Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

October 2015

www.ndtahq.com

Moving Freely AEROSCRAFT INNOVATION Enhancing Logistics Capabilities with the World’s Largest Aircraft DLA: DELIVERING THE RIGHT SOLUTION AUTONOMOUS VEHICLES ROUGH WATERS America’s Response to Chinese Aggression in the South China Sea

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OCTOBER 2015

October 2015

FEATURES October 2015 • Vol 71, No. 5 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

AEROSCRAFT INNOVATION 8 Enhancing Logistics Capabilities with the World’s Largest Aircraft

By John Kiehle

DLA: DELIVERING THE RIGHT SOLUTION 14

By Beth Reece

AUTONOMOUS VEHICLES 16

By Col Thomas R. Blazek, USAF

ROUGH WATERS 22 GRAPHIC DESIGN & PRODUCTION MANAGER

Debbie Bretches

ADVERTISING ACCOUNT MANAGER

Jim Lindsey

America’s Response to Chinese Aggression in the South China Sea

By Sharon Lo

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

DEPARTMENTS PRESIDENT’S CORNER | RADM Mark H. Buzby, USN (Ret.).......................................... 5 CHAPTER SPOTLIGHT | Lt. Col. Lee R. Nelson, USAF.................................................. 6 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.

PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................24 CHAIRMAN’S CIRCLE.......................................................................................26 HONOR ROLL..................................................................................................27 BOOKSHELF IDEAS | Jason Dennis....................................................................... 28 IN MEMORIAM | Brig. Gen. Malcolm P. Hooker, USAF (Ret.).........................................28 INDEX OF ADVERTISERS.................................................................................... 28

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

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OCTOBER 2015

PRESIDENT’S CORNER Looking Back—Leaning Forward RADM Mark H. Buzby, USN (Ret.) NDTA President

O

ur 2015 NDTA-USTRANSCOM Fall Meeting is in the books and by all accounts it was one of the most successful events we’ve ever staged. Our inaugural University Day and MentorProtégé offerings were hugely popular and will become regular features at future meetings. For our new USTRANSCOM Commander and co-sponsor of the meeting—Gen. Darren McDew—it was a great opportunity to meet many of you for the first time and share his views as he assumed command. My thanks to all of you who supported us by attending in person, tuning into our live-stream broadcast from your desk, or monitoring our activities via social media. Special thanks to all of the volunteers who contributed their time and talents so selflessly to ensure that the meeting went off without a hitch. You can expect to read extensive coverage of the meeting in our next issue.

The meeting was a personal milepost for me since it marked the one year anniversary since taking the reins as NDTA president from LTG Ken Wykle, USA (Ret). It’s always tough to follow a legacy, and Ken certainly was that as he successfully navigated our Association through some turbulent times and built financial stability during his 12 years at the helm. But Ken gave me some great advice: “It’s time for some new ideas.”

This past year has been one of discovery for me as I assessed our organization, worked issues with our committees, and explored new ways to bring value to our corporate and individual membership and encourage new members to join. I was also grateful to the many of you who offered your personal insights and advice for moving NDTA forward. A critical part of the discovery effort was to survey our membership, which we did this past spring.

From all of that, some clear points emerged. The foundation of our organization remains strong—facilitating the con-

versation between industry and the government, providing the forums and venues to work out issues before they become issues. But we can and we will do a better job of serving our individual members, especially our younger members and potential members who would benefit from association with NDTA. Many of our chapters have seen decreased participation from our military members as bases have closed or consolidated operations elsewhere. Our communication has not kept pace with society trends. In short, we are committed to improvement, and giving a solid answer when individuals ask: “Why should I be a member?”

We’ve already begun. University Day was merely the kick-off for career enhancing education. I’m proud to report that each of the University courses counted toward Continuing Education Units through Northern Virginia Community College, which we will provide for future University events. Our Mentor-Protégé program will also continue to expand as we push this to the local chapter level in the coming months.

With the strong support of Chairman Bill Flynn and the NDTA Board of Directors, we are moving forward with these and other initiatives that will add value to membership in our organization for both corporate and individual members.

Supporting access to leadership, provid-

ing more networking opportunities, introducing educational experiences, and broadening our communication efforts are all focuses that will make us a stronger organization and reinforce our position as the preeminent logistics/transportation/ services association.

I am excited about our future and you should be too. Our Association is strong, and on course to get even stronger!

Yours aye, Mark H. Buzby

WELC ME

NEW CORPORATE

MEMBERS as of September 17, 2015

CHAIRMAN’S CIRCLE • Walnut Industries, Inc. SUSTAINING • TSA Transportation LLC • USA Truck, Inc. REGIONAL • Columbia Helicopters, Inc.

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CHAPTER SPOTLIGHT

NDTA Headquarters Staff RADM Mark Buzby, USN (Ret.) President

Tampa Bay Tours Port Tampa Bay

COL Jim Veditz, USA (Ret.) Senior Vice President, Operations

By Lt. Col. Lee R. Nelson, USAF President, NDTA Tampa Bay Chapter

Patty Casidy VP Finance Lee Matthews VP Marketing and Corporate Development Leah Ashe Manager, Database James Marconi Director of Public Relations Rebecca Jones Executive Assistant to the President

For a listing of current Committee Chairpersons, 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

O

n August 13, 2015, fifteen members and guests of the NDTA Tampa Bay Chapter toured Port Tampa Bay, Tampa, Florida, aboard The Florida Aquarium’s Bay Spirit II. Bill Kuzmick, President of the SS American Victory, arranged the tour, and Christyna Doege, Marketing Program Coordinator for Port Tampa Bay, provided an outstanding narration as the group spent approximately 90 minutes alongside many of the port’s varied operations.

The port is Florida’s largest and most diversified seaport, handling more than 36 million tons of cargo in the fiscal year that ended September 30, 2014—nearly one-third of all cargo moving in and out of the state! This includes virtually every imaginable commodity, from all corners of the world. Top trade partners include Brazil, Trinidad, Mexico, Honduras, Canada, India, Japan, Colombia, China, and Venezuela. At the same time, Port Tampa Bay has emerged among the top ten

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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Defense Transportation Journal

US cruise ports, effortlessly handling nearly 900,000 passenger moves a year.

In addition to seeing the port’s impressive operations, the group had an outstanding discussion regarding the port’s preparedness for man-made and natural disasters. The port is well postured for disaster response and, in fact, in July 2015 became the first American port to receive the National Weather Service’s “StormReady” designation. The StormReady program recognizes communities or organizations that have protocols in place to mitigate weather disasters and promote the protection of life and property.

Participants gained a much greater appreciation for the volume and variety of operations the port conducts, and was very grateful to Bill, Christyna and their team for partnering with the chapter to provide the tour. In a city comprised of more than one-third water, such an impressive port is fitting. DTJ

Join NDTA in Supporting Toys for Tots The holiday season will be here before you know it and NDTA headquarters will be supporting the US Marine Corps Reserve Toys for Tots program for the eighth consecutive year. The mission of Toys for Tots is to collect new, unwrapped toys during October, November and December each year, and distribute those toys as Christmas gifts to less fortunate children in the community in which the campaign is conducted. The primary goal of Toys for Tots is to deliver, through a new toy at Christmas, a message of hope to less fortunate youth that will assist them in becoming responsible, productive, patriotic citizens.1 NDTA is proud to support Toys for Tots and will be accepting donations at 50 S. Pickett Street, Suite 220, in Alexandria, Virginia. All NDTA members are also invited to come to NDTA in December, on the toy pick up day, for pictures with a pair of very dapper Marines and cookies. For more details contact Patty Casidy on 703-751-5011.

1 Toys for Tots Foundation (2015.) About Toys for Tots. Retrieved from http://www.toysfortots.org/about_toys_for_tots/toys_for_tots_program/Default.aspx.

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www.ndtahq.com | 7

Aeroscraft INNOVATION Enhancing Logistics Capabilities with the World’s Largest Aircraft

By John Kiehle, Director, Communications - Aeros Photos courtesy of Aeros Corp.

THE AEROSCRAFT: A NEW ERA OF FLIGHT IS NEAR

As DTJ readers may recall, Gen. William Tuttle, USAF (Ret.) provided an update on the Aeroscraft cargo airship in September 2012 entitled ‘The 21st Century Air Vehicle.’ At that time, the Aeroscraft ‘Dragon Dream’ technology demonstration vehicle was preparing to showcase its novel onboard buoyancy management system for a lighter-than-air (LTA) vehicle as part of DOD ‘Project Pelican.’ Much has happened since then and much is happening today, so we revisit the Aeroscraft to examine the program’s accomplishments, and where Aeros now stands in producing this unique aircraft and introducing its infrastructure-independent transport capabilities to global logistics.

‘DRAGON DREAM’ TECHNOLOGY DEMONSTRATION PHASE— A VISION OF THE FUTURE

The ‘Dragon Dream’ technology demonstration vehicle profiled in fall 2012 has now concluded its operations, having met DOD ‘Project Pelican’ objectives on budget and on schedule. The vehicle successfully demonstrated the effectiveness of Aeros’ internal buoyancy management technology and integration of sub-systems needed for operations in austere environments. On July 2, 2013, Pentagon spokeswoman Jennifer Elzea explained, “Project Pelican, a non-deployable airship technology demonstrator designed by Aeros, met its demonstration objectives in January [2013] within parameters accepted by the Pentagon 8 |

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The advanced aircraft now taking shape is unique in terms of its capability, size, cargo handling and propulsion. and NASA.” She confirmed Project Pelican also demonstrated, “a rigid, lightweightcomposite external structure; a responsive low-speed/hover control system; and ground handling capabilities that allow operations without ground handling crew.”

With the 266-ft ‘Dragon Dream’ phase of the Aeroscraft’s development now complete, the team at Aeros is focused on the next larger aircraft, the Aeroscraft ML866, and has made significant progress on this initial operational vehicle since flight demonstrations concluded with the demonstrator in the fall of 2013.

For readers unfamiliar with the Aeroscraft, it is a new heavy-lift, variable-buoyancy cargo airship featuring an onboard buoyancy management system, rigid structure, vertical takeoff and landing performance, and operational abilities at low speed, in hover, and from unprepared surfaces. The Aeroscraft features an on-board buoyancy management technology called

OCTOBER 2015

control-of-static-heaviness (COSH), to control lift in all stages of air or ground operations, enabling both vertical takeoff and landing (VTOL) and off-loading of cargo/payloads without airships’ traditional requirements for external ballast exchange. COSH is Aeros’ demonstrated and patented internal buoyancy management technology.

AEROS NOW DEVELOPING WORLD’S LARGEST AIRCRAFT, AEROSCRAFT ML866

Following the engineering scale down prototype ‘Dragon Dream’ phase of the program, the team is now entering the design freeze phase for the ML866 (66ton) Aeroscraft cargo airship. Aeros is currently developing main component and test articles for the patented COSH buoyancy management system, as well as structural components for the operational Aeroscraft with 66-ton payload.

The advanced aircraft now taking shape is unique in terms of its capability, size, cargo handling and propulsion. Aeros is planning to complete the configuration ‘design freeze’ for the 66-ton payload capable Aeroscraft by end of 2015 as part of fleet development efforts now underway to satisfy global demand for the vehicle’s new logistics capabilities. “We are excited to reveal production is underway on the 555-ft long ML866, and committed to achieving FAA operational certification for the first deployable Aeroscraft in approximately five years,” explains Igor Pasternak, CEO of Aeroscraft Corporation.

Aeroscraft ‘Dragon Dream’ in hangar testing of COSH onboard ballast system (2012)

Test Pilot in Command Alfred ‘Corky’ Belanger and Test Pilot General Raymond Johns, USAF (Ret.), complete a pre-flight check of aircraft subsystems (2013)

Aeroscraft ‘Dragon Dream’ during outdoor flight testing (2013)

NOVEL TECHNOLOGIES PATENTED, OR IN PROCESS

Aeros’ proprietary COSH buoyancy management system overcomes a historical limitation of airships regarding their need for external ballast, and now permits the aircraft type to engage in a broad set of new missions including long-range, heavy-lift cargo transport. Aeros’ COSH system has subsequently been patented by the United States Patent and Trademark Office (USPTO), along with other intellectual property on aircraft sub-systems. The USPTO has granted US patent number 9,016,622 for the cargo airship’s ‘Flight System for a Constant Volume Variable Buoyancy Air Vehicle,’ with Onboard COSH Management. The patent protects Aeros’ proprietary technology for buoyancy management and flight principle empowering the Aeroscraft’s VTOL capabilities at maximum payload without ballast requirements.

The USPTO has also granted US patent number 8,864,068 for the Aeroscraft vertical takeoff and landing logistical cargo air vehicle that covers the Aeroscraft’s Air Bearing Landing System (ABLS). The Aeroscraft’s ABLS supports the aircraft’s

operational performance by providing energy absorption during vertical landings, taxing and towing capabilities, conforming to terrain, and adjusting the Aeroscraft on unlevel surfaces. Other system and design patents have been filed and are currently in process, including ‘Aerostructure for a Rigid Body Airship,’ among others.

“Large capacity airships have long been a dream for cargo logistics flexibility, but impracticable, because if you off-loaded 100 tons your helium filled aircraft will float away if 10 |

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not first loaded with 100 tons of ballast at your pre-determined destination. Inefficient and limiting, this is why airships never transitioned into cargo airships,” explains Igor Pasternak, COSH Inventor and CEO at Aeros.

“Aeros’ unique technology approach empowers true VTOL flight performance in global heavy airlift at full payload, delivering the independence from off-board ballast and ground infrastructure this capability provides.”

WHY CARGO AIRSHIPS, WHY NOW? MILITARY AND COMMERCIAL CAPABILITY ENHANCEMENT

Efficient cargo airships have been historically impossible because of external ballast exchange requirements, as well as lack of VTOL flight capability, slow speed, and non-rigid structural design that has limited payload capacity, aerodynamic loading (speed) and propulsion flexibility. Essentially you needed a large volume of lead or sand bags pre-deployed and loaded at destination before heavy cargo removal, to keep the helium-filled vehicle grounded.

Aeros’ validated self-ballasting design for the 66-ton Aeroscraft addresses these limitations, while combining many of

the flight attributes and benefits of fixedwing, rotary and traditional lighter-thanair (LTA) vehicles to move cargo directly to new destinations independent from infrastructure.

Aeros is confident its innovative infrastructure independent airship is poised to launch a new category of freighter aircraft capable of transporting heavy payloads to remote locations, while also providing new flexible, point-to-point air cargo delivery for military, commercial and humanitar-

OCTOBER 2015

ian applications. Aeros’ patented COSH technology permits airships to efficiently address global cargo/logistics applications for the first time. This new capability will dramatically decrease the time and cost for delivering large ‘project’ and container cargo around the world, especially to austere areas with no pre-positioned infrastructure. The Aeroscraft’s introduction of new cargo transport capabilities is expected to provide new opportunities for: • Military logistics planners seeking flexibility and cost-efficiency in mission sustaining logistics • Commercial logistics customers/ providers seeking expanded service capabilities and a speed/cost intermediary between existing airlift and sealift • First responder agencies and humanitarian organizations seeking speedier response and expanded disaster relief response capability, especially when infrastructure is damaged For the military, this new generation of airships has the potential to revolutionize the future of intra-theater airlift, greatly increasing heavy cargo lift capability, reducing the logistics footprint in theater, reducing dependence on foreign airbases and ports, reducing the effectiveness of antiaccess strategies employed by adversaries, and radically changing the hub and spoke logistics structure to one of point-to-point delivery. As the Air Force spent $9.2 billion on energy, almost 10 percent of the total budget in fiscal year 2012, the Aeroscraft is also attractive as a long term solution for cost containment. This logistical capability expansion was explained during statements before the House and Senate Armed Services Committee in March 2013 by then Commander of US Transportation Command, General William M. Fraser, III, USAF (Ret.), when he addressed the State of the Command, explaining: “Hybrid airships represent a transformational capability, bridging the longstanding gap between high-speed, lower-capacity airlift, and low-speed, highercapacity sealift. Across the range of military operations, this capability can be leveraged from strategic to tactical distances. From swift crisis action support to enduring logistical sustainment operations, hybrid airship technology has the potential to fulfill ‘factory to foxhole’ cargo delivery. We encourage development of commercial technologies that may lead to enhanced mobility capabilities in the future.”

The cargo airship’s introduction to global commercial logistics is expected to

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This new capability will dramatically decrease the time and cost for delivering large ‘project’ and container cargo around the world, especially to austere areas with no pre-positioned infrastructure.

reduce operational constraints on future heavy-lift, radically reduce energy use for aircraft operations on a ton/mile basis, permit high-payload operations directly into austere locations with little infrastructure, surpass by several times the speed of fast sealift, and reduce the need for intermodal transport to move cargo from origin to point-of-need, with corresponding reduction in delivery time.

NEW LOGISTICS OPERATIONAL SUPPORT FOR MILITARY AND COMMERCIAL INTERESTS

The Aeroscraft Ml866 has been designed to facilitate flexible cargo delivery by airship, virtually anywhere. The Aeroscraft is now sought for improving air cargo logistics and cargo handling efficiency, to speed intercontinental deliveries, and establish an attractive intermediary between existing sealift and airlift in terms of speed and cost per ton-mile, while moving cargo faster than existing ground corridor alternatives. The Aeroscraft ML866 will be an exceptionally large aircraft at 555 feet long, 120 feet tall and 177 feet wide (including empennages and canards), measuring more than twice as long as the familiar Boeing 747 aircraft.

The vehicle will provide ground clearance for trucks to drive beneath for cargo loading. The Aeroscraft’s advantages over existing freighters for air transport of vehicles, equipment and supplies include: • Landing site flexibility (runway independence) through VTOL heavy lift at max payload (doesn’t rely on dynamic lift) • Increased cargo dimensional accommodation (220’ x 40’ x 30’ on 66-ton vehicle) • Lowered acquisition, operational and sustaining costs over existing freighters • Significantly reduced fuel consumption, less than 1/3 consumption of current fixed wing and rotary alternatives 12 |

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Importantly, the cargo bay size for the Aeroscraft ML866 will be unlike any in existence, featuring larger dimension/ volume accommodation than exists today in cargo aircraft. Cargo bay dimensions for the smaller 66-ton ML866 airship (measuring LxWxH – 220’ x 40’ x 30’), are significantly larger than the biggest air freighters in the world, allowing the Aeroscraft to transport oversized and heavy items that are often difficult to move by existing air and ground corridors. The vehicle’s internal suspended cargo handling system (SCHS) provides the aircraft with unmatched volume and flexibility when deploying cargo to virtually any point on the planet. Developed to facilitate cargo loading, sorting, and unloading, the Aeroscraft ML866’s loading and storage system: • Affixes containers and cargo pallets to rails in the fuselage ‘ceiling,’ rather than on the floor • Adjusts cargo positioning to accommodate changes in center of gravity, such as when other cargo is loaded and unloaded • Facilitates access to any piece of cargo at anytime, eliminating unneeded cargo movements and reducing ground time • Eliminates labor costs with traditional cargo handling and weight-and-balance requirements BI-PARTISAN CARGO AIRSHIP CAUCUS ESTABLISHED IN CONGRESS

The US Congress created a new bipartisan caucus this year to encourage the accelerated development of LTA and hybrid aircraft for military and civilian cargo transport, as well as support the emerging industry and current leadership position of American firms like Aeros and Lockheed Martin, among others.

OCTOBER 2015

The Cargo Airship Caucus will support US cargo airship industry development for improved global air mobility, enhanced military logistics and disaster relief capability, reduced transportation and remote infrastructure development costs, and for its environmental benefits.

The bi-partisan caucus is co-chaired by Representative Tom Rooney (R-FL 17th District) and Representative Brad Sherman (D-CA 30th District), working to hasten the takeoff of the US cargo airship industry in support of military, economic, national security, diplomatic and environmental objectives. The chairmen explained their motivations for leading the caucus when it was announced in February 2015, stating: “Modern cargo airships have nearly three times the fuel efficiency as air transport alternatives, and can land in very remote locations,” said Congressman Brad Sherman.

“They have enormous potential to enable economic development opportunities and accelerate export logistics, expand US capabilities in disaster relief response, and drive greenhouse gas reductions in aviation.”

“The recent advances in airship technology are exciting, and the caucus will help illustrate the breadth of benefits enabled by cargo airships’ efficient and infrastructure independent operations, including benefits to military operational tempo and mission flexibility, enhanced delivery capability, and operational cost savings,” said Congressman Tom Rooney.

The Congressional Caucus is next scheduled to meet in Washington, DC on October 28, 2015, during which time Air Force Generals Raymond Johns and William Fraser, III are scheduled to speak on the logistical challenges unique to military transport, as well as operational needs and aspirations addressed by cargo airships.

Learn more at www.aeroscraft.com. DTJ

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.

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$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)

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By Beth Reece, DLA Photos courtesy of DLA

D

efense Logistics Agency Director Air Force Lt. Gen. Andy Busch released the agency’s Strategic Plan in May, putting collaboration, innovation and smart investments among the workforce’s top priorities.

“It provides our roadmap to ensure that we, the DLA team, continuously evolve and improve together to meet our mission requirements with a single resolve. It is our plan for meeting the future with the commitment and capabilities that we need to provide the responsive, agile and innovative support that our customers and stakeholders need and deserve,” he wrote in a call to action at the end of the 16-page document.

Detailed implementation guidance was published in July. It outlines initiatives for the rest of fiscal 2015 and 2016 that will help employees reach goals in the Strategic Guidance, which encompasses five areas: Warfighter First, People and Culture, Strategic Engagement, Financial Stewardship and Process Excellence.

“We’re just beyond six months into our journey together and I want to share my thoughts on where we are at and provide some specific guidance relative to our strategic way-ahead,” the director wrote in opening remarks of the 29-page document.

Warfighter support is DLA’s most important role, and while the agency pro14 |

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vides significant support to combatant commanders, parts of US Strategic Command have been underserved, Busch said.

“The services are no less important. I will, and I expect you as well, to develop close relationships with your military service counterparts. Their operational readiness concerns and weapon system product support strategies require our support,” he continued.

There are 21 initiatives under Warfighter First. They range from improving mission readiness through national account managers, demand planners and other DLA employees who collaborate with customers daily to helping military defense acquisition program officials determine the most efficient life cycle logistics solutions.

Greater focus will also be put on supporting the Navy’s nuclear enterprise as the agency increases material availability for key platforms. Research and development efforts will expand to include additive manufacturing—also known as 3D printing—as well as placement of automation technologies and robotics in distribution warehouses.

Under People and Culture, which includes 20 initiatives, Busch said all leaders are responsible for helping employees become resilient. He expects the workforce to be trained to lead in an era of performance-based logistics, which gives commercial industry the responsibility for material readiness.

OCTOBER 2015

“We are no longer a parts store; we need to broaden our impact and become central to the military services’ product-support strategy. As a result, we will continue the direction on Life Cycle Logistics Certification,” he wrote.

Work in this goal area includes reviewing functional competencies for mission critical occupations relative to emerging and future missions and the creation of a DLA acquisition career development organization. Other initiatives include promoting diversity and inclusion, improving workplace safety and security, and ensuring employees have a clear understanding of the agency mission and how they contribute to it.

Though Strategic Engagement is a broad goal title, Busch said he is most interested in innovation with industry and how DLA can integrate innovation into its business practices.

“Our business model has migrated from a very transactional model to one that values long-term relationships with industry.

BBP [Better Buying Power] is asking us to think about the next evolution, one that creates greater synergy with our service partners and incentivizes industry to improve their products and, in turn, share the rewards,” he wrote.

Among the 12 initiatives for this goal are steps to reduce acquisition cycle time,

the expansion of supply sources for legacy systems and the development of a formal DLA performance-based logistics strategy.

A Business Systems Center of Excellence will also be created to improve the defense business systems tradecraft, promote business systems acquisition excellence and highlight BBP 3.0 concepts.

Financial Stewardship includes 23 initiatives that support three areas: audit readiness, the agency’s $13 billion savings goal and cost-recovery rate reductions.

“First, we all need to be focused on sustainment of audit readiness, because it will not be easy. Resources will always be limited, but I am more concerned that we will let our guard down after we get a clean audit opinion—we must remain vigilant.

My intent should be very clear: attain and sustain audit readiness,” Busch wrote.

The agency will continue to conduct cost summits that focus on existing pricing, billing structures, cost comparisons and areas in which industry can help DLA reduce costs. In addition, the agency will implement an information technology framework that takes advantage of commercial cloud opportunities in a secure infrastructure.

We are no longer a parts store; we need to broaden our impact and become central to the military services’ product-support strategy.

Under Process Excellence, Busch expects leaders to make full use of training resources and tools for continuous process improvement. Leveraging the Supply Integration Council for harmonization and coordination of process initiatives, as well as the Alignment Group for assessment and Executive Board for approval is one of the 12 initiatives in this goal area.

A change management plan will also be created.

Field activities and directorates will be expected to incorporate these initiatives into their annual operating plans, Busch said. DLA Strategic Plans and Policy will monitor progress and develop a schedule for all initiatives to be presented at the appropriate level governance forum. DTJ www.ndtahq.com | 15

By Col Thomas R. Blazek, USAF The views expressed in this article are those of the author and do not reflect the official policy or position of the Department of Defense or any other US Government entity.

THE FUTURE OF TRANSPORTATION

I have little doubt the future of global transportation will include several fascinating possibilities, some of which might seem too futuristic for current day comprehension and acceptance. What the future has in store has always captured our imagination, as chronicled in books and movies such as: 1984 by George Orwell, 20,000 Leagues Under the Sea by Jules Verne, and the popular Back to the Future movie series from the 1980s. Within the transportation industry, however, the future is now. While moviegoers watching Doc Brown use banana peels to power a DeLorean might have chuckled three decades ago, the use of biofuels to power engines has since proven effective and continues to be developed today as a viable substitute for coal and petroleum products. Biofuels could potentially take on 25% of the worldâ&#x20AC;&#x2122;s transportation fuel needs by 2050.1 Accordingly, all vehicles on our roads will undoubtedly undergo other radical overhauls, driven by issues such as overcrowding of highways, pollution, diminishing resources, and increasing operating costs.

One of these overhauls, tied to another developing technology, is closer to becoming reality than one might expect. The technology, or probably more accurately stated, collection of tech-

nologies, enables vehicles of varying shape, size and purpose to travel from point-to-point over the open road without engaging an active driver.

The autonomous (or driverless) vehicle (AV) concept differs from closed-course personal transit systems some locales have used for decades (e.g., the PRT in Morgantown, West Virginia), because of its ability to function on open roads. By May 2013, the emerging variance in autonomous vehicles led the Department of Transportation to issue policy separating autonomous vehicles into classes from Level 0 (no automation) to Level 4 (full automation). Despite the recent interest in the AV concept, including significant investment by corporations and research firms, we must still overcome significant technical, legal, social and political hurdles before we see AVs being widely introduced into mainstream society.

CURRENT AUTONOMOUS RESEARCH

Arguably, the rapid push to AV technology began in 2004, when the Defense Advanced Research Projects Agency (DARPA) held a Grand Challenge to demonstrate the technical feasibility of AVs navigating a 142-mile course. None of the 15 vehicles entered into that inaugural event were successful in completing the course, but other DARPA Challeng-

Photo courtesy of Daimler AG

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reightliner, a Daimler Group brand, has become the first licensed autonomous commercial vehicle to operate on open public highways in the United States. By obtaining a special permit from the Nevada Department of Motor Vehicles, the Freightliner Inspiration Truck was allowed to operate on public roads near Las Vegas. In order to obtain the permit, Freightliner had to provide specific information on the truck’s safety system, the training program for the drivers, and the vehicle had to have been tested for a minimum of 10,000 miles in certain conditions.

Daimler believes that autonomous tractor-trailers are likely to be on the roadways before autonomous cars. However, the company is quick to point out that the introduction of self-driving trucks does not negate the need for qualified drivers. Even with automation, a truck driver with a valid commercial driver’s license (CDL) will be required to be in the cab and ready to take over at any time. In fact, the technology is still designed for the driver to control the rig on surface roads and during inclement weather.

Once on the highway, when autopilot is engaged, cameras keep the truck in its lane by detecting road lines, and the system maintains steady speeds and safe distances from other vehicles. A beep will alert the driver when it’s his or her turn to take the wheel, but if the driver fails to respond the truck will slow down, eventually coming to a complete stop.

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es followed, spurring a decade of AV-related research and technological advancements.

Today, ten automobile manufacturers, the latest of which is Honda, have been accepted to test the utility and practicability of driverless passenger vehicles. Additionally, non-automobile manufacturers are also actively engaged in various forms of driverless vehicle research, like Google Inc., who have fitted a number of Toyota and Audi cars with autonomous technology since 2010.

The reason for the investment is quite simple. The potential economic upside for taking the driverless concept and moving it into operational reality is enormous. In 2013, the Eno Center for Transportation estimated the potential annual economic benefit of autonomous commercial vehicles to be roughly $211B, $37B of which is derived from a 224 million gallon reduction in petroleum-based fuels.2 From a safety perspective, an estimated 10,000 road fatalities caused by distracted drivers could be eliminated, and a 21% increase in lane capacity could be realized.3 And that’s if only half the existing fleet of vehicles goes driverless. The benefits more than double if we can convert 90% of today’s fleet.

European manufacturers and researchers appear to be leading the way with investment today, but American, Japanese and other nations’ companies are also firmly entrenched in the technology research and exploitation game. Ford has partnered with MIT and Stanford to look into better predictive path analysis and various scientific and engineering methods to ensure better visibility for the collection of key environmental parameters.4 Regardless of future AV use, this type of research has yielded exciting solutions to tracking and collision avoidance that can be applied to cars with drivers, improving overall road safety. The European Union is already making one of these associated technologies, the Advanced Emergency Braking System (AEBS), a system which independently acts to avoid or even prevent accidents, mandatory equipment for all new trucks and buses by 2018.5 Safety considerations are obviously a critical part of the ongoing research, and there have been multiple successes. As of August 2015, Google’s fleet of autonomous cars had driven 1,158,818 miles on California and Texas roads with only very minor accidents, none in which the AV was at fault (in one example a [human] driver rear-ended the AV as it was yielding to a pedestrian).6 Such successes have led four states, plus the

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District of Columbia, to pass legislation permitting the operation of autonomous cars, though most of the current legislation deals with testing on closed courses and requires a driver to be present in the vehicle when it is in operation. Interestingly, nine States have failed in an attempt to pass legislation, while an additional 17 have failed to make a decision on what type(s) of legislation to pursue, clearly indicating the difficulties dealing with the complex technical, legal, social, and political issues surrounding vehicle automation. Michigan was the latest state to pass driverless car legislation in 2013, as that state’s leadership began to comprehend the significance of AVs to the auto industry and to maintaining Michigan’s leadership

The cars will drive without direct human supervision on selected roads within the city, but will be limited to a maximum speed of 70 km/h. The initial testing of cars will be “highly” but not “fully” autonomous, as they may have to return control to the driver in certain areas or traffic situations.9 role in the auto manufacturing industry. In conjunction with the State’s legislative action, the University of Michigan announced a partnership between academia, government and business to make Ann Arbor the first American city with a shared fleet of networked, driverless vehicles by 2021.7 Much more will have to be done in the regulatory and legal arenas to bring AVs to mainstream, but these recent moves have provided a viable proving ground for testing and a solid foundation for a way forward.

INTERNATIONAL INVESTMENTS

On the international scene, Volvo is one of the biggest advocates for autonomous capability. Volvo’s senior leadership has set an aggressive timeline and is looking to get its driverless technology to the market, en route to having a fully operational, accident-free fleet by 2020.8 The move from closed-course testing to the operation of vehicles on public roads has initiated a publicprivate partnership of sorts. Volvo Cars has worked this aspect diligently, announcing their intent to deploy 100 highly autonomous cars into Gothenburg, Sweden, by 2017. The cars will drive without direct human supervision on selected roads within

the city, but will be limited to a maximum speed of 70 km/h. The initial testing of cars will be “highly” but not “fully” autonomous, as they may have to return control to the driver in certain areas or traffic situations.9 Although this caveat seemingly introduces a fairly significant limitation, it is realistic thinking that overriding safety concerns will mandate slower, auto-controlled speeds well into the foreseeable future.

The Swiss automotive think tank Rinspeed divulged their vision of the future with the Xchange concept car, premiering the vehicle at the 2014 Geneva Auto Show.10 Rinspeed took a Tesla electric car and re-designed the interior to provide a vision for what traveling in an autonomous passenger vehicle might mean for the passengers. Less time spent concentrating on the tasks associated with driving translate to more time spent reading, resting or safely conducting business via phone and or video connections. Rinspeed also consciously selected an electric car in modeling their vision of the future, which is anticipated to be heavy on regulatory guidance that will mandate cleaner, “greener” vehicles.

USES OTHER THAN PASSENGER CARS

Induct, a transportation company from France, produces an autonomous electric vehicle called the Navia that is hoped to become an effective form of last-mile transportation, moving passengers between commuter hubs and their homes or workplaces. Nanyang Technological University (NTU) in Singapore has partnered with Induct and JTC, Singapore’s leading industrial developer, to test the capability of this 8-passenger vehicle.11 In operation, passengers board at a designated stop and select their destination on a touchscreen display.

The vehicle uses four LIDAR (LIght De-

tection And Ranging) units, along with stereoscopic optical cameras, to generate a real-time 3D map of its surroundings, allowing it to stay in its lane and avoid obstacles. It is the first AV of its type to be made commercially available in the US.12 The Netherlands is also testing a similar capability, the “WEpod,” with plans to run shuttle operations between the towns of Wageningen and Ede in the province of Gelderland by later this year.13 Incorporating this type of autonomous passenger shuttle technology would certainly be beneficial to vibrant, growing urban corridors looking at the prospects of augmenting light rail or bus network capability.

Perhaps most importantly, user satisfaction came in at an impressive 90% clip following a recent test of the shuttle technology using modified two-person golf carts, indicating great promise in the social acceptance of automated personal transport.14 TRUCKS AND TRUCKING

Let’s face it though, the thought of a driverless 18-wheeler hurtling down a congested multi-lane interstate highway poses many challenges and faces multiple hurdles to real-world implementation. While we are still years away from that reality, small strides are being made within the trucking sector to explore the efficiency and effectiveness of driverless trucks. In Australia and Europe, companies such as Komatsu, Caterpillar, and Scania continue to experiment with fully autonomous diggers and dumpsters that service the mining industry. Caterpillar has been running automated mining vehicles in the US since 2011, and Autonomous Solutions, Inc., headquartered in Petersboro, Utah, has developed a small autonomous test “city”, to cover multiple applications of autonomous vehicles.15

Photo courtesy of Google

In 2012, Volvo Trucks started experimenting with autonomous trucks on public roads as part of the European Commissions (EC) Project Sartre (Safe Road Trains for the Environment). This project was designed to explore the feasibility of a platooning concept, where a driver operates the lead truck equipped with a digital towbar capable of controlling the speed, steering and braking of a series of trucks or cars following behind that vehicle.16 This “road train” concept was proven successful in a 100+ km test along a portion of highway in Spain in 2012, and has been repeated in varying degrees in other countries during the past several years.

As a result of these successful tests, the EC started the €5.4M Project Companion, led by Scania to continue technology development and to explore legislative changes necessary for this kind of automated road train to legally run on public roads. Freightliner has also been testing autonomous capabilities since May 2015 with their “Inspiration” vehicle, a Level 3 automated vehicle on the DOT autonomous vehicle scale.17 OTHER TRANSPORTATION MODE APPLICATIONS

The maritime industry has been leveraging automation at various ports for a couple decades. The Delta Dedicated North (DDN) terminal on the Maasvlakte in Rotterdam, Netherlands, has been using automated gantry transport vehicles since 1992. Unfortunately, the United States lags behind in incorporating this technology. According to an Automated Container Terminal Survey by the Port of Los Angeles, only one of the twelve automated terminals operating across the globe resides in the United States.18 Ferry transport is another aspect of vehicle automation that could yield significant savings and improved safety. The first remote-controlled ferry tests could occur within four or five years, according to Oskar Levander, VP for innovation, engineering & technology at Rolls-Royce Marine in Finland.19 In the aviation industry, automated passenger transport on the airport property has been popping up as well. On demand “pod cars” were put into operation at Heathrow International Airport in 2011.20 Similar to the PRT system started in Morgantown, the on-demand aspect of the Heathrow network has antiquated the previous method of endlessly looping diesel buses. With the explosion of Unmanned Aerospace Vehicles being used by the Department of Defense, can autonomous cargo or passenger planes be far behind? www.ndtahq.com | 19

ECONOMIC BENEFITS

Cost savings from the operation of autonomous trucks would be derived from multiple aspects. Despite an estimated price tag of somewhere in the range of $100,000 per truck for the required technology, the projected gains would far outstrip the initial investment and the recurring maintenance costs. A significant portion of the potential gains would come from eliminating drivers’ wages from the bottom line. For instance, the average, experienced Walmart fleet driver earned $77,994 in 2015, while more senior drivers earned slightly over $100,000.21 Walmart is known as having one of the best driver compensation packages available in the market, but also has a tremendous volume of business that would benefit from autonomous delivery capabilities.

Additionally, the application of AV-related technology actually reduces the amount of fuel consumption by optimizing acceleration and braking. The Center for Automotive Research estimates that driverless trucks would yield an increased fuel efficiency of 15 to 20 percent.22 Accidentrelated expenses and insurance premiums would also decline, because technology would put a premium on safety, significantly reducing the number of driver errors that cause most crashes. Of the more than five million auto accidents that occur every year, 93% are found to have been caused at least in part by operator error.23 Approximately 33,000 people are killed every year in the US in auto accidents, which computes to a cost of $300 billion.24 Increased productivity is also an area where cost savings would see a boost from autonomous trucking. The Hours of Service regulations governing the trucking industry today introduce limitations on the level of productivity the human driver can obtain. However, fully autonomous vehicles would potentially eliminate that concern and open the door to 24-hour operations. This new opportunity could serve to either enable continuous round-theclock operations or shift the majority of non-time sensitive ground transportation deliveries to occur overnight, similar to the air transportation mode, greatly reducing congestion on the nation’s highways during the traditionally busiest times of day.

OTHER REGULATION AND LEGAL CONSIDERATIONS

While vehicle manufacturers are feverishly researching autonomous technologies and the concept of implementing a system of driver20 |

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The California Department of Motor Vehicles has lead the way in codifying rules used to regulate AV use. One of the fundamental questions that must be answered is whether or not a driver needs to be behind the wheel.

Photo courtesy of Google

less vehicles on the road, transportation regulations, restrictions and safety concerns are working to push a realistic implementation date well into the future. Current laws must be refined to govern not only specific rules for operation, but also the determination of liability in the case of autonomous vehicle accidents, involving both single and multivehicle occurrences. While eliminating the driver should eliminate a majority of the accidents, it will not prevent all accidents.

The California Department of Motor Vehicles has lead the way in codifying rules used to regulate AV use. One of the fundamental questions that must be answered is whether or not a driver needs to be behind the wheel. Other questions needing answers are ones like how to determine and maintain the level of safety of the vehicle, setting insurance rates, establishing liability and determination of punitive/corrective measures for violations. Another critical concern is one inherent to almost every infrastructure tied to automated technology, the question of IT or cyber security. How vulnerable will autonomous vehicles be to hackers, and who might wrest control of the vehicles?25 The role of federal government should be to ensure that the ongoing efforts of individual states are captured and standardized for the nation as a whole. Having a patchwork of individualized approaches would be counter-productive and potentially confusing. An approach similar to the one President Eisenhower took when he established an inter-connected national interstate highway system should be explored. This oversight would pertain to all aspects of the implementation of AVs, to include updating a current infrastructure that is aging and is not ready to take on the conversion to AVs in its current status.

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PHYSICAL INFRASTRUCTURE ISSUES

Tackling infrastructure issues doesn’t seem to carry the same excitement as exploring the utility of AVs, but it’s no less critical, especially as rapid technology advances force governments at the local, state, and federal levels to decide what future needs must be accommodated and when. There are larger issues, such as how to handle various transport modes like autonomous buses or shuttles. Will our current traffic patterns accommodate AVs? Do we need to rethink entry/exit/ merge issues, such as the groundbreaking work undertaken by DOT engineers in the state of Missouri?26 We also need to look at the feasibility and cost associated with migrating intelligent control systems from the physical ground infrastructure to a distributed embedded one.

For traffic congestion, rethinking infrastructure for AVs means going beyond the simple brute force approach of adding lanes to highways while ignoring the other realities of moving people in the 21st century. We need to design an intricate system where cars are integrated with the road, other cars, or a transportation management center. Use of vehicle-to-vehicle (V2V) and vehicle-to-infrastructure (V2I) technology undoubtedly attacks the heart of the congestion issue. More traditional technology such as GPS, Wi-Fi, embedded sensors, 3-D planning, design and construction tools, must all be integrated into a comprehensive ground transport infrastructure.27 “Infrastructure modularity” is the industry term-of-art for the ability to change and adapt to new innovations and new modes of transport over time, and it provides us the best way forward concerning infrastructure development.

POLICY RECOMMENDATIONS

The Eno Center for Transportation has outlined three specific areas that require additional policy considerations concerning the development and use of AVs: 1) Expand Federal Funding for Autonomous Vehicle Research 2) Develop Federal Guidelines for Autonomous Vehicle Licensing 3) Determine Appropriate Standards for Liability, Security, and Data Privacy Beyond these three key recommendations, I believe there are three additional areas that require policy guidance to be established.

As I detailed earlier, we need policy on a standardized approach to upgrading our nation’s infrastructure. While several states have taken a keen interest and proactive approach to the testing and use of AVs, others have less interest and potentially view the issue as being too far away or too hard to make a determination. Federal government must set some overarching guidelines to avoid city-by-city or state-by-state implementation of rules or infrastructure upgrades, and establish realistic milestones for the gradual introduction of AVs into our nation’s infrastructure and economic development plans.

Second, I believe we need to establish policy guidelines on interaction with international partners. While ground transportation is not possible between North America and Europe or Asia, it would be beneficial to establish some international standards for the employment of AVs. This would also potentially provide synergy and a conduit to cross-feed information as AVs are phased into the global marketplace. Similar challenges are inherent to the air transport mode, and perhaps key findings from recent advances in the air transport sector could be translated to ground transportation.

Lastly, we must encourage private-public partnerships. Most AV research and testing is being done privately, but we need integration with government to infuse these capabilities into critical areas such as national defense. These partnerships would also have a positive effect on the Defense Industrial Base, focusing on DOD transportation needs of the future.

CONCLUSIONS

The use of unmanned or driverless vehicles is not as far-fetched or futuristic as one might think. While numerous hurdles remain on the social, technical, legal and political landscape, several auto manufacturers and research firms have proven that the concept

is feasible and has many positive economic advantages and applications. Full implementation of AV technology is several years if not decades away, but the time to start addressing the related concerns is now. This is especially true of costly, but requisite, large-scale upgrades to infrastructure, and the determination of legal considerations such as licensing and liability. It is also critical that we close the gap surfacing between states who have demonstrated differing levels of proactivity, by establishing the federal-level government as the lead for coordination of nation-wide infrastructure and policy issues. It will be critical that ground rules are established across the broad spectrum of issues, and that is best coordinated at the federal level. Private-public partnerships will also be a key ingredient in making sure that local and regional interests are met within the broader construct of a federal system. AV use may seem to be very far into the future, but the future for planning and guiding our path forward is now! DTJ 1

Technology Roadmap: Biofuels for Transport, International Energy Agency (IEA), Renewable Energy Division, Paris, France, 2011.

2 Daniel J. Fagnant and Dr. Kara M. Kockelman, Preparing a Nation for Autonomous Vehicles: Opportunities, Barriers and Policy Recommendations, Eno Center for Transportation, Washington, D.C., October 2013.

3 Dr Joshua Schank, How Autonomous Vehicles Will Shape the Future of Surface Transportation, Congressional Hearing Testimony to the House Subcommittee on Highways and Transit, November 19, 2013.

4 Ford Enlists Stanford, MIT for driverless car research, CNET, http://reviews.cnet.com/830113746_7-57617698-48/ford-enlists-stanford-mitfor-driverless-car-research/, January 23, 2014.

5 Autonomous vehicles: How safe are trucks without human drivers?, The Independent, http://www. independent.co.uk/life-style/gadgets-and-tech/ features/autonomous-vehicles-how-safe-aretrucks-without-human-drivers-9047546.html, January 9, 2014.

6 Google Self Driving Car Project Monthly Reports, Google, http://www.google.com/selfdrivingcar/ reports/, August 30, 2015.

7 Driverless Car-Test Law a Boost for Michigan’s Auto Industry, Claims Journal, http://www.claimsjournal.com/news/ midwest/2013/12/31/242262.htm, December 31, 2013.

8 Look, Ma…No Hands! (Not Even a Driver), Tech and Innovation Daily, http://www. techandinnovationdaily.com/2012/12/18/volvodriverless-car/, December 18, 2012.

9 The race for leadership in autonomous cars is on: Volvo to deploy 100 self-driving cars by 2017, Driverless Car Market Watch, http://www. driverless-future.com/?p=579, December 19, 2013.

10 Geneva Motor Show: Passengers’ view of driverless cars, BBC News, http://www.bbc.com/news/ business-26433493, March 4, 2014.

11 Singapore to try out driverless shuttle on public roads, Gizmag, http://www.gizmag.com/ singapore-navia-driverless-shuttle/28742/, August 16, 2013.

12 First driverless vehicle to be commercially available demoed at CES 2014, IBN Live,http:// ibnlive.in.com/news/first-driverless-vehicleto-be-commercially-available-demoed-atces-2014/444294-11.html, January 9, 2014.

13 Self-Driving WEpod To Hit Netherlands’ Public Roads In November, Auto World News, http://www.autoworldnews.com/ articles/15457/20150923/self-driving-wepodhit-netherlands-public-roads-november.htm, September 23, 2015 14 Autonomous golf carts drive tourists around in Singapore, Engadget.com, http://www.engadget. com/2015/09/02/autonomous-golf-carts/, September 2, 2015 15 Autonomous Solutions unveils test track for unmanned vehicles, Canadian Mining Journal, http://www.canadianminingjournal. com/news/driverless-vehicles-autonomoussolutions-unveils-test-track-for-unmannedvehicles/1003707640/, September 23, 2015 16 Autonomous vehicles: How safe are trucks without human drivers? The Independent, January 9, 2014.

17 Driving the Freightliner Inspiration autonomous truck, TruckNews.com, http://www.trucknews. com/transportation/driving-the-freightlinerinspiration-autonomous-truck/1003067655/, September 15, 2015.

18 Port of Los Angeles Automated Container Terminal Survey, AECOM US, Oakland, CA, May 1, 2012.

19 Unmanned Ships: How Close is the Autonomous Ferry?, Marinelink.com, http://www.marinelink. com/news/autonomous-unmanned-close397780. aspx, September 14, 2015.

20 Pawel Piejko, ULTra PRT autonomous vehicles now operating at Heathrow Airport, Gizmag, August 11, 2011.

21 Walmart Truck Driver Salary, Glass Door, http://www.glassdoor.com/Salary/WalmartTruck-Driver-Salaries-E715_D_KO8,20.htm, June 14, 2015.

22 The Next Autonomous Car Is a Truck, Strategy and Business, PwC Strategy&, Inc., http://www.strategy-business.com/ article/00176?pg=all, May 28, 2013.

23 Road to the Future: Driverless Cars Are Just Around the Bend, CBS News This Morning Saturday, http://www.cbsnews.com/videos/ driverless-car-no-longer-just-science-fiction/, October 5, 2013.

24 Driverless Cars Are Further Away Than You Think, MIT Technology Review Homepage, http://www.technologyreview.com/ featuredstory/520431/driverless-cars-are-furtheraway-than-you-think, October 22, 2013.

25 California pushes to finish driverless car rules, USA Today, http://www.usatoday.com/story/ tech/2014/03/12/california-driverless-carlegislation/6321491/, March 13, 2014.

26 Missouri’s Experience with adiverging diamond interchange, Missouri Department of Transportation, Report OR 10-021, May 2010.

27 Fagnant and Kockelman, Preparing a Nation for Autonomous Vehicles: Opportunities, Barriers and Policy Recommendations, Eno Center for Transportation, Washington, D.C., October 2013.

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America’s Response to Chinese Aggression in the South China Sea

By Sharon Lo, Managing Editor, Defense Transportation Journal

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ecently, the United States Department of Defense (DOD), along with its interagency partners, released its Asia-Pacific Maritime Security Strategy. This would be noteworthy regardless of when it occurred, but the timing feels even more relevant given issues occurring in that region and, in particular, the problem of Chinese aggression occuring in the South China Sea. Aggression, as defined by the United Nations (UN), is the use of armed force by a state against the sovereignty, territorial integrity or political independence of another State, or in any other manner inconsistent with the Charter of the UN.1 China claims the largest portion of the South China Sea and, in recent years, has increased its claims to other territories. China’s claim to these areas, which essentially ignores the sovereignty of other nations, constitutes aggression towards those other nations.

What is so special about the disputed territories? For one thing, these areas contain valuable natural resources. There are large oil and gas deposits which, if Chinese estimates are correct, could hold more oil than any area of the world except Saudi Arabia.2 Such large reserves could help provide energy independence to whatever nation controls them. Much of the area is also known for its robust commercial fishing industry, which is important both as a food source and for the jobs it creates.

Additionally, there are potential military implications for the disputed areas. There are islands in the South China Sea that nations use for observation. However, as part of recent territorial claims, China has been dredging sand and pumping it on top of rocks and other features to create artificial islands. These islands appear to be military outposts in the sea with three having airstrips large enough to allow China to land 22 |

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any plane, from fighter jet to large transport aircraft.

But this is far from simply being a problem between the neighboring nations it involves (the People’s Republic of China, the Republic of China [Taiwan], Brunei, Malaysia, the Philippines, and Vietnam), there is global significance and significance for the US. Each year $5 trillion worth of trade passes through the South China Sea, including $1.2 trillion of US trade and half of the world’s oil supply.3 Any disruption or threat of disruption to such a significant trade route has major implications for the global economy and security. China has already made attempts to enforce Air Defense Identification Zones (ADIZs) over the sea, which the US has chosen to ignore, saying that the zones are illegal based on agreed-upon determinations.4 Admiral Harry Harris, Jr., Commander, US Pacific Command, stated that such high levels of trade through the South China Sea are made possible by “adherence to long-standing customary international law which protects freedom of navigation.

Southeast Asian countries have been able to manage the resources within the waters adjacent to their countries because of internationally accepted definitions for territorial seas and exclusive economic zones.

International recognition and protection of freedom of navigation are fundamental to the global economy and our way of life here in the United States. Unilateral attempts by any nation to disrupt that freedom of navigation place the international system and global economy at risk.”5 According to a recent Chinese strategy report, China feels it needs to abandon the traditional mindset of land being more important than water, and must build a maritime military force structure for its national security and interests.6 Despite

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its aggressiveness, China’s actions have all been incremental in nature, with nothing thus far being serious enough to warrant military action from its neighbors—but when will that line be crossed? While what China has done so far may not call for a military response beyond encouraging other nations to build up their maritime defenses, the aggression promotes instability and puts the region at risk.

Michael Morell, Former CIA Deputy Director, has even said to CNN that the confrontation could “absolutely” present a risk of the US and China going to war sometime in the future.7 US Secretary Defense, Ash Carter, has called for diplomacy, but has also publicly criticized China for its expansion efforts and has stated that the US wouldn’t shy away from confronting Beijing over its determination to flex its military muscles in the region.8 Despite this seemingly strong stance from US officials, others, such as the Assistant Deputy Chief of Naval Operations (Operations, Plans and Strategy) RADM Jeff Harley, are playing down fears that a war between the US and China is likely. Harley recently calling China’s military expansion a “challenge and an opportunity” rather than a threat to US interests.

He feels that a rapidly modernizing People’s Liberation Army Navy (PLAN) could assist US efforts to bolster maritime security in the Pacific and Indian Ocean regions.9 While there may be some conflict between what US leadership is saying, DOD’s Asia-Pacific Maritime Security Strategy, released in August, provides a more official take on the situation. The overall objectives of the strategy are to ensure continued freedom of the seas, deter conflict and coercion, and promote adherence to international law and standards.10 Within the report, the department outlines a fact-based assessment of each of the major disputes in the area, addressing China’s actions, as well as actions taken by other nations in the region. But, while one can easily ascertain what stance the US takes on each incident, the overall tone is that the US has no direct involvement in the dispute and the parties involved should make efforts to resolve the conflict through diplomacy and the enforcement of international laws.

The strategy document is focused on four major areas. The first is strengthening US military capabilities in the maritime domain. This entails investing in new technology and capabilities, strengthening the quality of the maritime force, and positioning that force across the region in order to

enhance the US posture and presence. This will allow the US to maintain a higher pace of training, transit, and operations. The second focus area is building the maritime capacity of US allies and partners. This means building greater interoperability, performing joint exercises, developing increasingly integrated operations, and developing partner maritime domain awareness and maritime security capabilities. This will ultimately ensure the US ability to deploy its maritime capabilities most effectively and will provide the greatest possible capacity in joint operations.11 The third focus area is leveraging military diplomacy to reduce risk and build transparency. This objective is closely related to China’s aggressive actions within the South China Sea, as it is meant to serve as a means of reducing the risk of conflict and promoting universal maritime rules.

Already engaged with its counterparts, the US is also encouraging other nations to engage diplomatically with one another and to pursue peaceful dispute resolutions. The fourth and final objective is strengthening the development of an open and effective regional security architecture. Many of the most prevalent maritime challenges require a coordinated multilateral response

and the US outlines several forums it will utilize for candid and transparent discussion of maritime concerns.12 In light of the rebalance to the Pacific, the US Asia-Pacific Maritime Security Strategy would have been important, but rising tensions in the South China Sea have further compounded the need for the US to lay out its stance on future operations in the region. Currently, there has been little need for the US to have direct involvement in the disputes and, in the strategy, the US remains in an observer role, encouraging the countries directly involved to utilize diplomatic means to come to resolution.

However, it is clear that freedom of navigation through and within the South China Sea is of the utmost importance—and the US will be ready to address any threat to that freedom. DTJ 1 Thao, Nguyen Hong. “The Truth About ‘Aggression’ in the South China Sea” The Diplomat. June 24, 2015. http://thediplomat. com/2015/06/the-truth-about-aggression-in-thesouth-china-sea/ (accessed September 1, 2015).

2 Kaplan, Robert D. Asia’s Caudron: The South China Sea and the End of a Stable Pacific. New York: Random House, 2014.

3 The Aspen Security Forum. “Chinese Assertiveness in the South China Sea: Harbinger of Things to Come?” Aspen, Colorado: The Aspen Institute, 2015.

4 Watkins, Derek. “What China Has Been Building in the South China Sea.” New York Times, July 31, 2015.

5 The Aspen Security Forum. “Chinese Assertiveness in the South China Sea: Harbinger of Things to Come?” Aspen, Colorado: The Aspen Institute, 2015.

6 The Aspen Security Forum. “Chinese Assertiveness in the South China Sea: Harbinger of Things to Come?” Aspen, Colorado: The Aspen Institute, 2015.

7 Brumfield, Ben. “US defense chief to China: End South China Sea expansion.” CNN. June 1, 2015. http://www.cnn.com/2015/05/30/ politics/singapore-south-china-sea-ash-carter/ (accessed September 30, 2015).

8 Moss, Gordon Lubold and Trefor. “Defense Chiefs Clash Over South China Sea.” Wall Street Journal. May 30, 2015. http://www.wsj.com/ articles/defense-chiefs-clash-over-south-chinasea-1432949322 (accessed September 29, 2015).

9 Rosamond, Jon. “DSEI: Chinese Expansionism Presents Challenge and Opportunity, Says Admiral.” September 16, 2015. http:// news.usni.org/2015/09/15/dsei-chineseexpansionism-no-threat-to-u-s-says-admiral (accessed September 28, 2015).

10 Department of Defense. Asia-Pacific Maritime Security Strategy. Washington, DC: Department of Defense, 2015.

11 Department of Defense. Asia-Pacific Maritime Security Strategy. Washington, DC: Department of Defense, 2015.

12 Department of Defense. Asia-Pacific Maritime Security Strategy. Washington, DC: Department of Defense, 2015.

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PROFESSIONAL DEVELOPMENT The Inaugural NDTA-USTRANSCOM University Irvin Varkonyi, Past President, NDTA DC Chapter and Master Instructor, APICS DC Metro ivarkonyi@scopedu.com

T

he recently concluded University Day at the NDTA-USTRANSCOM Fall Meeting was a resounding success! Twenty sessions were conducted and all were over-subscribed, indicating demand for even more topics. The goal was to provide interactive professional development training to enhance knowledge that could be applied to benefit attendees and their respective organizations. What is professional development?

“Professional development encompasses all types of facilitated learning opportunities including credentials such as academic degrees to formal coursework, conferences and informal learning opportunities situated in practice. It has been described as intensive and collaborative, ideally incorporating an evaluative stage. There are a variety of approaches to professional development, including consultation, coaching, communities of practice, lesson study, mentoring, reflective supervision and technical assistance.”1 The topics at University Day were determined through collaboration between the US Transportation Command (USTRANSCOM), Military Surface Deployment and Distribution Command (SDDC), Air Mobility Command (AMC), and the NDTA. As one may expect, USTRANSCOM, SDDC, and AMC all played important roles in providing instruction. In addition, University Day benefitted from expert instruction by a variety of military, industry and educational institutions. Here are some highlights: USTRANSCOM led several excellent sessions. During InTransit Visibility in the Defense Transportation System, USTRANSCOM instructors David Blackford and Kelly Mueller McNulty focused on the importance of In-transit Visibility (ITV), why we need it and how it is achieved in the Defense Transportation System (DTS). There was discussion on the various components of ITV and ex24 |

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amination of ways Automatic Identification Technology (AIT) is used as an ITV enabler. Participants learned how robust information systems and supporting contracts are essential to giving war fighters the complete picture of shipments in transit and how strategic guidance provides the roadmap to achieving visibility.

In Government Ethics and Interaction with Industry, instructors Col Michael Benjamin and Richard Gates outlined the umbrella of ethics rules that apply to government employees in their day to day duties. There was a discussion on the rules as they relate to contractors in the federal workplace as well as interactions with industry in general.

USTRANSCOM Contracting, led by Tammy Thouvenot, provided an overview of USTRANSCOM’s 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. This included the primary strategic transportation service contracts procured, managed and executed by the Directorate; how and why it recognizes readiness as it develops acquisition strategies for each; and how readiness, performance and cost are considered throughout transportation acquisitions.

In the Defense Cyber Crime Center session, USTRANSCOM instructor Jeff Van Bemmel gave a strategic overview of the government and industry cyber information sharing partnership. He also examined mission, roles, responsibilities, capabilities, cyber incident reporting, and the dissemination process and how the DC3 capabilities enhance computer network defense and mission planning within the US Government and the Defense Industrial Base.

During the Enterprise Readiness Center (ERC) and Airlift Allocation Process session, Garth Sanginiti and Mike Hansen co-led the discussion for USTRANSCOM on the ERC’s support to the readiness of the Defense Transportation System. The ERC

OCTOBER 2015

increases collaboration, improves processes and focuses on providers of choice. The Distribution Process Owner Strategic Opportunity has achieved a $1.4 billion of savings toward its $2 billion goal in enterprise cost avoidance. Adam Nyenhuis provided further insights, on behalf of AMC, with a summary of processes used by mobility air forces to comply with national airlift policy.

Wayne Lilly and Steve Mura led the AMC Aerial Port Cargo and Passenger Operations session which highlighted AMC’s aerial port cargo and passenger operations with a specific focus on recent progress from the NDTA-MAAC Safety and Security Team in resolving challenges experienced by commercial carriers. These challenges include movement of hazardous material, undeclared hazardous material in passenger bags, passenger and cargo manifesting accuracy, educating troop commanders on written Defense Transportation Regulation requirements, passenger responsibilities, coordination with contract carrier operation representatives and major differences between channel/contingency/special assignment airlift missions.

For SDDC, LTC Jimmy Wiley led a team of four presenters in Domestic and International Transportation Solutions. This session reviewed SDDC domestic and international transportation capabilities. It provided updates on the Defense Transportation Coordination (DTCI), Transportation Protective Service (TPS) and Arms, Ammunition and Explosives (AA&E) domestic contracts. In addition, there was discussion on customer desires, brigade/battalion capabilities, and enterprise constraints and restraints.

Don Stanton, former Deputy Assistant Undersecretary for Transportation Policy, who recently assumed a new position as Senior Advisor for Aviation to the Secretary of Transportation, led Transportation Policy 101. This session provided updates present-

ed by a panel comprised of the Office of the Assistant Secretary of Defense for Logistics and Materiel Readiness’ Transportation Policy team. Updates included the challenges of managing policy under continuing sequestration and evolving technology.

The Transportation Policy team works in close cooperation with commercial carriers in both freight and passenger markets.

Defense Acquisition University (DAU) held two sessions during University Day. The first, Performance Based Logistics (PBL), was led by Professor James Davis. PBL is a method of improving system performance and reducing costs if employed properly.

Understanding PBL and being properly trained is a key achieving desired outcomes. Under traditional contract structures, the military services are responsible for determining the type and quantity of parts they need, as well as making repairs, while the contractors only have to supply parts. PBL contracts differ by putting contractors in charge of knowing what parts are needed for the types of repair work.

DAU’s second session, Risk Management Strategy within DOD, was led by Professor Justin Porto. It gave an overview of the risk management process, issue management process, opportunity management process and risk management considerations during acquisition life cycle phases. Defense Acquisition Programs must allocate scarce resources to achieve the highest possible return for investments in risk reduction. DAU supports the acquisition workforce through training, knowledge sharing and outreach programs.

The Center for Joint and Strategic Logistics’ Director Lt Gen Christopher Kelly, USAF (Ret.) led the Global Agility and the Future of Department of Defense Logistics and Distribution session. Globally Integrated Operations (GIO) both enables and is premised upon Global Agility.

To achieve this, smarter positioning of forces, as well as greater use of prepositioned stocks and rapid expeditionary basing, will increase overall operational reach of Joint Forces. More nimble command and control will also allow resources to be allocated, shifted, and de-conflicted more fluidly among combatant commanders as strategic priorities evolve. The result is a more agile Joint Force able to aggregate, reconfigure, and disaggregate as required.

On the industry side, FedEx’s Kirstin Knott led Customs Cleared not Caged. If the Customs paperwork is done correctly, the Customs entry process is smooth, BUT if the American Goods Returned (AGR) is missing, the Requisition Invoice/Shipping Document (1149) isn’t thorough, or the Host Nation has changed procedures, the shipment will be caged. The session provided a review of US Government resources available for importing and exporting, US Customs and Border Patrol (CBP) requirements for importation, exportation procedures, and carrier recommended best practices.

The Transportation Intermediate Association session, Dependable Relationships between Agencies and 3PLs, led by Kenneth Clark, described the significant value brokers, forwarders, and third-party logistics companies can provide to government transportation managers. The carrier pools that 3PLs have access to regionally and nationally provide flexible and cost-effective solutions to meet agency transportation demands.

Conversely, 3PLs working in government freight must rise to meet the challenges of registering with agencies, competing for freight, and providing best-value service while accommodating the contrasting needs of their private sector customers.

On behalf of SOLE, The International Society of Logistics, Irvin Varkonyi provided instruction on Growing the Enterprise Logistician. In today’s environment of ever-diminishing resources for both staffing and professional development, there remains an increased emphasis on hiring individuals with multi-functional backgrounds, who have a demonstrated capability to operate effectively in more than one aspect of logistics. There was discussion on 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.

In the Business of Logistics session, Institute for Defense and Business instructors Van Noah and Lee Ann Dietz explained that the business of logistics defense is dependent upon private sector industries more than ever—a trend that will continue. Govern-

ment has to understand business and the business of logistics more and more to be agile enough to respond to the uncertain future. There was also discussion on the application of technology to increase the global span, speed, efficiency, capabilities, and effectiveness of organizations and how to thrive with the ever-growing role of industry in government and military operations.

APICS DC Metro’s Joni Holeman led the Interaction of Supplier Relationship Management and Customer Relationship Management. Supplier relationship management (SRM) is the discipline of strategically planning for, and managing, all interactions with third party organizations that supply goods and/or services to an organization in order to maximize the value of those interactions. Customer relationship management (CRM) is a system for managing a company’s interactions with current and future customers. It often involves using technology to organize, automate, and synchronize sales, marketing, customer service, and technical support.

Rounding out University Day instruction for academia, APICS DC Metro, in conjunction with the Council of Supply Chain Management Professionals (CSCMP), also led the Certification Standards in Supply Chain Management session. Certification represents achieving industry standards in applying knowledge and skills. Global supply chain management encompasses customer relations, international trade, information technology, physical logistics consulting and facilitating supply chain functions. Certifications offered by APICS, CSCMP and ISM were reviewed. The session was led by none other than yours truly!

NDTA and USTRANSCOM are grateful to have had such a stellar lineup of sessions and instructors. For those of you that attended the classes, we hope that you found them to be productive and informative. Thank you to the instructors, students, and everyone else whose contributions made University Day such a success.

I look forward to seeing everyone again at next year’s NDTA-USTRANSCOM University, if not before! DTJ 1

Speck, M. & Knipe, C. (2005) Why can’t we get it right? Designing high-quality professional development for standards-based schools (2nd ed.). Thousand Oaks: Corwin Press

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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 Crane Worldwide Logistics, LLC + PLUS FedEx + PLUS Final Mile Logistics + PLUS Hapag-Lloyd USA, LLC + PLUS Innovative Logistics, LLC + PLUS International Auto Logistics + 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 Schuyler Line Navigation Company LLC + PLUS Supreme Group USA, LLC + PLUS TOTE, Inc. + PLUS Universal Truckload Services, Inc. + PLUS Walnut Industries, Inc. + PLUS Aeroscraft Best Western International BNSF Railway Bristol Associates Choice Hotels International Crowley Maritime Corp.

CSX Transportation Echo Global Logistics, Inc. 26 |

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Ports America Global Logistics Providers LLC R & R Trucking Hybrid Enterprises International Shipholding Corporation Raith Engineering & Mfg. Co. W.L.L. SAIC Knight Transportation The Pasha Group Matson Navigation Company Inc. U.S. Bank National Air Carrier Association Union Pacific Railroad Norfolk Southern Corporation UPS

OCTOBER 2015

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 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 Freight Forwarding 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 CWT SatoTravel DAMCO 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

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 IBM Institute of Hazardous Materials Management Intercomp Company Intermarine, LLC Intermodal Association of North America (IANA) International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots Kansas City Southern Keystone Shipping Co. KGL Holding KROWN1 FZC Kuehne + Nagel, Inc. Labelmaster

LMI Lockheed Martin Aeronautics Logistic Dynamics, Inc. M2 Transport Manufacturing Skill Standards Council 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 Panther Premium Logistics 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) TSA Transportation LLC TTX Company Tucker Company Worldwide, Inc. United Airlines United Van Lines, Inc. USA Jet Airlines USA Truck, Inc. 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. Columbia Helicopters, 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 Hub Group, Inc. 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 RST Freight 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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| IN MEMORIAM | Brig. Gen. Malcolm P. Hooker, USAF (Ret.)

By Malcolm Hooker, Jr.

A

native of Memphis, Tennessee, Brig. Gen. Malcolm P. Hooker, USAF (Ret.) attended Southwestern College and the University of Memphis Law School. He started flying in the summer of 1939, subsequently, receiving his instructor’s rating and became a civilian instructor in the Army Air Corps training program.

In March 1942, he joined the Army Air Corps Ferry Command and received a direct commission as a second lieutenant. In June, the Ferry Command changed its name to the Air Transport Command.

Because of his experience, General Hooker was made Director of Air Training and in the next two years flew 28 types of aircraft on missions to destinations worldwide.

In April 1943, he married Margaret “Bunny” Wulbern, an aircraft pilot he had met at Oxford, Mississippi while on a cross country training flight in 1940.

In 1944, he was transferred to Accra, British West Africa serving as Chief Pilot and Director of Operations for the Central African Division of the Air Transport Command, with an area of responsibility from Dakar on the west coast of Africa to Karachi, Pakistan, and all of southern Africa. Returning stateside in 1945, he became Director of Operations at the Air Transport Command training base. He was released from active duty in late 1945 and joined Slick Airways as Assistant Director of Operations.

In 1948, during the Berlin Airlift, he was recalled to active duty, and was asked to serve as Chief of the Liaison and Special Projects Office for the Combined Airlift Task Force at Rhein-Main Air Base, Germany. After the airlift, he remained at Rhein-Main and became Director of Operations for the 61st Troop Carrier Wing.

In 1952, he was transferred to the 435th Troop Carrier Wing at Miami International Airport and was Commander of the 456th Troop Carrier Group flying C-119 aircraft.

General Hooker served at staff level positions in all echelons of command including two years at Eighteenth Air Force Headquarters as Assistant Director of Operations and training, and four years at Headquarters, USAF where he became Deputy Chief of 28 |

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Transport Forces Division of the Directorate of Operations, monitoring airlift forces worldwide. He was also the Deputy Director of Tactical Airlift at TAC Headquarters.

He attended Air Command and Staff School, and the Air War College at Maxwell AFB. He was stationed three years each in Germany and Japan, and 16 months in Vietnam. In 1968, he was assigned as Commander of a C-130 Wing at Langley AFB and was promoted to Brig. Gen. He retired in 1975 from duty as Vice Commander of the Military Traffic Management Command. His 23 decorations include the Air Force Distinguished Service Medal and the Legion of Merit with two oak leaf clusters.

General Hooker was one of the founding fathers of a group that organized an annual reunion of Vietnam airlifters in 1969, later becoming the Airlift Association. In 1979, General Hooker was elected Chairman, CEO, and COO of the Airlift Association, serving in this capacity for two years, and for many years after on the Board of Advisors. Under his tenure, a solid foundation was established and today the Airlift/ Tanker Association remains a strong, wellrespected organization. As a founding father, he was honored at the Airlift/Tanker Association in 2005 and a bronze bust was placed in the Air Mobility Park at Scott AFB, adjacent to the Airlift Hall of Fame.

In 1981, General Hooker was elected President of NDTA. He restructured the association and established a sound financial position for future growth. He served as President for five years, Chairman for two years, and continued to serve on the Board until 2000 when he was named Chairman Emeritus. General Hooker loved every moment that he spent working with NDTA members and representing NDTA at various chapter meetings. He was very proud to be a part of such an outstanding organization, and he and his wife loved to tell stories of their NDTA adventures.

Brig. Gen. Malcolm P. Hooker, USAF (Ret.) passed away March 19, 2015 at the age of 95, survived by three children, six grandchildren, and nine great-grandchildren. NDTA is grateful for the contributions General Hooker made to it over the years and we are deeply honored to have had such a great man as our leader. DTJ

OCTOBER 2015

They Were Heroes

By Jason Dennis They Were Heroes: A Sergeant Major’s Tribute to Combat Marines of Iraq and Afghanistan by SgtMaj David K. Devaney, USMC (Ret.) (Naval Institute Press, 2015) ISBN: 9781612517896, 296 pages, Hardcover $21.57, Nook/Kindle $19.30.

W

ow! I could end the review with just that one word, but it would not be enough. They Were Heroes: A Sergeant Major’s Tribute to Combat Marines of Iraq and Afghanistan is an amazing, tear jerking compilation of stories about people that have been deservedly honored by author SgtMaj David K. Devaney, USMC (Ret.).

Not only was I moved by tribute after tribute, I have a new found respect for Casualty Assistance Calls Officers (CACOs).

It is the CACO’s duty to notify next of kin that their loved one is dead, unaccounted for or has been reported missing, and to provide assistance to that family. I had not been familiar with the role of CACOs prior to reading this book and now it is a position I hold in high regard.

I strongly believe that SgtMaj Devaney accomplished exactly what he set out to do—give true honor to these Marines when so often it seems difficult to do because of all the bureaucracy that appears to be involved. Awarding these Marines should be an easier task and a true honor in itself.

Reading about these service members will no doubt make you want to be a better person through their heroics that DeVaney so poetically describes.

Marines that deserve more than we can ever give…They Were Heroes; a true piece of art. DTJ

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OCTOBER 2015