate units, equipment, and supplies that are en route to a certain location.5 In itself, this capability as aforementioned would provide a critical opportunity to shift resources allowing commanders to adapt to ever-changing situations common to the battlefield. This flex-

5

In-Transit Visibility (ITV), US Army Combined Arms Support Command (CASCOM), Retrieved from http://www.cascom.army. mil/g_staff/cdi/esd/itv/

Army Maj. Tony Miller of the Tennessee National Guard explains shipping labels on outbound cargo during a training event. Africa Deployment Assistance Partnership Teams traveled to Uganda from Feb. 20 to Feb. 24, 2012, to train Ugandan soldiers in logistics requirements for deployments. Courtesy photo www.defense.gov.

Storm, commanders often found that equipment supposedly packed and deployed to Southwest Asia was in fact missing. To make matters worse, upon redeployment the same occurred. In 1992, the Government Accountability Office (GAO) found that the Army did not have oversight and control over its materiel during deployment and redeployment due to improper container documentation, slowness in transportation system processing in Southwest Asia, and materiel never reaching its proper destination; during the rapid redeployment at the end of Operation Desert Storm, existing problems were compounded by the failure to do inventories and documentation before shipping materiel back, causing delays and backlogs at receiving ports, and difficulty in determining specifically what was missing; and finally the Army could

Movement System II (TC-AIMS II), the Automated Air Load Planning System (AALPS), the Global Air Transportation Execution System (GATES), the Integrated Computerized Deployment System (ICODES), and many other AIS, it has become clear that while the majority of the data entered is correct, mistakes do occur resulting in skewed or missing data. Over the last few years, emphasis has been placed on the necessity of Level 4 & 6 content data to accurately track movements. However, a common theme in the Department of Defense is that level 4 & 6 content data is too time consuming and not that beneficial. If accu-

6 U.S. Government Accountability Office (GAO), Operation Desert Storm: Lack of Accountability Over Materiel During Redeployment (1992).

www.ndtahq.com | 13

rate ITV information is to be obtained, users must ensure that both level 4 & 6 content data is entered accurately.

On the other hand, human error is not the only factor that may flaw the accuracy of ITV data. As previously noted, to obtain effective and reliable ITV data, information is pulled from a host of automated systems, therefore creating a possible technological communication failure. While for the most part the systems in place perform as expected, occasionally a glitch may occur that causes anomalies in data. Obviously this is a fact taken into consideration when using ITV data.

of technology has resulted in an exponential increase in the potential capability of logistics to become ever more effective.

However, what is of great interest is the negative impact of the advancement of technology on the oversight and execution of operations.

Expectations

From a historical context, it is fascinating to read about the pace of operations being driven by the speed of the support that may be coordinated to support operations. It is a widely understood fact that

ity of their logistics system to get what they needed where they needed it and when they required it.8 Thus, despite the fact that they were infinitely more technologically advanced in terms of mobility and firepower than the Gauls, they were actually more restricted in their ability to move because their primary requirements for operations (panzers and mobile infantry) were unable to move due to lack of fuel.

Modern strategists and operational planners have learned from history and have made concerted efforts to not repeat

The Strategic stance on ITV

Admiral Raymond A. Spruance, United States Navy once said that “a sound logistics plan is the foundation upon which a war operation should be based.” From the perspective of the strategic level, Combatant Command (COCOM) Deployment and Distribution Operations Centers (DDOC) utilizing ITV to monitor movements in and through a given theater is a key ingredient to the sound logistics plan.

If each system of record is compatible and can communicate across each service, we’ve achieved a major win in sustainment and distribution operations. ITV is used at the strategic level to monitor a myriad of movements from Inter/Intra Theater channel utilization, to highly sensitive or classified moments, and almost anything that can be identified between.

Senior leaders within the Department of Defense rely upon these tools to better gauge how forces are performing, whether during exercise or operations. While there are proponents against ITV, given that we are currently living in the information age, it is obvious that tools such as these will continue to enable senior leaders to make well rounded decisions based on how said leader determines to sustain his or her troops.

ITV the Hidden Cost

With the advent of technology allowing users to track and monitor in real-time the transit of goods throughout the world by whatever means, much that was unforeseen and remains, for the most part, unresolved has changed relating to the impact that this has had on the oversight and execution of operations themselves. It is an irrefutable fact that the advancement 14 |

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Pallets and containers of equipment sit in a logistics support area during Operation Desert Shield. US Army photo

by Staff Sgt. F. Lee Cockran

as equipment and armies became larger and more complex, the challenges of supporting them became manifestly more difficult. Thus, it was that a Gaulish army of 250,000 could advance on Rome during the period of Marius at a steady pace of what the average member could cover on foot in a given day.7 Their limiting factors were speed of movement, and access to food and materials for cooking. Fast forward to German operations outside of Moscow during Operation Typhoon (the advance on Moscow in October 1941) and it is clear that the critical point of failure for the Wehrmacht was the inabil-

the failures of the past. The technological revolution that has seen the emergence of the computer and its apparent limitless capacity to track and monitor, has provided planners with the tools to engage and oversee planning and execution with unprecedented access. While on the surface this may appear to be a good thing, after all, this would allow for adjustment and intervention if the situation, assumptions, commander’s intent or requirements of the users changed, it also is, as the saying goes, “a double-edged sword”.

One of the most interesting changes to come out of the advent of the develop-

7

8

June 2014

Gareth Sampson, The Crisis of Rome: The Jugurthine and Northern Wars and the Rise of Marius, Pen and Sword Publishing (2010).

Jack Radey and Charles Sharp, The Defense of Moscow 1941: The Northern Flank, Pen and Sword Publishing (2013).

ment of technology such as ITV has been a marked increase in the expectations of the operators on the level of support provided by the logisticians. There has always been frustration when items have gone astray; however, in a paper world with telephone communications, it was understood and accepted that there would always be a delta between demand and execution. This delta has significantly diminished in size with the advent of technology as operators view civilian industry such as FedEx or DHL with tracking systems allowing for immediate identification and location tracking of goods.

This level of expectation has been transferred to military logisticians with the result that logisticians are given far tighter timelines within which to plan and execute than has been the case, failure to meet requirements is met with a far lower level of tolerance, and professional military logistics advice may be dismissed or challenged due to the commanders exposure or experience to civilian capability.

Lack of Logistics Specialization

It is of some importance that militaries strive to become as efficient as possible.

Notwithstanding the fact that they do not operate under the same financial baseline operating model as civilian industry, they are still beholden ultimately to the taxpayers of their nation states. That being the case, leadership is under consistent pressure to streamline capabilities. The panacea for this has been the advent of technology and the development of a paradigm which promotes the replacement of traditional methods with computers.

What has transpired has been a consolidation of traditionally mutually supportive but operationally unique trades and classifications. This effort, driven by the perception of capabilities such as ITV, has driven down the level of institutional expertise while concurrently driving down personnel numbers.9 While this has resulted in a short term reduction in cost, the medium- to long-term effects have proven to undermine much of the efficiencies that were initially recognized.

9

Tarnished Brass: Is the US Military Profession in Decline?, Retrieved from http://www.worldaffairsjournal.org/article/ tarnished-brass-us-military-professiondecline

Ultimately, demands of the system have forced a re-evaluation of this all-singing/ all-dancing logistics capability.

Micromanagement

Technology, providing as it does, the ability to deliver information in real time covering vast distances and prodigious amounts of information, has, in many cases, become the driving force behind the insidious collapse of traditional doctrinal command and control. Doctrine, as defined by western militaries, has been identified as having control at three unique levels: strategic, operational, and tactical.

Commanders want and need information to make decisions. The advancement of technology has provided unprecedented access to data/information right down to the tactical level for the strategic planner or commander. This situation has created an environment wherein commanders regularly interject into and seek to influence decision making from a distance formerly impossible to contemplate. This in turn has led to a disruption in the efficient command flow as the provision of data has begun to override execution of the mission. Case in point is the fact that US Transportation Command Tanker Airlift Control Center (USTRANSCOM TACC) regularly contacts C-17 aircrew directly via cellphone to determine status of delivery; this despite the fact that the C-17 is equipped with a ‘weight on wheels’ system that automatically sends information to TACC regarding the location of the cargo upon landing.10 This ITV system, providing as it does, real-time data, has become a critical facet in the efficient maintenance of transit visibility. However, what has not occurred has been a consistent maintenance of doctrinal discipline.

What we mean by this is that commanders and their staffs are being empowered by technology to over-ride trust and confidence in the command system. This has always been an issue that has been worked against; one of the basic tenants of our command system is the enabling of subordinates. The “double-edged sword” analogy has proven that while accessibility to information has made logistics more effective, it has also resulted in greater

10 Interview with C-17 pilot, 3 April, 2014.

interference by each level of oversight, thereby precluding efficiency.

This issue speaks to the challenge embedded in the human oversight of increased technological access. Whereas historically technological limitations provided for a check on micromanagement, technology now facilitates it. It has now become all the more incumbent upon the human element of command and control to manage this temptation. In these authors’ opinions this situation is not getting better but worse, and sheds light upon the challenge of technology. This is not unrecognized by commanders, but is often ignored to the detriment of the overall system.

Conclusion

Commercial industry has become a pioneer in the field of accurate ITV. It often seems that our commercial partners have higher success rates pertaining to ITV usage. As noted by American businessman and best-selling author Tom Peters, “Leaders win through logistics”. Therefore, leaders and their staffs should be aware of the various aspects of logistics and the tools that he or she has at their disposal to enhance logistical efforts within their AOR’s. DTJ Jacob L. Hall II is a traffic management specialist with the Headquarters United States European Command, Directorate of Logistics, Deployment and Distribution Operations Center (DDOC) and serves as the primary sustainment and distribution specialist therein. He holds a Bachelor of Science in Management and a Master of Arts in Business Management. He has been a Department of the Army civilian, specifically in the logistics arena, since 2006 and is a former US Army Infantry Non-Commissioned Officer.

Major Chris Buckham is a Logistics Officer in the Royal Canadian Air Force (RCAF).

He has an extensive background in all elements of logistical operations including SOF. A graduate of the Royal Military College of Canada, he holds a Bachelor of Arts in Political Science and a Master of Arts in International Relations. He is presently employed as an ILOC Officer with the multinational branch of EUCOM J4 in Stuttgart, Germany. He maintains a blog of his reviews at: www.themilitaryreviewer.blogspot.com www.ndtahq.com | 15

The Army Container Management Strategy Shifting a Cultural Mindset, Re-Balancing Effectiveness and Efficiency, and Leveraging Technology for Sustained Landpower

By Chief Warrant Officer Four Onedia S. Clark Senior Mobility Officer Strategic Mobility Division of Headquarters Department of the Army Directorate for Logistics and Kelly Caprio United States Army Combined Arms Support Command/Strategic Mobility Division of Headquarters Department of the Army Directorate for Logistics

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“Shipping companies charge the government daily ‘container detention fees’ after the grace period ends for the box to be returned. If the military fails to return a container, a rent-to-own arrangement requires it to pay the shipper nearly $7,400 for a 20-foot container worth $3,200.”

— Army Times

T

he above quote reflects a universal truth “Our business is different from their business”—it just is. As the Department of Defense’s (DOD’s) largest customer of shipping containers for deployment and sustainment by far, the Army has a duty to transform the current container management paradigm to one that provides the best return on investment—the most effective and efficient support to the war fighter, and the best value to the American taxpayer.

New strategic guidance and increasing turbulence in our future strategic environment and force structure, coupled with fiscal uncertainty, all increase the urgency for Army synchronization and integration of container management roles and responsibilities.

Collaboration between DOD and commercial industry has never been more critical to providing the most effective framework for deployment and sustainment to support the institutional and operating Joint Forces in the future.

The Army realizes that it can no longer afford to operate under the current paradigm—with container detention fees that result in exorbitant late fees as reflected in the above quote. Significant shifts in the National Military Strategy and resourcing frameworks require that future container requirements are planned in advance and well-managed.

Through the help of the Government

Accountability Office, The Army Auditing Agency, and the Army Inspector General, the Army is responding with an all-inclusive, forward- thinking strategy for container management to set conditions for future success, while fulfilling our fiduciary responsibility to the American taxpayers.

Organizations such as the National Defense Transportation Association, Council for Supply Chain Management Professionals, and Society of Logistics Engineers will all play a vital role in resolving the container management challenges of the past. They can assist the collective stakeholders by promoting and setting the conditions for fair and equitable contract conditions, and offer future technology and management solutions to support the Joint Forces executing future expeditionary deployments. In addition, these associations’ committees will be advocates for the cultural mindset shift that is currently underway in the Pentagon, at United States Transportation Command, Defense Logistics Agency, US Army Materiel Command (AMC), and US Army Training and Doctrine Command.

The collective leadership (from Action Officer level through the four-star flag officer level) hope to produce the necessary catalyst for pushing the shift (inch by inch) through the halls of the

A US Army CH-47 Chinook helicopter carries a sling-loaded shipping container during retrograde operations and base closures in the Wardak province of Afghanistan on October 26, 2013. The Chinook is assigned to the 10th Combat Aviation Brigade. DOD photo by Capt. Peter Smedberg, US Army. (Released)

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The four critical elements addressed by the Army’s container management strategy are: updated and synchronized policies, regulations, and doctrine; a comprehensive container life cycle management program; accountability and visibility of containers before, during, and after contingencies; and adequate resourcing for each element of the comprehensive container management plan.

White House, Congress, the American Corporate Headquarters, and other global commercial partners that share our national security interests, and our desire to provide best value to the American taxpayers.

The movement will produce the necessary new business approaches that fully leverage shared space among Joint, Interagency, Intergovernmental, Multinational, and Nongovernmental and Commercial partners. Resulting solutions to solving challenges like container management in support of expeditionary operations will become 18 |

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reasonable, win-win arrangements that balance effectiveness and efficiency in executing the National Security Strategy. The Army requires a holistic and earnest effort within our Government, DOD, and commercial partners in order to change the paradigm, and successfully enable future deployment and sustainment operations. The Army Execute Order laying out its container management strategy directs a balanced approach that requires collaboration among the stakeholders and senior leader emphasis to ensure warfighter readiness and better cost control. The

June 2014

four critical elements addressed by the Army’s container management strategy are: updated and synchronized policies, regulations, and doctrine; a comprehensive container life cycle management program; accountability and visibility of containers before, during, and after contingencies; and adequate resourcing for each element of the comprehensive container management plan.

Headquarters, Department of the Army (HQDA) Deputy Chief of Staff for Operations, and the Deputy Chief of Staff for Logistics, are leading the charge for container management through the Army Power Projection Program venues.

In keeping with the framework established in the 2014 Army Campaign Plan, a battle hand-off from HQDA to the AMC for execution is forthcoming, and critical to effectually implementing the new strategy to ensure future deployment and sustainment success at a feasible and fair cost. DTJ

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This article is the second in a three part series that is taking a closer look at the NDTA Foundation.

The NDTA Foundation Where the Scholarship Money Really Goes

By Sharon Lo, Director of Public Relations, NDTA It comes as a big surprise to many of our members that NDTA has been operating a foundation that has made frequent contributions to the Association’s success for decades. In fact, the NDTA Foundation celebrated its 50-year anniversary in 2011.

A couple years ago, several very well-known charities got in trouble for the amount of the money they earned that was actually going to good use (or, more accurately, not going to good use). Many had high overhead costs and, in some cases, as little as ten cents of every dollar was actually going toward their cause. Having worked for a non-profit for nearly eight years, I can certainly understand that these organizations need money to operate. However, even I was shocked at these numbers, and moreover, I was disappointed that donors’ hard-earned and wellintended money was not being used as they thought it would. When I sat down to write this article, it was important for me to let you know exactly where your donations to the NDTA scholarship funds go—to deserving students. You see, when you make a donation to the NDTA Scholarship Fund, one hundred percent of the money actually goes to funding scholarships. To help provide a more in-depth look into exactly where these funds go, a few of our past scholarship winners have agreed to share their stories with us.

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LT Jason D. Weeks, USA NDTA Scholarship Recipient 2008 Thanks to the scholarship from NDTA, as well as my Army ROTC scholarship, I had the means to graduate from Auburn University with a B.S. in Industrial and Systems Engineering and receive my commission from the Army as a Second Lieutenant in the Transportation Corps. Upon completion of the Basic Officer Leadership Course at Fort Lee, VA, I reported to B Co, 426 BSB, 1 BCT, 101 ABN DIV (AASLT) and served as a Platoon Leader for 19 months. I was able to train as a multi-functional logistician here at Fort Campbell, as well as at Fort Knox and Fort Polk during a Joint Readiness Training Center (JRTC) Rotation prior to deploying to Jalalabad Airfield in support of Operation Enduring Freedom XIV. Thanks to the tuition assistance, I was able to accomplish one of the most rewarding opportunities— leading soldiers. I continue to lead soldiers as the Executive Officer in the Forward Support Company for 2-327th IN REG “NO SLACK” for 1 BCT. And whether I embark on another deployment with the Bastogne Brigade, go on to Captain’s Career Course at Fort Lee, VA, or transition to the civilian workforce to be an Industrial Engineer for (hopefully) an automotive company, ultimately, I would never have had these enormous opportunities without the help of the NDTA.

Tiffany Chen NDTA Scholarship Recipient 2007 In 2007, I decided to graduate early. I consolidated three semesters worth of credits into two, signing a form with the University of Maryland’s Robert H. Smith School of Business stating that I understood the crazy course load and would not sue the school if I physically hurt myself in the process. Nobody got hurt. That same year, the National Defense Transportation Association awarded me the NDTA Scholarship for my studies in logistics, transportation, and supply chain management. Little did I know that the NDTA Scholarship would pave the way for my future personal endeavors at both the IBM and Deloitte Federal Consulting Practices.

Both companies were impressed by my academic and internship achievements (US Senate, International Brotherhood of Teamsters, USPS, UPS, etc.). However, in both final interviews, they specifically congratulated me on my NDTA Scholarship, remarking that it was a significant achievement and made me a high-profile candidate. Now, seven years later, my resume speaks to numerous hands-on, client-facing experiences and a resume filled with strategy, Lean Six Sigma, Systems Thinking, program management, budget and resource management, international training curriculum development, among other skills. As I finish the final semesters of my Masters in International Management – International Finance, I enter into a new phase of my professional career. I look forward to bringing my strengths and experiences to new industries and solving many more mission-critical questions.

Dan Marks NDTA Scholarship Recipient 2005 With a father who sold business analytics software and a stepfather who was a steel plant manager, I grew up understanding both the technical and warehouse side of the supply chain, so when I went to college majoring in supply chain management it was a good fit. I was even able to

earn a dual degree in marketing because so many of the classes were interrelated. During my freshman year, I was lucky enough to get good scholarship assistance from the University of Maryland. However, in my sophomore year tuition rates were raised significantly mid-year. This caused real hardship on students, even causing some to drop out or take less credits. For me, my NDTA Scholarship helped makes staying at the University of Maryland possible. If I had not received scholarship assistance, I would have likely had to transfer back to a school in my home state of Ohio. Had that happened, my life as I know it—living in Maryland, working as a manager for a government contractor—would be quite different. It’s amazing what a difference scholarships can make for students. My best advice to students currently in school is to get involved. My affiliation with NDTA not only helped me earn scholarship money, but it also helped me attend the NDTA Forum. The connections I have made through NDTA are still important to me today. Building relationships is an important aspect of getting your foot in the door. Helping to set up an event at the business school, I met someone who worked for IBM. That person took my resume and gave it to somebody they knew, who then hired me.

That was my first job out of school and I never would have gotten it had I not been able to remain at the University of Maryland, and had I not put myself out there.

While studying and perfecting your papers is important, taking advantage of opportunities to network could ultimately have a greater impact on your future. Because of this, I am still an active Young Leaders member of the NDTA Baltimore Chapter, and attend Washington, DC Chapter meetings as well.

Scholarships helped me leave the State of Iowa for school, and attend a private institution where I was one of 3,500, not one in tens of thousands. I enjoyed the smaller atmosphere where nearly everyone knew everyone else. It allowed me to find who I was and make some really good relationships with people, including teachers. It made me want to go to law school and help people. My parents helped me pay for my education. Without scholarship money, I would have had to consider less expensive alternatives, likely a state school as opposed to a private school. When looking to go to college, every little amount helps. School admissions and scholarships are highly competitive.

Students have to work hard, but still allow time to enjoy themselves—you work to live, you don’t live to work. I currently work as an Assistant State Attorney for the State of Florida (prosecutor for the State Attorney’s Office for Sixteenth Judicial Circuit in and for Monroe County, Florida). Without my college and law degrees I would not be where I am today. Without an education, you can still contribute to the effort, but your ability to be on the front lines is diminished. DTJ To each of these scholarship recipients: congratulations on your success.

Helping you achieve your educational goals is what the Foundation is all about. To each of you who has donated to the scholarship fund over the years: thank you! I hope that reading these accounts about the impact of NDTA’s Scholarships gives you a sense of pride and the satisfaction that your contribution has made a difference. We look forward to supporting our students for generations to come.

Christine Trovato NDTA Scholarship Recipient 1999 I had an internship for an organization that helped raise awareness for current social issues such as the environment and human rights. I attended Loyola University in New Orleans where I completed both my undergraduate and law degrees.

To learn more about applying for NDTA Scholarships or to donate to the Scholarship Fund, go to www.ndtahq. com and click on the Education tab.

www.ndtahq.com | 21

| letter to the editor | In Memory of Dr. Joseph Guy Mattingly, Jr. T. Joseph Mattingly II, PharmD, MBA Assistant Professor, Department of Pharmacy Practice and Science, University of Maryland School of Pharmacy

O

n May 17, 2014, I received word that my great-uncle Guy passed away. In the logistics and transportation community, he was known as Dr. Joe Mattingly. Growing up, my grandfather would tell stories of his brother, but I was too young to remember my great-uncle during his prime. It was not until this year I began to understand the impact that Dr. Joseph Guy Mattingly, Jr. had on students at the University of Maryland, College Park and on the transportation industry.

Earlier this year, I was offered an opportunity to join the faculty of the University of Maryland School of Pharmacy located in Baltimore. When I told the news to my grandfather, he got really excited, pulled a dusty publication from his desk and handed me what turned out to be an issue of the Defense Transportation Journal from 1984. He went on to explain that the sweet family man I always knew as “Uncle Guy” was also a retired military officer, professor emeritus to a renowned business school, and former editor of the publication for the National Defense Transportation Association. He laughed and said, “Now you see Joey, you are a legacy at the University of Maryland!”

Upon hearing the news of Guy’s death, I reached out to faculty and staff at the Robert H. Smith School of Business, as well as the DTJ. Almost immediately I received several emails of fond memories and wonderful stories about my great-uncle. Dr. Thomas Corsi, Professor of Logistics at the Robert H. Smith School of Business, wrote, “There was a special place in his heart for the logistics profession. He sacrificed much to provide dedicated service to our nation by tackling huge logistics challenges for the military all over the world. Yet, he never let his military obligations diminish his dedication to his family.” My great-uncle displayed the kind of work-life balance 22 |

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Dr. Joseph Guy Mattingly, Jr. (left) being presented with the NDTA President’s Award in 2010 by NDTA President LTG Ken Wykle. Photo by Kevin Mattingly.

that we all wish to achieve. As our careers advance, we are constantly pulled in different directions but Dr. Mattingly demonstrated how career and family success do not have to be mutually exclusive.

As I continued to read through the emails, a sense of authenticity stood out.

Brian Horick, Assistant Dean at the Robert H. Smith School of Business, wrote, “I was always amazed at how quickly he could reason through any situation and provide excellent advice or determine an appropriate course of action. He didn’t always give you the news you wanted to hear, but he provided you the news that you needed to hear.” Leadership requires the right amount of candor to be effective and from the comments it was obvious that many colleagues and students respected my great-uncle’s honesty.

Finally, a reoccurring theme from the messages regarding experiences with Dr. Mattingly was passion. Dr. William DeWitt, Executive Director and Clinical

June 2014

Professor of the Intermodal Transportation Institute from the University of Denver, wrote, “I hope in some small way I can carry and pass on the passion that I found so inspiring in Joe.” Many of us possess the skills necessary to complete a task, but having the passion and dedication to go above and beyond separates greatness from mediocrity.

The logistics and transportation industry lost a great advocate and leader this year and our family lost a loving husband/ father/grandfather/brother/uncle. Personally, my great-uncle serves as role model for what I can strive to be, and will forever be reminded of him each time I sign my name. Dr. Mattingly’s career and personal accomplishments were impressive, but pale in comparison to the legacy left through the lives he touched. While we mourn his death, his life will continue to inspire us to find balance, be authentic, and to exude passion throughout all of our endeavors. DTJ

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Our Vision To be the world’s leading professional association for individuals working in the global logistic/transportation system and related industries so we may maximize our contribution to the national security and economic growth of the United States.

Our Mission To foster a strong and efficient global logistics and transportation system to support the economy and national security of the United States by: • Advancing the knowledge and science of logistics and transportation within government and industry.

• Facilitating the sharing of knowledge between government and logistics/transportation related industries.

• Educating members on the important issues affecting the global logistics/transportation system.

Our Values Values form the foundation for all that we do in our organization and for our Nation. Our values are our spirit. They are what we believe, what we stand for, and our moral and ethical fiber. The men and women who make up our membership around the globe are

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dedicated to improving our association today and into the future. Our commitment and competency are reflected in our core values: • Integrity: We conduct our business in an open, honest, ethical manner. Exhibit the courage to speak out and express our opinions. Do what is morally and ethically right. Comply with the intent and the “letter” of policies and laws.

• Teamwork: We maximize our collective talents through teams and partnerships based on mutual trust, fairness, respect, cooperation and communication. We promote and recognize creativity and innovation.

• Service: We pursue excellence in all of our endeavors.

We anticipate and respond to member and partner needs by providing quality products and services. We take pride in our work and commitment to quality.

• Action: We will listen well, consider the ideas of others, seek counsel and then act decisively.

Relentlessly press for action to resolve an issue or to reach a solution.

• Diversity: We value our members, employees, and supporters, their capabilities and differences, plus the unique contributions that each brings to our organization.

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

Mailing Address

Name

Application for Membership Name

City

State Zip

Position/Title

Work Phone Email

Organization

Birth Date

Mailing Address

Chapter Affiliation

Sponsor

City

Membership Type

Work Phone Email

State Zip

$400.00 – LIFE $110.00 – Regular (3 Years)

Fax

$40.00 – Regular (1 Year) $30.00 – SPECIAL RATE Young Leaders (35 years or younger) Gov (GS 10 & below)/ Military (Pay grade 03 & below + enlisted grades) Retired (Not employed)

Membership Type $9,500.00 – 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)

$15.00 – Students

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

Amount Remitted $_____________________

Amount Remitted $_____________________

Donation to the Foundation $_____________________

Donation to the Foundation $_____________________

Check #_________

Discover

Visa

MasterCard

American Express

Card No.

Check #_________

Discover

Visa

MasterCard

American Express

Card No. Expiration Date

Expiration Date

Cardholder’s Name

Cardholder’s Name

Signature

Signature

www.ndtahq.com | 25

Nâ&#x20AC;&#x2122;S CIR RMA CL AI E H C

AAR CORP. + PLUS Agility Defense & Government Services + PLUS American Shipping & Logistics Group + PLUS APL Limited + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS CEVA Logistics + PLUS Choice Hotels International + PLUS Echo Global Logistics, Inc. + PLUS FedEx + PLUS Final Mile Logistics + PLUS Hapag-Lloyd USA, LLC + PLUS Innovative Logistics, LLC + PLUS InterContinental Hotels Group Americas + PLUS Landstar System, Inc. + PLUS Leidos + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS National Air Cargo + PLUS Omni Air International + PLUS Panther Expedited Services, Inc. + PLUS Supreme Group USA, LLC + PLUS TOTE, Inc. + PLUS Universal Truckload Services, Inc. + PLUS UPS + PLUS

A Team Logistics LLC Aeroscraft American Roll-On Roll-Off Carrier BNSF Railway Bristol Associates Crowley Maritime Corp.

CSX Transportation DHL Global Forwarding

26 |

Fikes Truck Line Global Aviation Holdings Inc. Hertz Corporation Horizon Lines, LLC International Shipholding Corporation Lockheed Martin Matson Navigation Company Inc.

National Air Carrier Association Norfolk Southern Corporation Ports America R & R Trucking Raith-CTS Logistics The Pasha Group U.S. Bank Union Pacific Railroad

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.

Defense Transportation Journal

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June 2014

HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS 1-800-PACK-RAT AAT Carriers ABF Freight System, Inc. Accenture ACTCO-Afghanistan Logistics Advantage Rent A Car Air Transport International, Inc. Airlines for America AIT Worldwide Logistics, Inc. Albert Moving Al-Hamd International Container Terminal American Maritime Officers Army & Air Force Exchange Service Arven Services, LLC Associated Global Systems Atlas International Avis Budget Group Baggett Transportation Company Barling Bay, LLC Best Western International Booz Allen Hamilton Engineering Services, LLC C.L. Services, Inc. C2 Freight Resources, Inc. Carlson Rezidor Hotel Group CGI Chalich Trucking, Inc. Chamber of Shipping of America Coyne Airways Coyote Logistics, LLC CRST Logistics, Inc.

REGIONAL PATRONS Acme Truck Line, Inc. AFBEN, Inc. Agile Defense, Inc. Airbus Group, Inc. Alaska Marine Lines Alaska West Express All-Lift Systems, Inc. American Moving & Storage Association American Trucking Associations Amyx Association of American Railroads ATS Specialized, Inc. Boeing Company C5T Corporation CakeBoxx Technologies Cargo Experts Corp.

Cavalier Logistics Ceres Terminals Incorporated CGM-NV a NovaVision Company

CSC Cubic Global Tracking Solutions, Inc. CWT SatoTravel DAMCO DB Schenker Delta Air Lines DHL Express Embry Riddle Aeronautical University Engility Corporation Enterprise Database Corporation Estes Forwarding Worldwide, LLC Executive Moving Systems, Inc. Express-1, Inc. FlightSafety International Fluor GE Aviation General Dynamics/American Overseas Marine GeoDecisions Greatwide Truckload Management Green Valley Transportation Corp.

Hilton Worldwide Hub Group, Inc. IBM Intermarine, LLC Intermodal Association of North America (IANA) International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots Interstate International J. B. Hunt Transport, Inc. Kansas City Southern

Keystone Shipping Co. KGL Holding Knight Transportation KU Transportation Research Institute Kuehne + Nagel, Inc. Labelmaster LMI Lockheed Martin Aeronautics Logistic Dynamics, Inc. M2 Transport Marine Engineers’ Beneficial Association Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. Medallion Transport & Logistics, LLC Menlo Worldwide Logistics Mercer Transportation Company National Van Lines, Inc. North Carolina State Ports Authority Northern Air Cargo Inc. Ocean Shipholdings, Inc. Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. Overdrive Logistics, Inc. Panalpina Pilot Freight Services PODS Port of Beaumont Port of San Diego Posidon Pratt & Whitney Preferred Systems Solutions, Inc.

Prestera Trucking, Inc. Priority Solutions International Priority Worldwide Services Ramar Transportation, Inc. Roadrunner Transportation Systems Sammons Trucking Seafarers International Union of N.A. AGLIWD (SIU NA) Sealed Air Corporation Sealift, Inc. Secured Land Transport SEKO Logistics Southern Air Southwest Airlines Co. SRA International, Inc. Teradata Corporation Textainer Equipment Management (U.S.) Limited The Parking Spot TQL Transportation Institute Transportation Intermediaries Assn. (TIA) Transportation Management Services Tri-State Motor Transit Co. (TSMT) TTX Company Tucker Company Worldwide, Inc. United Airlines United Van Lines, Inc. UniTrans International, Inc. USA Jet Airlines UTi Aerospace and Defense Group Winston & Strawn LLP Women In Trucking Association, Inc.

Chapman Freeborn Airchartering Chassis King, Inc. Crystal Forwarding Dalko Resources, Inc. DPRA, Inc. Enterprise Holdings Enterprise Management Systems Erudite Company Europcar Car & Truck Rental FlightWorks FMN International, Inc. Fox Rent A Car Hanjin Intermodal America, Inc. JAS Forwarding K & S Trucking, LLC Kalitta Charters, LLC LMJ International Logistics, LLC Load Delivered Logistics, LLC MacGregor USA, Inc. Marriott International McLane Advanced Technologies

MCR Federal, LLC Mi-Jack Products Military Sealift Command (MSC) Miramar Transportation Morten Beyer & Agnew M-Pak Incorporated Naniq Global Logistics LLC National Motor Freight Traffic Association, Inc. NCI Information Systems, Inc. NFI Oakwood Worldwide Overwatch, Inc. (a division of Avalon Risk Management) Owner-Operator Independent Drivers Assn.

Pak Shaheen Freighters (Pvt) Ltd. Patriot Contract Services, LLC Payless Car Rental System, Inc. Philadelphia Regional Port Authority PITT OHIO Port of Port Arthur Portus

Reckart Logistics, Inc. Reusable Logistics Solutions, LLC Royal Trucking Company SBA Global Logistics Services Seabridge, Inc. Seatac Marine Services Semper Veritas Maritime Security Solutions Sicuro Group LLC SkyLink Air & Logistic Support (USA) II, Inc. Southeast Vocational Alliance Stratos Jet Charters, Inc. TechGuard Security Tennessee Steel Haulers The Cartwright Companies Trailer Transit, Inc. Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. Utley, Inc. YRC Freight

www.ndtahq.com | 27

Kent Gourdin

The Aviators by Winston Groom The Aviators by Winston Groom (National Geographic Society, 2013), ISBN-13: 9781426211560, 464 pages, Hardcover, $30.00).

T

he Aviators tells the saga of three extraordinary aviators—Charles Lindbergh, Eddie Rickenbacker, and Jimmy Doolittle—who defined aviation during the great age of flight. These cleverly interwoven tales of their heart-stopping adventures take us from the feats of World War I through the heroism of World War II and beyond, including daring military raids and survival-at-sea. Interestingly, during the 1920s and 1930s, these men were celebrities. Yet, with the world in peril in World War II, each set aside great success and comfort to return to the skies for his most daring mission yet.

continued from page 7

stitutes for face to face conversations. It is critical to have personal connections with as broad a network as possible. You get things done through people. Being able to connect personally with an individual you met through a professional organization last month, last year, or five years ago is powerful. My life is full of stories where personal contact and a professional relationship enabled me to get answers quickly or improve professionally. Recently, I received a request from an NDTA member for assistance accessing a location in a completely different part of the world. I put them in contact with another NDTA member, who then called another personal contact, who in turn contacted the person who had the initial request and

Doolittle, a brilliant aviation innovator, would lead the daring Tokyo Raid to retaliate for Pearl Harbor; Lindbergh, hero of the first solo flight across the Atlantic, would fly combat missions in the South Pacific; and Rickenbacker, World War I flying ace, would bravely hold his crew together while facing near-starvation and circling sharks after his plane went down in a remote part of the Pacific. Groom’s rich narrative tells their intertwined stories—from broken homes to Medals of Honor (all three would receive it); barnstorming to the greatest raid of World War II; front-page triumph to anguished tragedy; and near-death to ultimate survival—as all took to the sky, time and again, to become exemplars of the spirit of the “greatest generation.” (From the publisher) DTJ

provided the needed information. This happened in less than one hour—because of personal connections. I am asking each NDTA member who reads this column to recruit at least one new member this year.

Information on membership is available on our website www.ndtahq.com.

This will be a year of transition for the Association leadership. I will retire following the NDTA-USTRANSCOM Fall Meeting. RADM Mark (Buz) Buzby, USN (Ret.) has agreed to join NDTA as my replacement. He will work with me during a two month transition period and assume the position of President November 1, 2014. Buz is the former commander of the Military Sealift Command (MSC), and has been a strong supporter and participant in NDTA activities. Mr. William (Bill) Kenwell, Director, Maersk

Thank you!

continued from page 4

this material provides an effective way to still learn from them.

And while my intent in writing this is to provide membership insights to our members at large, taking advantage of the networking and professional development opportunities I have mentioned is something I recommend all NDTA members do! DTJ

DTJ Index of Advertisers APL ....................................................... C3 ARC ..........................................................2 Bennett ................................................ C2 Boyle Transportation.............................6 Budget .................................................11 Farrell Lines............................................9 FedEx..................................................... C4 Landstar.................................................19 Maersk Line, Limited.............................1 Universal...............................................23

Line Limited has agreed to serve as the Vice Chairman of the NDTA Board of Directors. Mr. Raymond (Ray) P. Ebeling will relinquish his position as Chairman of the Board at the end of his current term. Mr. William (Bill) Flynn, President and CEO of Atlas Air Worldwide Holdings, Inc. will be our next Chairman. In addition to these board position changes, COL Mark Victorson, USA (Ret.) is retiring from the NDTA Headquarters staff on June 30, 2014. His replacement is COL James (Jim) Veditz, USA (Ret.) Jim joined NDTA on June 1 and assumes Mark’s duties effective July 1, 2014.

Thank you for your personal involvement and commitment to NDTA, and for the work you do every day in support of the US economy and our National security. DTJ

Thank you to everyone who helped make the Defense Travel & Government Transportation Meeting a success. Go to the members only section of the NDTA website to view the presentation slides, plus check out the complete wrap-up in the next issue of the DTJ!

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Defense Transportation Journal

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June 2014

Behind your operation, is our operation.

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With multiple weekly U.S. Flag services linking North America to Asia and Europe plus feeder routes within the Middle East, we make sure mission critical equipment reaches those who need it, so they can complete their Moving Business mission with confidence.

Forward To learn more about how we support those who serve, visit www.apl.com

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