Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

April 2016

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April 2016

FEATURES April 2016 • Vol 72, No. 2

THE NDTA GOVTRAVELS 7-13 SYMPOSIUM

PUBLISHER

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

Sharon Lo | sharon@ndtahq.com CIRCULATION MANAGER

Leah Ashe | leah@ndtahq.com

TRAVEL SMART 14 Save money, time, and more by booking your travel through an official travel provider

By Joel Wartgow

PUBLISHING OFFICE

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

TECHNOLOGY’S IMPACT ON 16 TODAY’S TRAVEL PROGRAMS

By Ilona Kierstead

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INTEGRATED LOGISTICS… 17 COAST GUARD WAY

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DEPARTMENTS Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

SUBSCRIPTION RATES: One year (six issues) $40. Two years, $60. Three years, $75. To foreign post offices, $45. Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com.

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

PRESIDENT’S CORNER | RADM Mark H. Buzby, USN (Ret.).......................................... 5 LETTERS TO THE EDITOR | Sharon Lo.................................................................... 6 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................23 CHAIRMAN’S CIRCLE.......................................................................................26 HONOR ROLL..................................................................................................27 BOOKSHELF IDEAS | Sharon Lo........................................................................... 28 INDEX OF ADVERTISERS.................................................................................... 28

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PRESIDENT’S CORNER Making Room for Progress RADM Mark H. Buzby, USN (Ret.) NDTA President

See Pres. Corner, pg. 28

NDTA GOALS and PRIORITIES 2016 PRIORITIES 1. Continue to provide a trusted environment—that does not otherwise exist—for government, military and private sector experts in the Joint Logistics and Personnel services enterprise to build working relationships and facilitate innovation, education and exchange of ideas.

2. Strengthen the Association through strategic investment in programs and capabilities which provide value to both corporate and individual members, current and future.

3. Broaden NDTA’s constituency to include additional governmental logistics and personal services stakeholders and industry partners who support those sectors.

GOALS 1. Expand and strengthen the Association by growing individual and corporate membership. Institute revised membership category criteria and rate structure. Goal: 15% total member increase in three years.

– Increase the value of NDTA membership to individual transportation/logistics/personnel support professionals, especially young members (35 years and under).

– Install a capable Association Management System (AMS) to facilitate effective and efficient management and oversight of association activities and permit planning and forecasting of future strategies.

– Revitalize Chapter activity through emphasis on networking, mentorship, and education programs, facilitated through improved technical capabilities, and NDTA national leadership interaction.

2. Expand supply chain and logistics career professional education offerings to our industry.

Establish a strong, CEU-granting educational support program to provide tailored education and training, and career development to members and member corporations.

– Develop partnerships with universities to deliver high quality educational offerings as part of annual meetings and stand-alone Chapter supported education events.

3. Plan and execute relevant, high-value-to-constituency “GovTravels” meeting in Washington DC in March 2016, and NDTA/USTRANSCOM-sponsored Fall Meeting in St. Louis in November 2016.

– Establish GovTravels as anchor for broadened focus on additional sectors of logistics enterprise—government travel and personnel services.

4. Continue to leverage Cyber Security Committee by working in close coordination with USTRANSCOM to establish a public/private Info Sharing and Analysis Organization (ISAO) with industry partners, funded through National Defense University.

– Strengthen committee focus on interpretation and applicability of government contract cyber security requirements for industry offerors.

5. Enhance and update the NDTA Scholarship Program to support the Defense Transportation and Personnel support industry and broaden the participation of college students and adult learners in degree granting programs.

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as of April 20, 2016

S

ome of you more astute readers of the DTJ may be wondering “Where’s the Almanac issue?” Tis true that for the past several years, the April issue was the Almanac issue. Don’t worry—it’s coming as the June issue this year as we try to time it to be more accurate and reflective of the personnel moves that occur with many of our government leaders over the summer.

Moving the Almanac to June also allows us to focus the April issue on a part of our Association membership that we are actively expanding: government travel and personal services. We’ve always had a focus on the DOD segment of this area, but we are now expanding our aperture a bit to include a much wider swath of US Government users and vendors.

Our extremely successful, just-concluded GovTravels symposium here in Washington (29-31 March) demonstrated our commitment to this sector of logistics and transportation—the logistics of people. By all accounts, our first GovTravels meeting proved a great success and addressed a range of issues such as Duty of Care, introduction of disruptive technologies in the travel industry, and travel security that were of interest to this sector. We were very fortunate to have as our keynote speaker Judge William H. Webster, former Director of both the FBI and CIA, and current Chairman of the Homeland Security Advisory Council for DHS. Judge Webster shared his unique insights into today’s security environment and its impact on today’s travelers.

GovTravels also provided us an opportunity to expand our very popular series of professional enrichment courses. Classes taught by the Defense Travel Management Office (DTMO), General Services Administration (GSA) and George Washington University were well-attended and highly acclaimed. Attendees received Continuing Education Units (CEUs) for

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LETTERS to the EDITOR

NDTA Headquarters Staff RADM Mark Buzby, USN (Ret.) President COL Jim Veditz, USA (Ret.) Senior Vice President, Operations Patty Casidy VP Finance Lee Matthews VP Marketing and Corporate Development Leah Ashe Manager, Database 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 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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Sharon Lo, Managing Editor, Defense Transportation Journal (DTJ) & NDTAGram sharon@ndtahq.com

I

always enjoy receiving comments from NDTA members on the DTJ. With the barrage of information being propelled at people today, it is rewarding to know that is making an impact and I appreciate when readers take the time to join in the conversation. Here is what your fellow members had to say following the last issue of the DTJ: Dear Sharon,

I enjoyed reading Mr. Barnes’ article [Borrowing from the Enemy] and I look forward to finding a copy of his book. One event in the story of getting the Doughboys to France that Mr. Barnes does not mention in the article is my father’s minor role in the effort.

But that minor role illustrates how General Pershing dealt with the problem that Mr. Barnes mentions on page 16, “Holding the line against most of the French and British attempts to take over his soldiers.”

When General Pershing was confronted with the determination of the Allied generals to use the Americans to fill in the many gaps in their own units, he realized he had a problem keeping his troops as fighting units. “We came as an army and we will fight as an army,” he insisted. The French reaction was to welcome the Doughboys ashore at Cherbourg, France, at the end of the Cotentin Peninsula, about as far from the front as they could debark.

So General Pershing asked to be sent the best railroad man that could be found, in the hope he could thereby have some control over how the boys got to the front.

At the time my dad, William Wallace Atterbury, was Vice President Operations of the Pennsylvania Railroad (PRR) and President of the American Railway Association. When he was selected for the job in France in 1917, the Army made him a Brigadier General and, as Director General of Transportation of the AEF [American Expeditionary Forces], his job was to take over portions of the French railway system to expedite the movement of men, equipment and supplies from Cherbourg to the front. Thus the “Big Red One” and the oth-

er American divisions got to the front intact and fought at Chateau Thierry and other critical battles in the last year of the war.

After World War I, “General” Atterbury returned to the PRR, was elected its President in 1925, and retired in 1934.

Brava, Sharon, for running the article.

John John W. Barnum Partner, Retired McGuireWoods LLP Mr. Barnum, Thank you for sharing your father’s story! When I first read your note, it was hard for me to imagine a top military leader recruiting an executive, making him a Brigadier General and allowing him to take over such an important operational function. However, while today’s military may not directly recruit these industry experts to serve alongside them in uniform, the sharing of knowledge and support between the two groups remains strong. Your father’s story is a testament to the very long and rich history of partnership that exists between the military and industry.

Sharon

Dear Sharon, Regarding David McCullough’s book, The Wright Brothers, that you reviewed in the February 2016 DTJ issue, the Wright Brothers were not the first in the world to make a powered flight. They were the first in America. According to Jane’s Aircraft of The World, the recognized and undisputed authority on world aviation, that honor goes to German aviator Gustav Weisskopf who made the world’s first powered flight on 14 August 1901; over two years prior to that of the Wrights! Weisskopf was a German immigrant who was refused America citizenship and he performed that feat and several others in Fairfield, Connecticut.

Incidentally Gustav’s aircraft actually had the basic airframe configuration so familiar of aircraft since, not the wire contraption See Letters, pg. 28

GovTravels

NDTA’s Symposium on Government Travel & Passenger Services March 29-31, 2016 | Alexandria, VA All photos by Cherie Cullen

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GovTravels – our commitment to serving the travel industry and government travelers

By Rocky Mobaraki, Ph.D. Chairman, Passenger Travel Services Committee

P

assenger travel trends are considered by many economists to be a key barometer of our economic health; not just at home in the USA, but around the globe.

A December blog by the Wall Street Journal, for example, highlights the breadth and interconnectedness of the travel industry.

The interplay between fuel prices, currency fluctuations, and consumer spending—among other factors—is highly important for professionals in the travel industry and government travelers themselves. Understanding current trends and their impact on prices and the availability of resources and services is the key to making successful forecasts and smart travel decisions at any level of government or the private sector.

For decades, NDTA has recognized the passenger travel industry’s importance to our government, mili-

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Understanding current trends and their impact on prices and the availability of resources and services is the key to making successful forecasts and smart travel decisions at any level of government or the private sector.

tary, and collective national security.

We have a standing Passenger Travel Services Committee (which I chair) that works with all stakeholders; creating a forum for open communication between government and travel industry decision makers.

Like NDTA’s other functional committees, the PTSC includes senior members of both the government and private industry. On the

private sector side, we include industry representatives from airline, bus, passenger rail, lodging, and extended stay companies, relocation companies, car rental agencies, electronic travel technology firms, travel agencies, and passenger travel related publications.

We also have government liaisons from the program management offices of the Defense Travel System within the Department of Defense, and the E-Gov Travel Service within the General Services Administration.

Together, this committee has three principal purposes: • First, we act as a trusted facilitator between government and travel industry decision makers on issues of mutual interest • Second, we bridge any communication and information gaps between the government and the private sector • Finally, we encourage and promote education to improve programs, trends, policies and other industry challenges facing the government traveler and the travel industry NDTA is firmly committed to serving the needs of these interdependent organizations, and we recognize that changes in one segment of the industry impacts all others. With that in mind, NDTA’s new GovTravels symposium was created and hosted March 29th – 31st in Alexandria, VA. This exciting new event was put together with input from the private sector and government travel stakeholders, including GSA and the Defense Travel Management Office, to ensure that we engage participants in a meaningful dialogue on travel and passenger services.

GovTravels Symposium presents government, industry vision for travel’s future

By James Marconi Director of Public Relations, NDTA

T

he inaugural GovTravels Symposium on government travel and passenger services kicked off March 29 in Alexandria, Virginia, with frank dialogue on government policy, the promise of technology and the rising costs of travel.

Participants representing more than 40 federal and state agencies and more than 75 private sector companies joined the symposium on the current state and future of the travel industry, hosted by the National Defense Transportation Association.

Judge William H. Webster, Chairman of the Homeland Security Advisory Council, offered a keynote discussion about the challenges that face the US security apparatus. Retired LTG Kenneth Wykle, Presi-

dent Emeritus of NDTA, moderated the hour-long conversation, which centered in part on the cooperation between a panoply of agencies to protect the homeland. One particularly thorny consideration, Webster said, is weighing civil liberties against security needs—the enjoinment to respect the American traveler, while urging law enforcement to perform due diligence and prevent tragic acts of terror like the recent attacks in Brussels and Lahore.

“I’ve lived most of my life in the legal arena, particularly as a judge and a prosecutor,” Webster said. “As we try to balance liberty and security, both are important in our system and neither should be sacrificed one for the other.” Paraphrasing from a book

Participants representing more than 40 federal and state agencies and more than 75 private sector companies joined the symposium on the current state and future of the travel industry.

by Vernon Walters he continued that “the American people are ambivalent about intelligence. When they feel frightened, they want a lot of it and when they don’t feel frightened, they think it’s just a little bit immoral.

Something similar to that applies to the issue of security.”

www.ndtahq.com |

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Much like the security environment in which travel occurs, the government travel space presents its own evolving set of obstacles and opportunities. One panel of experts from government and industry highlighted several areas where new policies and technologies have the potential to improve the experiences of the government traveler.

“I don’t think it’s any secret to any of you out there that [complicated] policy is one of the things that makes it so difficult for us to simplify the travel system or use industry best practices,” said Philip Benjamin, Acting Director of the Defense Travel Management Office. “Reforming [travel] policy is going to be key for us to . . . adapt to industry’s best practices.” With new authorities recently granted to the Secretary of Defense, Benjamin said, DOD can begin to make changes to better facilitate the adoption of emergent technologies in order to modernize defense travel.

Such technology already shows the potential to streamline the travel process so government travelers can better focus on their jobs, rather than details of the travel process it-

With new authorities recently granted to the Secretary of Defense, Benjamin said, DOD can begin to make changes to better facilitate the adoption of emergent technologies in order to modernize defense travel.

self—like making reservations and filing expense reports—said Cameron Anderson, Senior Director of Research and Development at Concur. Expanding mobile services and platforms represents one large target of development for Concur.

“It’s a big area for us,” said Anderson. “We’ve seen all the predictions come true over the last several years where mobile technologies are

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at the forefront of peoples’ preferred platforms with which they work every day.”

Still, said Laura Kistler, Director of Products and Services Marketing for CWTSato Travel, one difficulty innovating in mobile technologies stems from government mobile policies just beginning to emerge.

“We feel a lot of your pain points in that there are a lot of innovations out there that we feel can be delivered to federal government travelers to make that process of getting authorizations booking travel, filing their vouchers easier,” Kistler said.

“It’s just that you run into that continual problem of policy [being] different, agency to agency. You can’t have a one size fits all, cookie-cutter approach.”

While fresh methods and technologies are poised to ease the government traveler’s experience, travel costs are overall on the rise. Heidi Skatrud, Senior Vice President of Operations and Product Management at Runzheimer International, presented findings to this effect from a recent study. The research, which comprised data from more than

100 organizations, aimed to provide definitive information for organizations to compare travel costs, both direct and program management. In vehicle programs, for example, the study found that average direct spend per driver increased 11 percent since Runzheimer’s previously published results in 2013.

“If you can’t quantify your expenses, you’re missing out on a big part of management,” Skatrud said in an interview. “We need to be more creative and think about how spending can be controlled by using data to look at processes and policies that can manage it better. So much attention is focused on our biggest cost drivers like airfare, but we should also not overlook other potential low hanging fruit.”

As examples, meal expenditures are typically the third largest travel cost overall, and depending on the nature of the organization, mileage reimbursements can also be a sizeable spend category, according to Skatrud. “In many state and local governments, mileage can be the top travel expense. These areas deserve a fresh look.”

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Travel Smart.

Save money, time, and more by booking your travel through an official travel provider.

By Joel Wartgow Sr. Director, Program Management Military & Government Markets, CWTSatoTravel Photos courtesy CWTSatoTravel

Did you know that government and military travelers have access to some of the most competitive hotel rates available, along with many great amenities like free breakfast, free Wi-Fi, free parking, and more? And you can help save taxpayers millions of dollars each year. Here’s how.

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for paying more than you should in outof-pocket fees or penalties.

Research shows that government travelers booking through official travel channels can save over $10 in both rate and additional amenities compared to the per diem rates at the same hotels.

However, the majority of government hotel reservations are not made through official travel channels. This means that you may be paying $10 more per night than you need to be, which is a lot of unnecessary costs!

YOUR SAFETY IS CRITICAL.

Don’t put your safety at risk by not using an official travel provider. If you need to be reached in a crisis, your agency or military branch needs to know more than just your flight information. Booking air and hotel together through your official travel provider means they have access to all the information they need to get you out of harm’s way if needed.

CUSTOMER SERVICE MATTERS.

SAVE YOUR MONEY (AND TAXPAYERS’ TOO).

Booking with your official travel provider is a smart move. Instead of calling the hotel directly, or booking through Trivago, Hotwire, Expedia, or other sites, let your official travel provider do the work for you. Official travel providers have quick access to all travel options, including exclusive government programs like FedRooms® and DOD Preferred Lodging, and can help you navigate complex government regulations. Even though many hotels offer government or GOV rates, they are not always at per diem and do not adhere to the cancellation and checkout policies required under the government programs. You could get stuck being personally responsible

Do you need to change your travel plans at the last minute? Simply give your official travel provider a call; they have access to all of your reservation information. If you book a hotel outside official traveler providers, you’ll have to manage any changes and/or customer service issues on your own and, potentially pay additional out-of-pocket fees.

FOLLOWING THE RULES PAYS OFF. Booking a hotel room, without using an approved provider, is outside of government regulations. It is a Federal Travel Regulation (FTR) requirement to book a hotel through official travel providers.

Approved providers ensure compliance with all laws and policies as well as offer protection from additional costs and surprise fees. You’ll get peace of mind knowing reserved rates are within per diem, and include the best government hotel benefits available.

YOUR LOYALTY. YOUR REWARDS.

You can still earn loyalty points by booking with official travel providers, just like you would if you booked a hotel for a personal trip. As an added benefit, by using the appropriate FedRooms® or DOD Preferred Lodging rate you may get additional amenities — such as free breakfast, Wi-Fi, and no cancellation fees — at no additional charge.

The next time you travel for work, book your flight and hotel through an official, agency-approved, travel provider. Rest easy knowing your bookings are compliant with the FTR, you’ve received the best government rate with associated benefits, and you’ll have all the support you need.

SMART TRAVEL JUST BECAME SMARTER.

CWTSatoTravel has released CWTSato To Go™, the smart app for government travel. With CWTSato To Go™, everything you need is secure and in the palm of your hand. Consolidate all of your travel plans and itineraries in one convenient location and sync the details to your calendar with a simple click of a button.

Check-in on your mobile device with more than 250 different airlines, and receive real-time flight alerts and gate information. Search for flights, and access your hotel and ground transportation details. Save time by using destination tools such as GPS-based maps and directions, a currency converter and weather forecasts.

CWTSato To Go™ is currently available at no charge for Apple, Android and Blackberry smartphones. Functionality may vary on an agency-by-agency basis.

Travelers should check with their organization’s travel management team to inquire about available features. DTJ CWTSatoTravel is the leading travel provider for Federal Government and Military travelers. We regularly research official government travel booking behaviors, and share our knowledge about cost savings with you. www.ndtahq.com |

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Technology’s Impact on Today’s Travel Programs

By Ilona Kierstead, Government Accounts Director, Sabre

T

ravel managers today are increasingly challenged with addressing consumerization and new traveler technology to achieve travel program goals and deliver a positive experience for their travelers.

To better understand the key trends and forces impacting the industry, Sabre and the Global Business Travel Association (GBTA) partnered on the study “Travel Manager 2020”. Here’s what we found:

MOBILITY

The study uncovered that 80 percent of travel managers consider mobile strategy a top priority. Mobile capabilities such as booking, itinerary management, payment, and data capture have become must-have tools for today’s business traveler.

Mobile technology will play a larger role in the near future as the business traveler population grows younger and more Millennials move into the work force. Millennials have the highest rate of adoption of technology, with the majority of their business being done on smart phones and other mobile devices.

Travel Managers surveyed frequently responded that solutions related to mobility, especially apps for booking on mobile devices, will become a higher priority in the future. With the prevalence of smart devices and other consumer-oriented technologies, today’s travelers expect more choices and more information while they are on the go.

For the business traveler, technology is not just about the capabilities it delivers, but also about being connected and able to consistently access information.

CONSUMERIZATION

A few years ago, when the US government approved the use of iPhones, iPads and Android smartphones, they factored the user’s perspective into their decision, which is a trend that continues today.

According to the Forrester report, “Predictions 2016: The Government’s Slow Progress,” the biggest changes in government IT to expect in 2016 are in areas of customer experience, mobility, big data, and digital government.

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The report notes that government agencies have experienced success adding to their customer experience toolkits, rolling out new mobile apps, and embracing data transparency and agile interagency collaboration for digital government.

TRAVELER SECURITY

But it’s not all about smartphone and app technology.

According to the Sabre and GBTA survey, 78 percent of respondents ranked traveler safety and security as a top priority.

Duty of care for both civilian and government travelers has become an integral part of travel management programs with an increased awareness of traveler well-being. The global nature of business in today’s world creates additional health, safety, and security risks that require a proactive duty of care program if and when an incident occurs.

To leverage the dependency on smart devices for keeping travelers informed and updated on the go, mobile technology is poised to play a greater role in duty of care, especially where mobile technology can help with communications and traveler tracking.

DATA SECURITY

In addition to traveler security, data security is also a top priority. The E-Gov Travel Services 2 (ETS2) program requires that vendors meet high-level security standards that include data encryption, multi-layered authentication controls and network segregation to control access to sensitive data.

Data security and traveler security can extend beyond booking platforms when independent booking through charge cards is introduced. According to the Sabre and GBTA survey, 66 percent of respondents ranked adopting a virtual payment solution a high priority. As travel managers seek to meet their program objectives while still delivering a positive traveler experience, virtual payments is one technology that is well-positioned to do both by simplifying the experience for travelers while giving travel managers more visibility and control.

DATA COLLECTION & REPORTING

Travel managers also report that they place a great deal of value on having access to travel data, for contract negotiations with suppliers, monitoring compliance and identifying hard dollar savings. Access to data helps them to more easily demonstrate the value their program brings to the company.

Mobile technologies empower today’s self-sufficient travelers and, for the travel manager, they can also provide a means to track travel behaviors, which can be used to identify trends and optimize travel policies and programs. Balancing these two perspectives can produce a more effective travel program that better supports overall revenue and profit goals.

CONCLUSION

Nearly 84 percent of travel managers who responded to the survey mentioned that technology is the driving force behind their expectations of taking a more strategic role over the next few years. They believe mobile technology, virtual payments, and traveler security will be their highest priorities in the near future. More flexible and accessible mobile solutions will increase business traveler satisfaction and play a greater role in duty of care by enabling traveler communications and tracking, while virtual payments solutions can help ensure policy enforcement and data security.

We have reached a tipping point in managed travel as a result of travelers’ rising expectations and other factors driving up the costs and complexities of running an efficient travel program. The travel industry has embraced consumerization of travel technologies by focusing on the traveler experience and incorporating smart technology trends within their travel programs to increase adoption and compliance, while providing a means to track travel behaviors for enhancing future travel policies and programs. As the travel industry continues to evolve, technology providers are tasked with bridging the gap between traveler flexibility and how travel managers use technology to manage their operations. DTJ

INTEGRATED LOGISTICS...

COAST GUARD WAY

By Shelley Diedrich, US Coast Guard

A Coast Guardsman from Air Station Barbers Point directs personnel in loading Mobile Diving and Salvage Unit One equipment onto an HC-130 Hercules airplane in preparation to transfer from Kauai to Oahu, Hawai’i.

Photo by Petty Officer 2nd Class Tara Molle/Released.

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Coast Guard Ready for Day-to-Day Ops

Operations

Support

Requirements

Commandant Leadership Council

Planning

Figure 1. Deputy Commandant for Mission Support logistics structure. Programmatic functions and interactions centralized and standardized the delivery of mission support to meet operational needs.

Capability Planning

Mix

Modernize Maintain

Delivery

Production

INFRASTRUCTURE Boats Buildings Vessels Aircraft Information Systems Parts Inventory Buoys C4I Assets

WORKFORCE Active Duty Civilians Auxiliarists Reservists Contractors

Mix Modernize Maintain

INFORMATION (Knowledge) Log. Processes Log. Policies Log. Procedures Log. Priorities Log. Plans

Operating Unit

Figure 2. Mission support development phases

Semper Paratus…Always Ready.

Our vision then and now is to be “the world’s best Coast Guard…Ready today…Preparing for tomorrow.”

T 18

o meet this objective the Coast Guard published its Logistics Doctrine in 2001 to codify its positions and as-

| Defense Transportation Journal | APRIL2016

sertions regarding logistics, this doctrine stands today. In Coast Guard doctrine, logistics encompasses all the activities necessary to deliver capabilities including having the people, systems, support and policy necessary to conduct missions. Logistics processes are complex and interconnected, with ripple effects throughout the organization. The flow of capabilities to the field

cannot be adjusted easily like the flow of water from a tap.

Healthy logistics is critical to a military organization’s success, particularly in the Coast Guard, where units regularly operate independently around the world.

In pursuit of this goal two long standing obstacles needed to be addressed, supply being synonymous with logistics and stove piped management of logistics (assets, information, people and capabilities).

Although the first is always a struggle, the latter was addressed with the establishment of the Deputy Commandant for Mission Support, an organizational change that centralized and standardized the delivery of mission support to meet operational needs.

The mission support model provides for the transformation of funds into needed capability and is executed in three phases as pictured in Figure 2—planning, production and delivery. These three phases work toward seven different end-states.

The Coast Guard must be able to: 1. Identify the right mix of capabilities (people, infrastructure, and information) 2. Produce the right mix of capabilities (people, infrastructure, and information) 3. Size and shape for dollars allocated 4. Modernize and position for the future 5. Properly maintain infrastructure and information 6. Train, maintain and be ready when needed 7. Provide operating units with the right capabilities (people, infrastructure, and information) to do the right missions These end-states culminate in providing the right mix of capabilities needed to perform Coast Guard missions.

The business activities employed to produce these end-states are represented within the Coast Guard’s Integrated Logistics Support (ILS) Program. ILS is the coordinated management and application of the traditional 10 different logistics elements needed for consistent asset performance throughout its entire lifetime.

The purpose of logistics is to ensure an asset’s delivered performance can be affordably sustained. Coast Guard logisticians work with design engineers to ensure new assets are easy to repair, that all aspects of support are planned for (including maintenance, training, test equipment, shore fa-

cilities, onboard spares, shore-based spares, etc.) and that planned support is carried out so when the first item is fielded, all the support infrastructure is in place and working. This also requires trained operators with the tools required to execute the mission. To ensure this is the case, the Coast Guard conducts integrated logistics assessments at each acquisition decision event culminating in a logistics readiness review just prior to the fielding of the first production unit. Logistics assessments and reviews provide the in-depth insight necessary to ensure the Coast Guard’s ILS infrastructure will be ready to support new capabilities when introduced. When done well, the integrated logistics support process creates a support infrastructure that is effective and affordable.

It is a multi-functional and highly technical discipline encompassing the development, testing, sustainment and improvement of cost effective systems to affordably achieve operational readiness needed to execute Coast Guard missions. Other government agencies and industry attribute that between 70 to 80 percent of total ownership costs are incurred after the asset has been purchased. As effective stewards of tax

Figure 3. Members of a Coast Guard Logistic Support Element (LSE) are fitted with M-40 A1 Field Protection Masks for use on deployment. The LSE is a small, scalable cadre of highly trained and proficient General Contingency Logisticians capable of integrating into an Incident Command System or Joint environment. US Coast Guard photo by Petty Officer 2nd Class Walter Shinn/Released.

payer money, imposing effective integrated logistics support early is imperative. Those within the process continuously work to incorporate two additional elements: sustaining engineering and product support management.

Technical aspects of ILS include not only knowledge and practical experience with each logistics element, but also their interdependencies and how they work with Cont’d on pg. 20

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1.

Design Interface – the process of designing “supportability” into a system. It should really be called “Influence on Design.” Design interface consists of the following sub-elements: Reliability, Maintainability and Availability (RM&A); Energy; Survivability; Standardization and Interoperability; Transportability; Human Factors Engineering; Human Performance Technology; System Safety; Hazardous Materials, Corrosion Prevention, and Non-Destructive Inspection.

2. Maintenance Planning – the process of developing and establishing maintenance, repair and support processes and requirements for the lifetime of the system. It answers questions such as: What can go wrong? Who will fix it? Where will it be fixed? How will it be fixed? When will it be fixed?

3. Manpower and Personnel – Manpower aspect is the process for determining the number of military and civilian personnel required to operate and maintain, sustain and provide performance interventions. Personnel aspect defines the cognitive and physical capabilities required to operate, maintain, and sustain a capability.

a. Some useful terms are: i. Manning. The specific inventory of people at an activity in terms of numbers, grades, and occupational groups. ii. Manning Level. The number of personnel at an activity divided by the billets authorized for that activity, stated as a percentage. iii. Billet. The term used for a position with a defined grade, title and skills. iv. Work Year. Also known as Man Year, a way to define the amount of work or effort a project will take to complete using time spent by people as a scale, i.e., “this effort will require three and one-half work years to complete.”

4. Supply Support – the process that determines, acquires, catalogs, receives, stores, transfers, issues, and disposes of parts and items necessary to support a system and its support items (such as test equipment, trainers, and simulators). Supply support ensures that the correct amount of material is available, when and where needed, to support maintenance.

5. Support and Test Equipment – is the term applied to all equipment (mobile or fixed) required to support the operation and maintenance of an asset. The four types of Support and Test Equipment are: a. Ground Handling and Maintenance Equipment b. Tools, Jigs, and Fixtures c. Miniature/Micro-miniature Repair Kits d. Test, Measurement, and Diagnostic Equipment 6. Technical Data – scientific or technical information, recorded on any form or medium, necessary to operate and maintain a system or equipment. Technical data consists of drawings and associated parts lists, specifications, technical manuals, operator and maintainer manuals, Provisioning Technical Documentation (PTD), Engineering Data for Provisioning (EDFP), manufacturing data, technical reports, and Catalog Item Identifications.

7. Performance and Training Support – includes the processes, procedures, curricula, techniques, training devices, simulators, and other equipment and methods necessary to train civilian, and active duty, and reserve personnel to operate, support and maintain a system or equipment.

8. Facilities – permanent, semi-permanent, or temporary real property assets (buildings, runways, swimming pools, towers, land, etc.) required to operate and support operational capability.

9. Packaging, Handling, Storage and Transportation (PHS&T) – resources, processes, procedures, design considerations, and methods to ensure that the system, equipment, and support items are packaged, preserved, handled, stored, and transported properly.

Containers, forklift trucks, cargo aircraft, warehouses, commercial transport, security, packing materials, paperwork, transport schedules, preservation, cargo ships, dock workers, pipelines and a host of similar factors characterize PHS&T. 10. Computer Resources Support – represents the facilities, hardware, software (system software and support software), software development and support tools, documentation, personnel, training or other resources necessary to operate and support embedded computer systems and software intensive systems.

Figure 4. Integrated Logistics Support Elements

20

| Defense Transportation Journal | APRIL2016

other related disciplines. For example, for the ILS element packaging, handling, storage and transportation, it is important to know the latest in packaging materials, the various types of forklifts and asset handling equipment, shore side configurations, small boat deployment needs (afloat and ashore), armories, hazardous materials, human factors and warehouse inventory management to move items across the country and around the world. There is also a management aspect required in the research, planning and execution of the logistics concept.

The ILS concept of operations discusses who, what, when, where, why and how ILS is envisioned to be provided. Each aspect of the logistics concept, such as maintenance, when executed, has to be managed by a logistician, in partnership with the designers, contractors and Coast Guard activities, to ensure all tasks are completed on time and to the highest standards. It is critical for system developers to evaluate the potential operation and support costs of alternate designs, and factor these in early, influencing design decisions. In this way, system designers, logisticians, and product line and project managers are best able to identify, consider and balance support factors against life cycle and acquisition costs, schedule and performance drivers. This enables them to provide the optimum balance between operational requirements, supportability and ownership costs.

Coast Guard ILS is a process-driven discipline. Each of the 10 elements of logistics are analyzed to determine need and scope of applicability. Each ILS element is a discipline in and of itself.

The policies, processes and accountability necessary to govern the Coast Guard’s ILS is a Coast Guard Headquarter’s responsibility and provides the governance structure necessary for compliance with the Code of Federal Regulations, Department of Homeland Security and other government agency directives.

The Coast Guard logistics infrastructure currently supports major acquisitions (two aviation, five surface, and two Command, Control, Communications, Computers and Information Technology [C4IT] programs), 1,850 boats, 247 ships, 204 aircraft, 945 shore locations, $1.2 billion in spare and repair parts, 41 aircraft planned depot maintenance (PDM) events and 261 annual cutter and boat availabilities. Day-to-day support of these assets is provided by logistics and service centers via product lines. Product

lines are the single point of accountability to operational units for sustained asset performance. Logistics and service centers provide centralized support for inventory management, business operations, contracting and procurement and depot level capabilities.

The Coast Guard has six such centers.

Within each of the Coast Guard’s logistics and service centers there are a set of shared service divisions. Shared services provide support to the product lines tasked with sustaining asset performance. Shared services consist of business operations, engineering services, industrial operations, logistics, and contracting and procurement.

Each area has its own set of responsibilities.

Business operations provides the data, analysis and quality management support necessary to ensure standardization and optimization of business decisions through strategic alliances, process planning and analysis focused on continuous process improvement. Engineering services provides technical warrants in specific engineering disciplines such as naval architecture, aviation and electrical systems. Industrial operations shifts from a product base to a location base by recapitalizing and maintaining the Coast Guard’s geographicallydistributed industrial capability necessary to support and repair Coast Guard assets.

Logistics provides property, fiscal, supply and internal controls. Fleet inventories are managed through primary warehouses located in Maryland, North Carolina and New Jersey. Audit and training ensures inventory control point and field unit compliance with Chief Financial Officer (CFO) mandates. Finally, contracting and procurement provides comprehensive, effective and efficient contracting support to include procurement planning, solicitation, and contract award and closeout.

In addition to the shared services discussed already, the Coast Guard possesses state-of-the-art industrial capabilities used in the execution of depot-level maintenance of assets. The US Coast Guard Yard provides shipbuilding and repair industrial capability. The largest, most modern industrial plant within the Coast Guard’s infrastructure, the yard is responsible for construction, repairs and renovation of vessels and various aids to navigation, and for the manufacturing of miscellaneous Coast Guard equipment. Today, the yard employs 550 civilian employees and 65 military personnel. The yard spans 113 acres and operates on a $101 million annual budget.

LOGISTICS AND SERVICE CENTERS Health, Safety, and Work Life Center (HSWL)

Areas of Service: • Operational Medicine • Safety and Environmental Health • Medical Administration • Work Life • Field Operations (Regional Practices)

Personnel Service Center (PSC)

Areas of Service: • Personnel Services • Enlisted Personnel Management • Officer Personnel Management • Reserve Personnel Management

Aviation Logistics Center (ALC)

Product Lines: • Long Range Surveillance • Medium Range Surveillance • Medium Range Recovery • Short Range Recovery

C4IT Service Center (C4IT SC)

CSCEN Product Lines: • Command Centers • CAMS/COMMSTA • Differential GPS • Remote Mission Systems OSC Product Lines: • Enterprise Information Applications • Finance Applications • Human Resources Applications • Logistics Applications • Operations Applications • Vessel Tracking Applications TISCOM Product Lines: • Enterprise Information Systems Infrastructure • Enterprise Networks

Shore Infrastructure Logistics Center (SILC)

Product Lines: • Mission Readiness • Mission Support • Strategic Operations • Tactical Operations

Surface Forces Logistics Center (SFLC)

Product Lines: • Medium Endurance Cutter • Patrol Boat • Small Boat • Long Range Enforcer • Ice Breaker and Buoy Tender

Figure 5. Logistics and Service Centers

Figure 6. A Coast Guard store keeper performs his routine duties at the Coast Guard Yard. Store keepers procure, store, preserve, and package supplies, spare parts, provisions, technical items, and all other mission-critical supplies and services, as well as handle all logistical functions. US Coast Guard photo by Petty Officer 1st Class Luke Pinneo/Released. www.ndtahq.com |

21

SHORT RANGE RECOVERY • 99 H-65s at 18 air stations & ALC • 21 aircraft overhauled annually

MEDIUM RANGE SURVEILLANCE • 18 HC-144s at 4 air stations & ALC • 4 aircraft overhauled annually

USCG photo by PA2 Adam Eggers/Released.

Photo courtesy of ICGS/ Released.

MEDIUM RANGE RECOVERY • 43 H-60s at 8 air stations & ALC • 9 aircraft overhauled annually

LONG RANGE SURVEILLANCE • 29 C-130s at air stations & ALC • 5 aircraft overhauled annually

USCG photo by PA2 Sarah Foster-Snell/Released.

USCG photo/Released.

Planning

Figure 7. USCG Aircraft Serviced by the Aviation Depot

1. Has the Coast Guard identified the right mix of capabilities, (people, infrastructure and information) needed to do the right missions?

2.

1

Mix

3.

Has the Coast Guard produced the right mix of capabilities (people, infrastructure and information)?

Modernize Maintain

3

WORKFORCE Active Duty Civilians Auxiliarists Reservists Contractors

4 5

3 4 5

4.

Is the Coast Guard rightly modernized and positioned for the future?

5.

Log. Processes Log. Policies Log. Procedures Log. Priorities Log. Plans

Modernize Maintain

Is the Coast Guard infrastructure and information rightly maintained?

7

Operating Unit

Is the Coast Guard rightly sized for the dollars allocated?

INFORMATION (Knowledge)

Mix

6

Delivery

Production

INFRASTRUCTURE Boats Buildings Vessels Aircraft Information Systems Parts Inventory Buoys C4I Assets

2

Capability Planning

6.

7.

Is the Coast Guard workforce rightly trained (skilled) and maintained (cared for)?

Do Coast Guard operating units have the right capabilities (people, infrastructure and information) to do the right missions?

Figure 8. Seven end-states overlaid on three phases of Logistics

The Coast Guard Aviation Depot seeks to “keep ‘em flying” by providing an organic capability to overhaul, inspect and repair all aviation assets at the platform or component levels. Each day 500 component parts are repaired and 100 piece parts are manufactured in support. Coast Guard aviation planned depot maintenance returns serviced aircraft to operations in “like new” condition.

22

| Defense Transportation Journal | APRIL2016

All Coast Guard logistics activities are supported by a suite of information management systems. These tools allow the organization to provide seamless mission support and to evaluate performance.

Passionate about the vision of a modernized Coast Guard, logistics are evolving into a single Integrated Logistics Information Management System (ILIMS) to

support all Coast Guard aircraft, boats, cutters and facilities.

A constant pulsing of logistics information provides the insight necessary to assess the Coast Guard’s integrated logistics support performance. The framework identified in Figure 8 illustrates the overlay of the seven end-state objectives over the logistics phases used to measure performance.

Coast Guard Integrated Logistics Support is fully committed to fulfilling its duty to stakeholders. Safe and affordable readiness is the focus. Logistics achieves this through effective governance of the ILS program. This commitment includes continual improvement of integrated business, promoting safe and healthy workplaces and preserving the environment through pollution prevention. Stewardship is ensured by investing in people, improving infrastructure, encouraging process and fiscal transparency with a commitment to the American public. Logistics support strives to optimize logistics and embrace new challenges through global partners, centralized inventory control and an adaptive model.

The Coast Guard is innovative and dedicated with a reputation for sustaining the safety and performance of operational assets. The mission support culture embraces the Coast Guard’s core values of Honor, Respect, and Devotion to Duty.

We are Semper Paratus. We are “Ready today…Preparing for tomorrow”. DTJ

PROFESSIONAL DEVELOPMENT Passenger Travel Focus at GovTravels Irvin Varkonyi, Past President, NDTA DC Chapter and Master Instructor, APICS DC Metro ivarkonyi@scopedu.com

N

DTA’s GovTravels Symposium attracted Department of Defense (DOD) representatives responsible for travel for the DOD workforce. Attendees took advantage of government and industry updates in the professional enrichment sessions.

These sessions combined required Defense Travel Management Office (DTMO) training, travel overviews from the General Services Administration (GSA) and a presentation by George Washington University’s Travel and Tourism department.

As DTMO notes on its website, “The Defense Travel System (DTS) is a fully integrated, automated, end-to-end travel management system that enables DOD travelers to create authorizations (TDY travel orders), prepare reservations, receive approvals, generate travel vouchers, and receive a split reimbursement between their bank accounts and the Government Travel Charge Card (GTCC) vendor. DTS operates at over 9,500 total sites worldwide. On average, DTS processes more than 25,000 transactions while approximately 100,000 unique users access it on a daily basis. The Defense Logistics Agency (DLA) Program Management Office DTS (PMO-DTS) has the program (acquisition, technical, operation and maintenance) oversight of DTS and the Defense Travel Management Office, OUSD (P&R) has functional oversight.”

Among the sessions offered by DTMO was the DOD Integrated Lodging Program for DOD and Federal Government Personnel.

“Launched in 2015 and expanded in 2016, the DOD Integrated Lodging Program Pilot is designed to assist the department in determining the best approach for providing quality government and commercial lodging with the goal of achieving reduced rates, better services, and greater safety and security for the traveler,” explains DTMO’s Beth Carver.

The session provided an overview of the program pilot and its impact on travel policy. It explained how Duty of Care is incorporated and savings realized for the DOD. What is Duty of Care? According to businessdictionary.com it is “the responsibility or the legal obligation of a person or organization to avoid acts or omissions (which can be reasonably foreseen) to be likely to cause harm to others.” The session engaged the audience in the many obligations of DTMO to ensure safe travel while respecting the agreements made between DTMO and commercial vendors.

Technology played a role in several of the sessions. According to Dr. Liang Yu of the George Washington University Department of Travel and Tourism, “Technology is changing all aspects of our lives and is transforming travel in many ways. Over one billion people annually travel for business and tourism. Travel is one of the leading industries in the world.”

The GSA held a session on utilization of dashboards to develop transparency and obtain data to benefit the government, “The

Government’s GSA City Pair team can help your agency drive cost savings by using dashboards, examining booking behaviors, and comparative route benchmarking. You’ll see how the City Pair fares and Lowest Available Airfare can work hand-in-hand and how increased awareness can drive sizeable savings,” said GSA’s Lauren Concklin.

Search businessanalytics.com defines a (business intelligence) dashboard as a “data visualization tool that displays the current status of metrics and key performance indicators (KPIs) for an enterprise. Dashboards consolidate and arrange numbers, metrics and sometimes performance scorecards on a single screen. They may be tailored for a specific role and display metrics targeted for a single point of view or department. The essential features of a dashboard product include a customizable interface and the ability to pull real-time data from multiple sources.”

These sessions emphasized the demand for travel that is cost effective, safe and productive. DTJ

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23

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

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

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

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

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

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| Defense Transportation Journal | APRIL2016

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

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

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

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

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

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

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

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

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

APPLICATION FOR MEMBERSHIP Name

CORPORATE MEMBERSHIP

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

Corporate membership will offer your team the opportunity to be a part of the discussion and share ideas with top military, government, their execution teams, and industry leaders—the individuals who are setting and influencing the transportation, travel and distribution agenda for today and the future.

APPLICATION FOR MEMBERSHIP

Position/Title Organization

Name

Mailing Address

Position/Title

City

State Zip

Organization

Work Phone

Email

Mailing Address

Birth Date

Chapter Affiliation

City

Sponsor

Work Phone

Membership Type

Fax

Life (after 62 years old) $450.00

State Zip Email

Membership Type

Regular – 3 Years $150.00 Military/Government – 3 Years $135.00 Regular – 1 Year $55.00

Chairman’s Circle Plus $9,500.00 (global or national company with multiple operating entities)

Military/Government – 1 Year $50.00

Chairman’s Circle (global or national operating company) $6,500.00

Young Leaders (under 35 years of age) $40.00

Sustaining Member (national or regional operating company) $1,500.00

Retired (not gainfully employed) $40.00

Regional Patron (small business or local operating company) $750.00

Student $20.00

Amount Remitted $______________________

Amount Remitted $______________________

Donation to the Foundation $______________________

Donation to the Foundation $______________________

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25

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 President Lines, Ltd. + PLUS American Roll-On Roll-Off Carrier (ARC) + PLUS Amtrak + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS Concur Technologies, Inc. + PLUS Crane Worldwide Logistics, LLC + PLUS Crowley Maritime Corp. + PLUS FedEx + PLUS Final Mile Logistics + PLUS Freeman Holdings Group + 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 Norfolk Southern Corporation + PLUS Omni Air International + PLUS Panalpina + PLUS Schuyler Line Navigation Company LLC + PLUS TOTE, Inc. + PLUS Universal Truckload Services, Inc. + PLUS Aeroscraft Best Western International BNSF Railway Bristol Associates CEVA Logistics Choice Hotels International CSX Transportation Echo Global Logistics, Inc. 26

| Defense Transportation Journal | APRIL2016

R & R Trucking Raith Engineering & Mfg. Co. W.L.L. Global Logistics Providers LLC Hybrid Enterprises SAIC International Shipholding Corporation The Pasha Group Knight Transportation U.S. Bank Union Pacific Railroad La Quinta Inn & Suites Matson Navigation Company Inc. UPS National Air Carrier Association Walnut Industries, Inc.

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, Inc. ABF Freight System, Inc. ABF Logistics Accenture Federal Services Admiral Merchants Motor Freight, Inc. Air Transport International, Inc. Airlines for America Al-Hamd International Container Terminal American Group LLC American Maritime Officers American Moving & Storage Association American Trucking Associations Army & Air Force Exchange Service Arven Freight Forwarding Arven Services, LLC Associated Global Systems Atlas International ATS Specialized, Inc. Avis Budget Group aVolt Incorporated Baggett Transportation Company Benchmarking Partners, Inc. Bertling Logistics Inc. Boeing Company 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 REGIONAL PATRONS Advantage Rent A Car AFBEN, Inc. Agile Defense, Inc. Airbus Group, Inc. Alaska Marine Lines Alaska West Express Amyx Association of American Railroads C5T Corporation CakeBoxx Technologies Cargo Experts Corp.

Cavalier Logistics CeLeen LLC Ceres Terminals Incorporated CGM-NV a NovaVision Company Chapman Freeborn Airchartering Chassis King, Inc.

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

Hanjin Intermodal America, Inc. Hertz Corporation Hilton Worldwide 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 Lockheed Martin Aeronautics Logistic Dynamics, Inc. M2 Transport Manufacturing Skill Standards Council Marine Engineers’ Beneficial Association Marriott International Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. 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. Oracle ORBCOMM Panther Premium Logistics PGL Pilot Freight Services PODS Port of Beaumont Port of San Diego Ports America 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 NA , AGLIW Sealed Air Corporation Sealift, Inc. Secured Land Transport SEKO Logistics SkyLink Air & Logistic Support (USA) II, Inc. Southern Air Southwest Airlines Teradata Corporation Textainer Equipment Management (U.S.) Limited Titan Services TQL Transportation Institute Transportation Intermediaries Assn. (TIA) 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 Women In Trucking Association, Inc. XPO Logistics

Columbia Helicopters, Inc. Dalko Resources, Inc. DB Schenker DPRA, Inc. DTI Enterprise Management Systems Fox Rent A Car Hospitality Logistics International Hub Group, Inc. JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Lineage Logistics LMJ International Logistics, LLC M/S Securlog (Private) Limited, Pakistan MacGregor USA, Inc. Madison Hospitality MCR Federal, LLC

Mi-Jack Products Miramar Transportation mLINQS Move One Logistics Naniq Global Logistics LLC National Motor Freight Traffic Association, Inc. NCI Information Systems, Inc. NFI 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 Staybridge Suites McLean-Tysons Corner Hotel TechGuard Security Tennessee Steel Haulers The Cartwright Companies Trans Global Logistics Europe GmbH TRI-STATE Expedited Service, Inc. UniTrans International, Inc. Wapack Labs Corporation YRC Freight

www.ndtahq.com |

27

The Election Edition

By Sharon Lo

W

ith the presidential primaries in full swing, here is a brief look at some of the more relevant books written by the five remaining candidates: Donald Trump released two political books last year. The first, Time to Get Tough: Make America Great Again, was an updated version of a book he wrote in 2011. Next he released Crippled America: How to Make America Great Again. Both books delve into Trump’s thoughts on what is wrong with the US currently and his vision on how to make America great again including how to fix the economy, reform health care, rebuild our military and improve the education system.

Hillary Clinton has written two memoirs. Living History, her life story culminating with her time spent as first lady, and Hard Choices, which chronicles her time as Secretary of State during the Obama administration’s first term in office.

Ted Cruz’s work, A Time for Truth: Reigniting the Promise of America, begins with his father’s experience of brutality in a Cuban prison, discusses his role in the 2000 election recount and pulls back the curtain on backroom deals in Congress.

Bernie Sanders’ book, Outsider in the White House, describes his political life from the Civil Rights movement to becoming the first independent elected to the US House of Representatives in forty years, through his time in the Senate and the launch of his presidential campaign.

John Kasich brings his faith to the forefront of his writings. In Stand for Something: The Battle for America’s Soul, Kasich describes his belief that traditional American values are in serious danger of being lost and provides a solution for Americans to reset their moral compasses.

Each of these books can be found on barnesandnoble.com, along with many other books written by and/or about the candidates. DTJ

Letters, cont’d from pg. 6

Pres. Corner, cont’d from pg. 5

of the Wrights. Unlike the Wright Flyer that was catapulted into the air and “flew” about 100 ft. straight ahead Weisskopf ’s plane took off under its own power (with a Weisskopf designed and build motor) flew about 1/2 mile and reached an altitude of 50 feet, circled and returned to it take off point. Unlike the Wright Flyer Weisskopf ’s plane actually performed aerial maneuvers.

The difference between Weisskopf and the Wright Brothers is that he was a very shy and withdrawn person and not prone to self-promotion whereas the Wrights were hyperactive self-promoters. The Wrights were in constant legal battles every time someone came up with a new idea, claiming it infringed on their invention. In actuality the Wrights’ court battles discouraged potential American aviation, allowing Europe to leap ahead.

not only attending the classroom courses, but for the entire meeting. This will be carried into our future Fall Meetings as well. Thanks again to our “Dean”—Irv Varkonyi—for putting together such a solid program. Looking ahead, we already have nearly 40 classes lined up for our November Fall Meeting—double last year’s University Day!

Sincerely, Carl F. Kettler Mr. Kettler, Thank you for your email. Upon receiving it, I was very interested to learn more about Gustav Weisskopf (aka Gustave Whitehead).

McCullough’s book does mention Whitehead briefly, stating “The story was entirely without evidence and wholly untrue, but kept drawing attention as the years passed to the point where Orville finally felt obliged to denounce it himself. In an article titled, ‘The Mythical Whitehead Flight,’ published in U.S. Air Services in 1945, he made plain that Whitehead was a man of delusions. Strangely, the story still draws attention, despite the fact that there is still no proof.”

It was interesting that such a significant rival in the Wright brother’s lives and major figure in the history of flight was dismissed with a single paragraph. I read article upon article from historians, newspapers, museums, even state legislatures disagreeing over who was actually first in flight. In simplified terms, the dispute is really about whether or not there is photographic and other evidence that Gustav did in fact take flight in 1901. From everything I read, the one thing that I think everyone could probably agree on is that this debate shows no signs of coming to an end!

NDTA Senior Vice President for Operations Jim Veditz and I have visited many of our local NDTA chapters over the past several months, meeting many of you and hearing first-hand about your challenges and how we in headquarters can better support you. We appreciate your feedback, and Jim and I have enjoyed getting outside the Beltway to find out what is REALLY going on out there. While we were out and about, the staff has been busy here in the office. As you are reading this, our new website has recently come on line offering a much cleaner, more businesslike look and more capability to share information with our membership. I invite you to check us out at www.ndtahq.com and watch for regular updates.

Planning for the Fall Meeting is shifting into high gear and we are excited to be returning to St Louis this year in a new venue—the St Louis Union Station Hotel. Operated by Doubletree, we will occupy the entirety of this beautifullyrestored property. The place just oozes transportation history—what better site for our meeting? Watch our website for details; we expect to open registration in late April.

Finally, I wanted to share with you our goals and priorities that the NDTA Board has accepted and approved as our way ahead for 2016. Many of them are continuations of efforts begun last year, and others begin to move us in a new direction.

All of them are focused on keeping this organization viable and moving forward.

Yours aye, Mark H. Buzby

Sharon

DTJ INDEX OF ADVERTISERS APL............................................ Page 2 ARC........................................... Page 4

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