Page 1

The Official Publication of the National Defense Transportation Association

February 2017

The Surface Transportation Issue SDDC Updates the TSP Evaluation Program Trucking Industry Update A History of Service Freight Rail Outlines Top Priorities for Policymakers Household Goods Relocation Trends Plus much more


| Defense Transportation Journal | FEBRUARY 2017

At the Ready For Your Local, State & Federal Governments We SPECIALIZE in SPECIALIZED SOLUTIONS

1,400 stepdecks & 1,300 flatbed trailers Multi-axle STRETCH


Blade trailers

Curtain side




LARGEST platform fleet in North America.

Load too heavy? Not for Landstar.



STRETCH trailers


Over LOWBOYS that are 40-ton capable









Corporate Headquarters 13410 Sutton Park Drive, South | Jacksonville, Florida 32224 Visit, call 800-443-6808 or email



Your trusted US Flag partner for transporting Military Household Goods


| Defense Transportation Journal | FEBRUARY 2017

February 2017

FEATURES February 2017 • Vol 73, No. 1 PUBLISHER




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



Assessing Performance of DOD’s Motor Transportation Service Providers (TSPs) SDDC Updates the TSP Evaluation Program By Anthony A. Mayo and Daniel J. Bradley

Trucking Industry Update


Freight Rail Outlines Top Priorities for Policymakers


A History of Service


On the Move: Atlas Reveals 2016 National Household Goods Relocations Trends


By Bill Wanamaker

By The Association of American Railroads By Landstar Transportation Logistics


Debbie Bretches


Bonnie Coggin

ADVERTISING & PRODUCTION Carden Jennings Publishing Co., Ltd. Custom Publishing Division 375 Greenbrier Drive, Suite 100 Charlottesville, VA 22901 434-817-2000 x330 • F 434-817-2020


By Atlas Van Lines









By RADM Mark H. Buzby, USN (Ret.)

NDTA’s Tribute to Women in Transportation: Elaine L. Chao

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

By Robert Sherrill


PRESIDENT’S CORNER | RADM Mark H. Buzby, USN (Ret.).......................................... 7 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................27 CHAIRMAN’S CIRCLE.......................................................................................28 HONOR ROLL..................................................................................................29 CHAPTER NEWS..............................................................................................30 INDEX OF ADVERTISERS.................................................................................... 30 |


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

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 Archives are available at media-and-publications/past-dtj-editions/ Sharon Lo, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761


| Defense Transportation Journal | FEBRUARY 2017

The OSD Logistics Fellows Program

A Glimpse From Above By Bryan L. Jerkatis


friend and retired USAF Comto observe and interact with both appointed mand Chief would often use an and career senior executives, and general/flag analogy with young troops regardofficers, including “one-on-one” meetings ing the differences in their world views with senior logistics leaders in the military versus those of their leadership: “Your departments, Joint Staff, OSD and agencies. view of the ground (truth) depends upon The insights and “big picture” knowlthe height of the branch in the tree upon edge to be gained are virtually endless, and which you are standing.” Nearly three the Fellows themselves determine much of million men and women make up the their training and class agendas. During my Department of Defense (DOD); how few fellowship, I was tasked to resolve a long truly have opportunity for gaining insight standing logistics policy challenge within and understanding of the origins of legthe Department and was also given conislation, budget, policy, and oversight? siderable leeway to gain needed expertise The Office of the Secretary of Defense’s and formulate a recommendation, which (OSD) Logistics Fellowship provides led to publication of a new Department selected logisticians the opportunity to of Defense Directive. Other fellows led fibroaden their perspective and consider nancial accountability program initiatives, other points of view. participated in Department-level awards The OSD Logistics Fellows Program is processes, led world-wide maintenance open to field grade officers (04-05) and symposiums, participated in source selecDOD civilian equivalent (GS 13-14) lotion committees and a number of other gisticians. This one-year unit funded felDepartment-level initiatives. Lastly, there’s lowship is a developmental assignment a fellowship component to the OSD Lothat aims to provide an atmosphere that gistics Fellowship. Fellows share a common fosters learning, growth, and experiential bond, form a support structure and face opportunities. The program is adminismany diverse challenges together. The OSD tered by the Office of Logistics Fellows Program the Assistant Secretary of provides an opportunity This one-year unit funded Defense for Logistics and to forge lifelong bonds fellowship is a developmental Materiel Readiness. Feland friendships with othassignment that aims to lows have the unique oper logistics professionals portunity to participate and build networking caprovide an atmosphere that in policy formulation pabilities which will serve fosters learning, growth, and and Department-wide them for the remainder of experiential opportunities. oversight responsibilities. their careers and beyond. Fellows are fortunate Upon completion, fellows to travel and tour both the public and prireturn to their sponsoring organizations or vate sectors in order to observe, contrast, follow-on assignments with increased manand learn firsthand how logistics operations agement skills, technical expertise, and netcompare in private industry and benchworks that span the department. mark best practices. Fellows, through visits The OSD Logistics Fellows Program to Congress, gain exposure and insight into provides DOD logisticians not only a rich the legislative processes. They’re also able to experiential odyssey but, perhaps more imattend national-level forums and engage in portant, the opportunity to obtain a deeper collaborative efforts with industry partners. understanding of the OSD perspective and Depending on assignments, Fellows may how it affects the DOD enterprise. DTJ have the opportunity to visit and become familiar with other government agencies as well. Perhaps even more important, the felMr. Jerkatis was a member of the OSD Logislowship affords participants opportunities tics Fellows Class of 2015-2016.

PRESIDENT’S CORNER Is this Transportation’s Year? RADM Mark H. Buzby, USN (Ret.) NDTA President & CEO


mong President Donald Trump’s earliest Cabinet nominations was Hon. Elaine Chao for the post of Secretary of Transportation. Ms. Chao’s vast experience in the transportation sector—her family’s shipping business, her service as Deputy Maritime Administrator and Chairman of the Federal Maritime Commission under the Reagan administration, serving as Transportation Department Deputy Secretary in the Bush 41 administration, and most recently as Secretary of Labor in the Bush 43 administration—make her arguably the most qualified person to hold this post in many years. Not surprisingly, her nomination and subsequent confirmation by the Senate were widely applauded by the transportation industry. Clearly the top of Secretary Chao’s “To Do” list will be to come up with a plan to execute the President’s pledge to dedicate $1 trillion dollars over the next 10 years to a major overhaul and modernization of our nation’s aging transportation infrastructure. Highways, bridges, airports, rail systems, ports, and the infrastructure that connects it all stands to benefit from this shopping spree—once funding is identified from a combination of federal funding and public-private investment. Though there appears to be general agreement on both sides of the congressional aisle that infrastructure investment is needed, formidable challenges lay ahead to prioritize the need, identify the funding, and especially for people in the way of the projects, a willingness to endure the significant disruption in day to day life that could occur. For those of us in the defense transportation world, infrastructure modernization has important national security implications. Our nation’s internal lines of communication—highways, rail, inland waterways, and information exchange—are as vital to our ability to mobilize forces and sustainment as they are to ensure that our economy is supplied on a daily basis. Similarly, our sea and

Though there appears to be general agreement on both sides of the congressional aisle that infrastructure investment is needed, formidable challenges lay ahead to prioritize the need, identify the funding, and especially for people in the way of the projects, a willingness to endure the significant disruption in day to day life that could occur. air ports of embarkation are as vital to moving our forces overseas as they are to taking the family on vacation. We all need to be ready to articulate the importance of these infrastructure improvement programs to the Defense Transportation System as the plans are formed in the coming months. We will keep you apprised as the debate is joined. By the time you receive this issue of the DTJ, we will be in the midst of our second annual GovTravels symposium on government travel and passenger services at the Hilton Mark Center Hotel in Alexandria, VA. I am pleased to announce that this year, the Defense Travel Management Office (DTMO) has entered into a formal cosponsorship agreement with NDTA, the same relationship we enjoy with US Transportation Command for the Fall Meeting. We are very excited that DTMO has signaled its confidence in us, and sees GovTravels as an important conduit to interact with the passenger travel and services industry. The other major government travel administrator—GSA—has also provided contributions and feedback to develop this year’s program. I am confident that GovTravels will continue to grow into a marquee event for this segment of the industry. In mid-January, I hosted a phone conference with more than 20 NDTA chapter, state, and regional leaders to update them on discussions from the most recent Board of Directors meeting, and plans for the coming year. More importantly, I wanted to hear from those who are closest to our individual membership. They told me loud and clear of the increased challeng-

es in attracting participation from local military installations (many are no longer there), getting local support from national-level corporate members, and attracting new, young members. There are things we all can do to help out our local Chapters, and at headquarters we are working all of these issues and will share some groundbreaking plans soon. What can you do? Participate. Support your local chapter’s program. Reach out to young transportation and logistics professionals and invite them to participate. Be a mentor. Finally, I was privileged to attend the Pentagon retirement ceremony on January 12 for long-time NDTA member, Hon. Alan Estevez, who retired as Deputy Under Secretary of Defense for Acquisition, Logistics, and Technology (AT&L) after a 36-year government career. After the ceremony, Alan told me that he fully intended to remain engaged with NDTA in the future. “It’s too good an organization to just walk away.” Congratulations on your years of dedicated service Alan! Yours aye, Mark H. Buzby


CHAIRMAN’S CIRCLE PLUS • Western Global Airlines SUSTAINING • Eurpac • Transcor |


Assessing Performance of DOD’s Motor Transportation Service Providers (TSPs)

SDDC Updates the TSP Evaluation Program By Anthony A. Mayo and Daniel J. Bradley, Domestic Freight Services, SDDC Operations Directorate


he Military Surface Deployment and Distribution Command (SDDC), responsible for planning and oversight of worldwide surface transportation, is exploring a new program to assess the performance of Department of Defense domestic motor freight carriers. Previously, SDDC evaluated the performance of TransportaCPL Somphone Sihavong, a transportation management tion Service Providers (TSPs) coordinator with the 609th Movement Control Team from Fort Bragg, NC, guides a commercial truck carrying on a monthly basis, but did not tactical vehicles. US Army photo by SGT Terence Ewings. specify performance actions based on the evaluations. Under this new program, SDDC will evaluate TSPs on a quarterly basis and Unified Rules Publication (MFTURP). will tie the performance rating to specific These regulations are currently focused on actions. This accomplishes two imporperformance failures occurring at the local tant objectives: First, it allows carriers to level, while the new program will focus on improve upon, or recover from, lower enterprise-wide performance. performance on the basis of a quarterly reIn support of the new program, SDDC view versus the current monthly standard. has implemented its new quarterly perforSecond, it spells out specific performance mance review program with an enterprise actions that SDDC will initiate based on standard of 90% service success. The suca review of applicable data. As a result, cess rate is calculated by comparing total SDDC will have the necessary informacarrier shipments with carrier service failtion to target TSPs who are deficient in ures. As an example, a TSP with 20 awardtheir performance compared with their ed shipments in a quarter that receives 2 peers, and shippers will be reassured that service failures would be in the 90th perSDDC is managing carrier performance centile for performance. The table below across the entire enterprise. shows the progression of continuous quarAfter years of planning, developing and terly actions that could result in TSP suseducating users, SDDC’s Carrier Perpension or disqualification via a Transporformance Module (CPM) has become a tation Review Board (TRB) hearing. It is useful tool to document the service failures of carriers hauling DOD shipments. Released in March 2013, CPM is an application within the Global Freight Management (GFM) system that provides an automated method to capture and track service failures, electronically generate Letters of Concern/Warning (LOC/LOW) and block freight awards to TSPs placed in a non-use status. Carrier performance standards are primarily defined in two regulations, the Defense Transportation Regulation (DTR) and the Military Freight 8

| Defense Transportation Journal | FEBRUARY 2017

important to note that SDDC will place TSPs in a non-use status or disqualification for serious one-time incidents regardless of table guidelines. The first scheduled assessment will be conducted in April for the first quarter of calendar year 2017 (January through March). In situations where disqualification is considered, TSPs will have the ability to appeal SDDC decisions and present their case during a TRB. To assess the impact of implementing the new program, SDDC conducted a Rehearsal of Concept (ROC) drill using CPM and shipment data from 582 approved motor TSPs over a three-month period. The results showed: 151 TSPs had a performance score of 100%; 161 TSPs scored between 90 – 99%; 28 TSPs scored between 80 – 89%; 7 TSPs scored between 70 – 79%; 18 TSPs scored below 70%; and 217 had no shipments to score. Based on the above numbers, 53 letters of concern/warning would have been issued to TSPs for failure to meet the 90% compliance rate, which is in line with expectations set by historical performance trends. The data in the analysis indicates that nearly 10% of motor TSPs would have been issued some level of notification about See SDDC Updates pg. 30 |


TRUCKING INDUSTRY UPDATE By Bill Wanamaker Executive Director, ATA Government Freight Conference


The Office of the Secretary of Defense for Transportation Policy [OSD(TP)] issued an update on 26 January 2017 for a secure motor carrier access processes that will expedite throughput at military installations, beginning sometime in the summer of 2017. OSD(TP) reports that the electronic Physical Access System (ePACS) is installed at 70 percent of installations now but that the lead DOD component— OSD-Intelligence—must complete policy guidance and training for installation security personnel before the installed 10

| Defense Transportation Journal | FEBRUARY 2017

systems can go live. Once operational, drivers with Transportation Worker Identification Credential (TWIC) will be able to register their TWIC at each installation they serve, and on subsequent arrivals, only be required to scan their TWIC before proceeding to the vehicle inspection bay. As the ePACS system matures, it will only require a driver new to DOD service to register their TWIC at the first ePACS enabled facility—one time—and that registration would suffice for all other installations. Another function will eventually include the ability for ePACS to scan a Real-ID drivers’ license, and a

TWIC would not then be needed except at maritime ports. Efficiencies are also expected as the vetting criteria for drivers becomes standardized, with some enhanced requirements for drivers entering nuclear or similarly security sensitive facilities. ePACS makes it possible for DOD to provide perpetual vetting of drivers with TWIC, persons with Real-ID drivers’ licenses, or CAC cards. Coordinating vetting requirements and providing an approval process for additional requirements sought by facility commanders will add significant efficiencies for gate throughput.

Trucking and logistics executives are optimistic, if not quite bullish, about the outlook for freight demand and pricing in 2017 and 2018. Encouraged by President Donald Trump’s plans for infrastructure spending and regulatory reform, as well as signs of an improving industrial economy, they’re preparing for increases in shipments and tonnage later this year.

tion in Atlanta, Georgia, tops this year’s list, along with locations in New Jersey, Illinois, Kentucky and Ohio. For access to the full report, including detailed information on each of the locations, visit http:// US TRUCKERS ANTICIPATE “TRUMP BUMP” IN FREIGHT VOLUMES AND RATES1


On January 25, the American Transportation Research Institute (ATRI) released its annual list highlighting the most congested bottlenecks for trucks in America. The 2017 Top Truck Bottleneck List assesses the level of truck-oriented congestion at 250 locations on the national highway system. The analysis, based on truck GPS data from 600,000+ heavy duty trucks, uses several customized software applications and analysis methods, along with terabytes of data from trucking operations to produce a congestion impact ranking for each location. The I-285 at I-85 junc-

Trucking and logistics executives are optimistic, if not quite bullish, about the outlook for freight demand and pricing in 2017 and 2018. Encouraged by President Donald Trump’s plans for infrastructure spending and regulatory reform, as well as signs of an improving industrial economy, they’re preparing for increases in shipments and tonnage later this year. After declining in much of 2016, truckload contract rates are nearing an inflection point, and are likely to rise moderately by as much as two percent on average this year, Benjamin Hartford, Senior Analyst for Transportation at Robert W. Baird, told the SMC3 Jump Start 2017 conference in Atlanta. Less-Than-Truckload (LTL) rates, which have been higher than truckload prices, will continue to rise. “In 2016, we saw a recovery of commodity prices and industrial activity, both here in the US and globally,” Hartford told about 500 transportation executives at the event. “The election in and of itself did fuel some business hope, but cyclically, things were improving at the end of 2016. We’re at an inflection in truckload pricing, and what happens in TL sets the pace for other modes.” Shippers will be less than sanguine about those expected rate hikes, though they will welcome increased demand that boosts

shipping volumes. US shippers have been moving transportation contract talks and bids scheduled for later in 2017 to the first quarter to guard against more significant trucking rate hikes some analysts warn could come later in the year “For [the] next year or two, you should expect stronger growth,” said Don Ratajczak, consulting economist at Georgia State University. “Tax changes, infrastructure changes will occur. In the short run, that gives you a spurt in the economy.” Ratajczak expects US real gross domestic product to grow 2.7 percent in 2017, with most of that growth “back-ended on the second half of the year,” and three percent GDP expansion in 2018. ATA CEO SPEAR NAMED TO FEDERAL PANEL FOR AUTONOMOUS VEHICLES

Former Department of Transportation Secretary Anthony Foxx had appointed American Trucking Associations (ATA) President and CEO Chris Spear to USDOT’s transportation automation advisory committee. “While large-scale use of autonomous trucks is years away, the policy framework that will govern this future is being debated and ultimately written today, and I look forward to vigorously participating in those discussions on behalf of the trucking industry,” said Spear, who was one of 25 individuals representing a myriad of modes and interests that had been named to this committee. The committee met for the first time on January 16. DTJ


This section originally appeared in The Journal of Commerce (, 26 January 2017. Copyright 2016 and reprinted with permission by JOC Group Inc. |


often government makes rules in a vacuum and without an eye toward the future. Assessment of the cumulative impact of proposed regulation on industry must be part of every rulemaking. Rules can become quickly outdated when reacting to the issue of the day, which can sometimes compel overreaction. We must make the process more transparent and collaborative, and we must reduce the estimated $2 trillion compliance cost and hold decision makers accountable. Infrastructure Investment

Freight Rail Outlines Top Priorities for Policymakers By The Association of American Railroads Public Affairs


reight rail is a cornerstone of the United States economy, driving commerce by safely, efficiently and affordably connecting businesses, goods and people. Partly fueled by the deregulatory legacy of the 1980 Staggers Act, the industry generated nearly $274 billion in output, 1.5 million jobs and $33 billion taxes in 2014 alone. In addition to its economic impact, the industry plays a crucial role supporting the nation’s government during times of disaster and providing critical mobility to our military. As the new Congress and Administration take their places in Washington, the freight rail industry sees opportunities for new policies, education and relationships to be made. Leading the conversation on behalf of the industry is The Association of American Railroads (AAR), whose members include the major Class I railroads of the United States, Canada and Mexico, as well as smaller non-Class I and passenger railroads including Amtrak, rail supply companies, rail car owners, engineering firms, and signal and communications firms. On behalf of its members, AAR has laid out a list of macro policy recommendations for US elected officials that recognize that to spur significant economic growth, 12

| Defense Transportation Journal | FEBRUARY 2017

policymakers must advance macro-policies that extend beyond railroads. Additionally, AAR has identified two major industryspecific policy recommendations that will help to ensure the industry is able to continue safe and efficient operations for the benefit of all Americans. MACRO POLICY RECOMMENDATIONS Tax Reform

We need a simpler and fairer tax code, reducing the corporate rate—the highest in the industrialized world—to a globallycompetitive level to broaden the tax base, enhance US economic development, promote growth and reduce debt. Policymakers across the ideological spectrum should work together to simplify our tax code, close loopholes that pick winners and losers, increase transparency and put all expenditures on the table to create agreement and keep American companies at home. Tax reform was bipartisan in 1986 when it was last comprehensively tackled and it can be again in 2017. Regulatory Improvement

New rules should be empirically driven, supported by cost-benefit analysis and geared toward today’s innovation economy. Too

Elected officials must institute a system that eliminates the practice of transferring money from the general fund to the Highway Trust Fund. Policies should require highway users, such as trucks and everyday drivers, to pay for their fair use of infrastructure and put in place sustainable and realistic plans that will improve transportation and create jobs. The gas tax as we know it is no longer sustainable and we should transition to a truly equitable system such as a weight distance fee. Policymakers should move forward with aggressively updating our crumbling infrastructure and seek to emulate privately owned freight rail, which understands that deferred maintenance is not an option. Comprehensive Energy Plan

We must embrace the innovation that led to the American energy revolution, helping our country move closer to energy independence. No single form of energy will deliver for any one community, so we must truly embrace an “all-of-the-above” strategy. Traditional resources such as coal, ethanol, crude and natural gas, as well as alternative sources like wind and solar, all can power communities, all can create jobs and all must be a part of the energy portfolio. Federal policies should not favor certain energy forms. We need an energy plan that enables local solutions that keep costs down and job gains up. Fair and Open Trade

Fair and open trade helps small businesses reach new markets, diversifies inventory of available goods and fosters the competition that undergirds American capitalism. Efficiencies and productivity gains have reduced the manufacturing work force. But still today, one in four manufacturing jobs depends on exporting goods, and according to the US Chamber of Commerce, factories have nearly doubled output over the last twenty years. Trade today supports 40 million qual-

ity jobs. We must ensure that current and future agreements are fair and put American workers first, but we must not turn our backs on the free trade agreements that have brought prosperity to American workers. INDUSTRY SPECIFIC POLICY RECOMMENDATIONS A Fully Functional Surface Transportation Board Respectful of Sound Economic Principles

The United States Surface Transportation Board (STB) has recently proposed a series of regulations that would undermine the ability of our country’s freight railroads to operate in the manner upon which all Americans rely. For example, one proposed rule would force carriers to turn their traffic over to competitor railroads, which would significantly compromise network efficiency, and in turn reduce investments. In 2015, Congress reauthorized the STB for the first time since its creation in 1995, expanding the Board from three members to five, but generally maintaining the deregulatory mission of the agency: to regulate only where there is an absence of effective market competition. In light of the

STB’s reregulation efforts, the freight rail industry believes the Trump Administration should nominate STB Board members who are committed to sound economic principles and understand that freight rail regulations impact the entire economy. Further, the industry believes that STB members should be committed to weighing the costs and benefits of proposed rules and evaluating the cumulative impact of their proposals on the railroad industry and national economy. Last, STB members should be mindful of their charge by Congress to make a continuing effort to assist railroads in earning enough revenue to build and maintain the infrastructure necessary to meet the current and future demand for rail transportation.

will automatically bring trains to a stop in the event of certain unsafe situations. The federal government needs to ensure that no regulations are enacted that could prevent freight railroads from harnessing new technologies to make their network safer and more efficient. Rather than layering

Forward-Thinking Safety Regulations

on prescriptive rules that lock the industry into 20th century (or older) practices and technologies, regulators must embrace performance-based approaches that incentivize industry to innovate in order to achieve policy goals. As former Transportation Secretary Norm Mineta recently articulated, “Let’s not let the innovation train leave the station without the United States on board.” DTJ

Advances in technology are constantly making the transportation industry safer and more efficient. For example, the Department of Transportation (DOT) is promoting the development of autonomous vehicles to make our highways safer, and railroads are hard at work implementing Positive Train Control, which once installed

Trade today supports 40 million quality jobs. We must ensure that current and future agreements are fair and put American workers first, but we must not turn our backs on the free trade agreements that have brought prosperity to American workers.


TOTE brings the world’s leading expertise and resources together to keep cargo, vessels and our customers moving forward.



A History of Service By Landstar Transportation Logistics This story also appears in Landstar’s ‘The Road to Success’ magazine, Winter 2017 issue.


t’s not often that a freight move requires the manufacsubmarine; a Japanese manned torpedo known as a Kaiture of a custom-built dolly for a suicide torpedo, a ten; large missiles; and numerous deep sea diving artifacts custom-designed boat tarp for a WWII German submafrom World War II. In 2016, the museum needed to varine, or a specialized crate for the removal of a corroded cate the property, which left the Navy to reclaim approxiNavy shipping mine while in its concrete base. mately 100 artifacts on loan to the museum and find a But when that’s the case, and the freight is of historiway to transport the historic and rather bulky items to the cal significance, you need a logistics US Defense Supply Center in Richcompany with deep experience in mond, Virginia. providing customized transportation That’s when the Landstar team When the United States Naval solutions. entered the picture and spent dozens History and Heritage Command of hours in preparation to move the When the United States Naval needed its World War II artifacts museum. Landstar’s intricate plan History and Heritage Command moved from a New Jersey for the museum move provided the needed its World War II artifacts Navy with a specific logistics manmoved from a New Jersey musemuseum to Virginia, in just a few agement plan for specialized packum to Virginia, in just a few days’ days’ time, Landstar’s government ing, loading and unloading, and time, Landstar’s government serservices team collaborated shipping sequence of the freight vices team collaborated with one with one of Landstar’s many which required the use of cranes, of Landstar’s many independent forklifts, slings, spreader bars and agencies to make the Navy misindependent agencies to make the hooks. Team members packing the sion possible. Yankee Enterprise Navy mission possible. artifacts inside of the museum had Inc., a Landstar agency, has a histo wear white-cotton gloves and use tory of meticulously arranging Base archival packaging materials and techniques. Realignment and Closure (BRAC) moves, including In an additional part of the safety plan, Landstar outdecades-old military equipment. lined the requirements for the material handling equipDuring the 1970s, crowds would travel to the museum ment used and operational checklists for the operators to get a glimpse of the war-time relics on display and Boy who would be using the equipment. The plan included Scouts could camp overnight in a US WWII submarine. specifying the personal protective equipment (PPE) that The main attractions located inside and on the grounds operators would be required to wear on site, as well as reof the museum property included the USS Ling, a WWII quiring operators to complete a safety orientation and an diesel submarine; a 75-year-old German Seehund mini

A Japanese manned torpedo, known as a Kaiten, is moved by crane to a flatbed in preparation for transport.


| Defense Transportation Journal | FEBRUARY 2017

The museum’s 43’ long periscopes are placed into dry vans.

on-site equipment checklist before operating the crane or forklifts. “Landstar Government Services worked jointly with the Landstar agency to perform an analysis of the request for proposal (RFP) and statement of work (SOW) to complete a cost and item-by-item packing, loading and transportation plan,” explained Landstar’s Vice President of Strategic Government Accounts Steve Jones. “Once we identified experienced subcontractors, we submitted our proposal to the Army’s Surface Deployment and Distribution Command (SDDC), the Navy’s Transportation Management Office (TMO) and the Naval History and Heritage Command (NHHC).” Upon approval, the efforts started inside the New Jersey Naval Museum in Hackensack, New Jersey, where the artifacts were studied, then gently removed from their displays to be packaged and loaded for shipping by five approved vendors specifically selected by Landstar for their expertise in packing, crating, dismantling and unloading large artifacts by crane or forklift. Moving some of the larger artifacts housed on the museum grounds, however would require a more strategic logistical plan. “Landstar researched the military archive for references on handling the shipping of the periscopes, specific missiles and other artifacts. In order to move the Kaiten, we had a custom, wheeled dolly manufactured to support the 37,000 pounds of net weight which could not exceed the warehouse floor-bearing weight of 3,000 pounds per square foot at the NHHC restoration facility in Richmond,” explained Jones.

Landstar worked closely on site with the approved vendors to prepare the rare pieces for transport all while under the observation by staff from the NHHC. All items, including a 30’ Talos ship-launched guided missile, needed custom crating built and loaded on site. Other artifacts needed to be delicately handled by the professionals. For example, instead of removing a severely corroded MK 16 mine from its concrete base at the museum site, a special crate, with special movementresistant internal support, was constructed to ship the mine intact so that curator staff at the NHHC restoration center could later remove it from the concrete. Larger items, including the Seehund, Kaiten, the guided missiles, and a Vietnam-era patrol boat, river (PBR) would be loaded by crane to flatbeds, step decks and 3-axle stretch double drops, secured and tarped under the watchful eye of the NHHC staff. Additionally, retired engineers from the Vought Heritage Foundation in Grand Prairie, Texas, supplied original plans and photos to ensure that the wings of a Regulus I nuclear cruise missile could be unlocked and folded for transport. All items from the museum buildings and the 43’ long periscopes were strategically placed into dry vans, all to be driven by 10 Landstar business capacity owners (BCOs), the company’s term for truck owner-operators leased to Landstar. “This wasn’t a task for just any company,” said Aaron Flanigan, Operations Manager for Yankee Enterprise Inc. “All of the Landstar pieces had to come together in a very short time frame, and under the Naval Heritage and History Command’s guidance.”

The German Seehund mini submarine is rigged by the Landstar team.

Landstar project managers Steve Jones, Vice President of Strategic Government Accounts, and Michele Brown, Director of Government Operations, closely monitored the vendors that ensured safe and reliable handling, packing and crating of the artifacts for transport. “The companies Landstar selected to work with were required to provide proof of their abilities and demonstrate they had the skills and equipment to handle the artifacts based on their prior experience, and all of their responsibilities and experience were documented as part of the RFP response,” said Jones. In just four days’ time, Landstar arrived on site in New Jersey, the Navy’s property was packed and the 10 Landstar BCOs, using various trailers, were loaded with the oversized and naval historical artifacts, heading for next-day delivery in Richmond. Shawn Anthony, the sales manager for the Landstar agent, was on site at the NHHC restoration facility in Richmond to monitor the unloading and placement of the artifacts. Their biggest challenge was moving the 53’ long Kaiten on its custom dolly through a 13’ dock door into a 28’ corridor for a 200 yard trip further into the warehouse. “The planning that took place was incredible. We made sure the customer was happy every step of the way and the artifacts arrived with no damage and on time,” said Flanigan. “Landstar’s inclusion of a safety management plan, as well as the detailed planning and communication with all parties involved, paid off, ensuring that the Navy’s priceless artifacts arrived at their destination safely and securely,” said Jones. DTJ

A Talos ship-launched guided missile is packaged in a custom crate. |


On the Move Atlas Reveals 2016 National Household Goods Relocations Trends By Atlas Van Lines Public Relations


e are a Nation on the move, but—according to one company—not quite as much as last year. Atlas Van Lines recently released its annual National Migration Patterns study which shows household good movements for 2016 were down compared to 2015. Eleven US states, along with the nation’s capital, experienced a shift in migration status for the year. The study found 15 states registered as outbound and 9 as inbound, in addition to Washington, DC. In addition, 26 states registered as balanced meaning that moves in and out of the states were roughly equal. The company has conducted the study since 1993 to track the nation’s interstate moving patterns year to year as reflected in moves handled by Atlas. This year’s study was based on 75,427 interstate and cross-border household goods relocations from January 1, 2016 through December 15, 2016. THE INS AND OUTS

The 10 states with the highest percentage of inbound moves and outbound moves in order are: Inbound

1. 2. 3. 4. 5. 6. 7. 8.


Idaho (63 percent) Oregon (62 percent) North Carolina (61 percent) Tennessee (60 percent) Alaska (59 percent) Washington (58 percent) Michigan (57.2 percent) Washington DC (57.1 percent)

| Defense Transportation Journal | FEBRUARY 2017

9. Florida (56 percent) 10. New Hampshire (55.1 percent) Outbound

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Wyoming (63 percent) Nebraska (61 percent) Illinois (60 percent) Delaware (59.5 percent) Louisiana (59 percent) Connecticut (58.9 percent) New York (58.7 percent) West Virginia (58.6 percent) Indiana (58 percent) South Dakota (57.6 percent)

This is the first year Idaho has been the study’s inbound leader. However, Wyoming also topped the outbound list in 2012. Former inbound states Alabama, Maine, North Dakota, Rhode

We are a Nation on the move, but— according to one company—not quite as much as last year. Atlas Van Lines recently released its annual National Migration Patterns study which shows household good movements for 2016 were down compared to 2015. Island and Texas became balanced in 2016. After spending 2015 as balanced states, Michigan, New Hampshire and Washington, DC became inbound while Kansas shifted to outbound. In addition, Minnesota, New Jersey and Wisconsin changed from outbound to balanced in 2016.

In 2016, the total number of interstate and interprovincial moves reached 75,427, down from 77,705 in 2015. For the fifth consecutive year, the states with the highest number of total moves were California (14,995), Texas (11,973) and Florida (10,231). “The moving industry as a whole has contracted annually over the last five years, but we have been fortunate to see a consistent increase in moves during that time until this year,” said Jack Griffin, CEO and Vice Chairman of Atlas World Group. “We are cautiously optimistic that we will see an uptick in 2017 for all types of moves, but we are aware of the economic headwinds that lie ahead of us.” OTHER TRENDS Northeast Region

The Northeastern states saw four major changes from 2015 to 2016, with New Hampshire shifting from balanced to inbound and New Jersey from outbound to balanced. After spending 2015 as inbound, Rhode Island and Maine both became balanced in 2016. New Hampshire was the only inbound state in the region this year. New York has been outbound for more than 14 years. South Region

The Southern region experienced three changes. Alabama shifted from inbound to balanced, and Texas shifted from inbound to balanced. Before this year, Texas had registered as inbound for more than a decade. Washington, DC changed from balanced to inbound.

Midwest Region

moves in the country, with Idaho registering 63 percent of moves entering the state. The region also registered Wyoming with the highest percentage of outbound moves in the US, with 63 percent of moves exiting the state.

In 2016, the Midwest registered three new balanced states, with Minnesota and Wisconsin both moving from outbound to balanced. For the first time since 2010, North Dakota shifted from inbound to balanced. Kansas went from balanced to outbound, and Michigan from balanced to inbound. Michigan was the only inbound state in the Midwest this year, a classification it hasn’t experienced in more than 10 years. In 2016, the region had its least amount of outbound states in recent years.

Canadian Provinces

Three of the Canadian provinces registered changes from 2015 to 2016, with Newfoundland and Labrador moving from balanced to inbound. Nova Scotia shifted from balanced to outbound, and Prince Edward moved from balanced to inbound in 2016.

West Region

While the Western states experienced no classification changes from 2015 to 2016, the region did have the state with the highest percentage of inbound


Each state’s or province’s status is determined by its threshold value, which is

the total number of shipments multiplied by 0.55 (i.e., in a state with 100 moves, at least 55 must be outgoing to be considered outbound). A state or province is considered outbound when outbound shipments exceed the threshold or inbound when inbound shipments exceed the threshold. All other states or provinces in which outbound or inbound numbers don’t exceed the threshold are classified as balanced. Shipments noted for Canada are crossborder to the US or from the US (not inter-provincial). To view the full results of the 2016 migration patterns, along with a nationwide map and annual histories for each state, visit migration-patterns/. DTJ

Interstate and Cross-Border

2016 Migration Patterns – traffic flow by state/province Based on 75,427 Interstate Household Goods Moves from January 1, 2016 through December 15, 2016

NL 8 13


BC 289 177

AB 287 131

SK 22 9

QC 201 93

MB 40 16 ON 837 455

WA 2402 3328 OR 590 957


131 190

NV 725 825 CA 7377 7618


ND 147 174

MT 204 238 ID 405 703

UT 546 531

AZ 1940 2144

WY 228 136

CO 2146 2244

NM 595 504

HI 143 120

STATE Outbound Inbound

ME 300 342

WI 1073 881

IA 716 542

NE 541 352 KS 949 735 OK 700 750

TX 5571 6402

NS 40 32



MN 1335 1148

SD 212 156

NB 9 6

MO 1062 989 AR 480 484 LA 1111 763

MI 1477 1971

NY 3716 2610

2801 PA 2271 OH IN 2401 IL WV VA 3297 1914 1931 228 2216 1389 2985 161 3214 802 KY 834 1982 NC 1383 3126 TN 2041 SC 2104 GA 1838 AL MS 2941 795 492 2903 893 502 FL 4535 5696





CT 1261 881

DE 393 267

DC 363 484

MD 2062 2071

MA 1636 1711

NH 249 305

NJ 1832 1563

RI 236 237

VT 135 108

Inbound - More than 55% of total shipments moving Into the state (subtotal on bottom). Outbound - More than 55% of total shipments moving out the state (subtotal on top). Balanced - Inbound and outbound individually represent 55% or less of total shipments. |


Outdated Infrastructure Poses National Security Risk By RADM Mark H. Buzby, USN (Ret.) President & CEO, NDTA


resident-elect Donald J. Trump has rightfully brought infrastructure modernization to the top of our national to-do list. While many Americans focus on the economic benefits of enhancing our infrastructure, there is another important advantage: our enhanced national security. Mr. Trump’s timing could not be better. America’s infrastructure, the physical foundation of our society, must be properly maintained and continuously modernized. Visible transportation-related infrastructure includes highways, bridges, airports, seaports, and rail systems. But equally important—though less-visible—“enabler infrastructure” includes petroleum and natural gas pipeline distribution systems, power generation and distribution networks, water systems and our air traffic control grid, among many others. Much like the visible ones, these enablers require the immediate attention of policymakers. Unfortunately, the modernization of many segments of our infrastructure has been a low priority over the years. As a result, some of it has reached the end of its useful life and is serving on borrowed time. As that time runs out, these systems are failing and lives are in danger. Looking specifically at transportation infrastructure, we depend on it to quickly mobilize assets and respond within our borders to address natural and manmade disasters in peacetime. We also need it in order to move our armed forces and material from garrisons around the country to air and sea ports of embarkation in times of conflict. Any plan to rectify the situation must be holistic. 18

| Defense Transportation Journal | FEBRUARY 2017

For example, rebuilding and modernizing airports will be of limited value without also addressing our aging and increasingly overwhelmed air traffic control system. We have the safest airspace in the world, but it is not the most efficient. Unnecessary travel delays in the United States cost customers and our economy $30 billion annually. These delays are the direct result of system-wide inefficiencies resulting from the use of outdated, WWIIera radar technology. Policymakers should consider reform that establishes a federally chartered, nonprofit organization to modernize the system funded by user-fees. Another example is maritime security. Our country is a maritime nation: over 90 percent of all goods consumed enter our nation through sea ports. Surprisingly, 98 percent of that cargo is carried in ships flying foreign flags—only 2 percent arrives in the 78 remaining ships still trading internationally under the US flag. The same shrinking pool of highly skilled mariners who operate the privately-owned commercial ships also form the pool of talent from which the US Navy’s Military Sealift Command fleet of 112 ships and the Maritime Administration’s 46 Ready Reserve Force ships draw upon. Without these government-owned ships, and the 78 commercially-operated ships, our nation’s armed forces are denied their principal means of movement and sustainability away from our shores. Some members of Congress are already on to the national security implications of a shrinking fleet. Recently, Rep. John Garamendi (D-

CA), ranking member of the Coast Guard and Maritime Transportation Subcommittee, introduced H.R. 6455, the “Energizing American Maritime Act,” designed to strengthen the US domestic maritime industry. It would require up to 30 percent of exports of liquefied natural gas and crude oil, what he called “strategic energy assets,” be moved in US-flagged vessels. Similar, complementary efforts to grow other areas of our merchant marine fleet and the ports that serve them must be pursued as a national security imperative. Finally, an efficient infrastructure consumes less energy. Efficient highway design would support new technologies like driverless vehicles, eliminate traffic bottlenecks and increase road capacity saving billions of gallons of fuel every year. Upgraded inland waterways could also reduce highway volume and permit lower per ton/mile movement of more goods. A more efficient air traffic control system would similarly result in energy savings. In the coming months as Presidentelect Trump and the Congress roll up their sleeves and hammer out plans to address this infrastructure imperative, they would do well to remember that such a task will have many competing priorities for where to best spend the budget; every district will certainly have its favorite project. The trick will be to put those funds to work where they have the greatest benefit to our national security and the safety of our citizens. A tall task indeed. DTJ This article originally appeared in The Hill (thehill. com) December 16, 2016.

A DTJ THROWBACK The following article is from the April 1990 Defense Transportation Journal. It features thoughts from the then Deputy Secretary of Transportation—Elaine Chao—who on January 31 of this year was sworn into office as the Secretary of Transportation.

NDTA’s Tribute to: WOMEN IN TRANSPORTATION The National Defense Transportation Association’s Tribute to Women in Transportation, contained on this and the following pages, marks the culmination of a six-month-long project, undertaken in concert with government agencies, Sustaining Members and Regional Patrons. The response from all concerned has been truly outstanding. Space constraints in this issue will not permit us to include all material received, but our June issue will encompass the remaining articles on Women in Transportation. As you read this portion of the Defense Transportation Journal, it will clearly demonstrate that women are involved across the entire spectrum of our nation’s transportation system. They exemplify the excellence that can only be found in a world-class transportation system.

Elaine L. Chao

Deputy Secretary of Transportation Elaine L. Chao was nominated by President Bush as deputy secretary of transportation on Feb. 17, 1989, and confirmed unanimously by the Senate on April 19. As the second-in-command of the Department of Transportation, Chao is the chief operating officer of a 104,000-employee organization with a $28 billion budget. She has responsibility for program and policy guidance over surface, sea and air transportation. Chao is the youngest deputy secretary in the Administration and the highest ranked Asian-American in history. Chao received her MB.A. from the Harvard Business School with a concentration in finance and general management. She obtained her undergraduate degree in economics at Mount Holyoke College, but spent the spring of her junior year at Dartmouth College and the summer of 1972 at Columbia University. She also studied international shipping at the Massachusetts Institute of Technology. Deputy Secretary Chao is an elected director of the Harvard Alumni Association, the Harvard Business School Alumni Council and the Harvard Business School Club of greater Washington, D.C. She is also on the Board of the American Council of Young Po-

litical Leaders and a member of the Council on Foreign Relations. The recipient of many honors and awards for her professional abilities and community service, Chao was selected as one of the “10 Outstanding Young Women of America for 1987. “She received the “Outstanding Young Achiever Award” from the National Council of Women in 1986. In May of 1989, Chao received an Honorary Doctorate of Law from Villanova University. Chao serves as the Department of Transportation senior government liaison representative to the Board of Directors, National Defense Transportation Association. Her thoughts on .her career and the challenges that lie ahead are summarized below.


t is a pleasure to have this opportunity to share with my friends at the NDTA some thoughts on my career philosophy and experience in serving the public and private sectors. I have been fortunate in my life in that I have had the opportunity to assume responsible positions in diverse sectors that few others have had an opportunity to experience. When I left Harvard Business School after studies in general management and finance, I joined a major money center bank in New York as a commercial lending officer. In this position, I worked with major domestic and multi-national transportation companies in managing their overall financial position and securing sources of innovative financing. When I was vice president of the West Coast Syndications unit of BankAmerica Capital Markets Group, my team was re-

sponsible for structuring multi-million dollar facilities for Fortune 500 companies. Many of these transactions were time-sensitive and geared to the opportunities in the financial markets. Working with these organizations gave me a solid understanding of the operations of private sector companies and in particular the challenges that they face competing domestically and in the global marketplace. This private sector experience has been invaluable in my government career at the White House policy office, as deputy administrator of the Maritime Administration and chairman of the Federal Maritime Commission. Now, as deputy secretary of transportation, I believe one of the government’s key roles is to facilitate and reduce bureaucratic red tape, thereby allowing the innate talent and entrepreneurial spirit of American companies to excel. The government must do this by providing quality services in the most expeditious, efficient and caring manner. The challenge to all managers is to convey this spirit of service and facilitation. Clear and open communications to the staff at all levels is key. A philosophy of inclusion and participatory management, I believe, are important. Building a team attitude and helping each team member be a contributing member of the team are part and parcel of this philosophy. Effective managers must make each team leader feel a personal stake and accountability in the overall objectives of the team and imbue them with a sense of the importance of ensuring a fair and open process for all we serve. DTJ |


Soldiers assigned to the 3rd Armored Brigade Combat Team, 4th Infantry Division, are greeted after landing in Warsaw, Poland. US Army Photo by Staff Sgt. Micah VanDyke/Released.


| Defense Transportation Journal | FEBRUARY 2017

Transporting the 3rd Armored Brigade Combat Team to Europe: AN INTERVIEW By James M. Marconi Director of Public Relations, NDTA


n an era where consumers can click a button online and get products in mere days or less, it’s easy to ignore the complexity of the system that permits that doorstep delivery. When it comes to the US military, the requirements to move materiel and people halfway around the world get even more complicated. It takes significant effort to move thousands of US Army soldiers and thousands more pieces of equipment—including tanks and other vehicles—from a place like Fort Carson in Colorado Springs, Colorado, to Europe. The 4th Infantry Division’s 3rd Armored Brigade Combat Team recently did just that, arriving at Bremerhaven, Germany, in January and continuing to Poland to participate in US European Command’s Operation Atlantic Resolve. The ongoing operation “is a demonstration of continued US commitment to collective security through a series of actions designed to reassure NATO allies…in light of the Russian intervention in Ukraine,” according to the Army. What kind of organization and planning are behind moving a unit like the 3rd ABCT across the Atlantic? I had the opportunity in early December to talk with transportation and logistics experts at Fort Carson about the then-upcoming deployment. The following interview includes perspectives from Maj. Colton Kinninger, 3rd Armored Brigade Combat Team; Maj. Johnny Ward, 68th Combat Sustainment Support Battalion (CSSB), 4th Sustainment Brigade; Mr. Jim Will, Installation Transportation Officer, Logistics Readiness Center; and Mr. Danny Visitacion, Logistics Readiness Center lead transportation specialist. It is lightly edited for length and clarity. DTJ: I appreciate all of you taking the time to interview today. To start out, could you provide some background on what your responsibilities entail, particularly as they relate to deploying the 3rd Armored Brigade Combat Team?

Maj. Kinninger: I’m the brigade S4 (Logistics) for the 3rd Brigade. What falls within my section are my mobility warrant officer and my transportation NCO [non-commissioned officer]. Both of those individuals really provide the technical knowledge about deploying the brigade. My responsibility is the overall supervision of that effort and synchronizing across the brigade in coordination with the brigade operations officer. Mr. Will: I’m the installation transportation officer, and Danny Visitacion is my transportation lead. We are responsible for coordinating with the unit on the equipment density list they have, coordinating everything to be able to put in on line haul or rail, and movement to the port of debarkation. Maj. Ward: I’m the support operations officer for the 68th Combat Sustainment Support Battalion and the 4th Sustainment Brigade here at Fort Carson. I’m responsible for the planning and execution of the strategic support missions for all the brigade combat teams here on the installation. My organization is responsible for materiel handling equipment, lift and transportation support, and also maintenance support in order for brigades to have a successful deployment out of Fort Carson. DTJ: Excellent, thanks. I’m sure all of you have probably seen recent articles that highlighted 3rd ABCT’s deployment, in support of Operation Atlantic Resolve. What’s the operation’s primary purpose, and where does the 3rd Armored Brigade Combat Team fit in? Maj. Kinninger: The overall operation’s purpose and what 3rd Brigade is doing within Atlantic Resolve is to reassure our NATO allies and our other allies within the European theater, maintain a persistent presence of the United States Army, and then deter any acts of aggression against our allies in Europe.

DTJ: Thousands of vehicles and firearms, not to mention the personnel involved— it’s a massive amount of equipment and people moving from Colorado to Europe. How do you start to plan the transportation aspects of a move on that scale? Maj. Kinninger: So, obviously we get the directive from the national command authority to execute said movement. However, once that order is made, identifying the requirements falls within the unit that’s deploying. We identify all the way down to the company level what equipment is deploying, what equipment is not and package all that up. We then work with a team of teams—the individuals here representing the Installation Transportation Office and Logistics Readiness Center at Fort Carson, of course the 68th CSSB, 4th Sustainment Brigade, and units outside of the installation. [These include] the 16th Sustainment Brigade, the 21st Theater Sustainment Command (TSC), our own 4th Infantry Division [4 ID] headquarters here at Fort Carson, our Mission Command Element from 4ID in Baumholder in Europe, and the two transportation brigades within SDDC (Surface Deployment and Distribution Command)—the 597th and 598th. We work in coordination to try to synch those multiple players across multiple time zones. My mobility warrant officer started this planning before they returned from the last deployment to Kuwait. So we’ll work with units that have already been there, coordinating with them and getting some lessons learned. Mr. Will: We start off by getting with the unit mobility officers, identifying the equipment that’s going to need to be shipped, and then start planning what we’re going to need for rail, what we’re going to need for line haul, and we go from there. Mr. Visitacion: Like Mr. Will is saying, we start off with the mobility officers, get a list |


Top: Members of the Forward Support Detachment perform a maintenance check on a M88 recovery vehicle at the port in Bremerhaven, Germany. US Army photo by Capt. Scott Walters/Released. Bottom: A M88 recovery vehicle is waiting to be offloaded by Soldiers assigned to the 64th Brigade Support Battalion in Skwierzyna, Poland. US Army photo by Staff Sgt. Elizabeth Tarr/Released.


| Defense Transportation Journal | FEBRUARY 2017

of what they need to deploy and order rail cars based on the density. That takes about 45 days prior to deployment. DTJ: So when we’re talking about the movement of equipment, are we talking principally about rail? Mr. Will: The majority of it is rail, however we have quite a large amount of line haul [trucks]. And that includes containers and other equipment that is not going to be able to load by rail, which we go ahead and line haul down to Beaumont.

mentation for getting this equipment to overseas locations. We do several different inspections prior to it getting onto a rail car, so once it gets down to Beaumont, everything’s ready to go and ready to get out to the ship and move overseas. DTJ: We’ve talked around this a bit, but what’s the role of private industry transportation and logistics in this type of deployment? Mr. Will: As we mentioned, we have to get the equipment down to Beaumont, so what we’re using is BNSF Railway to go

ahead and rail all this equipment down. And we’re using individual carrier companies to go ahead and line haul this equipment. They are all contracted. DTJ: Of course. And how exactly do you identify and make arrangements with particular companies? Mr. Will: Our transportation division will go ahead and set out the work load that we’re going to have, and the carriers bid. Whoever has the best bid and is approved by SDDC will get the job.

DTJ: Got it. And from there I imagine that it’s shipped over. Mr. Will: Correct, from Beaumont right now we have three vessels that will be shipping the equipment over to Europe. DTJ: You’ve already gone a little bit into some of the units that are involved. Are there any other key organizational players involved that help to ensure the transition between different modes and different jurisdictions? Maj. Kinninger: I think that the list I gave earlier pretty much covered everybody. As far as the DOD related organization that would assist with that, the outside entities, the commercial entities…at our level, at the brigade level, we don’t have a lot of interface with the outside DOD-level and commercial entities involved. We really rely on the Installation Transportation Office, Logistics Readiness Center and SDDC to be that interface. DTJ: So, what is the role of unit movements personnel in the move? How do they interact with your office and with commercial shippers? Maj. Kinninger: So, all of the company level unit movement officers are responsible for identifying the requirements—what pieces of equipment are going and their types, dimensions, weights and proper documentation. They’re ensuring that’s all complete, and synchronizing that within their companies. And then they interact on a daily basis once we get underway with Mr. Will to get the nuts and bolts worked out, and to work out any kinks as we actually execute rail, line haul, or strategic airlift operations. Mr. Will: We are very much responsible for units who ensure all the correct docu-

It’s all about the data!™ Evanhoe & Associates brings a distinctive perspective to solving the most complex DoD IT challenges. It’s based on years of experience and expertise solving tactical and enterprise requirements without losing sight of either. You can count on Evanhoe to develop, implement, and deliver “Solutions to Keep You on Course! ”. ®

Internet of Things

Asset Management

Big Data


Information Technology


ISO 9001:2008 Certified • ISO 20000-1:2011 Certified


Exp. 2017-08-27 / Appraisal #22021

937-235-2995 ® |


DTJ: I imagine this is done prior to soliciting private industry, but how do you make decisions about what goes by air or rail or truck, as the case may be?

will also have personnel meeting equipment at its final destination as well. So we still have people on the ground waiting for the equipment to arrive to them.

Maj. Ward: That’s done at the unit level and begins with their planners. Taking a look at the sensitivity and nature of the equipment that’s going is important for mission accomplishment on the reception side, the destination side, and also taking into account how quickly it needs to get there determines the mode of transportation.

DTJ: With so many moving parts with regard to both people and equipment, there’s a huge imperative to track everyone and everything at each stage of movement. What types of processes and technologies are in place to do that? Maj. Ward: Well, at least from the equipment side of the house, I’ve always been

spective, what’s the single most overlooked aspect that contributes to a successful move? Maj. Kinninger: I think probably the single most overlooked aspect is time, making sure that you synchronize that finite resource of time with all of the associated tasks for moving an entire brigade combat team from one part of the world to the next. The silver lining to this is sometimes we end up ahead of schedule. Our overall plan had us finishing rail load this week, but we were able to shift that to the left and we finished loading out rail on Friday. Mr. Will: Very important to me is leadership involvement. Leadership involvement is when you’re at the rail head or if at the container yard and leadership is there to make sure documentation is correct, deficiencies are corrected immediately so we can get the equipment moved out of here on time and efficiently.

A US Army convoy from the 64th Brigade Support Battalion conducts a logistical mission in Poland. US Army photo by Staff Sgt. Timothy Hughes/Released.

Maj. Kinninger: I would also add equipment size, hazardous materials, sensitive items, et cetera, and then of course Mr. Will just mentioned cost. All those factors are taken into account when we decide that. As the unit, we provide the recommendation and say ‘hey, this is the way we’d like things to move.’ At the end of the day, SDDC makes the final call as to how the stuff will move from point A to point B. DTJ: So then with regard to the personnel who are deploying, in terms of their movements, travel and lodging, how exactly do you make that mesh with the movement of all the equipment? Are they going at the same time, or is all of the stuff going and the people will follow? Maj. Kinninger: For example, everything going on the vessel is a 20+ day sail time from the States to Europe. So obviously we’ll send our equipment far enough ahead, and our equipment and soldiers will meet up at Bremerhaven, and then we 24

| Defense Transportation Journal | FEBRUARY 2017

fond of the Single Mobility System [SMS], an online portal provided by USTRANSCOM [US Transportation Command]. Within SMS you can track vessels, get itineraries for vessels, and track planned mission times versus actual times. It provides you with that level of in-transit visibility from wheels up to wheels down, or vessel departure to arrival at its final destination. On the personnel side of the house, there are a couple of systems that are used. There’s a deployment theater accountability system that provides in-transit visibility of soldiers as well, so that they’re able to track them by name and location. When soldiers actually depart, the departure control group here in Colorado Springs scans them into the system and once they’re in theater they’re scanned in [again] to track that they’re actually in theater. DTJ: Clearly transportation on this scale depend upon a lot of different factors coming together, hopefully smoothly. From your per-

Maj. Ward: Just one additional note and that is preparation at the unit level. So, if unit executive officers and unit movement officers and hazmat certifiers are prepared, if they have their stuff squared away prior to executing a deployment, it will lead to success without a doubt. DTJ: Are there any important points I’ve missed about this deployment that you’d like to highlight? Maj. Kinninger: Probably one of the other things to highlight is that past deployments have had units deploying into Iraq or Afghanistan, et cetera, for the past 15 years or so. Those deployments were all into a single location, moving through underdeveloped countries. This deployment is different. We’re going into a single location, however we’re moving through very well developed countries, with very set regulations that we will follow in order to accomplish the mission. Working through those has been a challenge, and made this different than other deployments. However, the help that we’ve received from the entire realm of personnel involved has enabled us to really lessen that impact. Even separated by an ocean, our personnel in the 21st TSC, the MCE [Mission Command Element] forward, have really done a great job of helping us work through those unique and different restrictions and make sure that we move through countries properly and still respect their laws and sovereignty. DTJ

WHY NDTA – WHERE ARE WE GOING? By Robert Sherrill NDTA Northwest Regional President and President, NDTA North Pole Chapter


here are a series of questions that I often ask myself, my board of directors, and consultants to make sure I’m tracking with what NDTA’s membership wants: Are we—and can we be—a viable organization? Is there a paradigm shift that we must embrace? Can I persuade potential new members that NDTA is advantageous to them? Where is the NDTA going at the chapter level? How do you start or restart a chapter, and what does it take to keep one going? How do we get our corporate members’ support at the national level, and have them encourage their personnel to get involved in supporting the chapter level? Many of these very topics also came up for discussion at the most recent meeting of NDTA’s Regional Presidents. In our globally competitive environment, it is important both as individuals and as an organization to constantly set new goals and objectives in order to improve ourselves and our organization. We simply cannot afford not to take advantage of new opportunities. One way to maintain and enhance skills and knowledge is to take advantage of professional development opportunities that an organization like NDTA provides. My belief is the best way to get more members is by providing professional education and then talking with those who have an interest—expand that benefits discussion to include building relationships, mentoring, community involvement and personal development. As NDTA develops programs of interest, it must also think about how to convey to individuals that our professional development programs will enhance their current and future “kit

bag” of connections, personal and professional development. The Air Force recognized this sentiment in the Secretary of the Air Force and Chief of Staff memorandum dated 23 February 2016, Subject: Interaction with Military Associations, “All personnel may enjoy a variety of benefits through their interaction with various military associations and other professional groups. In both the profession of arms and numerous occupational professions, these organizations support, promote, and develop the interest of our Services, as well as military professionalism… Through the years, military associations have provided numerous forums that foster military professionalism and development. The events are among the tools available to help you develop your people. At both the national and local chapter levels, these organizations also offer a wide variety of services to assist our military members and their families. In addition, these groups work to increase awareness of our mission with the American public and foster strong and mutually beneficial relationships among government, industry and civic leaders. Military associations represent an important dimension of our country’s strong interest in national defense. Please support involvement with military associations by your personnel in a manner consistent with Department of Defense and Air Force policies.” As NDTA’s meetings have become more educational and forward thinking in its speakers, professional discussions, briefings and roundtables, we’re making great strides in a positive direction. But is that enough? Will the chapter survive and stay viable? I believe it can, but only if it is also viewed as a professional educational organization

that expands the potential memberships’ logistics framework by bringing in speakers, conducting tours, etc. In Anchorage, Alaska, we have the advantage of three Air Force Wings, an Army Headquarters with nearly two Brigades, full-time Alaska Army National Guard HQ, US Coast Guard Sector of the 17th USCG District, Defense Logistics Agency, Department of Homeland Security, uni-

Will the chapter survive and stay viable? I believe it can, but only if it is also viewed as a professional educational organization that that expands the potential memberships’ logistics framework by bringing in speakers, conducting tours, etc. versities and high schools who concentrate on logistics, and the main hub of commercial logistics activities for the entire State of Alaska. I recommend all chapters create a list of possible briefings and tours in their areas—make this a group task by engaging with your board and corporate members to help ensure you’re on the right track to meeting the member’s needs. Having monthly, bi-monthly or even quarterly meetings may meet your chapter’s basic needs and I encourage the push that is the most effective for you. Our chapter has found doing anything in the summer months is not usually supportable, but if something comes up, we try to get “passing through” senior leaders for a briefing or working lunch. |


Successful chapter meetings and events take at least one, but preferably two to four individuals who work closely together getting the right venues, getting and maintaining senior leadership support and inviting personnel to see something of potential interest outside of their daily work. It also takes a lot of communicating and not being disappointed when briefings or tours have less participation than you would have desired. Remember, everyone is busy but having targeted briefings and tours that don’t take too much time is absolutely needed. Finding the right day of the week or month that will maximize participation is another key factor. Whatever you do, be open to new people and ready to make a pitch to become involved. Many of our chapters are aging and need younger members and “new

Get involved! This engagement will help you meet people, make friends, find mentors, and facilitate future possibilities. Participation in NDTA provides an excellent opportunity to meet those with similar interests, exchange ideas, and expand your horizons. blood” to get engaged. Often, members are not joining until they see retirement looming and now need to beef up their resume, post their resume through NDTA channels or want to know all the corporate members who they may be able to create a relationship with. We must find a way a get to them earlier, keep them as members and hopefully get them actively involved. One idea is for NDTA to look at changing the life membership limitations and be more creative in the financing of membership for potential life members at an earlier age. Sometimes, just getting the national corporate members creating an atmosphere of encouraging support to the local chapters is all you need. This push has to be initially done by the NDTA headquarters and then the chapters engage those organizations who are local but don’t participate. Having started and restarted now four chapters, I have a unique blend of experience, leadership, enthusiasm and drive. 26

| Defense Transportation Journal | FEBRUARY 2017

I believe everyone wants to learn more about logistics, since that is the glue to every successful organization. No matter what professional, organization or trade you are in, logistics plays a major part. As a government employee for the Defense Logistics Agency, a retired Air Force officer with over 27 years on active duty and more than four years of commercial air freight experience, I know what might be interesting, I am connected to many people and organizations, and I’m not afraid to put my neck out and ask. Communicating is the key and having board members from commercial industry and senior military consultants, keeps the vectoring in a realistic and positive direction. I also think it helps that I am not in anyone’s chain of command and therefore not a threat to anyone. But that’s not totally what works in Alaska. With the help of some other enthusiastic logisticians reinvigorating the Logistics Officers Association (LOA) local chapter, Northern Lights, we work closely together providing a broader awareness to all logisticians. While I would like every potential member to be officially in the NDTA, I am not as concerned whether someone joins NDTA as I am of providing professional briefings and/or tours of logistics in action. I need to get them in the door first, then work on becoming a member. My LOA counterparts have been able to get several General Officers to speak and now I have new members looking out for similar opportunities and willing to set up working lunches. We plan various venues, developed mutual calendars, and support each other and I am on their Board of Directors as a consultant. For our commercial members, I get them to sponsor a briefing and/or tour of their facilities which has gone over very well in the past year, with visits to the Port of Anchorage, Carlile Trucking, Lynden Inc. and FedEx NDTA fosters a unique brand of partnership between private and public enterprise—one found nowhere else in the global transportation, distribution, and government travel industry. We must emphasize and stress those relationships. Our members contribute expertise, experience and resources to enable swift and sure delivery of supplies and services to military forces and government travelers worldwide. They team up with the Department of Defense and other agencies

to target the challenges, leverage technology and ensure world-class mission support to the task at hand. Engagement and participation is needed. Showing the value of NDTA membership from networking, personal development, professional education, community involvement and mentoring by building relationships, broadening your network, sharing your knowledge, and staying current on industry trends are part of the value. An area of personal future expansion for me is engaging the local universities and high school logistics programs. Knowledge and competence in business are vital to success, but with that also comes the people who can help you along the way; help you learn, develop relationships, and build on your successes—engage yourself. Be open and ready when this may occur. Get involved! This engagement will help you meet people, make friends, find mentors, and facilitate future possibilities. Participation in NDTA provides an excellent opportunity to meet those with similar interests, exchange ideas, and expand your horizons. Too often we get caught up in day-to-day aspects of our jobs and forget that increasing our knowledge and developing leadership and management skills takes time and effort. I am giving back to both younger and more experienced logisticians any way I can. Professional development is something we owe ourselves, our peers and subordinates. Often a byproduct is helping others. NDTA can challenge you to make a difference. I have taken the first step, are you ready to take yours? DTJ

Robert Sherrill has 39 years of worldwide logistics experience as an Air Force officer, DOD civilian and commercial air freight salesman. He has a BA in Business from Washington State University and a MS in Systems Management from the University of Southern California. He is currently the NDTA Anchorage North Pole Chapter President and Northwest Regional President as well as an employee of the Defense Logistics Agency who loves his job as the Warfighter Support Representative for Alaska.

PROFESSIONAL DEVELOPMENT E-learning – Online Education and Professional Development Irvin Varkonyi, Past President, NDTA DC Chapter and Master Instructor, APICS DC Metro


echnology has impacted all of our personal and professional lives. Among the greatest impacts have been on the world of learning. E-learning. In its simplest form, E-learning utilizes electronic exchanges which connect learners with content. The variations on E-learning are abundant, but there are two basic types: 1. Asynchronous Learning – Learning not conducted in real time. In this mode, students access content on their own schedule without real time interaction with instructors or students. “Asynchronous learning can be carried out even while the student is offline. Asynchronous e-learning involves coursework delivered via web, email and message boards that are then posted on online forums. In such cases, students ideally complete the course at their own pace, by using the internet merely as a support tool rather than volunteering exclusively for an e-learning software or online interactive classes.”1 2. Synchronous Learning – Learning is conducted in real time. “Synchronous e-learning involves online studies through chat and videoconferencing. This kind of learning tool is real-time. It is like a virtual classroom which allows students to ask, and teachers to answer questions instantly, through instant messaging, which is why it is called synchronous. Rather than taking lessons alone, students associating themselves with synchronous e-learning software or online courses can easily interact with fellow students and their teachers during the course.”2 E-learning is both an alternative to traditional brick and mortar learning, as well as a supplement to such learning. Increasingly, technology is used within brick and mortar environments to complement the classroom experience. Forecasts for the fu-

ture suggest, if not already in place, that hybrid learning between the two will become the standard. Consider the use of Skype or GoToMeeting to conduct synchronous learning with students and instructors located in brick and mortar locations. BENEFITS AND DRAWBACKS OF E-LEARNING

There are benefits and drawbacks with E-learning. Among the benefits are that there are no boundaries or restrictions, it can be more fun, it’s more cost effective and it fits into our busy schedules. Consider as well the enhanced capabilities to offer content through E-learning. When conducted in a synchronous environment, the instructor can bring in guest lecturers regardless of their location to speak to the class virtually. It’s not quite as easy in the fixed location brick and mortar environment. Universities develop expertise and programs in part based on their location such as the George Mason University Schar School of Public Policy. I am an adjunct at the Schar School teaching at the Arlington location to draw on a wealth of resources in Washington with elected officials, lobbyists and all manner of think tanks. I’m able to call on experts to guest lecture in my Transportation Security class based on the proximity of the school to Washington, DC. By virtual synchronous E-learning, an instructor on the west coast can offer a similar class and make the same experts available. E-Learning can also offer more fun, incorporating virtual case studies and simulations. Students from different locations can work on case study teams, an opportunity they would not have if the right institution was not located in their home town. And the costs associated with E-learning are less, as the online environments does not come with the fixed costs of brick and mortar facilities. But, there are drawbacks. While many different fields have been adapted, some

content is not practical, such as physical skills repairing automobiles. Though mechanics training has virtual learning tools, their environment must contain cars. One could call this hybrid learning. Students are generally alone in an E-learning environment. “Though e-learning offers ease, flexibility and the ability to remotely access a classroom in the student’s own time, learners may feel a sense of isolation. This is because learning online is a solo act for the most part, which may give the learner the feeling that they are acting completely alone. As technology progresses and Elearning benefits from the advancements being made, learners can now engage more actively with professors or other students using tools such as video conferencing, social media, and discussion forums amongst others.”3 There can also be health concerns. Are we spending too much in front of devices, straining eyes and our posture? Are we losing confidence and ability to deal with human beings in a face to face environment? This is beyond the scope of this article, but there is concern about learning, work and personal relationships morphing into a continuous electronic loop. ONLINE MODELS

There are a variety of online models and course availability, “Coursera is a hub for universities that choose to offer online classes through its platform for free. Already, companies and corporations spanning the globe accept certificates of completion of classes offered in Coursera as valid credits, as if they had been completed at the university of origin.”4 Massive Open Online Courses (MOOC) have swept through universities and professional development institutions. “A massive open online course (MOOC /mu:k/) is an online course aimed at unlimited See Prof. Devel. pg. 30 |



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 + 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 Intermarine, LLC - US Ocean + 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 National Air Cargo + PLUS Norfolk Southern Corporation + PLUS Omni Air International + PLUS Panalpina World Transport Ltd. + PLUS Schuyler Line Navigation Company LLC + PLUS Senator International Freight Forwarding LLC + PLUS TOTE, Inc. + PLUS United Airlines + PLUS Universal Logistics Holdings, Inc. + PLUS Western Global Airlines + PLUS Best Western International BNSF Railway Bristol Associates CEVA Logistics Choice Hotels International CSX Transportation Echo Global Logistics, Inc. 28

| Defense Transportation Journal | FEBRUARY 2017

Global Logistics Providers LLC International Shipholding Corporation La Quinta Inns & Suites Matson Navigation Company Inc. National Air Carrier Association Portus

R & R Trucking Raith Engineering & Mfg. Co. W.L.L. SAIC The Pasha Group U.S. Bank Union Pacific Railroad UPS





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 World Group International ATS Specialized, Inc. Avis Budget Group aVolt Incorporated Baggett Transportation Company Benchmarking Partners, Inc. Bertling Logistics Inc. Boeing Company Bollore Logistics BOSS Engineered Logistics C.L. Services, Inc. Carlson Rezidor Hotel Group Chalich Trucking, Inc. REGIONAL PATRONS ACME Truck Line Advantage Rent A Car Agile Defense, Inc. Alaska Marine Lines Alaska West Express Amyx C5T Corporation CakeBoxx Technologies Cargo Experts Corp. Cartwright International Cavalier Logistics Ceres Terminals Incorporated CGM-NV a NovaVision Company

Coyote Logistics, LLC CWT SatoTravel DAMCO Daybreak Express DHL Express Eagle Freight, LLC Engility Corporation Enterprise Holdings Erickson Incorporated Estes Forwarding Worldwide, LLC Europcar Car & Truck Rental Eurpac Evanhoe & Associates, Inc. Executive Moving Systems, Inc. Extended Stay America Hotels FlightSafety International GE Aviation General Dynamics/American Overseas Marine GeoDecisions Greatwide Truckload Management Green Valley Transportation Corp. Hanjin Intermodal America, Inc. Hertz Corporation Hilton Worldwide Hybrid Enterprises IBM Institute of Hazardous Materials Management Intercomp Company Intermodal Association of North America (IANA) International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots

Keystone Shipping Co. KGL Holding KROWN1 FZC Kuehne + Nagel, Inc. LMI Logistic Dynamics, Inc. Manufacturing Skill Standards Council Marine Engineers’ Beneficial Association Marriott International Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. Mercer Transportation Company Meridian Global Consulting LLC National Motor Freight Traffic Association, Inc. National Van Lines, Inc. Northern Air Cargo 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 Sabre Travel Network 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 Skylease 1, Inc. Southwest Airlines Teradata Corporation Textainer Equipment Management (U.S.) Limited Transcor Transportation Institute Transportation Intermediaries Assn. (TIA) Travelport Tri-State Motor Transit Co. (TSMT) TSA Transportation LLC TTX Company Tucker Company Worldwide, Inc. United Van Lines, Inc. USA Jet Airlines USA Truck, Inc. Volga Dnepr Airlines Women In Trucking Association, Inc. XPO Logistics – Supply Chain

Chassis King, Inc. Columbia Helicopters, Inc. Dalko Resources, Inc. DB Schenker DPRA, Inc. DTI Enterprise Management Systems HLI Government Services JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Kansas City Southern Lineage Logistics LMJ International Logistics, LLC

MacGregor USA, Inc. Madison Hospitality MCR Federal, LLC mLINQS Move One Logistics Naniq Global Logistics LLC NFI NJVC Oakwood Worldwide Overdrive Logistics, Inc. Overwatch, Inc. (a division of Avalon Risk Management) Owner-Operator Independent Drivers Association Patriot Contract Services, LLC

Philadelphia Regional Port Authority PITT OHIO Port Canaveral Port of Port Arthur Radisson Resort At The Port Reckart Logistics, Inc. RST Freight Seatac Marine Services Staybridge Suites McLean-Tysons Corner Hotel TechGuard Security Tennessee Steel Haulers Trans Global Logistics Europe GmbH Wapack Labs Corporation YRC Freight |


CHAPTER NEWS SJV Chapter Gives Back


Cont’d from SDDC Updates pg. 8

By Terri Dalton

an Joaquin Valley Chapter, NDTA, hosted their annual Christmas Party on Thursday, December 8, 2016 at Chez Shari in Manteca, CA. This night was filled with delicious food and great networking. Most of all, it was a night of giving back to our community. We collected unwrapped toys for the Marine Corp’s Toys for Tots and blankets/ socks for St. Mary’s Interfaith Services who serve the homeless and less fortunate in the local area. DHL provided the transportation in delivering the donations for these organizations the day after the party. These generous contributions will provide warmth and happiness during this holiday season. Three local carriers were recognized for their continuous generosity to the San Joaquin Valley Chapter during 2016 including Pilot Freight Services, Cargo Inc (dba Ready Transportation, Available Shippers, Prompt Shippers), and Freight Solution

Providers. Thank you so kindly to all who support our Chapter and continue to make us successful! DTJ

Cont’d from Prof. Devel. pg. 27

structs the trainee. Learning is the process of absorbing that information in order to increase skills and abilities and make use of it under a variety of contexts.”6 My transition from the world of logistics into instruction has given me experience in both learning and training environments. I am an adjunct faculty member at American Military University, University of Denver and George Mason University where I teach in undergraduate and graduate programs, leading toward bachelor’s and master’s degrees. I also teach in a training environment offering professional development instruction with APICS, which offers credential courses in supply chain management. My classes include brick and mortar environment, exclusive online and hybrid. Online teaching gives me flexibility in my location and the time I have during the week to teach. This is a great advantage. The brick and mortar environment, such as NDTA’s annual Transportation Academy at the NDTA-USTRANSCOM Fall meeting, appeals to me a great deal. But, it is a requirement to attend them in person. Perhaps the future will see a virtual Transportation Academy. DTJ

participation and open access via the web. In addition to traditional course materials such as filmed lectures, readings, and problem sets, many MOOCs provide interactive user forums to support community interactions among students, professors, and teaching assistants (TAs). MOOCs are a recent and widely researched development in distance education which were first introduced in 2008 and emerged as a popular mode of learning in 2012.”5 LEARNING VS. TRAINING

In this article, we have applied the Elearning model in any environment where learning is taking place. It is important to note an additional characteristic of ELearning is that it can be applied to both learning knowledge, as well as training to acquire skills. “It’s important to understand the difference between learning and training. Of course they are inextricably linked, but they are unique aspects of any educational process. Training is the giving of information and knowledge, through speech, the written word or other methods of demonstration in a manner that in30

| Defense Transportation Journal | FEBRUARY 2017

their failure to meet performance goals. To ensure transparency and to build increased partnering opportunities with Installation Transportation Officers (ITO) and Transportation Service Providers, SDDC released a Carrier/Customer advisory on November 14, 2016 (CA-16-11/14-0106) detailing the new evaluation process. Interest in the program was positive and the ITOs and TSPs were provided the opportunity to provide feedback on the draft program documents via SDDC’s Docketing System. Because performance measures are only useful when based on credible and timely data, SDDC’s primary anticipated challenge is ensuring ITOs enter accurate information into CPM. TSPs can calculate their own performance scores by monitoring their shipments and viewing performance information in CPM for their respective Standard Carrier Alpha Code (SCAC). By raising the performance standards of all TSPs, the new program will help ensure the DOD meets its operational and sustainment requirements whether at war or in times of peace. DTJ 1






“Asynchronous E-Learning Vs. Synchronous E-Learning.” Mindflash, https://www. Accessed 24 January 2017. “Asynchronous E-Learning Vs. Synchronous E-Learning.” Mindflash, https://www. Accessed 24 January 2017. “The benefits and drawbacks of online learning.” Talentlms, https://www.talentlms. com/elearning/benefits-and-drawbacks-ofonline-learning. Accessed 24 January 2017. “Can we learn online by utilizing e-Learning tools?” Talentlms, elearning/can-we-learn-online. Accessed 24 January 2017. Pappano, Laura. “The Year of the MOOC.” The New York Times 2 November 2012. 24 January 2017. “Learning vs. Training, what is the difference?” Talentlms, learning-vs-training. Accessed 24 January 2017.

DTJ INDEX OF ADVERTISERS American President Lines, Ltd.................... Cover 3 American Roll-on Rolll-0ff Carrier (ARC)..... Cover 2 Bennett Motor Express, LLC.................................9 Evanhoe & Associates, Inc..................................23 FedEx Government Services....................... Cover 4 Landstar Transportation Logistics, Inc..................3 Maersk Line, Limited...........................................4 Tote...................................................................13

We cover your bases. APL’s dedicated U.S. flag services connect mainland U.S. with Asia, the Mediterranean, the Middle East, as well as U.S. territories, Guam and Saipan. As your trusted partner in ocean transportation and logistics for nearly 170 years, APL delivers mission-critical supplies and equipment to our troops, on time and on target. To learn more about how we support the U.S. military, visit |


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



| Defense Transportation Journal | FEBRUARY 2017

©2014 FedEx. All rights reserved.

Defense Transportation Journal  

Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-prof...

Defense Transportation Journal  

Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-prof...