Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

June 2015

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June 2015

FEATURES June 2015 • Vol 71, No. 3 PUBLISHER

RADM Mark H. Buzby, USN (Ret.) MANAGING EDITOR

Sharon Lo | sharon@ndtahq.com CIRCULATION MANAGER

Leah Ashe | leah@ndtahq.com PUBLISHING OFFICE

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

GRAPHIC DESIGN & PRODUCTION MANAGER

Debbie Bretches

ADVERTISING ACCOUNT MANAGER

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) $40. Two years, $60. Three years, $75. 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

BUSINESS IN AFRICA 10 Challenges & Opportunities for Defense Transportation Providers

By Christine Wayne Denton

FIFTY YEARS OF MOVING MILITARY FAMILIES

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Improved Performance – Happier Families

By MG Charlie Fletcher, USA (Ret.)

NDTA-USTRANSCOM FALL MEETING & UNIVERSITY – Preview!

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OVER-AUTOMATED, UNDER-TRAINED, AND IN THE COCKPIT

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DTJ ALMANAC EDITION CORRECTIONS

Surface Deployment & Distribution Command (SDDC)

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Army G-4 | Force Protection & Distribution

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DEPARTMENTS PRESIDENT’S CORNER | RADM Mark H. Buzby, USN (Ret.).......................................... 5 COMMITTEE UPDATE........................................................................................ 6 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................23 CHAIRMAN’S CIRCLE.......................................................................................26 HONOR ROLL..................................................................................................27 BOOKSHELF IDEAS........................................................................................... 28 INDEX OF ADVERTISERS.................................................................................... 28 www.ndtahq.com | 3

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JUNE 2015

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PRESIDENT’S CORNER Opportunities for Growth RADM Mark H. Buzby, USN (Ret.) NDTA President

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s many of you no doubt noted, our annual DTJ Almanac issue contained some photos of inferior quality. The fault lies squarely right here, and I have taken steps to ensure that there will not be a repeat performance. I have personally spoken with MG Davidson and LTG Perna, the two officers appearing in the photos, to offer my apologies, and I wanted to use these pages to offer a public apology to them, and to you our readers as well. We have included errata pages (see pages 8 and 9) in this issue to correct the gaff.

As I write this column, we are still awaiting the announcement of the President’s nominee to lead US Transportation Command, and congratulate GEN Paul Selva on his nomination to be the next Vice Chairman of the Joint Chiefs of Staff. Despite being in the USTRANSCOM seat for just a little more than a year, GEN Selva has established himself as a strong supporter of NDTA and its members, and was tireless in ensuring that a clear and recurring drumbeat of communications was maintained with industry. This was especially critical as he oversaw the drawdown of US forces from Afghanistan, the establishment of a sustainment force, and the resulting impact on US sea and air carriers. He kept us all focused on readiness as we ramped down from 10 years of war in Southwest Asia into an era of uncertainty while still retaining capacity to surge to meet Operational Plan requirements.

I am confident that by having a Vice Chairman who has been a livelong logistician and transporter, future strategic-level decision making will be better informed and positively impacted as our armed forces respond to near-term requirements while planning for future regional security environments. Congratulations Gen Selva!

With crude oil prices remaining at multiyear lows, consumers of motor fuel, jet fuel, and bunker continue to enjoy a “holiday” from the high costs which dug into margins

in past years. Modernization and recapitalization projects are in progress in many sectors, and sea speeds have again risen from the slow-steaming strategy of just a few summers ago. However, this all comes at a time of decreased cargo volumes and pressure to downsize fleets for some carriers, and the reduced fuel prices are masking or prolonging the decision process for some others. Economists are forecasting fuel prices to remain at current level for most of the summer, so hopefully we will see relative stability at least in the short-term.

I’m really not the right guy to talk about economics and the future impacts on our industry, but thankfully Loren Thompson from the Lexington Institute is. Loren will be one of our featured speakers at this year’s NDTA-USTRANSCOM Fall Meeting 2830 September at the Gaylord National Hotel and Convention Center here in Washington, DC. He will be offering his analysis of the political military landscape and the economic impacts he sees developing over the next five or so years. This is sure to be a fascinating session and will be followed by a roundtable discussion with senior representatives from each sector of industry discussing specific outlooks and impacts in their area.

Speaking of the Fall Meeting, registration for the General Session and our first ever University Day are proceeding briskly!

If you haven’t already done so, I encourage you to register soon for what promises to be one of the best meetings in years, focused on our theme, “Delivering Readiness Amid Risk – Together.” With a new USTRANSCOM Commander expected to be in place shortly before our meeting, this will be the first opportunity for the new Commander to address industry, and share his vision and way ahead. Register now at www.ndtahq.com/FallMtg15Home.htm.

Have a great Summer!

Yours aye, Mark H. Buzby

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COMMITTEE UPDATE

NDTA Headquarters Staff RADM Mark Buzby, USN (Ret.) President COL Jim Veditz, USA (Ret.) Senior Vice President, Operations Patty Casidy VP Finance 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 Chairpersons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at www.ndtahq.com.

Forums Influencing a Culture of Collaboration Cybersecurity Best Practices Committee

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 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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S Transportation Command routinely conducts business with industry partners in its day-to-day operations.

This presents unique challenges and vulnerabilities that, if exploited, could cause undue financial strain, introduce inefficiencies, or at worst, lead to mission failure.

On any given day, a majority of USTRANSCOM’s command and control is conducted on an unclassified system. In 2014, there were approximately 45,000 computer network events conducted against USTRANSCOM. In 2015, we can expect to see higher numbers of more sophisticated and persistent events.

USTRANSCOM is mutually dependent on our commercial partners. As a result, we must collaborate with them and our other mission partners in the Joint Information Environment/Mission Partner Environment.

In order to deal with our shared cybersecurity vulnerabilities, USTRANSCOM’s cyber strategy includes a focus on “Partnerships,” which is an area of emphasis by all levels of leadership. We are working to improve our relationship with the Defense Logistics Agency, Federal Bureau of Investigation, National Security Agency, and Department of Homeland Security. Finally, we

are formalizing a Cybersecurity Committee under the auspices of NDTA. The Committee has already met several times in recent months and is quickly gaining momentum.

Through these critical strategic and operational relationships, we have an opportunity to cooperatively address today’s growing cyber threat together. As we improve our national-level partnerships and global relationships, our efforts will benefit other critical focus areas by delivering cyber mission assurance, providing defensible cyberspace, promoting innovation, and developing a quality cyber force.

An upcoming event that will undoubtedly promote collaboration throughout the logistics community is the Third Annual NDTA-USTRANSCOM Fall Meeting. Through such forums that open lines of communication and address shared concerns and challenges, we can collaboratively set the groundwork and help us move forward as a nation.

The next meeting of the Cybersecurity Committee will be held in conjunction with the Fall Meeting. Anyone who has not attended any of its previous meetings, but is interested in attending in September should contact NDTA Headquarters for more information. DTJ

www.ndtahq.com | 7

DOD | USTRANSCOM | Military Surface Deployment and Distribution Command (SDDC)

Military Surface Deployment and Distribution Command (SDDC)

www.army.mil/sddc

MG Susan A. Davidson, USA Commanding General, Scott AFB, IL CSM Kevin A. McKeller, USA Command Sergeant Major, Scott AFB, IL William H. Budden Deputy to the Commander, Scott AFB, IL

BG Steven T. Eveker, USA Deputy Commander for Mobilization, Scott AFB, IL Bruce A. Busler, Director SDDC, Transportation Engineering Agency, Scott AFB, IL COL Ines N. White, USA Chief of Staff, Scott AFB, IL COL Michael Snyder, USA Commander, 595th Transportation Brigade, Camp Arifjan, Kuwait COL Christopher S. Hart, USA Commander, 596th Transportation Brigade, Southport, NC COL Stephen Riley, USA Commander, 597th Transportation Brigade, Joint Base Langley-Eustis, VA COL Layton G. Dunbar, Jr., USA Commander, 598th Transportation Brigade, Sembach, Germany COL Shannon Cox, USA Commander, 599th Transportation Brigade, Wheeler AAF, HI

Defense Transportation Journal

Provide global deployment and distribution capabilities to meet our Nation’s objectives.

VISION

COL David B. Gaffney, USA Deputy Commander, Scott AFB, IL

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Employ a globally postured, professional workforce using audit ready processes so that SDDC is the preferred choice for deployment and distribution solutions.

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he Military Surface Deployment and Distribution Command is the Army Service Component Command to US Transportation Command providing global deployment and distribution capabilities to meet the nation’s objectives.

SDDC’s primary focus is timely and accurate support to the Warfighter, along with positioning the command for the future while improving processes and measuring performance.

SDDC books, ships, tracks and conducts port operations for surface movements worldwide with a low financial overhead by leveraging services from the best of the US transportation industry.

SDDC also supports service members, federal employees and their families with the safe and secure delivery of their household goods and privately owned vehicles.

The command manages an average of about 520,000 booked household goods moves a year with about 250,000 of those moves occurring between the months of May and August.

Additionally, SDDC’s Transportation Engineering Agency provides Department of Defense with engineering, policy guidance, research, and analytical expertise ensuring US military forces can respond successfully to any requirement anywhere in the world. DTJ

DOD | US Army (USA) | G-4 | Force Projection & Distribution Directorate

PRINCIPAL LOGISTICS OFFICE | US Army Deputy Chief of Staff (G-4) Logistics

LTG Gustave F. Perna, USA Deputy Chief of Staff (G-4) MISSION

Enable a ready Army by providing and overseeing integrated logistics policies, programs, and plans.

VISION

Recognized as the preeminent source on the Army Staff for relevant, value-added logistics expertise. Actively engaged in sustaining, preparing, resetting, and transforming the Nation’s Army to provide expeditionary, decisive land power to the Joint Force.

T

he HQDA, G-4, establishes Armywide logistics policies and procedures used by more than a quartermillion Army logisticians throughout the world. With a staff of nearly 400, including many with recent experience in theater, the G-4 ensures that policies and resources are in places that are valuable to Soldiers in the field.

After more than 10 years of predictable deployment cycles, the Army is refocusing on rapid, no-notice or limited notice deployments and sharpening these skills through Deployment Readiness Exercises. Furthermore, the Army is rectifying deployment capability gaps and exploring the possibilities of utilizing Public Private Partnerships, specifically with rail, to ensure capability while maintaining fiscal responsibility.

Among the important policies being implemented are those that will improve logistics leader development, material readiness, and the Army’s ability to sustain itself in the future. Under fiscal constraints it is necessary to adapt logistics structure, processes, and policies to support the Ar-

my’s return to expeditionary operations. It is imperative that logistics innovations are driven to enable agility, effectiveness, and to reduce the cost of doing business.

We must be creative, forward thinking, and bold in envisioning how we do business, and how we institute solutions. The impacts of budget reductions – now and those projected in the years to come – present challenges in bringing end strength, readiness, and modernization into balance.

Now more than ever, forward-thinking oversight of Army logistics will prove crucial to achieving that balance.

We are an Army in constant motion, and the G-4 stands ready to continue supporting our Soldiers, service members, and civilians to shape an even more efficient and effective logistics force.

OPERATIONS, PLANS AND DISTRIBUTION DIRECTORATE www.army.mil/G-4 MG Steven Shapiro Director 703-697-53029 • steven.a.shapiro.mil@mail.mil Steve Lord Chief, Distribution Division 703-692-59399 • stephen.f.lord.civ@mail.mil Jason Trubenbach Chief, Strategic Mobility Division 703-692-98289 • jason.r.trubenbach.civ@mail.mil

STRATEGIC MOBILITY DIVISION

The Strategic Mobility Division provides oversight, policy, and resources, and develops plans in support of the Army’s strategic mobility requirements, Army Prepositioned Stocks, and deployment infrastructure. We have reinstituted the Deployment Readiness Exercise program, are pursuing Public Private Partnerships, and are transforming the way we deploy and employ Army formations. Our Joint and commercial partners remain critical to projecting Army forces worldwide; we will work closely with them to ensure the readiness of the strategic lift enterprise.

DISTRIBUTION DIVISION

The Distribution Division provides distribution policy, guidance, integration planning, and functional expertise for distribution operations and In-Transit Visibility.

TRANSPORTATION POLICY DIVISION

The Transportation Policy Division establishes policies and provides guidance that ensures responsive, flexible, and effective transportation program support to the Army-wide logistics operations. This division provides program information for Army commands and installation transportation offices worldwide, and provides policy and technical advice to the Army Chief of Staff and the Secretary of the Army. DTJ

Gene Thomas Chief, Transportation Policy Division 703-692-54049 • gene.a.thomas.civ@us.army.mil

www.ndtahq.com | 9

Business in Africa Challenges & Opportunities for Defense Transportation Providers

By Christine Wayne Denton Manager, Marketing & Business Development, AAR Airlift Group

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The many elements that make Africa a challenge to sustained and coordinated support also make it an opportunity to those logistics services providers that are capable of offering creative, cost-effective and reliable solutions to the transportation dilemmas in Africa.

T

he development of Africa’s abundant natural and human resources has long been impaired by a variety of natural and man-made threats that make a continued or expanded US presence on the continent likely. Indeed, even an abbreviated survey of recent events—the 2014 Ebola pandemic in West Africa; the 2012 attack on the US diplomatic mission in Libya; and the rise of Islamic and ethnic terrorist activity from groups like Boko Haram, ISIS, the Lord’s Resistance Army, and al-Shabab—clearly demonstrate the transnational threats that are intensifying demands on foreign aid organizations, diplomatic missions, and on US and allied defense forces.

US defense and diplomatic leaders are aware of the challenges. During a 2014 visit to Africa, Secretary of State John Kerry highlighted that although Africa is home to many of the fastest-growing economies in

the world, progress is hindered by continued crisis, in some instances plunging the continent back into the turmoil of the past.

In March of 2015, Army General David M. Rodrigues, Commander of US Africa Command (AFRICOM), testified to the Senate Armed Services Committee that trans-regional terrorism is expanding aggressively, citing for example that while al-Shabab has weakened in Somalia, it remains a threat to US interests elsewhere on the continent and has broadened its operations to conduct attacks against other countries in East and Central Africa. The Department of Defense and aid organizations must carefully allocate their resources throughout a vast area to manage a range of threats.

But how are US leaders to respond in a time of tightening resources and shrinking budgets? Foreign aid accounts for less than 1.5% of total federal spending.

Other aid comes in the form of training assistance for African security forces to improve readiness and build local capacity to manage regional threats. Where political will and associated resources do exist, the logistical impediments to operating in Africa are notorious. Torrential seasonal rains leave many unpaved roads impassable for months at a time. Among those roads that remain feasible, a lack of secure routes makes ground transportation in some areas unreliable or inadvisable. Railroads are non-existent. These factors, coupled with the sheer size of the continent, often mean that airlift is essential for maneuver and movement within the African theater. The US presence at Camp Lemonnier, Djibouti, serves as a strategic entry point to the continent, but defense forces must rely on an extensive network of forward bases to sustain operations. By air, the distance www.ndtahq.com | 11

Supporting such a complex footprint requires ready access to complex supply chains—a daunting undertaking in remote and austere locations. This challenge is magnified by conducting aviation services in which robust inventories are time consuming to place, at risk of environmental damage, and often prohibitively expensive to maintain on site.

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from Djibouti’s capital to Bamako, Mali is greater than that between Washington, DC, and Anchorage, Alaska. Airlift—and the talent pool and supply chain which sustain it—is therefore an indispensable force enhancement for defense, humanitarian, and peacekeeping activities.

The many elements that make Africa a challenge to sustained and coordinated support also make it an opportunity to those logistics services providers that are capable of offering creative, cost-effective and reliable solutions to the transportation dilemmas in Africa. Global commercial and defense aviation services provider AAR Corp. has traded aviation parts with customers in Africa for the last 30 years. In addition to its commercial enterprises, it has dramatically increased its defense business in Africa. The company’s Airlift division, a Federal Aviation Administration (FAA) Part 135 and DOD Civil Air Reserve Board (CARB) certified carrier, provides aviation services to the Department of Defense and the United Nations in East, Central, and West Africa. In addition to traditional fixed-wing and rotary-wing passenger and cargo transport, AAR Airlift provides many of the special mission services critical for safe and effective flight operations solutions in the rugged African terrain—night vision systems, short takeoff and landing on unimproved surfaces, search and rescue (SAR), low-cost aerial delivery (airdrop), Medical and Casualty

Evacuation (MEDEVAC and CASEVAC), and Personnel Recovery. Where turnkey operations are necessary, the company is capable of providing its own support including base camp, fuel, food services, potable water, communications, security, and licensed medical support.

Supporting such a complex footprint requires ready access to complex supply chains—a daunting undertaking in remote and austere locations. This challenge is magnified by conducting aviation services in which robust inventories are time consuming to place, at risk of environmental damage, and often prohibitively expensive to maintain on site. For FAA certified airlines, high airworthiness standards require especially ready access to complex global supply chains. Success begins with understanding and operating within the local political, economic, and social structure.

US Embassy officials are an invaluable resource for information ranging from obtaining secure lodging and business space to local area security, reputable vendors, and introductions or insights related to indigenous political and social systems. In the defense business, one simply cannot risk having a critical aircraft component delayed in customs for days or weeks on end, during which time services to customers cannot be delivered.

For US businesses with a physical presence in Africa dependent upon air or surface transportation for sustainment, navigating the myriad customs processes presents a particular challenge. While compliance with the rule of law varies substantially from one country to the next in Africa, US companies are subject to the Foreign Corrupt Practices Act (FCPA) and must, therefore, be especially alert to the pervasive influence of corruption. When dealing in shipments subject to International Trafficking in Arms (ITAR) restrictions, the challenge is magnified. Some customs offices in Africa lack computers and, therefore, record all goods entering their country in paper log books. This can present a nightmare for companies tracking shipments around the globe if their business systems aren’t prepared to accommodate such a manual process. Whatever the local circumstances, AAR Airlift has found it imperative to have highly trustworthy local vendors and legal representatives who are capable of guiding it through the customs processes while remaining sensitive to the rules within which US companies must operate.

Even so, contingency planning and flexibility are a must. At AAR Airlift, virtually every shipment is analyzed for multiple potential routes and modes of delivery with emphasis on cost and potential impediments to on-time delivery. Travel times on such routes may take between four and six days, or up to one to two months depending on the season. For supply chain planning, that’s a huge difference between having a mission-capable aircraft to support your customer. To compensate for unusually long lead times, deployments to Africa include more extensive spare parts and tooling kits and, sometimes, a spare aircraft. In extreme circumstances, AAR will deploy an employee from the US to Africa as a courier for a critical aircraft component. All this increases costs to the customer over what may be expected in the US or even other third world locations in which contingency operations are lesser impaired by natural or man-made barriers to performance. The level of up-front investment required is much greater in Africa than in other theatres.

For transportation contractors, fuel is among the most basic logistics needs. With a vast territory to cover and diminishing

budgets, defense customers are increasingly reliant on their contractors to be truly integrated partners willing to take a more proactive stake in their shared mission, and that includes responsibility for fuel management. AAR communicates with customers in Africa to determine the location of future missions, so that adequate fuel stores can be prepositioned in theatre.

The company also maintains multiple forward fuel staging areas, which must be maintained, secured, and inspected regularly for quality. The largest of these fuel farms stores at least 90,000 liters at any given time. Fuel trucks typically take a minimum of 45 days to reach remote sites. More than ever, contractors must work hand-in-hand with their customers to carefully coordinate missions.

For service providers especially, people are a company’s most valuable assets. Flying and maintaining airplanes in Africa is not for the timid. Whether establishing an office in Africa in a city center or developing a basecamp from an empty clearing— and we have experience with both—businesses must account for underdeveloped infrastructure and sanitation standards.

Items to consider range from the bare es-

sentials like clean water and secure housing facilities, to more complex issues like ensuring employees can access emergency medical facilities, and remain integrated with enterprise business systems. Again, the US Embassy provided guidance. AAR was introduced to an American firm which had been doing business in Africa for more than a decade, and had established an extensive network of contacts including local service providers. Local knowledge is power, because First World business systems can’t be easily replicated. With the right business partner, we were able to find everything we needed; in some instances we can reliably obtain supplies we need off the local economy, in other instances we have supplies brought in from outside.

One of the first and most critical elements on our checklist in Africa is the establishment of satellite communications systems. Aircraft maintenance and logistics operations are managed through advanced automated software systems, so technology infrastructure must be integrated to allow employees in the field to have access to their support stateside. Constraints related to the reliability of communications may require flight crews and technicians call back to

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base or maintenance control at headquarters to check on availability of parts. The communications piece is both a business factor and a human factor; employees in the field rely on communications with our systems operations control center at headquarters to do their jobs, but it’s also important they can call home and stay connected to their families while on deployment for weeks or months at a time. Regardless of the need, it’s essential that leadership and employees have confidence in the technology systems so that energy and efforts can be expended on the mission.

cilities, and life support had all been provided by the customer at collocated facilities; in Africa, contractors typically must manage those needs commercially. Working for the DOD in Africa is different and more challenging than in other notoriously austere locations such as Afghanistan because in Africa the DOD does not have a heavy footprint capable of sustaining contractors as it has in the past. The Africa theatre is not an active war zone controlled by a Theatre Combatant Commander, so contractors operate within the confines of local laws and customs.

In the most remote regions, radar coverage and air-to-ground communications are not accessible for flight crews. Flight planning must take into account the conditions of landing strips, the likelihood of inclement weather, the availability of alternate landing zones, all without a formalized airspace structure.

One of the areas where this becomes most apparent is in complying with local airspace regulations. Traditional expeditionary aviation operations typically occur in war zones where the airspace structure—and all compliance and oversight elements—are provided by the US or an allied government. Carriers certified by the FAA who also fly in Africa must integrate local host nation CAA regulatory compliance factors into their standard operating procedures. AAR’s crewmembers must be privy to and recognize the requirements of not only FAA parts 61, 91 and 135, but also the requirements of the DOD Air Mobility Command Commercial Airlift Review Board (CARB), local US Military and US Embassy compliance measures, host nation regulatory requirements and various international airspace regulatory oversight agencies like ICAO and ACSE-

AAR Airlift established its reputation as the largest OCONUS Part 135 airlift provider to the DOD during the Afghanistan and Iraq wars beginning in 2003, with operations that were entirely integrated with that of our customers. For these missions, contractors’ jet fuel, hangar and office fa14 |

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NA. Enhanced personnel training above and beyond FAA and CARB requirements is another example of the upfront investment required for operations in Africa.

In many instances, US contract airlift providers are also challenged by non-formalized airspace on the continent to support operations. Missions between two metropolitan locales in Africa can typically be conducted under instrument flight rules (IFR), but outside highly populated areas these systems may not be mature or reliable enough to support full IFR operations. In the most remote regions, radar coverage and air-to-ground communications are not accessible for flight crews.

Flight planning must take into account the conditions of landing strips, the likelihood of inclement weather, the availability of alternate landing zones, all without a formalized airspace structure. Specialized aircraft modifications help compensate for these factors. Night vision goggles allow for safer flights to unlit rural airfields.

Satellite phones on board the aircraft provide a link to flight operations coordinators on the ground. Satellite-based navigation and tracking systems allow each aircraft to be monitored by headquarters during taxi, takeoff, mission execution, landing, until aircraft shutdown.

The factors contributing to the underdeveloped aviation infrastructure are many.

African civil aviation regulations and defense air assets largely reflect the legacies of their former colonial powers. This creates a modern set of barriers between neighboring countries caused by a variety of aircraft platforms, regulations, maintenance protocols, training curricula, and languages, further hindering the development of the African aviation infrastructure. Aftermarket aircraft maintenance and support requires a deep bench, and discrete maintenance requirements for African defense fleets add to the challenge. Deregulation and privatization of the commercial aviation industry has come more slowly in Africa than in other regions, another factor leading to inefficiency. To illustrate the gap these factors generate: the International Air Transport Association reported in 2013 that Africa has an accident rate of 10.85 accidents per million departures, compared to a world average of 1.2 accidents per one million departures.

Whereas US commercial air operators can draw from a talent pool of skilled civil and military aviation professionals, and rocontinued on page 28

Fifty Years of Moving Military Families Improved Performance – Happier Families

By MG Charlie Fletcher, USA (Ret.)

T

he Department of Defense (DOD) Personal Property Program is a steady $2.2 billion annual government spend that directly impacts the quality of life for our service members, DOD civilians, and their families. It is really stressful for any family to uproot from their home, move all of their personal possessions, and reestablish new homes. In fact, moving is a top stressor right behind the loss of a spouse and divorce. The Department’s quest to improve the overall household goods move process for moving military families has spanned 50 years and continues to evolve.

In 1965, management of DOD household goods movements was consolidated under the Army’s Military Traffic Management and Terminal Service (the forerunner to today’s Military Surface Deployment and Distribution Command [SDDC]). The command’s task was to improve service by standardizing procedures, consolidating movement information, and ensuring carrier performance. Among its first challenges was developing and integrating 15 automated systems at a time before the advent of personal computers and sophisticated data management systems. The automation path was arduous, time consuming, and was often speared by budget constraints and higher priorities. Despite the challenges, leaders stayed the course and I think most readers will agree the long, enduring journey is paying dividends now.

My own experience in military moves started as the infant son of a career Army Officer moving to Germany (don’t remember much) and progressed

SDDC Marks 50 years as an Army Command

By SDDC Public Affairs

The US Army’s Military Surface Deployment and Distribution Command, headquartered at Scott AFB, Illinois, is celebrating its 50th anniversary as an Army command this year.

Officially established on February 15, 1965 as the Military Traffic Management and Terminal Service (MTMTS), the command was redesignated in 1974 as the Military Traffic Management Command (MTMC) to highlight its primary traffic management mission.

Thirty years later, in 2004, the organization received its current designation as the Military Surface Deployment and Distribution Command (SDDC) to more directly reflect its global deployment and distribution mission.

SDDC is the Army Service Component Command to the US Transportation Command and a Major Subordinate Command of the US Army Materiel Command. SDDC’s mission is to provide global deployment and distribution capabilities to meet our nation’s objectives.

By employing a globally postured, professional workforce, SDDC is the preferred choice for deployment and distribution solutions.

SDDC has perpetually evolved throughout the years, to develop innovative deployment, distribution, sustainment, and redeployment logistics and transportation solutions.

With approximately 2,400 people, SDDC books, ships, tracks, and conducts port operations for surface movements, both domestically and worldwide, by leveraging services from the best of the US transportation industry. SDDC also supports Service members, federal employees, and their families with safe and secure delivery of their household goods and privately owned vehicles.

The command manages an average of about 520,000 household goods shipments per year with almost half of those moves occurring between the peak months of May and August.

Additionally, SDDC’s Transportation Engineering Agency, also located at Scott AFB, provides the DOD with engineering, policy guidance, research, and analytical expertise, ensuring US military forces can respond successfully to any requirement anywhere in the world.

“From the command’s activation in 1965 through today, SDDC has experienced numerous changes,” said Major General Susan A. Davidson, Commanding General for SDDC. “Its organizational structure and mission have evolved; its headquarters and units have made numerous relocations; and the command has changed its name, from MTMTS to MTMC to SDDC. But, throughout each of the past 50 years, one thing has remained constant— SDDC’s dedicated support to the Warfighter.”

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33 moves later to my retirement move after 40 years in uniform. As an Army Captain, I was flying helicopters and thought I needed a break to a less stressful occupation. I took the job as the Army representative to the Joint Personal Property Shipping Office in Hawaii. I certainly did not find any less stress. My phone rang constantly and no one called to say how well things were going. I got calls from families, moving companies, and government offices. “A mover just dropped my family heirloom.” “They aren’t wrapping each plate in a separate box.” “Why don’t I have as many packers as the Admiral down the block?”

There were highs and lows, and every day was a new adventure. I remember one day a storage unit manager called me to inspect a crate in the warehouse that was leaking an unidentified liquid.

The crate belonged to a young military couple who could not afford to rent an apartment in Hawaii and were awaiting assignment to government housing. The couple were both farm kids who had never been outside the Midwest. They packed their few worldly possessions and sent them to paradise. In the meantime, their departure was delayed and then they had to wait for housing upon arrival in Hawaii. I went to the storage site and opened the container. Inside were two hundred pounds of potatoes undergoing advanced fermentation in 90 degree heat. Apparently, the young couple was told that people in Hawaii ate poi—they figured that meant they needed to bring their own potatoes and snuck them into their shipment. I think anyone working in household goods has

these kinds of stories. The experience of working in a Joint Personal Property Shipping Office proved more than valuable as I would later command SDDC and have direct oversight for the DOD’s Personal Property Program.

By all accounts, today’s Defense Personal Property Program (DP3) has greatly modernized and improved the overall move experience. The Defense Personal Property System (DPS) supports the move process and provides government

Traffic Managers, customers, and Transportation Service Providers (TSPs) with a common web-based platform to manage, communicate, and execute moves.

Customers have an opportunity to evaluate and provide a numerical score for their shipment through the program’s formalized Customer Satisfaction Survey. Transportation Service Providers are held accountable for their service through this process and future traffic awards are determined by their overall score and rates which makes up the concept of “Best Value” traffic awards.

Other DP3 enhancements include, full replacement value for loss and damaged continued on page 28

PREVIEW

NDTA-USTRANSCOM FALL MEETING & UNIVERSITY September 28-30, 2015 | Washington, DC

DELIVERING READINESS AMID RISK—TOGETHER www.ndtahq.com | 17

Fall Meeting and University Day Agenda Subject to change, find even more details on the Fall Meeting website.

Monday, September 28

Gaylord National Resort & Convention Center

NDTA-USTRANSCOM FALL MEETING

The third annual NDTA-USTRANSCOM Fall Meeting will be held September 28-30, 2015 at the Gaylord National Harbor Hotel, just outside of Washington, DC. The theme of this year’s meeting, Delivering Readiness Amid Risk—Together, underscores the partnership that exists between the government, military, and industry. This partnership shares both the commitment and risk that come with defending our country and supporting our troops. A major component of the Fall Meeting is strengthening this partnership, as well as providing training and insights into the future needs of the Department of Defense (DOD).

The Fall Meeting structure consists of speakers and roundtable sessions, with an emphasis on open, frank dialog and audience participation. Allowing all parties to have a voice in these discussions is so important that this year NDTA is working on a mobile app that will allow attendees the option to text questions in order to provide an additional avenue of communication (details will be provided to attendees in September).

NDTA-USTRANSCOM UNIVERSITY

The first day of the meeting, September 28, will be the premiere of the NDTA-USTRANSCOM University. This new event will provide a more in-depth understanding of specific topics of interest to Fall Meeting attendees. The University Day consists of four sessions, during which students will select one class to attend (for a total of four classes over the course of the day). Classes will cover a variety of topics from logistics, supply chain management, contracting and much more with instruction provided by DOD, industry and academia.

As in past years, members of NDTA’s functional committees will also meet on the first day, September 28. While over the past two years these meetings were open to all Fall Meeting attendees, limited meeting room space means committee meetings will now be restricted to committee members and seats will only be available to observers should space allow.

MENTOR-PROTÉGÉ SESSIONS

On the final day of the meeting, September 30, attendees will have another opportunity for professional development during the Mentor-Protégé lunch and one-on-one sessions. Find more on this new event in this issue’s Professional Development column on page 23.

More information on all of these events including registration and hotel reservations can be found online at www.ndtahq.com/FallMtg15Home.htm.

Defense Transportation Journal

University Day Session 1

10:00am-10:30am

University Day Break

10:30am-12:00pm

University Day Session 2

12:00pm-1:00pm

University Day Lunch

1:00pm-5:00pm

NDTA Surface Transportation Committee Meeting

1:00pm-5:00pm

NDTA Military Aviation Advisory Committee (MAAC) Meeting

1:00pm-5:00pm

NDTA Military Sealift Committee Meeting

1:00pm-5:00pm

NDTA Military Distribution Committee Meeting

1:00pm-5:00pm

NDTA Passenger Travel Services Committee Meeting

1:00pm-5:00pm

NDTA Cybersecurity Best Practices Committee Meeting

1:00pm-2:30pm

University Day Session 3

2:30pm-3:00pm

University Day Break

3:00pm-4:30pm

University Day Session 4

5:00pm-6:30pm

NDTA Welcome Reception in Exhibit Hall

Tuesday, September 29 8:30am-9:00am

Keynote Speaker: Commander, USTRANSCOM

9:00am-10:15am

Combatant Commands Logistics Way Ahead: Moderator LtGen Robert Ruark, Joint Staff Director of Logistics, with roundtable members from Combatant Command J4/J3s

10:15am-10:45am Break

COMMITTEE MEETINGS

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10:45am-11:30am

Cybersecurity Speaker: Admiral Michael Rogers, USN, Commander, US Cyber Command; Director, National Security Agency; and Chief, Central Security

11:30am-12:30pm

Cybersecurity Roundtable: Moderator VADM William A. Brown, USN, Vice Commander, USTRANSCOM, with roundtable members from government and industry

12:30pm-2:00pm

Lunch in Exhibit Hall

2:00pm-2:45pm

Economic Risk Speaker: Dr. Loren Thompson, COO, The Lexington Institute

University Day Course Offerings Subject to change, find even more details on the Fall Meeting website.

2:45pm-3:45pm

Economic Risk Roundtable—Which Direction is Your Industry Going?

Moderator: William Kenwell, Board Member, Maersk Line, Limited and Farrell Lines, with roundtable members from Aviation, Sealift, and Surface Transportation Industries

Session 1

A1. In-Transit Visibility (ITV) in the Defense Transportation System (DTS) US Transportation Command

This presentation will focus on the importance of In-transit Visibility (ITV), why we need it and how it is achieved in the Defense Transportation System (DTS).

3:45pm-4:15pm Break 4:15pm-5:00pm

DTMO Programs for Our People Speaker: Harvey Johnson, Director, Defense Management Travel Office (DTMO)

5:00pm-6:30pm

NDTA Evening Reception in Exhibit Hall

Wednesday, September 30 8:00am-8:30am

NDTA Corporate Awards & Annual Membership Meeting

8:30am-9:30am

Speaker: The Honorable David Berteau, Assistant Secretary of Defense for Logistics and Materiel Readiness

9:30am-10:30am

Congress, DOD, and You—Shaping the Legislative Environment: Moderator: USTRANSCOM Chief of Legislative Affairs with roundtable members from DOD and industry

10:30am-11:00am Break 11:00am-12:00pm

The Ebola Response, A Case Study Moderator Maj Gen Rowayne A. Schatz, Jr., USAF, Vice Commander, Air Mobility Command

12:00pm

Closing Remarks and Official End of Fall Meeting 2015

12:30pm-2:30pm

Mentor-Protégé Lunch and One-on-One Sessions

1:00pm-3:00pm

NDTA Household Goods (HHG) Subcommittee Meeting

1:00pm-3:00pm

DTMO-Industry Meeting

1:00pm-2:00pm

Airlift CEO Meeting

2:00pm-3:00pm

Sealift CEO Meeting

3:00pm-4:00pm

Surface CEO Meeting

4:00pm-5:00pm

Distribution CEO Meeting

A2. Transportation Policy 101 (part 1) – An overview of Transportation Policy Strategy OSD Transportation Policy

The Big Picture: How Department of Defense (DOD) Policies are made and impacts to DOD Components, Federal Agencies, and the Transportation Industry.

A3. Performance Based Logistics for Smart People…Who Just Haven’t Had Much Experience with Performance Based Logistics – A DAU Overview Defense Acquisition University

This session provides the background and overview of Performance Based Logistics along with an overview of DAU. Performance Based Logistics is a method of improving system performance and reducing costs if employed properly.

A4. “Growing” the Enterprise Logistician SOLE Society of Logistics Engineers

This session will discuss the development and credentialing of a logistician capable of integrating all elements in the logistics enterprise— one that can build upon military training and experience to successfully transition to and succeed in the world of global commercial logistics.

A5. Government Ethics and Interaction with Industry US Transportation Command

This session will outline the umbrella of ethics rules that apply to government employees in their day-to-day duties.

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Session 2

B1. Fusion Center/Distribution Process Owner Strategic Opportunities/ Enterprise Readiness Center Panel/Foreign Military Sales US Transportation Command

In this session, you will gain a better understanding of USTRANSCOM’s efforts to support Defense Transportation System customers through increased collaboration, improved processes, and a focus on provider of choice.

B2. Transportation Policy 101 (part 2) – Tactical perspectives of Transportation Policy Strategy OSD Transportation Policy

Transportation Policy 101 Part 2 continues the discussion by examining tactical aspects of Transportation Policy.

B3. The New Risk Management Strategy within the DOD – Optimization of Risk Mitigation Investments and DAU Overview Defense Acquisition University

This session will provide key concepts and overview of the 7th Edition Interim Release of the DOD Risk Management Guide for Defense Acquisition Programs and an overview of DAU. B4. Building Dependable Relationships between Agencies and 3PLs Transportation Intermediaries Association

This panel will examine how agencies and 3PLs can cultivate relationships to maximize value and service quality, building on TIA’s 2015 Government Freight Framework.

B5. SDDC Domestic Transportation Capabilities SDDC

This session will provide an overview of SDDC domestic transportation capabilities across the DOD Transportation Community with a discussion on the Transportation solutions and capabilities needed to meet customer requirements for quality, speed and best-value.

C2. Global Agility and the Future of Department of Defense Logistics & Distribution

Center for Joint and Strategic Logistics This session will focus on the impact to and way-ahead for the Joint Logistics Enterprise in its evolution to support the Chairman’s Concept for Joint Operations, Joint Force 2020.

C3. The Interaction of Supplier Relationship Management and Customer Relationship Management – An overview of best practices APICS

This session offers an overview on Supplier Relationship Management (SRM) and Customer Relationship Management (CRM). Learn about the interaction between SRM and CRM. C4. The Business of Logistics Institute for Defense and Business

This session will offer an overview on how the defense sector is dependent upon private sector industries more than ever. How can Government better understand business and the business of logistics, and be agile enough to respond to the uncertain future?

C5. Enterprise Readiness and Airlift Allocation Process Air Mobility Command

This session provides a summary of processes used by mobility air forces to comply with national airlift policy, provide for readiness of organic airlift force, and shift excess to commercial partners.

Session 4

D1. USTRANSCOM Contracting US Transportation Command

This session will provide an overview of the Acquisition Directorate, whose primary mission, in partnership with industry and customers, is to develop and execute innovative acquisition solutions to support USTRANSCOM’s deployment and distribution mission.

D2. AMC Aerial Port Cargo and Passenger Operations Air Mobility Command

The presentation will highlight Air Mobility Command aerial port cargo and passenger operations with a specific focus on how aerial ports balance aircraft utilization with DOD customer requirements.

D3. Certification Standards in Supply Chain Management APICS/Council of Supply Chain Management Professionals

This session will provide an overview on how to demonstrate your knowledge and expertise in the field of global supply chain management through certification.

Session 3

C1. International Surface Transportation Solutions SDDC

D4. Customs: Cleared not Caged FedEx

An overview of SDDC’s transportation solutions and capabilities to meet DOD customer requirements for international cargo with better understanding of SDDC’s capabilities and processes, and the importance of shipper’s early identification of requirements.

This session will review the US Government resources available for importing and exporting. It will describe US Customs and Border Patrol (CBP) requirements for importation, discuss exportation procedures, and present carrier recommended best practices.

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Over-Automated T Under-Trained and in the Cockpit

by Rick Eriksen Founder, Aviation Consulting 360

he commercial-pilot shortage that’s expected to continue to grow could mean a promising job market for upand-coming aviators. But, many industry observers wonder just how prepared those pilots will be for the responsibilities and hazards they will encounter. Pilots are now being mass produced essentially to operate flying computer games for the airlines and corporate aircraft.

In aviation, an industry that screams technology, it only stands to reason that there are many wonderful and helpful advances in all categories of automation. At what point however, does automation stop helping and start hindering safety?

On an intellectual level, I am 100% in favor of technology, and the benefits which

Commercial jets still need to get off the ground, though, which gives me an uneasy feeling about what will be done to fast-track young pilots into the cockpit. This isn’t a problem that’s just now happening, we’ve been headed in this direction for a while.

technology affords. However, on a practical level it seems that much emerging technology is simply creating more problems than it is curing. I believe we are currently at a point where more technology and the pressing theme to embrace automation is no longer helpful. And makes even less sense when all the new technology and/or products are doing is replacing last year’s automation with this year’s automation with a new name.

Most technology is simply not adding anything new in the way of meaningful advancements. Planes fly the same way planes flew back when I was flying (in the 70’s, 80’s, & 90’s). And we made it work much more reliably than with today’s overthe-top automation. We did not depend on, nor embrace automation much beyond altitude-hold on a long trip. We actually knew how to fly, and more importantly we knew how to “hand-fly”. How many pilots today can fly a “back course” by hand, or even know what a “back course approach” is? How about an ADF approach, how about simply “hand-flying” a visual approach to a landing without a computer?

Couple this lack of skill with the fact that today’s pilots aren’t required to have the number of flying hours that pilots needed when I started out in the 1960s and there is reason to be concerned.

As more veteran pilots reach the mandatory retirement age of 65, it is expected that there will be thousands of job openings over the next few years. Attracting new pi22 |

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lots is made even more difficult by the fact that pilot wages aren’t what they once were.

Commercial jets still need to get off the ground, though, which gives me an uneasy feeling about what will be done to fasttrack young pilots into the cockpit. This isn’t a problem that’s just now happening, we’ve been headed in this direction for a while. Today’s pilots aren’t getting the instruction and know-how they need for various reasons: • Much of today’s training happens in flight schools in Florida, which in some ways is a great location because weather rarely interferes. However, that’s also a downside. Pilots need to be prepared for all kinds of inclement weather— including ice and snow—yet many of today’s pilots can’t function under those circumstances. The solution some corporate airlines came up with is to avoid flying when the weather turns too nasty. Of course, if you were depending on one of those flights to be somewhere, then it is still a disastrous mess.

• Decades ago, “wanna-be” pilots obtained their commercial ratings by flying 200 hours of training, one hour at a time. That qualified a pilot to work as a flight instructor for three or four years, ideally, that was in some location where the pilot had to deal with actual nasty weather. After those three or four years passed, the pilot could move up to a small twin-engine airplane and fly for a local construction company or air-

freight outfit. From there it was on to bigger twin engines, pressurized twins and a turbo prop. This all meant it was several years and at least 5,000 hours as a pilot before you might move into a jet. These days, instead of paying their dues and gaining more valuable experience in such jobs as hauling freight, pilots go straight to working for airlines as a co-pilot.

• Too much pilot training—and actual piloting—involves automation. Instead of racking up flying time the way pilots of old did, student pilots put in a lot of hours on automatic pilot from right after takeoff until it’s time to land. The student may be involved in hand flying the aircraft for just three or four minutes for every hour he is in the air, yet the whole time gets counted as hours of flight time. It’s all under ideal conditions, too, so when pilots graduate from flight school no one really knows what they are capable of or how they might react when a real emergency inevitably arises.

The FAA did improve matters somewhat in 2013 with a rule that all airline copilots must hold an Airline Transport Pilot certificate that requires 1,500 hours total time as a pilot. Previously, those co-pilots were required to have only a commercial pilot certificate, which requires 250 hours of flight time. That was a great step, but the question is: will it be enough? DTJ

PROFESSIONAL DEVELOPMENT The Mentor-Protégé Program at the NDTA-USTRANSCOM Fall Meeting 2015 Irvin Varkonyi, President, SCOPE ivarkonyi@scopedu.com “Someone who teaches or gives help and advice to a less experienced and often younger person,” is the definition of a Mentor.1 “A young person who is taught and helped by someone who has a lot of knowledge and experience,” is the definition of a Protégé.2

T

he inaugural NDTA-USTRANSCOM Mentor-Protégé program will be held on the final day of the annual Fall Meeting, September 30, at the Gaylord National Harbor. The program will feature a lunch with industry leaders and the opportunity for mentors and protégés to hold one-on-one meetings. The program will enhance NDTA’s mission of advancing learning and professional development for government and industry participants committed to career paths within the Department of Defense (DOD) and the commercial defense workplace.

When registering for the Fall Meeting, attendees have the opportunity to sign up to be mentors and protégés. NDTA is encouraging those who seek advancement in their careers to take advantage of one-on-one sessions with mentors from within DOD, those retired from DOD, defense contractors, and human resource professionals.

Mentor-Protégé programs have had great success in many aspects that bring together the DOD and its contractors. At Booz Allen, a mentor-protégé program combines the resources of Booz Allen with potential sub-contractors.

Booz Allen’s mentor-protégé teams offer the best of two worlds: combining the resources, stability, and experience of a large, established business (mentor) with the innovation, focus, and energy of a small, emerging, disadvantaged business (protégé).The same principles apply whereby an experience individual shares knowledge with a less experienced individual who seeks to conduct business.

THE VALUE PROPOSITION FOR MENTORS AND PROTÉGÉS

Both mentors and protégés can consider the value proposition of participating in this program:

Mentors • Offer a positive influence based on their professional experience • Contribute to continued support of DOD’s logistics and transportation mission • Encourage the confidence of protégés to persevere in today’s challenging times Protégés • Gain a unique opportunity to learn from experienced mentors • Increase your exposure within the NDTA community • Supplement your organization’s human resource planning with important guidance that can help steer your career planning The program will last approximately two hours. The luncheon speaker will be one of the industry leaders who will address the group and share the story of their personal growth and development that led to gaining their high-ranking position.

Mentors are asked to provide a bio when they sign up to allow protégés to request a specific mentor. Fall Meeting attendees

who seek career guidance are invited to register as protégés. They will be able to view the mentor bios in advance and will be given the opportunity to choose up to three mentors whose guidance they think would be most beneficial. The mentor protégé committee will make every effort to match protégés with one of their mentor choices. Should their desired mentor(s) not be available, the committee will assign a mentor. Attendees’ mentor requests should be sent to ivarkonyi@ndtahq.com.

There will be a limit of twenty mentors and twenty protégés, modeled on the NDTA DC Chapter’s successful program.

A key aspect of the DC Chapter program is holding multiple sessions over a period of nine months. This allows for protégés to meet with a number of different mentors.

It is the hope and intention of NDTA to spur local chapters to continue the Mentor-Protégé program at the local chapter level by maintaining involvement with the mentors and protégés who participate during the Fall Meeting. DTJ 1 Merriam Webster Dictionary 2 Merriam Webster Dictionary

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OUR VISION

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

OUR MISSION

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

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

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

OUR VALUES

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

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

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

• Service: We pursue excellence in all of our endeavors. We anticipate and respond to member and partner needs by providing quality products and services. We take pride in our work and commitment to quality.

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

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

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

CUT AT LINE & MAIL OR FAX TO: National Defense Transportation Association | 50 S. Pickett St., Suite 220, Alexandria, VA 22304-7296 | (FAX) 703-823-8761

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

NDTA MEMBERSHIP

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

APPLICATION FOR MEMBERSHIP Name

CORPORATE MEMBERSHIP

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

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

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

Position/Title

APPLICATION FOR MEMBERSHIP

Organization Name Mailing Address Position/Title City

State Zip Organization

Work Phone

Email

Birth Date

Chapter Affiliation

Mailing Address City

State Zip

Sponsor Work Phone

Membership Type $400.00 – LIFE

Fax

$110.00 – Regular (3 Years)

Membership Type

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

$9,500.00 – Chairman’s Circle Plus (Global or national company with multiple operating entities) $6,200.00 – Chairman’s Circle (Global or national operating company) $1,200.00 – Sustaining Member (National or Regional operating company)

$15.00 – Students

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

Amount Remitted $______________________

Amount Remitted $______________________

Donation to the Foundation $______________________

Check #_________

Email

Discover

Visa

MasterCard

Donation to the Foundation $______________________

American Express

Card No.

Check #_________

Discover

Visa

MasterCard

American Express

Card No. Expiration Date

Expiration Date

Cardholder’s Name

Cardholder’s Name

Signature

Signature

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CHAIRMANâ&#x20AC;&#x2122;S CIRCLE

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.

AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American Roll-on Roll-off Carrier (ARC) + PLUS APL Limited + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS CEVA Logistics + PLUS FedEx + PLUS Final Mile Logistics + PLUS Hapag-Lloyd USA, LLC + PLUS Innovative Logistics, LLC + PLUS Interstate Moving | Relocation | Logistics + PLUS Landstar System, Inc. + PLUS Leidos + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS Mainfreight, Inc. + PLUS National Air Cargo + PLUS Omni Air International + PLUS Panalpina + PLUS Panther Premium Logistics + PLUS Supreme Group USA, LLC + PLUS TOTE, Inc. + PLUS Universal Truckload Services, Inc. + PLUS

Aeroscraft Best Western International BNSF Railway Bristol Associates Choice Hotels International Crowley Maritime Corp.

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Echo Global Logistics, Inc. Global Logistics Providers LLC Hybrid Enterprises International Shipholding Corporation 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 UPS

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 A Team Logistics LLC AAT Carriers ABF Freight System, Inc. Accenture Federal Services Advantage Rent A Car Air Transport International, Inc. Airlines for America Albert Moving Al-Hamd International Container Terminal American Maritime Officers Army & Air Force Exchange Service ARTEMIS Global Logistics & Solutions Arven Services, LLC Associated Global Systems Atlas International ATS Specialized, Inc. Avis Budget Group aVolt Incorporated Baggett Transportation Company Barling Bay, LLC Benchmarking Partners, Inc. Bollore Africa Logistics C.L. Services, Inc. C2 Freight Resources, Inc. Carlson Rezidor Hotel Group Chalich Trucking, Inc. Chamber of Shipping of America Coyne Airways Coyote Logistics, LLC Crane Worldwide Logistics, LLC CRST Logistics, Inc. REGIONAL PATRONS Acme Truck Line, Inc. AFBEN, Inc. Agile Defense, Inc. Airbus Group, Inc. Alaska Marine Lines Alaska West Express American Moving & Storage Association American Trucking Associations Amyx Association of American Railroads Boeing Company C5T Corporation CakeBoxx Technologies Cargo Experts Corp.

Cavalier Logistics CeLeen LLC Ceres Terminals Incorporated

CWT SatoTravel DAMCO Delta Air Lines DHL Express Eagle Freight, LLC Engility Corporation Enterprise Database Corporation Estes Forwarding Worldwide, LLC Europcar Car & Truck Rental Executive Moving Systems, Inc. FlightSafety International Fluor FMN International, Inc. GE Aviation General Dynamics/American Overseas Marine GeoDecisions Greatwide Truckload Management Green Valley Transportation Corp.

Hertz Corporation Hilton Worldwide Horizon Lines, LLC Hub Group, Inc. IBM Institute of Hazardous Materials Management Intercomp Company Intermarine, LLC Intermodal Association of North America (IANA) International Auto Logistics International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots Kansas City Southern Keystone Shipping Co.

KGL Holding Knight Transportation 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. McLane Advanced Technologies Menlo Worldwide Logistics Mercer Transportation Company National Van Lines, Inc. Network FOB, Inc. Northern Air Cargo Inc. Ocean Shipholdings, Inc. Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. ORBCOMM 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

Savi SBA Global Logistic Services Scotlynn USA Division, Inc. Seafarers International Union of N.A. (SIU NA) Sealed Air Corporation Sealift, Inc. Secured Land Transport SEKO Logistics SkyLink Air & Logistic Support (USA) II, Inc. Southern Air Southwest Airlines Co. SRA International, Inc. Teradata Corporation Textainer Equipment Management (U.S.) Limited Titan Services TQL Transportation Institute Transportation Intermediaries Assn. (TIA) Transportation Management Services Travelport Tri-State Motor Transit Co. (TSMT) TTX Company Tucker Company Worldwide, Inc. United Airlines United Van Lines, 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. DB Schenker DPRA, Inc. Enterprise Holdings Enterprise Management Systems Fox Rent A Car Hanjin Intermodal America, Inc. Hospitality Logistics International JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC LMJ International Logistics, LLC Lockheed Martin M/S Securlog (Private) Limited, Pakistan

MacGregor USA, Inc. MCR Federal, LLC Mi-Jack Products Miramar Transportation Naniq Global Logistics LLC National Motor Freight Traffic Association, Inc. NCI Information Systems, Inc. NFI North Carolina State Ports Authority Oakwood Worldwide Overdrive Logistics, Inc. 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. REUSA-WRAPS Reusable Logistics Solutions, LLC Seabridge, Inc. Seatac Marine Services Southeast Vocational Alliance TechGuard Security Tennessee Steel Haulers The Cartwright Companies Trailer Transit, Inc Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. UniTrans International, Inc. Utley, Inc. YRC Freight

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Blue Line Blue Line by Chris DiGiuseppi and Sean Caulfield (Motivational Press Inc., 2015), ISBN-13: 978-1-62865-184-3, 366 pages, online at Amazon and Barnes & Noble ($18.95).

I

f you are looking for a political thriller with a high intensity plot for your summer reading pleasure you have found it. In BLUE LINE the plot revolves around a terrorist threat, a national police force, and a secret the government has been concealing for years.

Assassinations of witnesses, an officer involved shooting, destruction of key evidence, and a trail that leads to some of the highest ranking government officials in Washington, DC are among some of the unique twists the story throws at you through its fast paced heart pounding action. BLUE LINE will keep you on the edge of your seat, as fact is blended with continued from page 16

items, electronic vouchers and payments, automated rate filing, and a myriad of other management and analytical tools. I certainly applaud the efforts of other leaders past and present who had the vision, wherewithal, and resolve to push and pull this quality of life program forward.

Our TSPs are making the necessary changes to streamline and become more qualityfocused. DPS is not only more competitive due to the “Best Value” shipment award process, but also more complex. Many TSPs, including a large number of small business owners, have opted to use Move Management Companies for back office

DTJ INDEX OF ADVERTISERS APL................................................ C3 ARC................................................. 7 Bennett............................................ 2 Boyle Transportation........................ 4 Budget........................................... 13 FedEx............................................ C4 Landstar........................................ C2 Maersk Line, Limited....................... 1 28 |

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fiction provoking the question, “Could this really happen?”

As the story unfolds, guns are being stolen at an alarming rate while the Division of Homeland Security announces their belief that a major terrorist event is set to occur sometime in the near future. After the Director of the FBI resigns in protest to the newly formed National Law Enforcement Agency, veteran police detective Roger Kline finds himself investigating the suspicious death of the Chief Engineer at Gruber & Stein Arms—the leading supplier of weapons to Police Departments and National Guard Units across the country. As Kline continues to uncover the truth he finds himself entangled in an intricate matrix of lies, deceit, and murder. Will he be able to reveal the dark secret that the government has kept hidden for many years or will this be the end of freedom, liberty, and the United States of America? Find out, in BLUE LINE... DTJ support to handle customer service, claims processing, and billing. Move Management Companies bring a deep understanding of government regulations, industry practices, and most importantly, customer empathy.

Outsourcing these functions allows TSPs to achieve an economy of scale and focus on their core functions of providing origin, line haul transportation, storage, and delivery services. The end result is a better move for the military member.

I am confident industry leaders will continue to find new business approaches and partnerships to meet future transportation challenges. After 50 years of initiatives to improve military moves, recent progress is extremely encouraging. Much thanks to the countless dedicated individuals in government and industry whose hard work made this possible. DTJ MG Charlie Fletcher was the Army representative to the Joint Personal Property Shipping Office in Pearl Harbor as a young Captain and later commanded SDDC, the military command responsible for DOD Household Goods movement. To date, he is the only commander who ever survived working in the field moving HHG to command this organization.

bust training programs, many African nations historically have struggled to develop the expertise required to maintain basic air defense forces. Some African states like South Africa, Algeria, Egypt, and Morocco have high capacity air forces, and some are home to reputable international carriers like South Africa, Ethiopia, and Kenya.

In other countries, civil and defense aviation is much less robust. The limited talent pipeline is an impediment to the development of the aviation industry in Africa; without a large talent pool based on uniform guidelines, there are fewer experts to help drive the industry to higher regulatory and safety standards. The DOD maintains the Civil Reserve Air Fleet (CRAF) so it may call upon commercial carriers to supplement its organic military airlift capability in time of urgent need. In many areas, the capacity of the African commercial aviation sector is not great enough to supply a call-when-needed force, even at regional levels, and the sharing of information about military air defense capabilities—or lack thereof—between neighbors is a sensitive subject. Aviation providers from the US and Europe will still be required to augment African governments for the foreseeable future.

According to the Doing Business in Africa Campaign, an initiative led by the US Department of Commerce, Africa is outpacing global growth and represents a growing export market for US business.

The council’s priorities include mobilizing capital, improving supply chain efficiency, and developing infrastructure; all of which are essential for the development of transportation sectors in Africa. As we’ve seen, the movement of additional capital into Africa will require the support of the transportation sector, and specifically aviation.

Africa presents numerous challenges, but it also represents tremendous opportunity for businesses willing to invest in meeting those challenges. In the end, it also makes your business more efficient and more competitive because it requires leadership and employees at all levels to take a fresh look at standard processes and procedures, determine what factors are essential, empower employees in the field, and amass a library of “lessons learned” for future programs. We’ve proven that we can deliver expeditionary airlift services in remote villages in Africa; if we can be successful there, we can be successful anywhere. DTJ

Behind your operation, is our operation.

On the front line, each situation is different; every environment unique. No one knows what challenges today’s mission will bring, but it’s important to be prepared, and equipped to handle anything.

Our long-standing relationship with the military has proven that APL has what it takes to deliver essential supplies to our troops, on time and on target. And we’ve been proud to offer our unsurpassed service to the U.S. Government for more than 160 years.

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

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

apl.com www.ndtahq.com | 29

We’ve got your six.

You can count on FedEx. We pride ourselves on providing innovative solutions for all our customers, but it takes on special meaning when we deliver for the men and women of the U.S. Armed Forces. For fast, reliable service for your urgent shipments, trust FedEx. FedEx. Solutions That Matter.

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JUNE 2015