Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

October 2018

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October 2018

FEATURES

GO BIG. GO FAST. GO SMART. October 2018 • Vol 74, No. 5 PUBLISHER

Maritime Delivers After Disasters

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By Amelia P. Smith

VADM William A. Brown, USN (Ret.) MANAGING EDITOR

Sharon Lo | sharon@ndtahq.com CIRCULATION MANAGER

Leah Ashe | leah@ndtahq.com PUBLISHING OFFICE

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

GRAPHIC DESIGN & PRODUCTION MANAGER

Debbie Bretches

FIGHTING FIRES FROM THE AIR

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By Rick Hatton

ADAPTING TO THE CHANGING OPERATIONAL ENVIRONMENT

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By RADM Dee L. Mewbourne, USN

THE NDTA AWARDS

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ADVERTISING ACCOUNT MANAGER

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

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

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

DEPARTMENTS COUNTDOWN TO 75 | Lori Leffler & COL Dennis Edwards, USA (Ret.)............................16 PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)......................................17 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................43 CHAIRMAN’S CIRCLE.......................................................................................44 HONOR ROLL..................................................................................................45 INDEX OF ADVERTISERS.................................................................................... 46

We encourage contributions to the DTJ and our online publication, The Conduit. To submit an article or story idea, please see our guidelines at https://www.ndtahq.com/media-and-publications/submitting-articles/.

NDTA Headquarters Staff

COUNT DOWN TO 75

VADM William A. Brown, USN (Ret.) President & CEO COL Jim Veditz, USA (Ret.) Senior VP Operations Patty Casidy VP Finance

ANNIVERSARY

Lee Matthews VP Marketing and Corporate Development Leah Ashe Manager, Database Kimberly Huth Director of Public Relations

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Rebecca Jones Executive Assistant to the President & CEO For a listing of current Committee Chairpersons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at www.ndtahq.com.

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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 to members on www.ndtahq.com.

Sharon Lo, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 sharon@ndtahq.com

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| Defense Transportation Journal | OCTOBER 2018

Noteworthy Times

By Lori Leffler, Chair, NDTA Special Projects Committee and COL Dennis Edwards, USA (Ret.), NDTA Life Member

Founded in 1944, NDTA will be celebrating its 75th Anniversary in 2019.

To commemorate this milestone event, we will be publishing a series of articles selected from our archives that will highlight important events in our Association’s history.

A

fter the end of World War II in 1945 throughout the United States, Europe, Asia and pretty much the whole world, there was a belief that WWII was “the war to end all wars”. Little did we know that in less than five years, US combat troops would find themselves on the battle field in another war—the Korean War. Technically it was not a “war,” but a “police action.” And although the war is still not over today (it ended in a “cease fire”, not a truce), that distinction was lost on most troops actually fighting the war.

That period between the end of WWII and the Korean War saw several transportation and world events of extreme importance. Just briefly, here were the biggest news stories: • 6 June 1944 – D-Day • 25 Aug 1944 – Red Ball Express established • 1944 – Federal-Aid Highway Act • 11 October 1944 – The Army Transportation Association (ATA) was founded • Six new chapters joined the ATA • February 1945 – The Association established its Transportation Journal • 6 August 1945 – First Atomic Bomb Explodes in Hiroshima • November 1946 – The Association’s 1st Annual Convention was held in Chicago • 26 June 1948 – Berlin Airlift Operations Begin • 1949 – ATA changed its name to NDTA • The government established the Department of Transportation, Joint Chiefs of Staff, US Air Force, Central Intelligence Agency, and National Security Council • The Civil Reserve Air Fleet (CRAF) Program begins One thing that is particularly noteworthy about the conflict, and not too well known outside of transportation circles, is the invention of two technological piecSee 75th Anniversary pg. 42

PRESIDENT’S CORNER Committing to Service VADM William A. Brown, USN (Ret.) NDTA President & CEO

I

am excited about the future for lots of reasons. Mostly I am optimistic because I see committed, trusted leaders in the Department of Defense and across industry. Their ability to be mission ready is the underpinning of our social fabric in America. Also, I am optimistic because in my first year at NDTA I have witnessed strong dialog between government and industry—at the strategic and tactical levels. Support to NDTA’s mission has been unwavering and issues are getting worked.

For that, we should all be grateful. Now, the opportunities presented by the Fall Meeting are just one more example of how

we can all work together for the benefit of our Nation. It’s important.

In this edition of DTJ, we are focusing on US response to disaster relief, humanitarian support, and other contingencies. Not only do the State Department, US Agency for International Development (USAID), and Federal Emergency Management Agency (FEMA) have to stay ready, but they often rely on US military (Active, Reserve and Guard) to respond as well. Each Combatant Command, both geographic and functional command, exercise and train to respond. The Defense Logistics Agency (DLA) is often called upon to coordinate food, fuel, cloth-

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Go Big. Go Fast. Go Smart.

Maritime Delivers After Disasters

By Amelia P. Smith, President, A.WordSmith Images courtesy Crowley

Crowley’s El Coquí, one of the world’s first combination container/roll on-roll off (ConRo) ships powered by liquefied natural gas (LNG), sails between the US mainland and Puerto Rico.

W

hen it comes to effective disaster response, experience shows that the best approach is often a multi-modal one comprised of marine, air and inland transportation support. Depending on the circumstances of each event, deploying a custom mix of these logistics modalities can hasten the delivery of humanitarian aid, the restoration of municipalities and, most importantly, the well-being of impacted individuals.

To ensure such capabilities are available when needed, today’s response agencies, such as the Federal Emergency Management Agency (FEMA), proactively partner with expeditionary logistics companies that can offer this type of comprehen-

sive support. Prior to an event, these pre-arranged partners typically have responsibility for being intimately familiar with the response plans; staging relief supplies; and ensuring resources, such as warehouse space, materials and equipment, are available if needed.

And while each transportation option brings unique benefits to the equation, perhaps one of the most fundamental of the three is maritime—also one of the oldest industries in existence. Today’s maritime companies are more than just basic tugand-barge operators; many are experienced logistics providers that can offer end-to-end, supply chain solutions for all types of customers. www.ndtahq.com |

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In 2015, Crowley provided critical logistics services in support of Operation United Assistance (OUA), the US military’s mission to fight the Ebola virus epidemic in West Africa. Shown is an aerial photo of the Gbediah Ebola Treatment Unit in Liberia.

One such company that has demonstrated full logistics services and marine solutions to a wide variety of US response agencies is Crowley Maritime Corporation, headquartered in Jacksonville, FL. As a well-known logistics company with its roots in the marine industry, Crowley has over the decades provided response agencies with marine, inland and air transportation options for a variety of incidents, including natural disasters, chemical weapons handling and disposal, humanitarian assistance, military, and commercial operations around the world.

The advantages of response organizations partnering with a marine-focused logistics company can’t be overemphasized.

“If a storm hits, infrastructure and roadways can be devastated,” said Crowley’s Bob Weist, Vice President, US Land Transportation. “But the ocean is usually left untouched. Maritime companies can do immediate waterway assessments to gain access to ports often faster than roadways can be reopened. And most barges don’t require port infrastructure to work—marine operators can maneuver beach landings or lighter humanitarian cargo ashore to provide immediate relief and support to people in need.”

While air transportation unquestionably offers some of the fastest speeds, Crowley’s Kris Rogers, Director, Government Services, points out that: “Even smaller barges can carry more than 100 times the cargo that a single aircraft can, as well as heavier loads, at a much lower cost.”

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| Defense Transportation Journal | OCTOBER 2018

The ability to deliver mass amounts of humanitarian aid, oversized and overweight equipment and materials, support vehicles and more immediately after a disaster is paramount.

“Crowley understands that FEMA has an unofficial mantra in times of crisis,” continued Rogers. “It’s ‘go big, go fast and go smart.’ When we hear this, it means we should use all our resources to get the job done, which can be overwhelming to those unaccustomed to that type of response.

But we’ll get the job done quickly using whatever solution is needed. It’s in our DNA to do so.”

HURRICANE MARIA, PUERTO RICO

Most recently, the maritime industry demonstrated this capability in Puerto Rico after Hurricane Maria made landfall on September 20, 2017. The storm claimed lives and crippled the island’s infrastructure and power grid.

As a Jones Act shipping line and leading provider of supply chain services between the US mainland and Puerto Rico for more than 65 years, Crowley was the US government’s solution for response support. The Jones Act, also known as the Merchant Marine Act of 1920, requires vessels in domestic waterborne trade to be owned by US citizens, built in the United States and crewed by US mariners. As an American-flagged carrier, Crowley has for decades maintained strong relation-

ships with Puerto Rico leaders, as well as US government response agencies. Officials also knew of Crowley’s reputation and capabilities from the company’s previous rapid expeditionary response efforts around the world.

Prior to the storm, Crowley, had pre-positioned vessels that could respond as soon as the storm passed, carrying 2,200 full container loads of food and aid cargo, as well as commercial goods with thousands more loads to follow. Because air cargo was limited early on, US Jones Act carriers, like Crowley, were the island’s immediate lifeline.

When the San Juan harbor reopened on September 23, Crowley was the first to enter, and managed the logistics and transportation of more than 100,000 TEUs (20-foot containers or equivalents) of government relief and commercial cargo that would be transported over the next six months. The company’s new Isla Grande pier, cranes and terminal infrastructure upgrades sustained only minor damage and thus provided a stable discharge point for the cargo.

The government relief effort, run primarily through FEMA and Army Corps of Engineers (USACE), involved the transportation of tens of thousands of shipping containers loaded with water, meals and other lifesustaining materials, as well as transporting power poles, electrical transformers and other infrastructure. The Crowley-managed supply chain for the government stretched from the US Northwest to the island.

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Crowley’s teams next expanded its USflagged fleet from nine to 16 vessels, thanks to the addition of two company-owned and retrofitted, heavy-lift, flat-deck barges, as well as chartered vessels. The larger fleet in service ensured almost daily vessel arrivals and an upped capacity by 67 percent.

“Jones Act carriers have the robust capability to upscale the services already provided and call upon their existing network of logistics providers,” said Crowley’s Wally Gonzalez, Director, Project Logistics. “If a third party attempted this, they would have been starting from scratch. In this case, we had employees and assets already in place. We could utilize and augment a first-class vessel fleet that was already serving the island.”

Even with the unprecedented levels of cargo being transported by Crowley and other US-flag carriers, immediate pickup of containers lagged in the Port of San Juan, as did the return of empty containers to support the flow of supplies to store shelves and distribution centers. Roadways were blocked, virtually all communications were down, there was no electricity and a shortage of available truck drivers limited over-the-road transporta-

tion and distribution of the cargo coming in by ocean vessels.

To alleviate this challenge, the company worked with government leaders and others to help restore the supply chain. It sourced equipment as far away as the Mid-

Roadways were blocked, virtually all communications were down, there was no electricity and a shortage of available truck drivers limited over-the-road transportation and distribution of the cargo coming in by ocean vessels. west, adding 5,000 extra containers and hundreds of additional chassis to its Puerto Rico equipment fleet and it doubled warehouse space on the island to alleviate delayed turn times. That solution came from Crowley’s logistics team, whose intermodal team partnered with CSX to supply containers by train from Chicago to Jacksonville, FL, to help provide cargo capacity.

“We were the premier transportation service provider to several responding

THE BEST CHOICE FOR EXTENDED STAY LODGING 22

| Defense Transportation Journal | OCTOBER 2018

agencies, providing everything from crossdocking in the US, shipping to the island and trucking of cargo across Puerto Rico,” said Gonzalez. “There are very few companies that could have provided an end-toend solution like Crowley did for an event of this magnitude. FEMA looked at us as the primary transportation option to support this operation.”

To help improve fuel distribution across the island, Crowley supported the Defense Logistics Agency (DLA)’s emergency response fuel supply contractor Foster Fuels, shipping more than 130 of their fuel trucks to San Juan. When demand surged for CDL/HAZMAT-certified fuel truck drivers, Crowley Fuels—the company’s Alaska-based petroleum transportation, distribution and sales division—dispatched six of its own drivers from Alaska to support the island.

The rebuilding of the electrical grid in Puerto Rico also presented challenges, so the government again turned to Crowley for solutions. Starting in November, the company transported around more than 50,000 wooden, concrete and galvanized steel poles; over 10 million miles of wire;

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7,000 transformers; and much more materiel aboard multiple flat deck barges.

But helping to restore power on the island of Vieques off Puerto Rico’s eastern coast presented more challenges. Together, Crowley’s logistics, liner services and ship management teams chartered a specially sized barge to carry equipment and materials; provided the necessary logistics, freight forwarding and delivery services; and managed the stevedoring operation over a semi-improved bulkhead.

“We continued to work with our customers in Puerto Rico and stateside, including FEMA, to provide them with reliable services to meet the recovery needs,” said Frank Larkin, Senior Vice President and General Manager, Logistics and Commercial Services. “As a full supply chain services provider, we understood that services from the port onward—including warehousing and final-mile deliveries— were crucial to the island’s recovery.”

HURRICANE SANDY, NORTHEASTERN US

In 2013, New York and New Jersey experienced similar devastation following Hurricane Sandy. Again, the maritime industry rose to the challenge.

The Department of Transportation (DOT)’s Maritime Administration (MARAD) has a mission of ensuring that the US transportation network can recover quickly after natural disasters or other incidents. One way it does this is by maintaining a Ready Reserve Fleet (RRF) of ships that can deliver cargo and aid, as well as provide cost-effective berthing and meals to responders when hotels and restaurants aren’t an option.

Following Sandy, the RRF ship, S.S. Wright (managed by Crowley), along with fellow MARAD vessel USTS Kennedy, relocated to Staten Island, NY, to provide berthing and meals for more than 900 FEMA personnel and Red Cross relief workers, among others, daily. Stationed in New York for more than a month, the S.S. Wright provided more than 4,000 overnight accommodations and over 15,000 meals.

“The rapid activation and deployment of the S.S. Wright to New York and success of the mission was unprecedented, thanks to the cooperation and joint effort of afloat and shore-side personnel,” said Crowley’s Mike Golonka, Vice President, Government Services. “The entire effort was a testament of how Crowley—and the mari-

time industry as a whole—can offer relief during times of great need.”

But the response wasn’t limited by the shoreline. Proving full supply chain solutions yet again, Crowley’s logistics team coordinated the land transportation of oversized pumps, generators and associated equipment in support of DLA and USACE. Crowley’s liner shipping services team, then based in Pennsauken, NJ, provided additional support services by supplying necessary transportation equipment and truck drivers. The fleet of heavy haul trucks—nearly 150 in total from all over

the US and Canada—delivered the out-ofgauge equipment to Lakehurst, NJ, where the Crowley logistics team then arranged for the cargo to be unloaded quickly using heavy-lift cranes and transported to their final destinations throughout the tri-state area via cost-effective shuttles. In a single day up to 30 trucks made deliveries.

“Similar to our response efforts following Hurricane Maria, and others in the past, we leveraged our companywide talents, personnel and assets to deliver a top-notch suite of response capabilities that greatly benefited that stricken area,” said Rogers.

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OPERATION UNITED ASSISTANCE FOR THE EBOLA EPIDEMIC, AFRICA

freighted humanitarian aid and construction supplies for distribution, and it arranged for trucking support for more than 4,000 loads of cargo to remote construction sites in Liberia.

Crowley’s efforts ultimately supported the more than 3,000 deployed US troops and made possible the construction of 17 fully stocked, remote Ebola treatment centers.

“Crowley’s ability to respond to a requirement of that magnitude with very little time is a testament to the company’s global reach and commitment to deliver,” said Gonzalez. “This success is due to our unique combination of technical maritime skills that are overlaid with global logistics capabilities. There really isn’t another company that could offer this kind of support as quickly and safely as we did. The project was tailor made for us—and it was the right thing to do.”

It’s important to note that the advantages of a maritime response extend beyond Crowley’s traditional logistics footprint of the US and Caribbean Basin. In 2015, the maritime industry was also tapped to provide critical logistics services in support of Operation United Assistance (OUA), the US military’s mission to fight the Ebola virus epidemic in West Africa. These efforts, delivered by Crowley, included supplying emergency shipping, warehousing, trucking, stevedoring, Customs brokerage and other logistics capabilities, first to the US Government’s DLA and then to the US Army, in both Liberia and Senegal, Africa.

To DTJ3.qxp_Layout 1 8/10/18 2:21 PM Page 1 The support began within a week of being notified that aid was required. During that time, Crowley developed an innovative solution that included chartering the James Street Vega, Associates containership whichRef.#3936 had the cargoProduction questions?

708-528-0682 carrying capacity of 17 Call C17 Martha Globemaster Advertiser: Anacostia Rail in Holdings military transport aircrafts a single run, GO BIG, GO FAST, GO SMART 1/2-page Display Ad for DTJ, October 2018 issue from Germany to the staging area of DaAs demonstrated in just these few examkar, Senegal, and final destination in Buples, the maritime industry is uniquely chanan, Liberia. The plan also included positioned to respond to incidents around establishing eight warehouses to receive air the world with full supply chain solutions,

that include marine assets, inland transportation, air support and more. In the past decade alone, Crowley, along with the greater maritime industry, has provided innovative, multi-modal support to government response agencies following Hurricane Katrina in New Orleans, in 2005; the earthquake in Haiti, in 2010; the demobilizing of Syrian chemical weapons at sea, in 2015; and countless others.

“Those of us in the maritime industry are actually knowledgeable in land, air and sea,” said Weist. “For most of these events, it wasn’t just one factor that made the responses successful. It happened because the industry pooled its resources and worked together with government agencies to prepare for and execute a response. At the end of the day, the maritime sector knows it’s about getting humanitarian aid where it is needed, helping infrastructure be rebuilt and improving survivors’ quality of life.”

Though no one can predict when or where the next event will take place, a look back at history confirms that the maritime industry stands at the ready to support nearly any response required around the world. DTJ

EXPERIENCED SECURE READY TO SERVE ANACOSTIA RAIL

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| Defense Transportation Journal | OCTOBER 2018

10

By Rick Hatton Founder, 10 Tanker Air Carrier Photos Courtesy 10 Tanker Air Carrier

Tanker Air Carrier, LLC (10 Tanker) has successfully introduced a superior capability to the fixed-wing sector of aerial firefighting and has become recognized as a world leader in this industry. The company’s mission is to produce and operate large jet air tankers that enhance safety, effectiveness, and efficiency in the worldwide application of aerial suppressants on wildfires.

10 Tanker commenced research and development of next generation airtankers in 2002. Industry leading personnel from OMNI Air International with an extensive history of heavy jet operations, modifications, and aircraft ownership were assembled. After two years of research into aerial firefighting requirements and the future direction of the industry, 10 Tanker began to modify and certificate its first DC-10 for this dedicated purpose. As OMNI transitioned to 767s and 777s, 10 Tanker was formed as a separate company and acquired OMNI’s highly-maintained DC-10s. Firefighting operations commenced in 2006 and continued to increase in effectiveness and geographic scope as professional fire fighters and agency managers became familiar with the benefits of increased airborne suppression loads. As demand for more capability grew, 2018 saw 10 Tanker introduce its fourth aircraft to the fleet. Client agencies now fully endorse this innovative and proven next generation product and its utilization trends upward annually.

www.ndtahq.com |

25

WILDFIRES

Wildfire indicators—temperature, drought, human activities, and the deteriorated condition of forested lands—point in the direction of more, not fewer, future wildfires.

Wildfire threat awareness, not only in the US but throughout the world, is at an alltime high. A body of independent research shows not only an increase in the number of wildfires but an increase in acreage burned and the inherent economic costs. Worsening trends are universally predicted. More resources are needed for suppression and protection, and are increasingly a subject of political awareness and concern. The fixedwing aerial firefighting segment was in need of significant upgrades, a process currently being implemented or planned by numerous worldwide government agencies. Wildfire preparedness and suppression budgets are stretched increasingly thin, but measures are being taken to better address the devastating effects of uncontained wildfires where human safety and untold economic loss far outweigh apparent fiscal shortages.

Motor Fire – Entry over the top and down the mountain

THE AIRCRAFT

As with many innovations, 10 Tanker faced significant barriers to entry in developing and implementing the aircraft into its new role. At significant expense these challenges have been systematically addressed by 10 Tanker in its 16 years of existence and now 13 years of operations.

These challenges included: • Risk capital • Technical risk of product design & testing • Federal Aviation Administration (“FAA”) certification • FAA Code of Federal Regulations (“CFR”) operating and repair authority • US Forest Service (“USFS”) Interagency Tanker Board (“IAB”) technical approval • USFS & other fire agency contract awards • Crew training, certification & experience • Acceptance of aircraft in the insurance market • Institutional and user agency integration into operations • Continual product improvement Using private risk capital, 10 Tanker’s research and development of a suppressant tank system for a modified DC-10 aircraft to create modern jet-powered aerial firefighting capability took five years. Since fire operations commenced, 10 Tanker has had a dramatic impact on wildfire aerial suppression efforts.

26

| Defense Transportation Journal | OCTOBER 2018

Protecting the Urban Interface

The modification of the aircraft is certified by FAA under a Supplemental Type Certificate (“STC”). Certification of 10 Tanker’s management, maintenance, flight operations, training, and safety programs are endorsed by FAA, the OEM (Boeing), USFS, CalFire, and CASA. The company is authorized to operate under FAA CFR 14, Parts 137 and 145. USFS has issued Interagency Tanker Board (“IAB”) approval to the aircraft’s external, gravity-propelled, computercontrolled drop tank system. A NASA study initiated by USFS found 10 Tanker’s operations, engineering and maintenance suitable for firefighting applications. 10 Tanker’s aircraft are cleared to suppress fires on federal land irrespective of the controlling agency.

Over the course of its fire operations, 10 Tanker has flown over 4,000 missions on more than 700 wildfires in fourteen states and two foreign countries. Professional fire fighters from numerous local,

county, state, and federal agencies—the User Community—have increasingly recognized the value of the step change in capability afforded by the DC-10.

The DC-10’s contribution to wildfire suppression is due principally to four breakthroughs: 1. CAPACITY – 9,400 US gallons (3,600 liters) per load – three to ten times that of alternative aircraft 2. SPEED / RANGE – Jet speed to and from a fire location, putting the asset within one hour of fires at a distance of up to 400 nautical miles from numerous aircraft bases 3. COST EFFECTIVENESS – Lowest cost per gallon delivered when large quantities of suppressant are typically demanded 4. SAFETY – A platform delivering superior maneuverability and reduced flight exposure

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In addition to 10 Tanker’s proven effectiveness in saving lives, property, natural resources and economic disruption, the enhanced suppression of wildfires has an enormous positive impact on reducing carbon emissions into the atmosphere.

Numerous studies indicate wildfires can easily outstrip human activity in terms of harmful CO2 emissions.

The consensus among wild land firefighting professionals is that suppressants dropped from fixed wing aerial support aircraft need to be reliable, controllable, and repeatable. Coverage levels (gallons per 100 square feet) ranging from two to ten are typically called for by incident commanders. Timing, accuracy, and quantity effectively delivered at the desired coverage level are vital to effective suppression and containment.

As dramatic as the aircraft may appear, it is the “mud on the ground” safely delivered to the right place at the right time that wins the day. Gravity propelled, computer controlled “constant flow” delivery systems have evolved to be the technology of choice in next generation air tankers. Safety is paramount for both aircrews and ground

firefighters. The DC-10 enhances safety in two significant ways: Less flying to deliver the required quantity of suppressant; and an aircraft that is operating at only 60 percent of its previously certified takeoff gross weight when it departs with a full load of retardant, but only requires three hours of fuel. Vertical performance exceeds all other air tankers in the drop zone inclusive of an

unlikely simultaneous failure of the drop and an engine.

10 Tanker personnel are proud to be contributors to the evolution of this industry by bringing a quantum improvement in payload housed in an aircraft that has the performance and control to safely and effectively deliver required suppressants at substantial savings to the public. DTJ

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| Defense Transportation Journal | OCTOBER 2018

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Adapting to the Changing Operational Environment

Improved Navy Lighterage System Warping Tug 11 tows equipment into place alongside Military Sealift Command USNS Brittin (T-AKR 305) in order to be fueled during Joint Logistics Over the Shore (JLOTS) 18, April 16, 2018. (US Navy photo by Mass Communication Specialist 2nd Class Kenneth Gardner)

C

ontinuing attacks on commercial vessels operating near the strait of Bab-Al-Mandeb and the Red Sea demonstrate that there are, and will remain, threats to mariners and ships that make portions of the maritime commons contested. In fact, there is broad consensus that today’s security environment is faster paced, more complex, and increasingly competitive.1 The recently published National Defense Strategy makes this very clear: “We are facing increased global disorder, characterized by decline in the long standing rules-based international order—creating a security environment more complex and volatile than any we have experienced in recent memory.”2 The strategy leaves no uncertainty as to our charge: “The Nation must field sufficient, capable forces to de30

| Defense Transportation Journal | OCTOBER 2018

feat enemies and achieve sustainable outcomes that protect the American people and our vital interests.”3 Sealift is integral to executing the requirements of the National Security and National Defense strategies. To give context, an example from World War II demonstrates where sealift was the decisive factor in the outcome of a larger national security imperative.

The Battle of the Atlantic pitted German U-boats against US and Allied merchant shipping. The Battle of the Atlantic was not what one usually thinks of as a “battle,” since it did not take place in one location over a limited period. It was a battle for control over the supply chain. Using escorted convoys, the Allies moved equipment and supplies that fed, fueled, and armed Great Britain and were essential to her survival.

The success of the Allied effort enabled the

By RADM Dee L. Mewbourne, USN Commander, Military Sealift Command

“

We are facing increased global disorder, characterized by decline in the long standing rules-based international order—creating a security environment more complex and volatile than any we have experienced in recent memory.

”

– National Defense Strategy

build-up of troops and supplies that led to the defeat of the Germans on the continent.

Winston Churchill, the wartime Prime Minister of the United Kingdom noted in his memoirs, “The Battle of the Atlantic was the dominating factor all through the war. Never for one moment could we forget that everything happening elsewhere,

DRIVEN BY HEROES

Since 1895, the Army & Air Force Exchange Service has gone where Soldiers, Airmen and their families go to improve their quality of life through valued goods and services.

Driving that mission is the Exchange’s Logistics directorate, which uses its supply chain—from purchasing to warehousing, transportation and delivery—to bring a taste of home to America’s Warfighters and their families across 49 states, four U.S. territories and 34 countries.

state-of-the-art warehouse and transportation management systems, the Exchange’s own import program, and the 12th largest private retail fleet in the United States. The Exchange also works with the United States Transportation and its network of commercial carriers to transport goods overseas.

An activity of the Department of Defense, the Exchange is more than just tax-free shopping and military-exclusive pricing: In 2017, the Exchange outfitted more than 1.1 million troops with combat uniforms and served 2.6 million school lunches to their children overseas. The organization also operates seven plants providing baked goods, bottled water and ice to overseas installations.

This infrastructure not only supports the Exchange’s 2,700 worldwide facilities but also fulfillment of orders placed at ShopMyExchange.com. Besides transforming its distribution centers into e-commerce fulfillment centers, the Exchange has equipped more than 90 brick-and-mortar stores to fulfill e-commerce orders from their stockrooms, reducing freight costs, maximizing inventory and enhancing the selection online and in stores.

“A lot of our carriers may not realize that the goods they are moving don’t just support Exchange stores,” said Karen Stack, Executive Vice President and Chief Logistics Officer for the Exchange. “They could be carrying U.S. ingredients to make bread in our overseas bakeries that serve military families thousands of miles away to help them feel a little bit more at home.”

Further, 100 percent of Exchange earnings support the military community. During the past 10 years, the Exchange distributed more than $2.4 billion to Quality-of-Life programs critical to maintaining force readiness and resiliency, including Child Development Centers, Youth Programs, Fitness Centers and more. All remaining earnings are reinvested into improving the shopping experience.

Behind this wide-ranging support is a comprehensive logistics operation encompassing 12 worldwide distribution centers,

Logistics is also at the heart of the Exchange’s support for troops serving in remote locations like Iraq and Afghanistan, military exercises, and disaster-stricken areas at home. Last year, the Exchange provided one-of-a-kind support after hurricanes Harvey, Irma and Maria, shipping 50 truckloads of critical supplies like water, generators and batteries to troops and first responders in Texas, the Southeastern United States and Puerto Rico. The Exchange also deployed Mobile Field Exchanges—trailer-sized stores stocked with soap, toothpaste, deodorant and more—to bring essentials and comforts of home to troops conducting rescue missions in hurricaneravaged areas.

“Our customers are heroes, and the Exchange maintains a constant state of readiness to support service members and their families,” Stack said.

shopmyexchange.com www.ndtahq.com |

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on land, at sea, in the air, depended ultimately on its outcome.”4 Looking at the environment today, [former] Commander of US Transportation Command (USTRANSCOM), General Darren McDew, said: “When the United States goes to war, USTRANSCOM moves 90 percent of its cargo requirements with the strategic sealift fleet…The ability to deploy a decisive force is foundational to the National Defense Strategy, as the size and lethality of the force is of little consequence if we are unable to project power in the pursuit of national objectives.”5

able to load unit equipment within five days of force activation. These ships, along with the Maritime Prepositioning Forces located in Guam and Diego Garcia, quite literally will be the first to move out to carry forces forward should our nation go to war—the “911 force” for heavy sealift. To give perspective, just one of these ships can hold half of an Armored Brigade Combat Team; a single ship can carry the equivalent of about 260 C-17’s worth of cargo!7 For MSC, as the Naval Component Command to USTRANSCOM responsible for operating the sealift fleet, maintaining and sustaining these ships and providing for the training and readiness of their

A Sailor assigned to a Navy Cargo Handling Battalion walks down the ramp of the USNS Mendonca, a Bob Hope-class large, medium-Speed roll-on/roll-off (LMSR) vessel, at Joint Base Pearl Harbor-Hickam, Hawaii, on Jan. 4, 2018, as vehicles and equipment from the 25th Infantry Division are loaded aboard the Mendonca to be shipped to Texas for use at the Joint Readiness Training Center at Fort Polk, Louisiana. (US Army photo by SSG Armando R. Limon, 3rd Brigade Combat Team, 25th Infantry Division)

Throughout its history, Military Sealift Command (MSC) has contributed to American security and prosperity by providing assured maritime logistics during peace and war. If it is to continue to meet this obligation, MSC must adapt to meet emerging security challenges in order to fulfill vital responsibilities that are fundamental to our nation’s sealift strategy. Our mission is clear: MSC exists to support the joint warfighter across the full spectrum of military operations, providing on-time logistics, strategic sealift, as well as specialized missions anywhere in the world, under any condition, 24/7, 365 days a year.6 Under our surge sealift portfolio, we operate 15 CONUS-based, large roll-on/ roll-off vessels in a reduced operating status, located near ports of embarkation and 32

| Defense Transportation Journal | OCTOBER 2018

crews is a demanding challenge and one of our most important priorities. First and foremost, consider the age of the platforms involved. When we look to industry, we note the commercial standard for ship life is about 25 years based on an exponential rise in maintenance costs at that age.8 The 15 surge sealift ships in the MSC fleet range from 15 to 46 years old, with the majority being 30 years or older. As ships and machinery get older, they require more resources to maintain them at the same level of readiness. Repair parts for many pieces of equipment are no longer available, necessitating replacement of obsolete machinery.

In addition to aging platforms, this is also a fleet uniquely dependent on yesteryear’s technology. Of the 61 sealift ships that MSC and the US Maritime Admin-

istration (MARAD) support, 26 are steam ships, a propulsion method that the commercial shipping industry began to phase out due to the size, weight, efficiency and reliability advantages of diesel engines.9 Adding to this challenge is the ability to sustain the skilled mariner workforce required to operate and maintain steam propulsion plants. As the number of steam ships throughout the globe has dwindled in both commercial and military fleets, so too has the number of licensed steam engineers, with limited opportunities to gain practical experience, sustain their readiness, or to train their reliefs.

To address the challenges inherent to this critical component of our nation’s defense, MSC has implemented a robust effort to improve sealift capability and readiness. Over the past two years we have been instituting actions to adapt to the changing environment in which we operate.

At MSC, we like to call it “Bending the Curve”—our comprehensive multi-year plan of action to gain and sustain competitive advantage and relevance. We are focused in four broad areas of improvement: • Holistic Readiness: Ensuring the modernization and readiness of our platforms; • Training Wholeness: Ensuring our mariners have the skills to mitigate emerging threats across all five dimensions; • Capability Alignment: Ensuring we remain aligned with the Fleet and Joint Forces; and • Experiential Learning: Ensuring that we are learning as fast as possible.

In the area of holistic readiness, we are making whole our maintenance and readiness accounts, executing inspection programs to quantitatively assess ship readiness, and developing detailed force generation models for each class of government-owned ships. The result of these efforts will ensure MSC ships are ready for tasking and can perform across the full spectrum of maritime operations.

Within the training wholeness line of effort, we are focused on mariner training, ensuring Department of Defense mariners have the skills to fight and survive in the new operating environment. To meet this need we have implemented basic and advanced operations courses that focus on operating ships in a contested environment. We are improving mariners’ tactical knowledge through academies, war games, and participation in inte-

grated Fleet events, as well as tactical afloat training that includes skills such as multiship maneuvering, counter-detection tactics, and emissions control. Ultimately we must train and empower our mariners to operate in the new maritime, focusing on developing leaders of winning teams, teaching the skills needed to survive and prevail at sea, and unleashing a warfighting mindset that embraces adaptability and toughness.

Capability alignment includes our campaign to operationalize MSC and align priorities and actions with the Fleets, Joint and Naval doctrine, USTRANSCOM, the Joint Staff, and the Department of Defense.

In addition to promoting Fleet Design and joint warfighting integration, we are focused on leading edge cyber knowledge and resilience across our enterprise. Specific areas we are addressing include: accelerated data throughput, creating a scalable afloat network, developing an embarkable maritime communications capability, producing resilient navigation systems, and providing a secure and collaborative environment to communicate with industry partners.

We are supporting our work in these areas through experiential learning with a focus

on experimentation and learning fast. We are participating in wargames, Fleet experimentation and exercises, ensuring that operational logistics are accurately and robustly incorporated into problem sets and models.

Finally, we are reaching out to our partners in industry, the maritime unions, and maritime academies to collectively address and solve common problems. Areas ready for industry action and collaboration include developing an unassailable supply chain, building resilient and adaptive networks, fostering a culture focused on advancing capabilities, and growing a capacity for rapid expansion. Our partners expand our scope of operations by providing additional tools to accomplish the mission.

Said another way, we cannot accomplish our mission without maintaining strategic relationships with organizations and partners that mutually strengthen one another.

At MSC we recognize the imperative to adapt to the exponential changes in the maritime environment and boldly pursue uncompromising effectiveness in mission execution.

We are doing so by harnessing innovation, creatively partnering with stakeholders, and ensuring a high standard of material readi-

ness for our sealift ships and realistic, rigorous training of our crews. We do so with a thoughtful and persistent approach to caring for our people, a watchful eye on efficient stewardship of the resources entrusted to us, and alignment with our nation’s strategic guidance. Providing assured sealift logistics to the warfighter demands nothing less. DTJ 1 US Navy, The Future Navy (White Paper), May 2017, p. 3.

2 Summary of the 2018 National Defense Strategy, p. 1.

3 Ibid., 5.

4 Winston Churchill, The Second World War, Volume V, Closing the Ring (Houghton Mifflin Company, 1951).

5 Testimony of Gen. Darren McDew, USAF, Commander, US Transportation Command, before HASC Readiness/Seapower & Projection Forces Joint Hearing, March 2, 2018.

6 US Navy, Military Sealift Command, Voyage Plan Mission Statement, March 29, 2018.

7 US Army, Notional Deployment Data, April 2016.

8 US Code Title 46, requires Maritime Security Program (MSP) vessels to be less than 25 years old to participate.

9 Society of Naval Architects and Marine Engineers, “Marine Power Plants for the 1970s,” Technical and Research Bulletin 3-26, January 1974, sections 2.3.4 and 2.4.1.

Readiness Every department.

Every mission.

Every day. www.deloitte.com/us/dns

Copyright © 2018 Deloitte Development LLC. All rights reserved.

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33

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Ebeye/Kwajalein

| Defense Transportation Journal | OCTOBER 2018

For more information, speak to one of our shipping experts at (800) 4-MATSON or visit Matson.com.

NDTA has a number of awards that recognize individual and corporate members, as well as chapters and military units that have excelled in fostering the goals and aims of the association. These awards include the NDTA Corporate Distinguished Service Awards, NDTA Instructor of the Year Awards, and Military Unit of the Year Awards, among others. We congratulate this year’s award winners and thank them for their contributions to the association, as well as to the greater logistics and transportation community.

TORSANI MEMORIAL AWARD FOR LIFETIME SERVICE & ACHIEVEMENT

COL Joseph A. Torsani, Jr., USA (Ret.) 1934-2014 Over the course of decades, COL Joseph A. Torsani, Jr., USA (Ret.), dedicated his time, leadership and logistics expertise to the National Defense Transportation Association. COL Torsani served tirelessly in key positions at the state and national levels, including the NDTA Foundation and the Council of Regional Presidents. He represented the face of the association to many members and helped guide the association as the nation confronted new global challenges. COL Torsani truly embodied NDTA’s values and commitment to education, knowledge sharing and fostering the next generation of professionals.

In his memory and in the spirit of his many contributions to the association, NDTA proudly presents the Torsani Award on a special basis to recognize many years of service to and advocacy for the association.

This is the highest honor the association can bestow and Torsani Award recipients are personally selected for extraordinary achievement by NDTA’s President and confirmed by the Board of Directors. Awardees have selflessly contributed to national security endeavors in transportation, logistics and passenger travel services, especially through NDTA’s collaborative efforts with the US military, government and private industry.

Francis O. McDermott

Retired Partner Foley & Lardner General Counsel to the NDTA Board of Directors

M

r. Francis O. (Frank) McDermott is awarded the 2018 Joe Torsani Award for Lifetime Service and Achievement by the National Defense Transportation Association. Over the past five decades, Mr. McDermott has faithfully and expertly served 13 NDTA Board Chairmen, 10 Presidents, and thousands of appreciative leaders and members at large as the association’s Legal Counsel. He provided expert and timely legal opinion on matters of great importance to the asso-

36

| Defense Transportation Journal | OCTOBER 2018

ciation and the national defense transportation system.

A member since 1968, he always maintained availability to NDTA leadership in spite of a very active, successful and time-consuming law practice. His mastery of the legal system, boundless energy, incredible memory, and keen sense of humor served NDTA with great distinction. Frank McDermott is a national treasure and has made an indelible mark on the US warfighter, the transportation industry, and the defense efforts of this nation.

IN RECOGNITION OF EXEMPLARY SERVICE TO THE IDEALS OF NDTA

INNOVATIVE LOGISTICS SERVICE AWARD

Army & Air Force Exchange Service (Exchange) John Collins

Landstar Transportation Logistics Surface Committee Chair, 2013-2018

Mary Ann Wagner

Boeing Defense Space and Security Distribution Committee Chair, 2012-2018 Foundation Chair, 2004-2008

T

he Army & Air Force Exchange Service is nominated for the prestigious NDTA Innovative Logistics Service Award. The Exchange has served America’s armed forces for nearly 123 years with a mission to make life better for service members through goods and services provided while generating at a dividend to military Quality-of-Life programs. The Exchange operates more than 2,700 facilities worldwide, in more than 30 countries, 4 US territories and 49 states. During the past year, the Exchange executed numerous programs which increased efficiencies and reduced costs. The Veterans online shopping benefit welcomed home 18.5 million honorably discharged Veterans with a lifelong online military exchange shopping benefit. An advanced warehouse management and transportation management software reduced military non-operational burdens and increased Quality-of-Life support. The Exchange also provided extensive support before, during and after hurricanes Harvey, Irma and Maria. Exchange initiatives realized earnings of $376 million over the past year, contributing to DOD cost reductions and funding $219 million directly to support military Quality-of-Life programs including Child Development Centers, youth programs, fitness centers and other activities that make life better for service members and their families—without burdening American taxpayers. The Exchange remains committed to its motto of “We Go Where You Go” and to the support of our Soldiers and Airmen around the world by continually improving efficiencies within the supply chain that provide direct dividend support to military Quality-of-Life programs.

NDTA INSTRUCTOR OF THE YEAR AWARD In conjunction with the senior logistics chiefs from each of the services, the NDTA Instructor of the Year Awards honor instructors from the service transportation schools. Criteria for award selection are established by the military services and include such measures as the individual’s technical knowledge, teaching skills, self-development, and general leadership abilities.

ARMY

CPT Marcia Thompson, USA

US Army Logistics University (ALU) Ft. Lee, VA

ARMY RESERVE

SFC Robert McKoy, USAR

6/100, 2nd Brigade, 94th Training Division Ft. Lee, VA

NAVY

Ryan Larson

Navy Supply Corps School Newport, Rhode Island www.ndtahq.com |

37

NDTA SCHOLARSHIP RECIPIENTS – NATIONAL LEVEL PROGRAM A

PROGRAM B

NDTA ACADEMIC SCHOLARSHIP PROGRAMS

Kelsey Diven

Cameron Bennett

NDTA offers three scholarship/tuition assistance programs to NDTA members and their financial dependents.

Jill Gelinas

Kathryn Comeaux

Joy Goldschmidt

Margaret Kleiman

ACADEMIC SCHOLARSHIP PROGRAM A: To encourage good college students to study the fields of logistics, transportation, supply chain, physical distribution, and passenger travel services.

Kianna Hawkins

Zachary Kraabel

Lindsey Johnson

Grayson Locke

University of Tennessee

Georgia Institute of Technology

University of Maryland, College Park Western Michigan University

Murray State University

ACADEMIC SCHOLARSHIP PROGRAM B: To assist high school graduates achieve their academic goals in the fields of business/ management, logistics, transportation, supply chain, physical distribution, and passenger travel services.

University of South Dakota

Howard University

Spring Arbor University

University of Maryland, College Park

Sojung Kim

University of Maryland, College Park

Addison Lash

Massachusetts Maritime Academy

Brian McCauley

Middle Georgia University – Aviation

Evan Patrick

NDTA scholarship/tuition assistance funds can only be disbursed to an academic institution on behalf of the successful applicant. If the institution is not known at the time an application is submitted, the successful applicant must submit documentation showing that he/she has in fact been accepted by an institution as a fulltime student before disbursements can be made.

California State University Maritime

Gabriel Reid

Northeastern University

Old Dominion University

Benjamin Weisel

Grayson Steigler

ACADEMIC SCHOLARSHIP PROGRAM C: To encourage good distance learning college students to study the fields of logistics, transportation, supply chain, physical distribution, and passenger travel services.

University of Virginia

Northeastern University

Mazen Youness

Eileen Stribling

University of Central Florida

Appalachian State University

Madison Thurston

Western Michigan University

Trevor Webb

SUNY Maritime College

NDTA CORPORATE DISTINGUISHED SERVICE AWARDS This award is presented annually to corporate members that have provided outstanding service in support of NDTA’s goals and programs at the local and national levels.

AAR CORP.

Crowley Maritime Corporation

Norfolk Southern Corporation

Accenture

CSX Transportation

Panalpina World Transport Ltd.

Agility Defense & Government Services

CWTSatoTravel

Sabre

AIT Worldwide Logistics, Inc.

DHL Express

SAP Concur

American President Lines, LLC

FedEx

Schuyler Line Navigation Company

American Roll-on Roll-off Carrier

Freeman Holdings Group

The Pasha Group

Amtrak

Global Logistics Providers, LLC

TOTE

Atlas Air Worldwide

Hapag-Lloyd USA, LLC

Transportation Institute

Bennett Motor Express, LLC

Interstate Moving | Relocation | Logistics

Travelport

BNSF Railway

La Quinta Inns & Suites

U.S. Bank Freight Payment

Boyle Transportation, Inc.

Landstar System, Inc.

United Cargo

Central Gulf Lines

Liberty Global Logistics LLC

UPS

Crane Worldwide Logistics, LLC

Maersk Line, Limited

US Ocean

National Air Cargo, Inc.

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| Defense Transportation Journal | OCTOBER 2018

NDTA MILITARY UNIT OF THE YEAR AWARDS Since 1966, NDTA has honored units of the military services that have performed outstanding service in transportation or a related field. These units are selected for this recognition by each of the services.

Army US ARMY ACTIVE COMPONENT

97th Transportation Company (Heavy Boat) 10th Transportation Battalion (Terminal) Fort Eustis, Virginia

During the Fiscal Year 2018, 97th Transportation Company, “Beachmasters,” provided outstanding operational support to a vast array of customers via both pier side and underway missions. The unit completed over 250 real-world operations, sailing over 90,000 nautical miles and transporting over 6,800 short tons of cargo during their days underway in support of various Combatant Commands, joint, interagency, intergovernmental and multinational agencies, the US Army Transportation School and fellow units within the battalion and brigade.

A few of the key operations were providing support to the Department of the Army sanctioned mission to San Jose Island, Panama. The mission’s objective was to remove expended chemical munitions from a nearby island. Another paramount operation was 97th Transportation Company deploying 30 Soldiers to Japan for Pacific Utilities Logistics Support Enabler - Watercraft VII. Over the course of nine months, the crews of the LCU-2007 and LCU-2009 sailed over 25,000 nautical miles, visited 16 different ports around the Pacific and moved over 6,000 short tons of cargo.

In March 2018, 97th Transportation Company deployed 28 Soldiers to Kuwait in support of Operation Spartan Shield, a combined forces contingency operation tasked with protecting vital US interests in Kuwait. On this nine-month deployment, 97th Transportation Soldiers sailed aboard the LCU 2013 and the LCU 2018 in support of US and Kuwaiti military forces in Kuwait. Throughout Fiscal Year 2018, 97th Transportation Company was tasked with assisting the Maritime lntermodal Training Division at Fort Eustis, Virginia, with the training of the US Army’s watercraft students.

97th Transportation Company has put up a Herculean effort in all aspects of operations, supply, maintenance, training, safety and community involvement.

It takes a special kind of Soldier to be a member of the “Beachmasters,” and because of their hard work, the “Beachmaster” stamp has been forged on Transportation Corps history.

US ARMY NATIONAL GUARD COMPONENT

1218th Transportation Company Headquarters & Headquarters Detachment 254th Transportation Battalion West Palm Beach, Florida

The 1218th Transportation Company “Transformers,” part of the Florida Army National Guard, routinely transforms to meet mission requirements while remaining in the top of the nationwide Unit Analysis Tool readiness rankings.

The 1218th regularly conducts convoy operations delivering mission critical cargo throughout the state and saving taxpayers more than $100,000 in commercial contract costs. They are also one of only three transportation companies to have conducted three consecutive Operation Patriot Bandolier (OPB) missions culminating in 2017. These missions include the retrograde of hazardous materials of pre-positioned stock back to ammunition depots throughout the US. The Missouri National Guard’s Senior Project Officer, in charge of multiple states supporting OPB III, recognized the 1218th after reporting they logged over 200,000 miles and delivered over 80 containers without incident or accident.

From 2017 to date the 1218th Transformers, located within a mile of the Palm Beach International Airport, was assigned as the lead unit to conduct Presidential Air Force One on eight occasions, successfully logging over 2,400 man hours without incident.

From 2017-2018 the Air Force requested the Transformers transport critical Class VIII medical supplies from Orlando to Miami, Florida, during the Florida Emergency Mortuary Operations Response Sys-

tem (FEMORS) exercise. Over $1.5 million dollars of cargo was transported and over 1,900 miles driven without incident, leading to a successful joint training event.

Finally, during a full activation of the Florida Army National Guard by Governor Rick Scott prior to Hurricane Irma’s landfall in September of 2017, the Transformers were vital to the success of Defense support of civil authority operations throughout the entire state of Florida.

Transformers logged over 6,000 miles and executed over 60 missions delivering critical supplies during recovery from a storm named the strongest ever recorded in the Atlantic.

US ARMY RESERVE COMPONENT

250th Transportation Company 155th Combat Sustainment Support Battalion South El Monte, Califonia

The 250th Transportation Company was scheduled as the sole participant in the July 2017 Combat Support Training Exercise (CSTX) mission. However, they were alerted the November prior to the exercise they were needed to help augment the California Army National Guard’s 746th Combat Sustainment Support Battalion’s mission in January 2017 as a part of Operation Patriot Bandoleer (OPB) at Military Ocean Terminal Concord (MOTCO), California.

With only a few months to properly plan and prepare, the 250th sent representatives to the Final Planning Conference in December and quickly hashed out a plan to provide top-notch support.

Despite the time restraints, the 250th was able to easily field the amount of Soldiers and equipment necessary to support the transportation of 15 Twenty-foot Equivalent Units (TEUs) from MOTCO to Hawthorne Army Ammunition Depot (HWAAD), Nevada, in support of retrograde efforts under the guidance of Army Materiel Command. The 250th’s success with OPB clearly represents the high level of readiness and professionalism prevalent throughout the unit.

The 250th went on to participate in the CSTX mission—going even further www.ndtahq.com |

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above the call of duty by providing line haul support and transporting equipment belonging to the 311th Expeditionary Sustainment Command and the 304th Sustainment Brigade to the exercise. During CSTX, the 250th also provided support to the Big LOTS-W mission by transporting Modular Causeway Systems (MCS) from Marine Corps Logistics Base Yermo to the Port of San Diego.

The 250th participated in CSTX 9117-03 at Camp Roberts, California, with its 110 Soldiers who trained alongside more than 5,400 other service members from other Army Reserve units, as well as Army National Guard, Marine Corps, and Navy units. Altogether, the 250th drove over 2,500 miles during its time at CSTX, transported over 30 Modular Causeway Systems, over 300 pallets of Class I, and a multitude of various other cargo in support of the 304th Sustainment Brigade’s sustainment operations.

Marine Corps USMC ACTIVE COMPONENT

I Marine Expeditionary Force G-4 Marine Air Ground Task Force (MAGTF) Deployment and Distribution Operations Center (MDDOC I Marine Expeditionary Force G-4 Camp Pendleton, California

The I Marine Expeditionary Force MAGTF Deployment and Distribution Operations Center (MODOC) Branch within the Assistant Chief of Staff G-4, coordinates, integrates, and supports joint end-to-end deployment and distribution processes and systems. They facilitate effective throughput of personnel, supplies, and equipment in order to support I MEF strategic, operational, and tactical deployment and distribution operations and to execute force flow in support of Combatant Command (COCOM) force-closure priorities. The MODOC is comprised of five sections responsible for the movement of the Marine Air Ground Task Force (MAGTF) of I MEF. The accomplishments and accolades of the sections include but are not limited to the following: MAGTF Movement Control Center (MMCC) coordinated the movement 40

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of over 109,000 I MEF passengers, over 13,000 passengers from units outside I MEF, and transported over 220,000 short tons of cargo. The Maritime Prepositioning Force (MPF) section supervised the offload, arrival & assembly, convoy operations, and reconstitution of over 300 principal end items for exercise Native Fury in United Arab Emirates (UAE).

The Distribution Management Office (OMO) provided direct transportation services which included supervising the movement of materiel, equipment, and personnel under I MEF. These included commercial and military movements of 33,411 passengers with a combined total cost of over $15,000,000, and commercial bus movement of over 17,000 passengers at a cost of over $430,000. The Air Mobility Section validated and coordinated 157 strategic aircraft missions for the deployment/redeployment of over 20,000 Marines/Sailors and more than 798 short tons of cargo in direct support of COCOM requirements. During this period, the Surface Mobility Section coordinated five Logistics Support Requests (LSRs) to support multiple ship loading evolutions. This included the loading of 20 US Navy Warships, 6 Military Sealift Command vessels and 3 Surface Deployment and Distribution Command contracted moves.

USMC RESERVE COMPONENT 4th Medical Battalion 4th Marine Logistics Group San Diego, California

During the Fiscal Year 2017 training period, 4th Medical Battalion successfully planned and executed logistical support for eight reserve training exercises totaling $13,730,574 of transported equipment worldwide. This equipment consisted of Authorized Medical Allowance Lists (AMALs), tactical vehicles, trailers, and generators that have all contributed to 4th Medical Battalion’s mission to provide Role-2 medical support to the Marine Expeditionary Force (MEF).

Over this period, 4th Medical Battalion outsourced over $13.7 million worth of AMALs alone by coordinating transportation to ensure timely and effective execution during OCONUS [Outside the Continental US] Joint Military Operations, as well as Joint Service Operations. The deliberate planning, along with a com-

plex understanding of applicable policies and orders, resulted in successful Role-2 medical support training throughout Joint Service Operations Global Medic- I in Fort Hunter Liggett, California, as well as Global Medic-2 in Fort McCoy, Wisconsin. Furthermore, the Battalion simultaneously provided real world Role-2 support OCONUS in multi-national exercises, Eager Lion in Jordan and African Lion in Morocco.

Due to the high operational tempo and demand for precise execution, the Battalion S-4 section consistently demonstrated their expertise and understanding of the Marine Corps supply chain by maintaining a maintenance readiness average of 87.6% on 1,515 organic principal end items including 55 tactical vehicles. These efforts gave the Battalion the ability to transport 325,241 pounds of cargo over eight different geographic locations to eliminate the need for external transportation, which in turn saved the government thousands of dollars. Additionally, this allowed the Battalion to exceed all mission expectations in 2017 as the first Marine Corps Reserve unit to coordinate and combine tactical planning and logistics operations with the Army and Air Force.

Navy US NAVY ACTIVE COMPONENT

Naval Supply Systems Command (NAVSUP) Fleet Logistics Center Pearl Harbor Naval Supply Systems Command Pearl Harbor, Hawaii

Throughout 2017, the Ocean Terminals Division at Naval Supply Systems Command (NAVSUP) Fleet Logistics Center (FLC) Pearl Harbor ably and successfully met all operational logistics and transportation mission requirements. This was a testament to the resilience and professionalism of our civilian workforce, as well as our active duty and reserve component military personnel, and our partnerships with Surface Deployment and Distribution Command and supported units.

In support of the Joint warfighters, the division provided cargo loading/offloading and documentation services for a record number of Army deployments/rede-

ployments to and from the Joint Readiness Training Center and National Training Center, Pacific Pathways 2017, Warfighter Exercise Korea, and Spartan Shield Kuwait; the Air Force resupply shipment for Wake Island; Marine Air Group 24 load out for Marine Rotational Force Darwin; and the Hawaii Army National Guard training exercises on the Big Island of Hawaii. All operations were completed safely, on-time or ahead of schedule, and demonstrated the division’s capability to meet surge requirements through integration of civilian personnel, active duty and reserve Navy and Army members, and contractors. The division successfully managed the integrated workforce to conduct terminal operations at the speed of war, serving as a model for Joint warfighter support.

US NAVY RESERVE COMPONENT

Navy Cargo Handling Battalion Fourteen Fifth Navy Expeditionary Logistics Regiment Port Hueneme, California

Navy Cargo Handling Battalion Fourteen (NCHB FOURTEEN) is an Echelon VI command under the 5th Navy Expeditionary Logistics Regiment, a component of the Navy Expeditionary Logistics Support Group (NAVELSG). NCHB FOURTEEN is a commissioned reserve command charged with rapidly deploying expeditionary air, surface, terminal, and fuels for combat support, humanitarian assistance, and other contingencies.

From 1 January to 31 December 2017, NCHB FOURTEEN operated worldwide for both exercises and real-world operations. The battalion supported events ranging from pier-side operations on the Antarctic coast to providing fuel, air cargo, operational logistics support, and movement management functions in Middle Eastern deserts to Cargo Handling operations in the South Pacific.

NCHB FOURTEEN’S Sailors certainly upheld their responsibilities to the nation in 2017 by answering the call of duty across the globe. The battalion’s successes throughout the year are most deserving of the 2017 National Defense Transportation Association (NDTA) Military Unit Award.

US AIR FORCE RESERVE COMPONENT

Air Force USAF ACTIVE COMPONENT

18th Logistics Readiness Squadron (LRS) 18th Wing Kadena Air Base, Japan

The 18th Logistics Readiness Squadron postured the 18th Wing as the “Keystone to the Pacific” through premier logistics planning and execution for eight commands, 27 squadrons and 11,000 personnel supporting 117 aircraft across all services and host nation partners. As the centerpiece to the North Korean pressure campaign, the team led the first-ever Air Force operational reception and deployment of F-35 aircraft into the Pacific Command theater consisting of 334 personnel and 236.8 tons of support cargo. Additionally, they quickly deployed combat search and rescue and ISR [Intelligence, Surveillance and Reconnaissance] platforms with six F-15s to escort B-1 aircraft on the first operation above the Korean Demilitarized Zone Northern Limit Line in the 21st century.

The LRS conducted the Wing’s munitions deployment of 408 bombs within six hours of notification to United States Central Command, leading to 34 combat strikes against the Islamic State. The LRS exercised Pacific Command’s first-ever crisis response ammo package by generating 258 tons of munitions and exceeded Air Force standard by 18 hours to validate the Pacific theater’s sole capability. Furthermore, the LRS successfully deployed the Terminal High Altitude Area Defense missile system by prepping 360 cargo tons and training 64 members to support the Army’s short notice operational plan requirements, while concurrently executing one of Pacific Air Forces largest exercises to the Philippines by moving 19 sea containers, 38 vehicles and 238 tons of equipment via three seaports, thereby saving $7 million in airlift cost.

Ever dynamic, the LRS supported Central Command’s counter-terror operations by deploying 82 HH-60 increments and 296 tons of cargo in less than 12 hours, enabling 55 combat search and rescue sorties in Iraq. The efforts of this dynamic unit were vital to the 18th Wing’s Air Force Verne Orr win and the first-ever PACAF “highly effective” Unit Effectiveness Inspection rating.

39th Aerial Port Squadron 302d Airlift Wing Peterson Air Force Base (AFB), Colorado

The 39th Aerial Port Squadron, 302d Mission Support Group, 302d Airlift Wing, Air Force Reserve Command, distinguished itself by outstanding service at home and abroad during the 2017 calendar year. During this period, members of the 39th Aerial Port had worldwide impact, supporting multiple locations all over the globe and maintaining home station support for airborne firefighting, air drops, and humanitarian efforts. While deployed, members supported some of Air Force Central Command’s busiest aerial ports and played a role in every major operation that occurred during that time period, moving more than one million pounds of cargo and 70,000 passengers.

The 39th Aerial Port Squadron also supported the unique Modular Airborne Firefighting System (MAFFS) mission.

During this time period, they loaded and launched the $20 million system on two aircraft within four hours. This enabled support of over two dozen wildfires and more than 100 sorties. In their core mission of airdrop support, members of the 39th Aerial Port Squadron rigged, inspected, and recovered over 180 container delivery system bundles of various sizes.

This allowed for training and completion of critical qualification for aircrew members. Finally, the 39th Aerial Port Squadron, teamed with the active duty component at Peterson AFB, planned and loaded 13,000 pounds of winter supplies destined for Afghanistan.

Members of the unit participated in annual tour training at Travis AFB, Ramstein AFB, and Elmendorf AFB. This allowed them to gain and maintain crucial certifications to ensure they are 100 percent mission ready at all times. Because of their reputation for excellence, members were requested to support various exercises and operations throughout the world.

Members of the 39th Aerial Port Squadron truly embody the mission of the “Mile High Wing Delivering Global Power.”

The distinctive accomplishments of the 39th Aerial Port Squadron reflect great credit upon the United States Air Force and the Department of Defense. DTJ

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Cont’d from 75th Anniversary pg. 16

es of equipment: one very high tech, and one decidedly low tech. We are referring to the invention and first use in war time of the helicopter, and the steel CONEX container or Container Express in formal terms. We will discuss the tremendous impact the helicopter has made on combat operations in the remainder of this article, and devote a future article to the development and use of the CONEX and NDTA’s vital contribution to the process.

Helicopters saw battlefield operations for the first time during the Korean Conflict.

As reported in NDTA’s Defense Transportation Journal in May 1953, the Army’s first transportation cargo helicopter company to be deployed in a combat zone underwent its baptism of fire in Korea when it was called upon to resupply United Nations (UN) front line troops cut off from normal supply channels by flood conditions in the central sector of the 155-mile battle line.

NDTA recognized the important achievements of two transportation/aviation pioneers by awarding its highest honor, the National Transportation Award, to Igor

ONE CRANE. DOZENS OF APPLICATIONS. MERRILL MOBILE LIFT SYSTEM A military-grade solution for all your diverse terrain lifting needs, up to 6.3 tons.

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Sikorsky of United Aircraft Corporation for inventing the first successful helicopter in America. Also recognized for his avid support of helicopter applications in the commercial transportation system was Frank N. Piasecki, Chairman of the Board, Piasecki Helicopter Company.

In our next issue we will discuss the Peace, Prosperity and Progress of the late 1950s and the early 1960s. Plus, the founding by Presidental Proclamation of National Transportation Week and Defense Transportation Day. DTJ

PROFESSIONAL DEVELOPMENT ARE YOU READY FOR TRANSPORTATION ACADEMY? Irvin Varkonyi, President, SCOPE Consulting ivarkonyi@scopedu.com

T

ransportation Academy is here! This popular component of the NDTAUSTRANSCOM Fall Meeting welcomes over seventy sessions spread over a number of topic tracks.

So how do you maximize your opportunities to attend sessions most important to you? Our first suggestion of course is to send multiple representatives from your organization when you realize that you can’t be in two (or more) places at once.

Here are some practical strategies: CHOOSE THE TOPIC TRACKS OF MOST INTEREST TO YOU

As we noted in the August issue of DTJ, here are the 2018 track topics: TRACK TOPICS Acquisition & Finance Combatant Command Logistics Challenges Commercial Logistics Supporting the Warfighter Cyber DOD Global Transportation and Logistics Innovation, Technology, & Analytics Intro to Transportation Modes, Processes, and Enablers Legislation and Policy US Infrastructure & Asset Deployment

TRANSPORTATION ACADEMY SCHEDULE

Our classes will run from Monday, 22 October to Wednesday, 24 October. We will have four blocks of classes on Mon-

day with two in the morning and two in the afternoon. Classes will start at 8:00am and each session will run up to 90 minutes. After lunch, the afternoon

Each session will have evaluations available for you to complete. Your feedback is important to guide next year’s Transportation Academy. sessions will start at 2:00pm. In each block of classes, we plan on having up to ten classes, so there’s a lot to choose from.

On Tuesday and Wednesday of the Fall Meeting we will only have classes in the afternoon, starting at 1:30pm, each afternoon. When possible, we will try to have classes in a topic track stay in the same room, to minimize your time to get to sessions and maximize your networking opportunities.

INFORMATION ABOUT CLASSES AND INSTRUCTORS

Classes are available for viewing on the Fall Meeting website. Each class has a brief description on the Academy page, including who the instructor(s) will be.

This information will be valuable in helping you select sessions. Power Point presentations will be made available on the Fall Meeting website for classes in which the instructor has provided them. The NDTA Meeting App will provide up to the minute information on classes. Please be alert for last minute changes to room numbers and sessions.

INTERACTIVE CLASSES

We have asked our instructors to make their classes as interactive as possible. You will have more opportunities to engage instructors than speakers in our General Sessions where the room is large and only

a few questions are asked due to time constraints. Please take advantage of these interactive classes. Many instructors will be comfortable if questions are asked during the session. They will note if they prefer questions be held until the end of their presentation.

SENIOR MILITARY AND CIVILIAN LEADERS

Several senior military and civilian leaders are scheduled to offer classes: • MG Stephen Farmen, USA, SDDC • John Dietrich, Chairman, Atlas Air • RADM John Polowczyk, USN, Joint Chiefs of Staff, Office of J4 • RADM Dee Mewbourne, USN, Military Sealift Command • Maj Gen Lenny Richoux, USAF, Joint Enabling Capabilities Command SESSION EVALUATIONS

Each session will have evaluations available for you to complete. Your feedback is important to guide next year’s Transportation Academy.

INTRODUCTION TO TRANSPORTATION MODES

Each Transportation Academy has had a track to offer an introduction to transportation modes. Our military and civilian contract officers are well skilled in contracting and acquisition. These sessions will provide you with the basics of different transportation modes. Our thanks to the organizers, who invited their competitors to share the panels. This include Theresa Lorinser, BNSF, for organizing the rail panel; Dave DeBoer, Liberty Global Logistics for organizing the maritime panel; Bill Wanamaker and Don Newell for organizing the trucking panels. Air cargo sessions will include Michael White, President, Cargo Network Services, in addition to John Dietrich’s session.

Good luck to all. Enjoy Transportation Academy! DTJ www.ndtahq.com |

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CHAIRMAN’S CIRCLE

These corporations are a distinctive group of NDTA Members who, through their generous support of the Association, have dedicated themselves to supporting an expansion of NDTA programs to benefit our members and defense transportation preparedness.

AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American President Lines, LLC + PLUS American Roll-on Roll-off Carrier + PLUS Amtrak + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS Crane Worldwide Logistics, LLC + PLUS Crowley Maritime Corporation + PLUS Deloitte + PLUS DHL Express + PLUS FedEx + PLUS Final Mile Logistics + PLUS Freeman Holdings Group + PLUS Goldratt Consulting North America LLC + PLUS Hapag-Lloyd USA, LLC + PLUS International Auto Logistics + PLUS Landstar System, Inc. + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS National Air Cargo + PLUS Omni Air International + PLUS Panalpina World Transport Ltd. + PLUS SAP Concur + PLUS Schuyler Line Navigation Company LLC + PLUS TOTE, Inc. + PLUS Tri-State + PLUS United Airlines + PLUS US Ocean + PLUS Western Global Airlines + PLUS AeroCapital, LLC Amerijet International, Inc. Anacostia Rail Holdings BNSF Railway Bristol Associates Central Gulf Lines CEVA Logistics Choice Hotels International CSX Transportation 44

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CWTSatoTravel DGC International Echo Global Logistics, Inc. Global Logistics Providers LLC JM Ship, LLC KGL Holding La Quinta Inns & Suites Matson National Air Carrier Association

Norfolk Southern Corporation SAIC Sealift, Inc. The Pasha Group Toll Global Forwarding Transportation Institute U.S. Bank Freight Payment Union Pacific Railroad UPS

HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS 1-800-PACK-RAT AAT Carriers, Inc. Aboda by RESIDE Accenture Federal Services Adaptive Cargo Solutions, LLC Admiral Merchants Motor Freight, Inc. Advantage Rent A Car Air Transport International, Inc. Airlines for America Al-Hamd International Container Terminal American Maritime Officers American Moving & Storage Association American Trucking Associations ArcBest Army & Air Force Exchange Service Arven Freight Forwarding Arven Services, LLC Associated Global Systems Atlas World Group International ATS Specialized, Inc. Avis Budget Group Baggett Transportation Company BCD Travel Benchmarking Partners, Inc. Best Western International Boeing Company Bolloré Logistics C.L. Services, Inc. Club Quarters Hotels REGIONAL PATRONS ACME Truck Line, Inc. Agile Defense, Inc. Amyx Apex Logistics International, Inc. C5T Corporation CakeBoxx Technologies Cartwright International Cavalier Logistics Chassis King, Inc. Columbia Helicopters, Inc. Dalko Resources, Inc. DB Schenker

Construction Helicopters, Inc. (d/b/a CHI Aviation) Daybreak Express Delta Air Lines Enterprise Holdings Erickson Incorporated Estes Forwarding Worldwide, LLC Europcar Car & Truck Rental Eurpac Evanhoe & Associates, Inc. Extended Stay America Hotels FEDITC FlightSafety International GeoDecisions Getac Greatwide Truckload Management Green Valley Transportation Corp.

Hertz Corporation Hilton Worldwide IBM Intercomp Company Intermodal Association of North America (IANA) International Association of Movers International Longshoremen’s Association (ILA), AFL-CIO International Organization of Masters, Mates & Pilots Interstate Moving | Relocation | Logistics Keystone Shipping Co. KROWN1 FZC Kuehne + Nagel, Inc. Leidos

LMI Marine Engineers’ Beneficial Association Marriott International Martin Logistics Incorporated Mayflower Transit McCollister’s Transportation Systems, Inc. Mercer Transportation Company mLINQS National Motor Freight Traffic Association, Inc. National Van Lines, Inc. Northern Air Cargo Inc. Northern Neck Transfer Inc. Oakwood Worldwide Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. Oracle ORBCOMM Perimeter Global Logistics (PGL) Pilot Freight Services PODS Port of Beaumont Port of San Diego Ports America Portus Preferred Systems Solutions, Inc. Prestera Trucking, Inc. Priority Solutions International Priority Worldwide PTS Worldwide Radiant Global Logistics Radisson Hotel Group

Ramar Transportation, Inc. Roadrunner Transportation Systems Sabre Travel Network Savi Savino Del Bene Seafarers International Union of NA, AGLIW Skylease 1, Inc. SonDance Enterprises, Inc, d/b/a Freight Air & Sea Transport Southwest Airlines St. Louis Union Station Hotel a Curio Hotel Collection by Hilton The Port of Virginia TMM, Inc. Transcor Transportation Intermediaries Assn. (TIA) Travelport TSA Transportation LLC TTX Company Tucker Company Worldwide, Inc. United Van Lines, Inc. Universal Logistics Holdings, Inc. USA Jet Airlines Vetcom Logistics Volga Dnepr Airlines Wapack Labs Corporation Women In Trucking Association, Inc. XPO Logistics YRC Freight

Enterprise Management Systems Erudite Company HLI Government Services JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Kansas City Southern Lineage Logistics LMJ International Logistics, LLC Lynden, Inc. MacGregor USA, Inc. Madison Hospitality Move One Logistics

NFI NovaVision Inc. Overdrive Logistics, Inc. Owner-Operator Independent Drivers Association Patriot Contract Services, LLC Philadelphia Regional Port Authority PITT OHIO Port Canaveral Port of Port Arthur Seatac Marine Services TechGuard Security Trans Global Logistics Europe GmbH

UNIVERSITY McKendree University University of Illinois at UrbanaChampaign

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Cont’d from Pres. Corner pg. 17 and dangerous of situations. They all enter into harm’s way to aide those experiencing famine, disease epidemics, large scale storms, flooding, earthquakes, fires—whatever the need—they all are champions in my book.

They all support local, state and national officials as they protect citizens. Social media and news teams on the ground provide up to the minute coverage of the crisis situation and the progress of the relief response.

One of the most threatening circumstances the world has faced is the answer to solving the spread of the Ebola virus. An international response of public, private relief organizations and nation states was able to quell the exponential spread of the disease which caused tens of thousands of deaths. The United Nations (UN) Security Council voted on 14 September 2014 to acknowledge the disease and to support the World Health Organization and others in the response. The resolution vote was one of the most supported votes in the history of the UN. The logistics elements of the US military from US Transportation Command (USTRANSCOM) and DLA, together with industry and health care profes-

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sionals, all responded to the demand for action. This response turned the tide against the virus. While the virus still poses a threat, the deadly spread was widely averted.

This is but one example of countless times the government and industry have been called on to respond as a team in the face of tremendous challenges. NDTA is proud to be associated with military units, industry and individuals who continue to serve humanity day in and day out.

I hope this edition of Defense Transportation Journal will reinforce our collective commitment to service. This year’s NDTA-USTRANSCOM Fall Meeting theme—Delivering Readiness and Resiliency in an Unpredictable World—carries a strong message regarding our duty to be prepared.

A lot of work goes into planning the NDTA-USTRANSCOM Fall Meeting. Every year the planning for the Fall Meeting is a team sport with USTRANSCOM. The focus on educational content and quality of the program is the main objective. This year we introduced the Senior Enlisted Panel as a way to not only recognize the hard work of our enlisted team, but also their leadership qualities which affect the readiness of our forces. As al-

ways, take the time enjoy the program and to build relationships during “phase 0”—before the crisis.

As always, Expect the Best. DTJ

DTJ INDEX OF ADVERTISERS ACS (Adaptive Cargo Solutions, LLC)...........................46 American President Lines, Ltd.....................................47 American Roll-on Roll-off Carrier (ARC).........................2 Anacostia Rail Holdings Company...............................24 Atlas Air........................................................................7 Avis Budget Group......................................................17 Bennett Motor Express, LLC..........................................9 Boyle Transportation, Inc...............................................3 Deloitte.......................................................................33 Farrell Lines................................................................18 FedEx Government Services........................................48 FOSS Maritime............................................................23 IHG.............................................................................10 Landstar Transportation Logistics, Inc.........................11 Liberty Global Logistics, LLC.........................................6 Maersk Line, Limited....................................................5 Matson Navigation Company Inc.................................34 MERRILL Technologies Group......................................42 Oakwood Worldwide...................................................22 Omni Air International, LLC..........................................13 Pilot Freight Services..................................................27 PODS............................................................................4 Port of San Diego........................................................21 Port of Virginia............................................................42 Priority Worldwide Services.........................................46 Schuyler Line Navigation Company, LLC.....................28 The Exchange – AAFES...............................................31 The Pasha Group........................................................14 TOTE, Inc......................................................................8 Transportation Institute...............................................12 Western Global Airlines...............................................29

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Thank you for your courage We thank the men and women in uniform who sacrifice for our country and display bravery daily. It’s an honor to serve them in any way we can — around the world.

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