The Official Publication of the National Defense Transportation Association
August 2014
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FEATURES August 2014 • Vol 70, No. 4
Publisher
LTG Ken Wykle, USA (Ret.)
The NDTA Defense Travel & Government Transportation Meeting
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May 21-22, 2014 Alexandria, Virginia
Editor
Dr. Kent N. Gourdin Managing Editor
Sharon Lo | sharon@ndtahq.com
Safety and the Dangerous Goods Professional
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By Jeffrey H. Greenwald, P.E., CAE and Robert Richard, Ph.D.
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
NDTA Headquarters: Hail and Farewell
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Graphic Design & Production ManAger
Debbie Bretches
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 Young Leaders | Lori Leffler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Editorial | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 President’s Corner | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 chairman’s circle. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 honor roll. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Bookshelf Ideas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 index of advertisers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Young Leaders
NDTA Headquarters Staff LTG Kenneth Wykle, USA (Ret.) President COL Jim Veditz, USA (Ret.) Senior Vice President, Operations
Driving Changes & Solutions
Patty Casidy VP Finance
Lori Leffler, CTC, Young Leaders Chair
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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Global Government Strategic Manager, The Hertz Corporation
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he co-sponsored NDTA-USTRANSCOM Fall Meeting in St. Louis— Changes & Solutions—exemplifies what the Young Leaders of NDTA experience every day. Our young professionals accept change and drive solutions in their organizations through innovative thinking. Examples of NDTA’s Young Leaders driving change include: • In the Washington DC Chapter, Mr. Tom Fortunato, Vice President, FedBid, Inc., developed the framework and execution plan for an on-aircraft security program that would extend TSA’s security capabilities beyond its 400+ airports to the 28,500 daily inbound international flights. He also conducted a leading-edge study of the aviation, maritime, rail, and highway modes of transportation, resulting in improved awareness of cargo security screening technology and security mitigation strategies for the TSA. In addition, Tom leveraged his expertise in transportation to establish a logistics and distribution capability within Deloitte, resulting in a key $33M Indefinite Delivery/Indefinite Quantity (IDIQ) contract win in a major military command in which they did not have prior presence. • In the Jacksonville Chapter, Ms. Heather Pound, Manager of Landstar Government Transportation Services, worked prior to SDDC’s release of the Automated Transportation Request (ATR) application to thoroughly analyze its functionality, and recommended several pragmatic improvements. As a result, Landstar was selected as one of five carriers to participate in testing prior to the release of subsequent ATR updates. Similarly, Heather painstakingly scrutinized SDDC’s new Bidding Interface Delivery Solicitations (BIDS) application during two initial testing phases. After each test, Heather worked with the SDDC staff to develop and imple-
August 2014
ment solutions which benefited the entire motor carrier industry. Key among them was a software update that exponentially reduced the man-hours required to update multiple tender rates. • In the Washington DC Chapter, Mr. Jason Trubenbach, Strategic Mobility Division Chief at Army G-4, devised the Rapid Expeditionary Deployment Initiative, or REDI, as the catalyst to refocus the US Army on its rapid deployment capability in a post-Operation Iraqi Freedom (OIF)/Operation Enduring Freedom (OEF) environment. REDI ensures the Army’s ability to quickly provide forces for any mission—anytime, anywhere. Jason managed the update to the Army’s Deployment and Redeployment Regulation, focused on rebuilding rapid deployment skills; justified a new $72.3M Deployment Readiness Exercise Program to rehearse deployments; and incorporated the reporting of installation readiness to support unit deployments using existing systems and reporting structures. REDI is now a top initiative of the Chief of Staff of the Army. As most of us know, in order to change we must be open, creative, and willing to accept challenges. The preceding examples demonstrate that the NDTA leaders of tomorrow are doing just that! We will be focusing on these areas at our Fall Meeting, and look forward to seeing you there. While we are thinking about change, we must reflect on our own organization. The Young Leaders (formerly A-35) Committee would like to extend a sincere thank you to both LTG Ken Wykle and COL Mark Victorson for their support of our program, and extend well wishes for their retirements. We also look forward to welcoming RADM Mark Buzby and COL Jim Veditz. Under their direction, I am sure we will continue to develop, enhance, and grow the NDTA Young Leaders Program. DTJ
EDITORIAL
Is Automating Transportation Really the Way to Go? Dr. Kent N. Gourdin, Editor, DTJ Director, Global Logistics and Transportation Program College of Charleston
I
am reading more and more in the automotive literature about the development of cars that can drive themselves. Given the shocking lack of driver training in the United States, the elimination of the human interface does have some appeal. However, I am concerned that we are putting the cart before the horse. Cars today are available with a myriad of options intended to improve safety: blind spot monitoring, lane departure notification, automated cruise control, collision alerting, external cameras, night vision, alarms to awaken a dozing driver, etc. Admittedly, at one time or another, I could have used every one of these, but the fact is I don’t really need them. In fact, I would find most of them incredibly annoying (even distracting) on a day-to-day basis involving as they do various lights, horns, bells, buzzers, and/or seat/steering wheel shakers. I suspect that many of us would either turn some off or, if that were not possible, simply ignore them. The other problem is that vehicles are so safe now drivers are very likely to feel invincible, relying on technology rather than their own reflexes and training to keep them out of trouble. Sadly, such concerns are not confined to the automotive industry. The National Transportation Safety Board (NTSB) recently found that the crash last year of Asiana Flight 214 in San Francisco was a direct result of over-reliance by the crew on automated systems they did not fully understand and their lack of training in basic airmanship skills; a factor cited in other crashes as well. Over the years, airplanes have gotten more efficient, reliable and, as a result, much more complex. Combine those changes with the move to fewer flight crew members (when was the last time you saw a flight engineer on a commercial passenger flight, let alone a navigator or a radio operator), and the stage is set for more distraction and less
situational awareness in a crisis situation. Sometimes you just need more eyes in the cockpit. Ironically, the technology for fully automated operation of most vehicles has been around for decades. I can remember reading about tests in the 70s involving airliners that took off, cruised, and landed without human intervention (all with flight crews on board “just in case”), even in zero visibility. More recently, auto makers have been simulating real-world traffic conditions in an effort to develop cars that really would allow the driver to essentially be a passenger in their own vehicle. Unfortunately, the major impediment to this world of the future is, as always, people. Unless everyone is automated, no one is, so the two systems must be integrated somehow, which really becomes an infrastructure problem as much as a human one. Intelligent Vehicle Highway Systems (IVHS) have been studied for
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years with little to show for all the money and time spent. In addition, I’m not sure how the flying public would feel about a fully computer-controlled flight. Personally, I prefer to have eight or nine people flying the plane. So, at least for the foreseeable future, the people that operate planes, trains, cars, trucks, and ships need to know what they’re doing even as the reliance on technology increases. Can the operator(s) handle a partial or total failure of their operating systems by going back to the basics? What about coping with the unthinkable: roofs peeling off in flight or ice storms in places that rarely see them? Maybe we’ll get to the point where even those kinds of rare occurrences can be handled by computers. But I don’t think we’re there yet. Until science comes up with a way to kick distracted drivers or impaired operators of any conveyance to the curb, I’d say we have a long way to go. DTJ
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PRESIDENT’S CORNER W EL C Focus on Partnership LTG Ken Wykle, USA (Ret.) NDTA President
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he NDTA-USTRANSCOM Fall Meeting is just a couple of months away. The theme for the meeting—Changes & Solutions—is descriptive of the last few years. The pace of change is increasing due to sequestration, reduced budgets, reduced force structure, reduced/curtailed acquisition programs, fewer business opportunities, the 24-hour news cycle, the explosion in social media, and rapid communications with information flowing from the point of origin to the national-level almost instantly, etc. One of the solutions to all the change may be partnerships. The IRS defines a partnership as the relationship existing between two or more persons who join to carry on a trade or business. Each person contributes money, property, labor or skill, and expects to share in the profits and losses of the business. Wikipedia defines a partnership as an arrangement in which parties agree to cooperate to advance their mutual interests. In the most frequently associated instance of the term, a partnership is formed between one or more businesses in which
partners (owners) collaborate to achieve and share profits and losses. Partnerships exist within and across sectors. Nonprofit, religious, and political organizations may partner together to increase the likelihood of each achieving their mission and to amplify their reach. Partnerships present the involved parties with special challenges that must be navigated unto agreement. Overarching goals, levels of give-and-take, areas of responsibility, lines of authority and succession, how success is evaluated and distributed, and often a variety of other factors must all be negotiated. In response to change, NDTA has partnered more formally with the USTRANSCOM to hold the Fall Meeting in St. Louis, 28-30 Oct 2014. This partnership is documented in a Co-Sponsor Agreement, which outlines the responsibilities of NDTA and USTRANSCOM. The Agreement includes sections on Authority of DOD Participants, Funding Responsibilities and Costs, Attendance, Pre-Publication Review and Copyright, Meeting Parameters, Disclaimer of Liabil-
ME
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members as of July 21, 2014
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ity, and Endorsement Prohibitions. Each of these sections were negotiated and reviewed to ensure compliance with DOD policies and regulations. Both partners have the overarching goal to stimulate wider interest and inquiry into technical and professional issues involving DOD transportation requirements, and to provide information, training, and strategic overview for personnel of the DOD, as well as to assist industry in anticipating and meeting future DOD needs. continued on page 28
The NDTA-USTRANSCOM Fall Meeting Renaissance St. Louis Grand Hotel St. Louis, Missouri • 28-30 October 2014
Don’t miss the opportunity to join us for this very important event— register and reserve your hotel room today as space is limited! www.ndtahq.com/FallMtg14.htm www.ndtahq.com | 7
The NDTA Defense Travel and Government Transportation Meeting May 21-22, 2014 | Alexandria, Virginia The purpose of the Defense Travel and Government Transportation (DTGT) Meeting was to discuss current issues surrounding government programs that impact important commercial sectors. The agenda included speakers and roundtables relevant to all sectors, as well as targeted breakout sessions. More information regarding the meeting, including presentation slides and results of the post-meeting survey can be found on ndtahq.com. Keynote Speaker
Paul Brody, Global Business Services VP & Global Electronics Industry Lead, IBM Over the last five to ten years, additive manufacturing, robotics, and open source design have moved from interesting design tools into mainstream production technologies that are reshaping factories and the entire supply chain. A simple model of the supply chain consists of buying raw material, making something from the raw material, then moving, storing, and selling what was made. Henry Ford taught three basic rules of manufacturing—that it is better to use standardized parts, modules rather than individual parts, and digital controls instead of mechanical ones. This model of the supply chain and basic rules of manufacturing have governed product design and the global supply chain for nearly a century. However, Mr. Brody felt that these ideas are about to become relatively obsolete due to the advancement of three technologies: 1) 3D printing, also known as additive manufacturing, 2) intelligent robotics, and 3) open-source product design. These technologies combined create something called a software defined supply chain (what used to be complex and difficult can be done through software). The biggest question one should ask when discussing new technologies is when will it become meaningful at scale? In order to determine this, a team from IBM and academia analyzed these technologies in two ways. First, they looked at each technology individually to determine its “roadmap” (how widely-spread its adoption was becoming). Second, the team looked at how the technologies interact together. This would help determine how to build an integrated supply chain model that would
predict not just how a factory may look in the future, but what the logistics and storThank You Sponsors age network would look like as well. As for the individual components, 3-D Gold sponsors printing is by far the most important, the Thank You DTGT Meeting S most transformational, and is maturing the most rapidly in terms of cost, materials, and Gold Sponsors capabilities. The list of what can be printed is going up enormously, and with each new item operational and supply chain flexThank You DTGT Meeting Sponsors! ibility increases. The second technology, advanced robotics, was out of reach historically to small suppliers. However, due Gold Sponsors to increased affordability and safety, even relatively small suppliers can start to invest in robotics technology. The third technology, open-source design, was looked at in terms of both software and hardware. Open-source is valuable because it allows users to take and share standardized designs and build value on top of it. The volume and sophistication of open-source design is Silver Sponsors increasing at an exponential rate. When the team combined these technolAmerican Roll-on Roll-off C ogies to determine the effects on the supply chain, they came up with three interestAPL ing results. First, regarding cost of manuThe Pasha Group facture, the team determined that within Silver Sponsors five years every product they tested was Bronze Sponsor Silver sponsors American Roll-on Roll-off Carrier, LLC cheaper to make using the new technoloC.L.Services gies (in some cases by a small amount and APL American Roll-on Roll-off in some cases by quite a bit). The team’s Carrier, LLC The Pasha Group second finding centered on what the total supply chain costs looked like. They found Bronze Sponsor APL that the minimum economic scale declined greatly with the use of these technologies C.L.Services The Pasha Group over a ten-year period. What this means is that manufacturers can have their own technology model, parts, and systems, and Bronze sponsor can make it all economical at much lower C.L. Services volumes. Finally, the team was interested to see how a product’s carbon footprint was
DTGT Meeting summary material is intended to provide an overview of the presentations and should by no means be considered verbatim. This information does not necessarily represent the official position of the US government or any of its entities, NDTA or any of its corporate members. We regret any errors or omissions.
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August 2014
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affected. While it may seem that because 3D printing is a no-waste process the carbon footprint must be lower, this was not true due to the enormous amount of energy it uses. If large items are made using 3D printing the energy consumption and overall carbon footprint will likely be greater than with current technology. Depending on energy constraints and costs this could substantially change one’s business model. Mr. Brody concluded that the model suggests within the next five to ten years these technologies, especially 3D printing, should be looked at as a choice in every single manufacturing and supply chain model decision. He predicted that in the future supply chains will look different depending on what is being made, how, when, and where it is needed; that fewer components and suppliers would be needed; and that we are headed towards an economic order quantity of one. These technologies and predictions all mean taking a different approach to the supply chain. Innovations in Transportation & Logistics Roundtable
Moderator: Leanne Viera, PhD, Partner, IBM US Federal Team, with panelists: • Paul Brody, Global Business Services Vice President & Global Electronics Industry Lead, IBM • Rich McArdle, Senior Vice President of Global Operations Policy, UPS • Kelly Morris, Transportation Industry Leader, National Defense University • Igor Pasternak, Founder & CEO, Worldwide Aeros Corp. (Aeros) • Mark J. Surina, PMP, National Security Engineering Center FFRDC, The MITRE Corporation Regarding Mr. Brody’s keynote speech, Dr. Viera commented that it’s really interesting to think about how transportation distribution will be affected by major manufacturing changes. She asked the audience to consider how these innovations could af-
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fect their business and logistics models, how long it would take for the government to adopt such technologies, and what forcing options the new technologies presented. Mr. McArdle began by describing UPS’ network which includes use of rail and sleeper teams. Though this network is impressive, consumers are not very concerned with how a package reaches its destination. Rather, they are concerned that a package arrives in the shape expected, on time, and at a reasonable price. It is UPS’ job to find the most efficient mode to move packages through its network and meet customer needs. The network is dynamic, able to adjust to meet demand and to increase efficiencies. The capabilities of its network are enhanced by UPS’ automated WorldPort (sorting) facility. The company has also made important investments in an alternative fuel fleet and its Pharmaport 360 (container used to safely transport pharmaceuticals). Key to its innovations is UPS’ power to harness data. UPS My Choice utilizes information from shippers to give them the ability to monitor packages and also allows adjustments to be made to deliveries when needed. UPS has been utilizing big data for over 20 years via its Delivery Information Acquisition Device (DIAD). The DIADs, along with telematics, provide UPS additional sources of data and ultimately provide the information that allows it to increase real-world efficiencies. Ten years of development and testing have led to UPS’ On-Road Integrated Optimization & Navigation (ORION), which builds upon UPS’ rich technology foundation. Mr. Pasternak identified several factors that drive new logistics solutions. These include infrastructure limitations which create transportation bottlenecks, longer shipment cycles and multi-modal processes that contribute to higher costs, worldwide locations where infrastructure is difficult or non-existent, high costs for unique or complex cargo deliveries or projects, and less integrated service available on a global scale.
August 2014
Innovations in transportation are helping to address these issues. One such innovation is the Aeroscraft Hybrid Airship. The Aersocraft addresses these problems with its ability to move greater weights and higher volumes, while relying less on infrastructure and having the ability to provide access to austere locations worldwide. Ms. Morris began by explaining that the Eisenhower School (formerly known as the Industrial College of the Armed Forces) began with the idea that there needed to be a school that provided a means of keeping in touch with industry. A hallmark of keeping in touch with industry is to conduct industry study programs including the transportation industry study. Its goal this year was to do a strategic examination of the transportation industry focused on freight transportation from an intermodal perspective. Students started by examining transportation policies, then they visited firms impacted by policies and regulations, and finally they made recommendations that would enable industry to support economic commerce and/or the military better. Mr. Surina explained that USTRANSCOM looked at how to bring innovation into an operational command that, though it has a research and development (R&D) budget, is not an R&D-centric organization. It determined that the best way to do this and to find future capabilities is to utilize industry as an expert. USTRANSCOM uses technology transfer to share intellectual property and look at future capabilities. This is a cooperative, collaborative, mutually beneficial partnership. For its work, industry gains insight into future trends, ideas about what senior leadership might be thinking, what future market may be out there, and other insights into how to best serve its customers. Interagency Requirements Roundtable
Moderator: Donald Stanton, Deputy Assistant Secretary of Defense for Transportation Policy, with panelists:
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• Marty Jennings, Assistant Commissioner, General Supplies & Services, Federal Acquisition Service, GSA • Col Edward Koharik, USAF, Chief, Enterprise Readiness Center, USTRANSCOM, DOD • Joel Szabat, Executive Director, Maritime Administration, DOT • Scott Tiedt, Dir. of Travel & Transp., Office of Logistics Operations, DOS Mr. Stanton opened the roundtable by stating that the bottom line in the new era of budget constraints is interagency cooperation is more important and more necessary than ever. He also mentioned efforts by the administration to use a whole of government approach. While the ability to work in and outside of one’s own agency is necessary, working interagency is not without its problems (stovepipes, organizational culture problems, senior managers resisting change, etc.) Much of interagency work has to do with building personal relationships and teams. The 2012 Defense Strategic Guidance emphasizes the need for more military Service and interagency cooperation, along with regional and international alliances. This is the way forward. Col Koharik stated that budget cuts and sequestration, and their possible impact on the transportation budgets of every organization USTRANSCOM supports were of major concern. In response, USTRANSCOM is trying to determine how it can better improve service for all. As national budgets drawdown, agencies do not have the means to operate on their own anymore so they must figure out how to improve efficiencies, aggregate, and consolidate departments to service requirements across the US government. As it works through this, USTRANSCOM is sharing with industry forecasts for future work, with airlift expected to drop 50% and sealift expected to drop by 30%. This will mean a reshaping and resizing of the fleets. The challenge is figuring out how to maintain a global
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distribution network that balances agility, resiliency, and efficiency. In addition, the idea of maintaining readiness is always thrown into this mix, however, the concept of what readiness means is not well defined. As USTRANSCOM developed its command strategy, the Enterprise Readiness Center (ERC) was stood up in order to ensure the viability of its commercial partners is central to the discussion, and to help customers shape and align their requirements in order to develop aggregated solutions for them. An industry representative has been brought into the ERC to help leverage industry’s information and commercial best practices. USTRANSCOM understands how critical the commercial industry and its transportation partners are to what it does. In addition to the ERC, USTRANSCOM finally completed its global campaign plan for distribution, which provides an opportunity to synchronize transportation requirements across all of the geographic combatant commands. Mr. Szabat shared that DOT is trying to be more proactive with its long-term planning, with the Secretary calling for an agency-wide effort to develop 30-year plans for each of its modes and for the department overall. Subsequent to that, the Federal Aviation Administration (FAA) is engaged in updating and pursuing its 10- to 20-year NexGen Program, which will bring air traffic control and the US’ air transportation system into the modern age in terms of both technology and operations. This year, the administration also rolled out the reauthorization of the surface transportation bill, which has some unique aspects for how things should be funded and the types of projects that will be funded. Until recently, DOT lived under legacy regulations and laws that restricted its scope. However in reality it is not practical to limit the department’s work to isolated silos, as everything it does cuts across old institutional boundaries. Mr. Szabat did not feel US laws and regu-
August 2014
lations would catch up to this trend, and that getting things done would rely on the ability of leadership to work together and cut through red tape. DOT is also aggressively pursuing public-private partnerships in order to have the funds to address major infrastructure challenges. According to Mr. Tiedt, DOS’ budget was also decreased over the last year. Because DOS’ business is worldwide diplomacy, it is not in the business of mobilizing or moving large freight. Within the Offices of Logistics Management and Logistics Operations there are six dispatch agency offices that are responsible for conducting administration requirements to move personal property and supplies. To facilitate strategic sourcing initiatives, the department leverages the Integrated Logistics Management System (ILMS), an end-to-end integrated logistics system that allows DOS to identify trends and potential opportunities focused on efficiency and cost savings. Analyzing procurement data and spent data, the department is able to drive cost savings through strategic sourcing. Having all of its data readily available in one system, DOS has the ability to gain insight into spending patterns and ultimately target strategic sourcing opportunities. The department is taking a global look at what it is buying in order to consolidate requirements and develop worldwide contracts. Mr. Jennings explained that GSA works closely with a variety of partners and has boots on the ground everywhere that DLA deploys. GSA partners with DLA and provides liaison officers to support the military. It supports the military Services with their contracts. Agencies are being asked to do more with less, and are being forced to allocate resources directly to mission-essential functions. There is a need for a centralized place to provide acquisition advice and expertise now more than ever. It is important for a centralized agency like GSA to show that government can rely on them for exper-
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tise and unbiased customer guidance. To do this, GSA intends to take the Federal Acquisition Service, and remake it with a new and improved approach to helping government save time and money through what GSA calls the Government Acquisition Marketplace— a one stop shop for government acquisition leads that will offer agencies at all levels of the government the tools and expertise they need to make smarter buying decisions. Household Goods (HHG) Breakout Sessions DOD Overview of DP3
Speaker: Lisa Roberts, Deputy, Deputy Secretary of Defense for Transportation Policy HHG Roundtable
Moderator: Lt Col Keith Tounget, USAF (Ret.), Director, Govovernment Solutions, The Pasha Group, with panelists: • Fred Hyden, Section Lead, Personal Property & Passenger Transp. Section, Logistics Distrib. Policy Branch, USMC • Scott Michael, Vice President, Military & Government Affairs, American Moving & Storage Association • Gene A. Thomas, Team Leader, Personal Property/Passenger Policy, Transportation Policy Division, US Army • Michael Topolosky, Chief, Air Force Personal Property Policy • Stephen J. Weitekamp, President, California Moving & Storage Association • Peggy Wilken, VP, Government & Traffic Claims, Stevens Worldwide Van Lines Ms. Roberts began by explaining that personal property is a subject that touches every member of our military and their families, and the department considers it a quality-of-life element of the military. DOD personal property program policies reside within the Office of Transportation Policy, under the Assistant Secretary of Defense for Logistics and Material Readiness. The priorities of this office are to support forces engaged in contingency operations, improve efficiency, achieve affordable programs, strengthen the acquisition workforce, strengthen the industrial base, and protect the future. The total annual DOD logistics budget is $171.2 billion, with $24.2 billion being transportation and of that amount $2.2 billion being personal property. Personal property policy and procedures are promulgated through various DOD issuances from directives to instruc14 |
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tions and regulations. Personal property responsibilities are shared by OSD, USTRANSCOM (primarily through SDDC), the military Services, GSA, DFAS, and industry. Current initiatives include the regionalization of personal property shipping offices from 167 to 12 worldwide, reviewing management of the third-party payment system, consolidation of four regional storage management offices in order to establish a single storage management office at SDDC headquarters, the awarding of a new POV global contract by USTRANSCOM, and installation access. The future of the defense personal property program will require greater standardization, further application of technology, continued effective competition, improved metrics, and audit readiness. Increased efficiencies will result in a more affordable program. Lt Col Tounget opened the HHG roundtable by sharing that HHG was a seasonal industry and probably always would be. As such, the roundtable would focus on challenges faced during peak season. With that, he asked Mr. Weitekamp to give an overview of the California Air Resources Board Diesel Regulations. Mr. Weitekamp began by stressing that companies must register with the Air Resource Board (ARB) if planning to move equipment not of the current year into the state of California. The overall goal of the ARB is to have all engines the passing through California by 2023 be 2010 or newer. Engines that are 2010 or newer are already in compliance and do not require further measures. The rule applies to all diesel vehicles but depends on the model year and weight. Vehicles can be inspected anywhere in California and inspections can be conducted at random. Additional regulations such as having an acceptable emission control label, periodic smoke tests and no idling rules also exists. Vehicle owners must comply with all applicable requirements and the compliance schedule set forth in the regulation, they should verify compliance requirements and schedules for their individual trucks, as well as learn to keep records needed to verify compliance. Ms. Wilken discussed hours of service challenges being faced due to changes made in the last year to existing regulations. Changes made to breaks and schedules have resulted in a loss of productivity of 3-20% depending on the industry. The regulations have cut directly into the hours a driver can
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work and in some cases have made what would have once been one-day jobs two-day jobs. Loss of productivity translates to a loss of earnings for the driver and particularly for owner-operators. Problems with base access can exacerbate the problem. Moving HHG is an inexact mission—no two shipments are alike, and road, traffic, and weather conditions can vary from day-today and hour-to-hour. All of these things have a huge impact on how the job can be performed and how much capacity is then available to the military, as well as other consumers. Finding drivers and keeping drivers is a huge challenge which also puts capacity demands on the moving industry. The rules were designed to make trucks on the road safer so that you don’t have catastrophic accidents, but the question remains as to whether or not the changes have had a real impact on safety. The reality is that there is a give-and-take pricing pressure due to the increased demand for services, and increased demands from the rules and regulations. There’s no turnkey solution to ensuring capacity to handle the military’s demands in the peak season, but the biggest thing DOD can do to help is to shift peak season outside of the commercial peak season. Mr. Michael explained that there has been a significant decline over the last 10 years in the total number of shipments being moved, with the last three years being basically flat. One bright spot in the last three years has been in the area of individual moves driven by overall improvements in the economy. Mr. Michael also provided an overview of the impact of the recent recession on industry. This included significant change in the capacity and profits of industry, which resulted in industry becoming more lean. He also reiterated the challenges in finding qualified drivers. Mr. Topolosky emphasized that the Air Force considered household goods movement very important and a factor in readiness. He provided an overview of offices involved in Air Force personal property moving including those at the strategic, operational, and tactical levels. In 2014 expected new challenges include the delayed release of 2014 peak season rates, the reduction in forces possibly pushing additional moves into peak season and beyond, and more private industry moves caused by economic improvements. Continued challenges were the unavailability of accurate PPM rates for moves after 14 May, custom-
ers challenged to manage their moves IAW DP3, continued industry line haul saturation, and continued competition with private sector moves. To mitigate peak season issues the Air Force is looking to a 21-day advance notice for shipment booking, a weekly route queue report, PPPO assistance to customers experiencing difficulties, and increased communication with all parties. Mr. Thomas explained that the Army Personal Property Lead Element (APPLE) was stood up to help with regionalization and provide day-to-day oversight for army Joint Personal Property Shipping Offices (JPPSO). He then provided a schedule of JPPSO and PPSO consolidations occurring in 2014 and 2015. During peak season 2013 challenges included finding out at the time of booking that movement orders were invalid or not available, as well as issues with the work force and limited employee use flexibility. To combat these challenges in 2014, two employees were assigned to validate orders in the document imaging system for all shipments listed in route queue prior to the 15 May 14 route cycle, adaptions were also made to deal with work force issues, and further corrective action established and opened more effective lines of communication with TSPs and local agents. Marine Corps moves make up 7-9% of all DOD moves. Of that amount Mr. Hyden felt that service provided by industry was excellent 95% of the time. Negative comments include problems with consistency in packing, a rise in theft, failure to do a full unpack when it had clearly been requested, excessive packing, and problems arising due to drivers and/ or their team members not having the correct documentation for base access. Passenger Travel Services Breakout Sessions Defense Travel Management Office (DTMO) Initiatives
Speaker: LTC Harvey Johnson, USA (Ret.), Director, DTMO
Passenger Travel Services Roundtable
Moderator: Judy Silcox, CTC, CCTE, Key Account Director Government, Americas Sales, IHG, with panelists: • Andrea Carlock, Chief Program Management, DTMO • Patt Hall, Director Military/Government Programs, Omega World Travel • Joe Hameedi, Regional Director Operations, Omega World Travel • LTC Harvey Johnson, USA (Ret.), Director, DTMO • Scott Lamb, CGTP, GTP, Director Government Segment & 3rd Party Distribution, Hilton International • Tracy Ramsey, Travel Transformation Integration Specialist, DTMO • Mike Washkevich, Director Government Sales, Avis Budget Group LTC Harvey Johnson, USA (Ret.), Director, DTMO, opened the session by providing an overview of travel spending by the DOD. Due to sequestration, spending in FY 13 fell to $8.5 billion from $13 billion in FY 12. Another $24 billion was spent on military and living allowances. Decreases were also seen in the car rental market with an almost 50% decrease to $450 million. DTMO continues to improve its safety record with zero fatalities from bus travel. Over the past couple of years, Congress has entrusted DTMO with broad authority to make changes in passenger travel, rather than expanding on Congressional regulations. More challenges are faced by DTMO to manage travel with a variety of workforce freezes and limited travel budgets. Upcoming projects include travel re-engineering, continued reduction of redundancies, and an updated agreement with Amtrak. DTMO continues to make military travelers better travelers through education and training, though COL Johnson acknowledged that “reform has not been without resistance.” He continued that, as always, industry is viewed as a partner and is asked to help in the movement toward change.
Tracy Ramsey, Travel Transformation Integration Specialist, DTMO, spoke on his efforts to lead transformative change, focusing on satisfaction of the traveler through greater travel flexibility. Andrea Carlock, Chief, Program Management, DTMO, spoke on a variety of subjects, including car rentals. An effort in partnership with industry has been to collect better data to understand rental partners. She confirmed car rental rates have not changed for about 15 years, an achievement by DTMO. Rental companies have maintained acceptable service with low rates (as low as $10/day with some companies). Regarding city pair travel programs, data collection has also been important with some data indicating 30% less travel than expected. Further opportunities exist for travelers to use the restricted fare program without downgrading, but travelers need more education and training. The DTMO Defense Travel Systems Conference has replaced GSA’s conferences and offers some opportunity to meet with contractor representatives. However, with less GSA conferences, opportunities have been reduced. Scott Lamb, Hilton International, offered an overview of the lodging industry. Their challenges have become more difficult in showing the hotel chain’s value as price pressure intensifies from DTMO. The commercial and government sides are squeezing each other on price, but there’s little left to give at this point. There remains a continuing problem with per diem costs that set limits on hotel costs as DTMO seeks further price reductions. Hotels have seen “commoditization” of their brands, eliminating the value of their brands for the government traveler. Panelists Mike Washkevich of Avis Budget Group, and Patt Hall and Joe Hameedi of Omega World Travel commented on the challenges faced by their organizations, which were similar to those of Mr. Lamb.
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Future Strategy for Army Rail Breakout Sessions Army Concept Outline
Speaker: COL David G. Touzinsky, Director of Force Projection & Distribution, Office of the Deputy Chief of Staff G-4 Future Strategy for Army Rail Roundtable (Military Perspective)
Moderator: Jason Trubenbach, Chief, Strategic Mobility Division, HQDA ODCS, G-4, with panelists: • Billy Funderburg, Division Chief, Defense Non-Tactical Generator & Rail Equipment Center • George Gounley, Chief Rail Fleet Management Branch, SDDC • David Tipp, Joint Munitions Command Transportation Future Strategy for Army Rail Roundtable (DOT & Industry Perspective)
Moderator: Jason Trubenbach, with panelists: • Rich Howell, Business Mgr. – Gov’t, CSX • Don Jones, Senior Commercial Development Manager, Norfolk Southern • Barry Mickela, Mechanical Engineer, Office of the Secretary Volpe National Transportation Systems Center, DOT • Denis Smith, Vice President, Industrial Products Marketing, BNSF Railway COL Touzinsky provided an overview of the Army rail enterprise. The enterprise has a tremendous amount of stakeholders, and includes systems, processes, infrastructure, assets, and human capital resident across the globe. Rail is a strategic and operational capability, and is critical in meeting the CSA’s goal of being able to rapidly deploy, fight and win whenever and wherever our national interests are threatened. Army rail is currently devoid of a single entity that provides enterprisewide oversight capable of synchronizing efforts across the total Army and support to the COCOMs. Problems include aging locomotive and railcar fleets, and the challenge of forecasting future rail requirements. Opportunities include positioning modern equipment at key locations, establishing a right-size overall locomotive fleet based on utilization rates and developing centralized float capability, and leveraging commercial industry. Moving forward there must be more enterprisewide oversight of the Army rail program. 16 |
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Mr. Gounley considers the Army railroad problem a problem of demand. There are also other things needed to deploy besides cars such as locomotives, crews, and track capacity on the main lines. For years the railroads had excess capacity, but in recent years this has not been the case. The solution is not for the Army to invest in assets but it is to invest in railheads. Mr. Gounley proposed that the Army should have a 30-year goal that at the end of 30-years the average weekly traffic transiting every Army railhead would be equal to or exceed the peak mobilization week traffic for that railhead. In addition, no DOD rail capital investment from that time on would detract from the 30-year goal. Every freight rail movement to or from an installation would be challenged as to whether or not it ought to go by rail. Finally, he proposed that he Army should change its view of railheads from cost centers to profit centers. Mr. Tipp stated that the Joint Munitions Command (JMC) is a key stakeholder, as approximately 41% of the Army’s tracks are at JMC installations. JMC’s installations vary in size. Mr. Funderburg shared that the depot rail support involves not only locomotive and railcar manufacturing, but development of tech data, modernization, and the upgrade of programs. Inspections and maintenance can be provided for the customers at their locations. Regulations require railcars to be inspected every year. Unit level maintenance is also provided to units that do not have the capability or manpower to perform these duties. Mr. Mikela explained how Volpe operates. Its mission is to improve the nation’s transportation system by serving as a center of excellence to support informed decision making. The Volpe center has been supporting DOD for over 25-years with an emphasis on best practices with procurement acquisition. Mr. Smith gave an overview of BNSF railroad, which is North America’s largest railroad, moving more than 10 million loads and onefourth of the nation’s freight last year. BNSF and the other railroads have strong records of hiring former military members. Mr. Jones shared that from 1980 to the present railroads have invested 40 cents of every dollar to rebuild their infrastructure, as an industry this amount has been equal to $525 billion. The railroads
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pay for and maintain their own tracks. Since deregulation productivity has greatly increased and rates (adjusted for inflation) have actually decreased. Rail is an excellent green transportation alternative. Mr. Jones also shared examples of how rail can be more cost-effective than shipping by truck. Mr. Howell explained that rail is very transactional and project-oriented. Each military installation has autonomy to decide if a solicitation for bid goes to motor or rail. Many people do not realize that they can ship “small volume” moves. Humanitarian Aid/Disaster Relief (HA/DR) Support Operations Breakout Sessions Humanitarian Support Operations
Speaker: Col Jon Meyer, USAF (Ret.), Consultant, Meyer Associates & Task Force Chair, Transportation Research Board of the National Academies International HA/DR Support Operations Roundtable
Moderator: Col Jon Meyer, USAF (Ret.), with panelists: • Gordon Hackett, Deputy Div. Chief, Joint Logistics Operations Center, DLA • Dr. Jose Holguin-Veras, Director, Center for Infrastructure, Transp., & the Envir., Rensselaer Polytechnic Institute • CAPT Charles McDermott, USNR, Founder & President, US National Response Forces Foundation, Inc. • Lee Tate, Deputy Division Chief, Operational Contract Support & Log Services Division (OCSS), Joint Staff, J4 Domestic HA/DR Support Operations Roundtable
Moderator Col Jon Meyer, USAF (Ret.), with panelists: • Kathy Fulton, Interim President & Director of Operations, American Logistics Aid Network (ALAN) • COL Nick Guarino, USA, Defense Coordinating Officer, FEMA • Gina Hubbs, Vice President, Government & Emergency Services, Universal Truckload Services, Inc. • COL Wes McClellan, Deputy Director, Domestic Operations & Force Development, National Guard Bureau • COL Jerry Thomas, USA (Ret.), Chief, Transportation Management, Distribution Management Division, Logistics Management Directorate, FEMA
COL Meyer reported that in 2012 there were 376 deaths from floods, tornados and other severe weather in the United States. 2013 presented international disaster challenges when over 100,000 died in Syria and millions were displaced from their homes. In addition, other countries faced increasing violence and needed aid from the international community, including South Sudan, Iraq, Yemen, and the Central African Republic. By the end of 2013, a major effort was underway in the Philippines to aid victims of Typhoon Haiyan, which affected more than 14 million people and displaced over 5 million. Dozens of other conflicts and smaller disasters stretched resources of local responders to meet the needs of the victims. Slow and inadequate responses to victims raises questions about the ability of the humanitarian aid system to meet needs of people affected by these events and disasters. Transportation and logistics are key in timely and efficient responses. Dr. Holguin-Veras provided an overview of lessons learned from a series of catastrophes that included the ideas that: humanitarian logistics is more than a technical problem, it relies on a socio-technical system; disasters and catastrophes are not the same; commercial logistics are different than post-disaster humanitarian logistics; we need to deal with material convergence; in catastrophic events the local distribution is an overwhelming challenge that can only be met by utilizing local social networks; private sector integration in post-disaster response is critical; the dynamic nature of supply and demand must be dealt with; precautionary/opportunistic buying must be controlled; the collapse of private sector supply chains must be prevented; and comprehensive approaches are needed to ensure efficient logistical responses. Mr. Tate explained that the Joint Staff ’s mission is to lead the Joint Logistics Enterprise, strengthen joint force readiness, and provide the Chairman with the best advice to optimize globally integrated
operations. Its important responsibilities include contingency planning; advice on requirements; programs and budgets; and joint doctrine, training and education. The J4 focuses on advocacy (resetting the force), readiness, medical integration (defining the Joint Medical Enterprise), and the Joint Force 2020 (operationalizing the logistics imperatives). Joint Staff interagency coordination varies based on the situation. During Operation Tomodachi, actions were in support of US Agency for International Development and Office of US Foreign Disaster Assistance, with a majority of requests being for transportation. There is a need to harness and integrate private sector, and prioritize requirements. Mr. Hackett opened up his presentation by explaining the mission of the Defense Logistics Agency (DLA), and how the agency supports HA/DR efforts globally. DLA is America’s combat logistics support agency. Its mission is to provide the best value integrated logistics solutions to America’s Armed Forces and its interagency partners in peace, during national disasters/emergencies, and in war, around the clock in the homeland and worldwide. It is a $43.5 billion global enterprise that manages nearly 5.1 million line items via nine supply chains. Recent operations have included Hurricane Irene, Operation TOMODACHI, Hurricane Sandy, and Operation DAMAYAN. The DLA Support Team (DST), consisting of SMEs skilled in materiel management, distribution management, fuel management, disposal and reutilization, will assess needs, then deploy. Mr. McDermott stated that development should be linked to response, because most weather events are somewhat predictable. However, the current international system for responding to natural disasters is not especially timely or equitable, and funding is generally not secured until after disaster strikes. Current US government response is military dependent which comes with a very high
cost. One proposed way pf dealing with this is to utilize specialized merchant cargo ships to become “floating warehouses” containing necessary items for most HA/ DR scenarios. These “National Response Platforms” (NRPs) would carry life-saving supplies, heavy equipment, construction supplies, cellular tower/antenna, power generation, water purification, fuel, modular hospital units, coordination centers, etc. The future plan would include having the NRPs strategically placed around the globe for planned development, training, exercises, and as a means of providing capability for crisis response. Ms. Hubbs’ presentation focused on the highlights and capabilities a company like Universal can provide during HA/DR. These include multiple vertical markets, such as energy, aerospace, healthcare, retail & consumer goods, automotive, steel and metals, industrial, and government services. In the case of Universal, its Government and Emergency Services Division provides the planning, procurement and on-site project management to execute complex projects by utilizing its vast portfolio of service offerings to deliver costeffective solutions to challenging missions that support troop and readiness deployments, emergency/disaster assistance, and standard service requirements. COL Guarino’s briefing outlined the role of US Army North in defense support coordination with FEMA. There are permanently assigned DOD representatives in each FEMA region to plan, coordinate, and integrate Defense Support of Civil Authorities (DSCA) with local, state, and federal agencies. The Defense Coordinating Officer (DCO) along with the Defense Coordinating Element (DCE) manage the Joint Field Office interface, which is the facilitating center for aid and FEMA contingencies. To make this work immediate response versus mission assignment authorities must be understood,; regarding MA processing, a clear understanding of state actions must be had before a request is given to the FCO;
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DOD is the last in and first out, they are also the choice of last resort and non-competitive with the private sector. Ms. Fulton offered an overview of ALAN, its mission, and capabilities. ALAN provides disaster response and coordination of logistics, education such as supply chain disaster simulations and webinars, and relationship building. It is aligned with 23 professional and industry associations, and is a 501(c)(3) non-profit organization, with all services provided are at no charge to the donors or recipients. COL McClellan described the National Guard as a community-based force. There are approximately 320,000 available members across 3,200 sites, 88 bases, and 2,700 communities in 54 states, territories, and Washington, DC. The National Guard is heavily driven by planning and coordination within defined geographic regions across the US and territories, and is rapidly deployable based on request by supporting Governors. It also has a Domestic All-Hazards Response Team Coordination Cells (DCCs) to respond and manage by event. Another key area of support for the National Guard is Strategic Airlift, with missions conducted under Governor and Presidential control. Mr. Thomas’ presentation gave an overview of FEMA by discussing its response to Hurricane Sandy. The concept of support is that responders at all levels must “think big, go big, go smart, and go fast” in order to save lives. To do this, a response culture must be created that shares a disciplined sense of urgency and looks at creative ways of meeting the many challenges of providing assistance during large scale response operations. FEMA’s ability to pre-stage resources prior to states receiving federal disaster declarations has been key to reducing response times. From Super Storm Sandy, FEMA determined that in the future it must have greater ability to track and maintain trailers. Defense Acquisition Policy Speaker
Speaker: Paul D. Peters, Acting Asst.Sec. of Defense for Logistics & Materiel Readiness Mr. Peters began by telling the audience that it was everyone’s responsibility to figure out how to best manage taxpayer money. He continued that at last year’s meeting he had talked about a shift to the Pacific. However, over the past 60 days it had become obvious that the US can18 |
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not turn its back on Europe, there is still turmoil in the Middle East, situations are arising in Africa, the US is not out of Afghanistan—the world is a dangerous place. Strategic guidance provided by the Quadrennial Defense Review is intriguing in how it evolved over time. The idea used to be that the US would fight (and generally win) regional conflicts, however, the reality is that the conflicts are always there. Strategy is centered on this because dealing with the worst of humanity and the worst of behavior is really why the DOD exists. Military, government, and industry must all work together to meet requirements. This has been clearly demonstrated over the last 12 years. But current conditions require everyone to learn how to operate in a world in which the resources of the last 12 years are no longer available due to budget reductions. A reprieve from sequestration has been given this year and maybe next year, but sequestration is set to come back in 2016 and there does not appear to be anything in the future that will repeal it. Sequestration was originally enacted because it was so terrible the thought was no one would ever use it. However, it has become the operation of the day, with politicians leveraging it to force cuts to government spending. Unless repealed, sequestration will remain law. The budget it is coming down and compared to previous drawdowns it appears that DOD still has a lot of money, as over the next 10 years (including sequestration) it will spend $4 trillion. But unlike past drawdowns the world is not a safer place, in fact as we draw down the world is more dangerous than it has ever been and continues to become more dangerous every day. The US must consider how to continue performing a mission that it does not control the demand for even as budegts are reduced. Each time an unplanned event occurs around the world, the US is asked to respond. The US needs a national discussion about this and a subsequent discussion about this with the world—the US must ultimately determine how to complete its missions, possibly through a combination of diplomacy and military might as its economy simply cannot sustain what has been occurring over the last 12 years. The DOD is caught balancing between capitalism and incentives for industry. Market forces will cause industry to shrink. What DOD must figure out is how to allow market forces to work, while maintaining capabilities needed to meet future require-
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ments. Mr. Peters felt it would take everyone working together to figure this out. Logistics continues to make up approximately one-third of the DOD budget. Unfortunately, the DOD does not have the flexibility to respond to budget changes in the same way that industry can though the need for it to become thinner and leaner is real. Mr. Peters outlined priorities for the Office of the Secretary of Defense for Acquisition, Technology, and Logistics (AT&L), which included supporting the warfighter, implementing Better Buying Power 2.0, business systems acquisition/management, technological superiority and erosion, protecting the future, close tracking of the industrial base, strengthening the AT&L workforce, and legislative initiative. In closing, he encouraged the audience to ask themselves what they are doing to protect the nation and what they are doing to make the world better for those that come after them. Stating that at the end of the day if one is chasing something that is not directly related to those two outcomes then that person needs to reassess. Cyber Security Roundtable
Moderator: Brig. Gen. Sarah E. Zabel, USAF, Director, Command, Control, Communications & Cyber (C4) Systems, USTRANSCOM, with panelists: • Alex Borhani, Chief, Cyber Terrorist Division, FBI • Joe Bryan, Senate Armed Svcs. Committee • Brig. Gen. Greg Touhill, USAF (Ret.), Deputy Asst. Secretary for Cybersecurity Operations & Programs, DHS • Christopher D. Trifiletti, Special Agent, Springfield Div., Counterintelligence Strategic Partnership Coordinator, FBI • Steve Shirley, Director, Defense Cyber Crime Center (DC3) Brig Gen Zabel has seen a growth in the occurrences of cyber events and in the interest that they pose over her last year at USTRANSCOM. She was not sure if industry was fully aware of their vulnerability and attractiveness for cyber intrusions from the enemy, which is very high and growing due to the key role they play assisting the US military build its forces. Unfortunately, barriers to entry into performing cybercrimes are becoming less. Mr. Shirley explained that DC3 was established as an entity within the Air Force and executes a DOD mission of serving as the operational focal point for DOD’s cy-
ber security and info assurance program, which is a voluntary program that began in 2007. In this program, DOD provides classified and unclassified actionable information to industry partners so they can better safeguard the DOD content that resides on and/or transits their networks. Approximately 102 companies currently participate in this program. Mr. Bryan leads investigations for the Senate Armed Services Division and his perspective on cyber security stems from this work. Recently, he concluded investigations into counterfeit electronic parts in the DOD supply chain and into cyber intrusions on USTRANSCOM contractors. There has been an enormous focus on cyber theft which has compromised billions of dollars’ worth of intellectual property and proprietary information. This also has a long-term operational impact, as theft of DOD intellectual property and proprietary information can erode the US’ technological advantage over time. Regarding cyber intrusions on USTRANSCOM contractors, it was discovered that the enemy may not necessarily have to access DOD information in order for it to impact DOD operations. This can influence what we need to know about intrusions, what sort of intrusions the department needs to know about, who needs to know the information, and once an intrusion is known what to do with that information. Mr. Borhani established that while the internet is a wonderful tool, it also has a dark side which is where the adversary hits. They are often better than the security personnel, have no rules to follow, and are most often overseas making law enforcement difficult. The FBI’s mission is ultimately to identify, prevent, and disrupt those adversaries, but it cannot work alone—everyone must play a role to address the threat. There are three categories of threat: 1) those motivated by greed 2) those motivated by power 3) those motivated by hatred. Mr. Trifiletti said that while cooperation is needed between organizations and agencies, ultimately the cooperation of users is just as important—if a user is compromised the system can be compromised. The commonality is that often you really can’t do a lot about these intrusions. However, because many start at the userlevel, educating users is a good first step. Brig Gen Touhill explained that the job of DHS with regard to cyber security is to
secure the .gov domain and harden the .com domain. Overall, DHS is trying to make the internet a safer, more secure and resilient place. One congressman says that there are two kinds of companies out there—those that have been hacked and know it, and those that have been hacked and don’t know it. It is important as we look at our nation’s infrastructure to continue to work together in public-private partnerships to make sure that we build a secure and resilient infrastructure. DHS is employing a variety of mechanisms to help all industries harden their systems. Best Practices for Doing Business with the Government Roundtable
Moderator LTG Kenneth R. Wykle, USA (Ret.), President, NDTA, with panelists: • COL Michael Cashner, USA (Ret.), Vice President, Government Services, Landstar Transportation Logistics • David DeBoer, Manager, Commercial Sales, American Roll-on Roll-off Carrier • MG Charles Fletcher, USA (Ret.), President, McLane Advanced Technologies • Bob Radin, President, Radin & Associates Consulting, LLC LTG Wykle started off by asking panelists to describe what they saw as being the challenges of doing business with the government over the next few years. MG Fletcher responded that challenges included shrinking budgets and responsibility for contracting
moving away from those people that actually use the contract to contracting commands, which makes it more critical than ever to increase communication. Mr. Radin identified one challenge as being the lack of experience of qualified contracting officers. LTG Wykle then asked where panelists see business opportunities over the next few years. COL Cashner identified changes from supporting international deployment/redeployment and other opportunities that correspond to DOD’s shift in focus to the Pacific, which includes rotations and training missions. Mr. DeBoer did not see opportunities for new business, rather he was interested in working with the government to preserve business for the industrial base. Mr. Radin felt that withdrawl from the Middle East also offered opportunities because it created a vacuum for working with a foreign company that needs support from a US company just to sustain what has been left there. Regarding how to identify potential business opportunities, MG Fletcher felt the best approach was to look at current government contracts to see what challenges and considerations existed in order to focus in on providing solutions. In addition, there are automated systems that can tell you what opportunities are out there, and there may be opportunities as budgets decrease to point out ways of doing busicontinued on page 28
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By Jeffrey H. Greenwald, P.E., CAE Institute of Hazardous Materials Management and Robert Richard, Ph.D. Vice President, Regulatory Affairs, LabelMaster Services
T
he handling and storage of hazardous materials involves risk, so it is well-regulated to ensure safety and minimize environmental hazards. Transportation of hazardous materials and dangerous goods increases that risk, and potentially exposes more people and larger geographic areas. Hence, the need for safe handling practices is even more critical during transportation procedures. Professional certification of dangerous goods professionals is one method to help ensure the secure and proper handling and management of hazardous materials; enhance regulatory compliance, safety, and overall credibility of operations; and provide recognition to individuals who meet its rigorous requirements. The certification program needs to be valid, credible, relevant, fair, and ethical. 20 |
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WORLDWIDE DANGEROUS GOODS TRANSPORT
The international transport of dangerous goods involves a myriad of regulations which vary from country to country, change with the mode of transport involved and type of materials being moved. The international, regional or modal differences in regulatory requirements introduce impediments and challenges for companies. Confusion in the transport system and associated delays expose transport personnel and the general public to greater risk through increased handling and time that the dangerous goods are in the transportation system. In addition, it increases the regulatory and economic burden on the regulated industry with no associated benefit. To promote safety, facilitate trade, and improve the efficiency of hazardous mate-
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rials transport, the United Nations (UN) Model Regulations on the Transport of Dangerous Goods provides a basis for regulations for all modes of transport, harmonized across international borders. The UN Model Regulations were first published in 1957 to establish minimum requirements for the transport of hazardous materials by all modes. Since then, they have gained global acceptance as the basis for the legally binding dangerous goods transport regulations on the international, regional, and domestic levels. As an example, international transportation by vessel or by air is governed by the requirements of the International Maritime Dangerous Goods Code (IMDG) or the International Civil Aviation Organization Technical Instructions for the Safe Transport of Dangerous Goods by Air (ICAO TI). Both of these are based on the requirements in the UN Model Regulations. Regional regulations such as the European Agreements Concerning the International Carriage of Dangerous Goods by Rail (RID) and by Road (ADR) are also based on the Model Regulations. Additionally, domestic regulations such as the Hazardous Materials Regulations (HMR) in the United States are based on the Model Regulations. The UN Model Regulations enhance safety, improve enforcement capability, ease training requirements, and enhance global trade and economic development. Safety is enhanced primarily because harmonized requirements simplify the complexity of the regulations, simplify training efforts, and decrease the likelihood of non-compliance. The Model Regulations provide economic benefits by eliminating the costs of complying with a multitude of differing national, regional, and modal regulations. They also facilitate compatibility between modal requirements so that a consignment may be transported by more than one mode without intermediate reclassification, marking, labeling, or repackaging. Of course, this system isn’t perfect. For example, transportation to or through countries that don’t adopt the biannual amendments entails challenges, as well as greater opportunities for delayed and frustrated shipments. However, the UN Model Regulations represent a best effort to harmonize and streamline the regulations for enhanced safety. Establishing harmonized or compatible transport provisions enhanc-
es public safety, strengthens environmental protection, and supports US manufacturing and transport industries. INTRODUCTION TO CREDENTIALING
The continuous evolution of these international regulations introduces significant challenges for keeping people up to date and informed. Professionals working in the field are faced daily with new technologies, new regulatory requirements, and uncertain economic times where “doing more with less” is the norm. Under these circumstances, maintaining a high threshold of safety in managing, shipping, and transporting hazardous materials and dangerous goods can be a challenge. Finding qualified experienced professionals in the field can also be difficult. Just as the UN Model Regulations help streamline compliance, internationally recognized credentialing of hazardous goods professionals improves safety and provides confidence that the professional knows and can implement the regulations. The Institute of Hazardous Materials Management (IHMM) offers accredited credentials to verify competencies and
best practices of hazardous materials and dangerous goods professionals, providing a benchmark for industry and ensuring that minimum levels of safety are maintained or exceeded. IHMM currently offers three accreditations: • Certified Dangerous Goods Professional (CDGP): the standard of proficiency for those dealing with the safe and secure international transportation of dangerous goods. • Certified Hazardous Materials Manager (CHMM): the standard of proficiency for those who manage or advise others on hazardous materials or situations including such items. • Certified Hazardous Materials Practitioner (CHMP): the standard of proficiency for front-line hazardous materials workers. All three credential programs meet the requirements of ANSI/ISO/IEC 17024, International Standard for Personnel Certification Programs. The Council of Engineering and Scientific Specialty Boards (CESB) also accredit CHMM and CHMP.
VERIFYING THE LEGITIMACY OF THE CREDENTIAL
Before developing a credential, it is important that the infrastructure to manage, coordinate, and deliver a credential program be considered. These resources include dedicated staff to manage: the Subject Matter Expert (SME) committee(s), document policy and procedures, expert consultants on test development and analysis, the test delivery company, tracking certificants, and the policies and procedures for recertification to keep the pool of professionals current. Dedicated staff working for an independent organization helps ensure that the credential, its competency requirements and measures are independent, fair, and equitable. Development of credentials starts with a dedicated group of Subject Matter Experts (SMEs) who volunteer their time and efforts to develop the necessary competency measures. The SMEs first decide which standard to follow for the certifying body, as well as for development and maintenance of a certification. There are three standards promulgated in the United States: 1) American National
ANSI 17024 Criteria ANSI 17024 requires that the credential organization maintain an active committee consisting of subject matter experts whose responsibility is to develop and maintain valid, legally defensible, and credible certification exams in accordance with the latest ANSI-approved policies and procedures. These policies and procedures are required to be based upon professionally recognized psychometric principles and on the standards of the accreditation body(ies). ANSI performs yearly audits on committee activities to verify that the credential organization is following its policies and procedures. ANSI 17024 requires that the certification body remain independent from exam training and from aiding others in the preparation of such services to ensure that confidentiality and impartiality of the examination and other procedures are not compromised. In effect, this ensures that credentialed professionals are all treated fairly in demonstrating competency and that any credential award is fair and based on objective criteria. ANSI 17024 requires that the certification body maintain a publicly-available management system. The management system is usually documented in an organization’s Management Systems Manual (MSM) and is available for public download. IHMM’s MSM has information on credential eligibility, examination, record keeping, security, and proper usage requirements. The MSM also documents the pass/fail criteria for a competency exam.
ANSI 17024 requires that the certification body maintain a proactive process to monitor the credentialed professional’s compliance with a Code of Ethics (COE). Signatory to the COE is required for a credential award and the certificant is bound by the COE for the duration of the credential award. IHMM demands the highest moral integrity from those responsible for handling hazardous materials and transporting dangerous goods. The COE requires all IHMM certificants to perform within the requirements of the law and in the interest of environmental protection and public safety. Furthermore, IHMM certificants are bound by the COE to report any observed potential COE violations within the profession and duly report them to IHMM. Potential violation reporting procedures meet ANSI requirements and provide the profession a means to voluntarily improve best practice. Once reported, all reports are investigated by a Professional Standards Committee with procedures found in the MSM using the principal of judgment by one’s peers. ANSI 17024 requires that the certification body define recertification requirements to ensure that the certificant continues to comply with current certification requirements. This usually means maintaining employment in the profession and being active in professional development activities. Certificants must meet a certain threshold of employment and professional development activities to maintain the credential.
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Figure 1. Industry sectors for Certified Dangerous Goods Professionals
Figure 2. Percentage of time spent in specific work roles
Standards Institute, ANSI/ISO/IEC 17024, Conformity assessment – General requirements for bodies operating certification of persons, 2) Council of Engineering and Scientific Specialty Boards, Accreditation Guidelines for Engineering and Related Specialty Certification Programs, and 3) The National Commission for Certifying Agencies, ICE 1100 2010(E) – Standard for Assessment-Based Certificate Programs. The IHMM credentials use ANSI 17024 as their basis. The ANSI 17024 requirements were designed to produce credentials that are valid, credible, relevant, fair, and ethical. The sidebar included in this article provides a detailed outline of the criteria that IHMM and other ASNI 17024 cre22 |
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dential organizations must meet in order for the credential to be ANSI 17024 accredited. CREDENTIAL MANAGEMENT
The credential itself is based on an outline developed by the SMEs in answer to the question: “What would a minimally competent professional know about the processes and procedures of the profession?” This question drives the credential development process. An analysis of areas of knowledge, duties, and tasks are conducted using a Job Task Analysis (JTA). The JTA is a process for analyzing the tasks performed by individuals in an occupation, as well as the knowledge, skills, and abilities required to perform
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those tasks. The JTA is used to identify the core knowledge areas, critical work functions, and/or skills that are common across a representative sampling of current practitioners or job incumbent workers. Results from the JTA establish the blueprint that reflects the skills, knowledge, and abilities required for competent job performance. The JTA process uses subject matter experts to: 1) accurately describe and define their jobs, 2) describe the tasks that workers perform, 3) describe the means used to perform those tasks, and 4) describe tasks that demand certain knowledge, skills, tools, and worker behaviors. For the JTA, the SMEs collect quantitative data by surveying the profession on the importance, criticality, and frequency of knowledge, duties, and tasks. For example, respondents are asked if a duty is: not critical, slightly critical, moderately critical, or very critical. One recent JTA conducted by IHMM to develop a dangerous goods professional credential surveyed over 20 knowledge, duty, and task areas to estimate how much time is spent on each. This quantitative information allows the SMEs to apportion the knowledge, task and duty areas for a competent credentialed professional. For example, the JTA for the Certified Dangerous Goods Professional (CDGP) provides the following percentages over particular knowledge areas: • National and International Regulatory Standards – 13 percent • Inter-relationships Between the Regulatory Standards – 9 percent • Management of Transportation – 27 percent • Handling of Cargo – 10 percent • Management of Documentation – 18 percent • Emergency Management – 14 percent • Security – 9 percent The JTA and the subsequent blueprint provide the basis for the SMEs to start developing, publishing, and delivering the competency examination. The exam questions are based on the credential blueprint. Consequently, SMEs are now asked to develop, review, revise, and document questions that test potential certificants on each area of the blueprint. The blueprint percentages are used to define the number of exam questions in each knowledge area. For example, based on the blueprint percentages above, a
100-question CDGP exam would have approximately 13 questions related to National and International Regulatory Standards, an area that covers the UN Model Regulation, the International Civil Aviation Organization’s Technical Instructions, and the International Maritime Organization’s Dangerous Goods Code. Experts on exam development typically guide a group of SMEs in developing questions and proper question writing techniques. For a 100-question examination, about 300 questions are typically developed. After the question database is developed, the exam is beta- or field-tested, a passing score analysis is performed, and exam questions are chosen. Over the life of the examination, usually five years, yearly cut score and question analyses are also performed. After five years, a new JTA is conducted to determine if professionals see any changes in the blueprint. This ensures that the credential reflects the current practice of the profession. Any changes to the blueprint would reinitiate the process described above.
During the survey of professionals on knowledge areas, duties, and tasks, survey respondents are asked a series of demographic questions to ensure the body of respondents includes a representative cross-section of the industry and to evaluate the validity of survey responses. Questions usually include: location of current practice, employment status, job title, years of experience in the field of hazardous materials management or dangerous goods transport, area(s) of work as related to hazardous materials management and dangerous goods transport, work sector, and if any other credentials/certifications are held. Selected demographic data from two JTAs that IHMM conducted for the CDGP are shown in Figures 1 and 2. CONCLUSION
The handling and management of hazardous materials and the transport of dangerous goods are governed by regulations published by the US Environmental Protection Agency, US DOT, Committees and modal Administrators of the United Nations, as well as a network of state, national, and in-
ternational organizations. To ensure public safety, professionals need the competency to use, interpret, and implement the regulations. Properly developed and maintained professional credentials validate that these professionals have the knowledge to properly handle, transport, and store hazardous materials, and to perform the required functions of the profession. DTJ REFERENCES • International Maritime Organization’s Dangerous Goods Code (IMDG Code). • International Civil Aviation Organization’s Technical Instructions (ICAO TI). • UN Recommendations on the Transport of Dangerous Goods – Model Regulation. • ANSI/ISO/IEC 17024, Conformity assessment – General requirements for bodies operating certification of persons, American National Standards Institute, Washington, DC, 2002. • Accreditation Guidelines for Engineering and Related Specialty Certification Programs, Council of Engineering and Scientific Specialty Boards, Annapolis, MD, 2010. • ICE 1100 2010(E) – Standard for AssessmentBased Certificate Programs, The National Commission for Certifying Agencies, Washington, DC, 2005.
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NDTA HEADQUARTERS Welcome Jim Veditz! Jim joined the NDTA headquarters staff at the beginning of June as the Senior Vice President of Operations. As the title suggests, Jim is tasked with handling many of the operational aspects that allow the headquarters office to run. In addition, he is in charge of chapter support, the scholarship program, NDTA awards, and professional programming. Jim is a native of Salisbury, MD and a graduate of the US Military Academy at West Point, NY. Upon graduation from West Point, he was commissioned into the Army’s Transportation Corps with a first assignment in Bremerhaven, Germany. During the next several years, he served in staff and command positions in the continental United States and overseas. He commanded the 28th Transportation Battalion (Motor Transport) in Mannheim, Germany during Operation Joint Endeavor/Joint Guard. Subsequently, he commanded the 7th Transportation Group (Composite) during the initial invasion of Iraq in 2003 for Operation Iraqi Freedom. He holds a Bachelor of Science from West Point and Master’s Degrees from the Air Force Institute of Technology and the Industrial College of the Armed Forces. Jim completed his 27-year military career in the Pentagon and retired in 2006. In civilian life, he held executive positions throughout the transportation, distribution, and supply chain industries. He was Director of Operations at Savi Technology in Alexandria, VA; Chief Operating Officer at Pegasus Logistics Group in Dallas, TX; and, for the past four years, the VP of Operations, Supreme Group USA in Reston, VA. Jim lives in West Springfield, VA and remains a die-hard Baltimore Orioles and Ravens fan. As a long-time member of NDTA, Jim strongly believes in the organization’s mission and its incredible membership. He is looking forward to continuing to work in the transportation and logistics community that he has been a part of (and loved) for so many years! DTJ
Hail & Farewell We’re going to miss you Mark Victorson! Over the years, many of you have gotten to know long-time NDTA staff member Mark Victorson, who officially retired on June 30. As the Vice President of Membership, Mark worked closely with the chapters and individual members including running our awards, scholarships, and recruiting programs. He also managed the professional programs and audio visual requirements at national-level events. Mark is a graduate of the War College fellowship program at Georgetown University and holds a Bachelor Degree from Gustavus Adolphus College in Minnesota, as well as Master’s Degrees in history and international relations from the University of Pennsylvania and Boston University. He joined the NDTA headquarters staff in September of 2001, following service in the US Army Transportation Corps and as a Foreign Area Officer. He served twice in Germany for a total of twelve years. The first time, during the 1970’s as a truck platoon leader, battalion staff officer, and Chief of MTMC Rhein River Terminal. The second time, in the 1980’s as Deputy Commander of MTMC Bremerhaven Terminal, as truck battalion executive officer, and as Commander of the 106th Transportation Battalion, a truck battalion with headquarters near Frankfurt. Between overseas assignments, he served at Fort Eustis, VA as landing craft company commander, battalion operations officer, and Headquarters Commandant. He rounded out the Transportation Corps portion of his career as Chief, Transportation Branch at the US Total Army Personnel Command, and Deputy Chief of Staff for Plans at MTMC. He also trained as a Foreign Area Officer in Hong Kong, and served as a liaison officer to the German Army, Army Attaché at the US Embassy in Paris, and, during his final active duty assignment, as Defense and Army Attaché at the US Embassy in Cairo. All told, Mark spent twenty of his thirty years of service abroad! So the big question on everyone’s mind now is what will Mark do with all of his spare time? His plans include spending lots of time with his family, as well as serving his church and other charities close to his heart. And please don’t worry too much—even though Mark may no longer be an NDTA staffer, he remains an NDTA Life member and we fully expect to continue seeing him at events from time to time! DTJ
Expand your reach and increase your organization’s exposure by participating in the NDTA Sponsorship Program and Exposition! Visit www.ndtahq.com/SponsorExpo14.htm for more details 24 |
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N’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 FedEx + PLUS Final Mile Logistics + PLUS Hapag-Lloyd USA, LLC + PLUS Innovative Logistics, LLC + PLUS InterContinental Hotels Group Americas + PLUS Interstate Moving | Relocation | Logistics + 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
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Fikes Truck Line 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 SAIC 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.
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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 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 Bollore Africa Logistics 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. CSC
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
Cubic Global Tracking Solutions, Inc. CWT SatoTravel DAMCO DB Schenker Delta Air Lines DHL Express Echo Global Logistics, Inc. Embry Riddle Aeronautical University Engility Corporation Enterprise Database Corporation Estes Forwarding Worldwide, LLC Executive Moving Systems, Inc. Express-1, Inc. FlightSafety International Fluor FMN International, Inc. GE Aviation General Dynamics/American Overseas Marine GeoDecisions Greatwide Truckload Management Green Valley Transportation Corp. Hilton Worldwide Hub Group, Inc. IBM Intercomp Intermarine, LLC Intermodal Association of North America (IANA) International Auto Logistics International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots 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. Network FOB, 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 Savi 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 Volga Dnepr Airlines Winston & Strawn LLP Women In Trucking Association, Inc.
CGM-NV a NovaVision Company 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 Fox Rent A Car Hanjin Intermodal America, Inc. JAS Forwarding Kalitta Charters, LLC LMJ International 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 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 Association Pak Shaheen Freighters (Pvt) Ltd. Patriot Contract Services, LLC Philadelphia Regional Port Authority PITT OHIO Port of Port Arthur Portus
Reckart Logistics, Inc. Reusable Logistics Solutions, LLC Royal Trucking Company 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
Richard R. Young, Ph.D., FCILT, President, Central Pennsylvania Chapter, and Professor, Supply Chain Management, The Pennsylvania State University
The Lieutenant Don’t Know: One Marine’s Story of Warfare and Combat Logistics in Afghanistan Jeff Clement, The Lieutenant Don’t Know: One Marine’s Story of Warfare and Combat Logistics in Afghanistan, Havertown PA: Casemate Publishers, 2014. ISBN: 978-161200-234-7. $26.95.
A
uthors have written books and Hollywood has long produced movies about fighting wars, whether their settings were centuries ago or in modern times. The central figures are usually glamorous warfighters: pilots, sailors, infantry, artillery, and Special Forces. Yet as General Robert Barrow, former Commandant of the Marine Corps, has been credited with saying, “Amateurs talk about tactics, but professionals study logistics.” A fighting force will not be effective with-
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Additionally, NDTA is currently exploring a partnership with the Logistics Officers Association (LOA) to enhance and expand our annual meeting. We are also encouraging our NDTA Chapters to seek opportunities to partner with other professional organizations in their local areas to hold joint events as a way to maximize the value for individual members. We view these partnerships as a way to strengthen our Association and add value for our members. Public-private partnerships are being reexamined as a way to fund large infrastructure projects. Large, high-risk projects are being undertaken by multiple partners in order to share the costs and risks. (Think business executives partnering to “time share” the leasing of a corporate jet; the construction of the High Occupancy Toll [HOT] Lanes in the DC metro area, the construction of toll roads and bridges, the
out having those myriad items required to sustain it—food, ammunition, weapons, vehicles, fuel, and spare parts. The Lieutenant Don’t Know is about a USMC Combat Logistics Battalion (CLB-6) running convoys. It is an autobiography of sorts laced with sound logistics concepts that apply to the resupply of retail chains, as they do to deployed forces, except with the former, someone is not trying to kill you to thwart your mission. This is not the stuff of movies because logistics is not sexy. When logistics missions go right, such is taken for granted; however, when they go wrong everyone is a critic. The reader constantly finds themself drawing parallels between military and industry logistics as CLB-6 operates convoys with the Alameda Rail Corridor in LA, or the recent announcement tech giants IBM and Apple are teaming up to develop scores of business apps that will marry Big Blue’s big data capabilities to Apple’s user-friendly iPads and iPhones.) Transportation and logistics companies are forming alliances to share facilities, equipment, and labor in order to improve efficiency and profitability. (Think slot sharing on container ships, shipping alliances to provide more frequent service, 3PLs sharing warehouse space, small shippers consolidating their shipments in one container or truck load to get better rates.) During times of change and challenge the innovative, flexible, adaptive organizations survive and excel. Finding the right partner or forming the right alliance can be rewarding and profitable. 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
DTJ Index of Advertisers APL........................................... 11 ARC........................................... 25 Bennett.................................... 13 Boyle Transportation............... 6 Budget..................................... 23
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Farrell Lines............................C3 FedEx........................................C4 Landstar...................................C2 Maersk Line, Limited............... 1 Network FOB.......................... 19
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Northern Air Cargo.................. 5 TOTE........................................... 2 Universal................................... 9
ever-present dangers: IEDs in their path, insurgents firing RPGs and AK47s, and the terrain wreaking havoc with vehicles. Some key logistics lessons in the book: “it takes a lot of recon (aka information) to execute logistics”, “safety stock (e.g. fuel reserves) is just that—for safety,” and “bureaucracy chews up resources.” Logistics is about managing details and so is warfighting; combine them and challenges increase exponentially. These lessons are found in many texts, but watching them applied by real people solving problems, adapting to circumstances, surviving their ordeal, and sharing their thoughts and feelings makes them come alive. Clement says that “[W] ar is about making compromises,” but so is logistics. A central theme of the book, “[Y]ou need to know what you don’t know” is certainly true of logistics. Reading like an action novel I could not put it down, but it is anything but fiction. DTJ
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ness that the government has not heard of before. COL Cashner felt that being in tune with one’s customers and with the industry in general were key factors. In order for DOD to tap into commercial capabilities it is important to participate in industry days and draft solicitations. The government must also decide how willing it is to invest in the economic vitality of the industries that support it because without its support those industries may not be available. One of the first things that government should do to develop requirements and capture business at less expense is to educate its employees on the businesses that support them. According to Mr. Radin the main parts of a contract that individuals should focus on when they are responding to proposals is the instructions on how to submit the proposal and the evaluation factors. COL Cashner also felt vendor qualifications and the schedule of when pieces are due are other important focus areas. It was recommended that individuals leverage their networks to break into new areas of business. Mr. DeBoer added that it is important to focus on what you do and what you do well in order to find areas where you will fit into government business. DTJ
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