The Official Publication of the National Defense Transportation Association
| Defense Transportation Journal | DECEMBER 2018
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FEATURES December 2018 • Vol 74, No. 6 PUBLISHER
VADM William A. Brown, USN (Ret.)
NDTA-USTRANSCOM 11 FALL MEETING WRAP-UP NDTA EXPO PHOTO ALBUM
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DEPARTMENTS Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices. SUBSCRIPTION RATES: One year (six issues) $40. Two years, $60. Three years, $75. To foreign post offices, $45. Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com. POSTMASTER: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296
COUNTDOWN TO 75 | Lori Leffler & COL Dennis Edwards, USA (Ret.)............................. 8 PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)....................................... 9 PROFESSIONAL DEVELOPMENT | Irvin Varkonyi......................................................25 CHAIRMAN’S CIRCLE.......................................................................................28 HONOR ROLL..................................................................................................29 INDEX OF ADVERTISERS.................................................................................... 30 We encourage contributions to the DTJ and our website. To submit an article or story idea, please see our guidelines at www.ndtahq.com/media/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
Lee Matthews VP Marketing and Corporate Development Leah Ashe Manager, Database Kimberly Huth Director of Public Relations
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.
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 email@example.com
| Defense Transportation Journal | DECEMBER 2018
The Compassionate Side of NDTA By Lori Leffler, Chair, NDTA Special Projects Committee and COL Dennis Edwards, USA (Ret.), Chair, Communications & Publications Committee 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.
s we review the history of NDTA over the last 75 years, there is a natural tendency to concentrate on major military and government transportation and logistics developments. But there is another side to NDTA. It is one not often in the spotlight, not well known to the general public and that many of our members may not even know. I’m talking about the compassion, concern, and personal assistance that NDTA—as an Association, through our chapters; corporate, military, and individual members and groups of members—provides to those in need. Let’s look at some specific examples. Mosul, Iraq Train Station. During the Iraq War, Army Major Matthews Redding (101st Airborne Division Transportation Officer and a member of our Young Professional’s program) contacted a fellow NDTA’er in the Washington DC Chapter to ask for assistance in collecting and transporting construction materials to Mosul, Iraq. Their local railroad station had been so badly damaged that critical supplies and medicine could not get up-country where they were desperately needed. NDTA coordinated with USTRANSCOM, Home Depot and Federal Express, and the critical shipment was on the way in just days. With the supplies and tools that were sent, the tracks were cleared and the train station re-opened. Supplies for Mosul residents, as well as support units down-country, started flowing again. Food Banks and Clothing Distribution. Many NDTA chapters and individual members meet monthly to bag, pack and transport food packages in their cities. The DC Chapter has a long record of assistance for needy families in Northern Virginia. In a similar program, NDTA teamed up with local authorities and corporate member FedEx to deliver food to the poor. Called “Feds Feed Families,” their combined efforts produced pledges of 1,023,610 pounds of food. Toys for Tots Program. This year marked the 10th Anniversary of NDTA Headquarter’s support for the Marine Toys for Tots Program. Organizer, Patty See 75th Anniversary pg. 30
PRESIDENT’S CORNER A Note from NDTA Headquarters VADM William A. Brown, USN (Ret.) NDTA President & CEO
want to begin with a big thank you to all who attended the 2018 NDTAUSTRANSCOM Fall Meeting! I hope you arrived ready to soak in a broad range of issues impacting our Nation’s readiness to support our military in times of peace and in contingencies. If you were able to learn, gain additional perspectives and cast your net wide to talk to all sorts of movers and shakers in the logistics enterprise— both military and in industry—then we were successful. I sensed there was a lot of excitement and discussion occurring, which I attribute in great part to the exceptional
line-up of speakers, panels, classes, and committee meetings. A personal shout out to our guest speakers and panel leaders—and to those senior leaders who ensured they were present and available. To name just a few: GEN Stephen Lyons, Commander, USTRANSCOM; LtGen John Broadmeadow, Deputy Commander, USTRANSCOM; Gen Maryanne Miller, Commander, Air Mobility Command (AMC); The Honorable Robert McMahon, Assistant Secretary of Defense for Sustainment; MG Stephen Farmen, Commander, Military Surface Deployment and Distribution Command (SDDC); RADM
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Dee Mewbourne, Commander, Military Sealift Command (MSC); Maj Gen Lenny Richoux, Commander, Joint Enabling Capabilities Command; MG Dan Ammerman, Commander, Joint Transportation Reserve Unit; and RADM (Ret.) Mark Buzby, Maritime Administrator. Thanks to Mr. Tom Crowley of Crowley Maritime and Mr. Pete Mento of Crane Worldwide Logistics for sharing industry See Pres Corner pg. 30
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| Defense Transportation Journal | DECEMBER 2018
The 6th Annual
Fall Meeting October 22-25, 2018
Gaylord National Harbor Hotel
“Delivering Readiness and Resiliency in an Unpredictable World”
NDTA-USTRANSCOM Fall Meeting summary material is intended to provide an overview of presentations and should by no means be considered verbatim. This information does not necessarily represent the official position of the US government or any of its entities, NDTA or any of its corporate members. We regret any errors or omissions. For more information regarding the meeting please visit NDTA’s website at www.ndtahq.com. Photos by Cherie Cullen. www.ndtahq.com |
NDTA and USTRANSCOM Conduct Annual Fall Meeting By USTRANSCOM Public Affairs Originally published on www.dvidshub.net/ October 23, 2018.
We are going to focus on lethality and having ensured our workforce is prepared to meet tomorrow’s challenges…” said Caruso. “The NDS [National Defense Strategy] points out that the workforce of tomorrow must be improved and shaped deliberately, this is both the workforce on the military side and our partners with industry. We have to prepare for a more complex environment.
embers from the National Defense Transportation Association and US Transportation Command addressed challenges facing the Nation’s defense transportation logistics enterprise at the NDTA-USTRANSCOM Fall meeting, Gaylord National Harbor conference center in Washington, DC. This year’s theme, “Delivering Readiness and Resiliency in an Unpredictable World,” was the topic of speeches, meetings, and panels during the four-day conference. The conference invited leadership, decision makers, and members from national security and logistics, personnel, passenger travel, and cyber resources, from military, govern-
ment, and industry to come together for networking and synchronizing in support of the warfighter. Panels and roundtables were held on topics such as coordination of resource transportation during Joint deployments and the private transportation industry’s role in achieving national transportation goals. “This is a premier event for dialogue among those with a stake in the defense transportation system…” said Marine LtGen John Broadmeadow, Deputy Commander, USTRANSCOM, during the event. The Fall Meeting “is an opportunity for dialogue with members throughout the entire enterprise. Let’s use this time to ask the hard questions and offer innovative ideas.” New to this year’s conference was a planned senior enlisted roundtable: “Logistics and Transportation at the Deck Plates—Readiness Challenges for Tomorrow’s Empowered and Agile Workforce.” The roundtable is intended to stimulate dialog between senior enlisted and other military members regarding important transportation issues. “When we have an opportunity to have open and honest dialog with our workforce, we’re certainly going to take it,” said Air Force Chief Master Sergeant Matthew Caruso, Senior Enlisted Leader, USTRANSCOM. “We are going to focus on lethality and having ensured our workforce is prepared to meet tomorrow’s challenges…” said Caruso. “The NDS [National Defense Strategy] points out that the workforce of tomorrow must be improved and shaped deliberately, this is both the workforce on the military side and our partners with industry. We have to prepare for a more complex environment.” * Next year’s Fall Meeting is scheduled to be held in St. Louis.
Together We Will Deliver VIDEO WELCOME
GEN Stephen Lyons, USA, Commander, USTRANSCOM
hen speaking with senior audiences, I typically leave them with three key points about the TRANSCOM mission. First is a reminder that the National Defense Strategy describes a security environment that is rapidly changing, and indeed challenges the traditional assumptions that the
| Defense Transportation Journal | DECEMBER 2018
joint deployment and distribution enterprise will operate with impunity. Second, I point out that our ability to protect military power globally at our time and place of choosing is a strategic comparative advantage unparalleled by any other nation. Something this crowd understands well. And third, I remind them that our strategic comparative advantage is inextricably linked to our industry partners, which General McDew liked to call, the fourth component.
“As this audience knows, it is the joint deployment and distribution enterprise, that connects the military services and other national provider with warfighting combatant command. Our military and commercial global networks combined with transportation capacity and enabled by global command and control, are laser focused on ensuring our nation can always achieve its security objective. Within this framework, resiliency equals strength, while a single point of failure can equal weakness. Together, we must remain capable of providing multiple options to our national leaders, while creating multiple dilemmas for potential adversaries. This is our North Star. “So to be clear, TRANSCOM’s number one priority is warfighting readiness.
And our purpose remains unchanged: to protect, to project, and to sustain military power globally at our time and place of choosing. We will need the collaboration of all stakeholders to ensure we have an effective and efficient Defense Transportation System. One that remains a strategic comparative advantage in the face of rapidly emerging, multi-domain challenges. Former Pacific Fleet commander, Admiral Swift, said it best, “If we forget about logistics, we can forget about victory.” So again, please allow me to thank you for attending the NDTAUSTRANSCOM Fall Meeting. An excellent venue for education and collaboration. I look forward to catching up with all of you very, very soon. Together, we will deliver.”
Logistics & Transportation at the ‘Deck Plates’ – Readiness Challenges for Tomorrow’s Empowered and Agile Workforce
CMSgt Caruso then referenced the National Defense Strategy (NDS) which he said guides an understanding of where our nation’s advisories can meet us head on, and what the future will require from our military forces to ensure victory and maintain our American competitive advantage. He recommended everyone in the room get the summary, read through it, and pull out their own American responsibilities to help support its vision. The NDS, he explained, covers three large focus areas: 1) Building a more lethal force, 2) strengthening our allies and attracting new partners globally, and 3) reforming the department for greater performance and affordability. The panel was
So to be clear, TRANSCOM’s “number one priority is warfighting readiness. And our purpose remains unchanged: to protect, to project, and to sustain military power globally at our time and place of choosing. We will need the collaboration of all stakeholders to ensure we have an effective and efficient Defense Transportation System… If we forget about logistics, we can forget about victory.
CMSgt Matt Caruso, USAF, USTRANSCOM Senior Enlisted Leader PANELISTS
• CMDCM Shaun Brahmsteadt, USN, Senior Enlisted Leader, Defense Logistics Agency • CSM Christopher Kepner, USA, Command Sergeant Major of the Army National Guard • CMSgt Sandra Scott, USAF, Traffic Management Career Field Manager, Headquarters Air Force • SgtMaj Anthony Spadaro, USMC, Senior Enlisted Leader, Indo-PACOM
Paraphrasing Defense Secretary James Mattis, Caruso continued by saying that DOD must not lose sight of the fact they have no God-given right to victory on the battlefield. “Victory for our country takes hard work and determination, it takes a strategic approach to looking at ourselves and determining where we must improve, evolve, invest, grow, mature, advance our capability, but most importantly, we have to grow and evolve our people and our workforce.”
MSgt Caruso set the stage by telling the audience that improvement was needed to keep up with current challenges. “We must know that our adversaries are now highly advanced and they can easily challenge us in many mission areas. For us in the transportation business, it is a national imperative that we maintain our ability to deliver on time, anywhere around the globe at a time and place of our choosing. But we must be humble and honest with ourselves as we assess our own readiness in determining if we can deliver and sustain the force and decisively win a future conflict.” www.ndtahq.com |
focused on lethality and how to ensure our workforce is prepared to meet tomorrow’s challenges. The NDS points out that the workforce of tomorrow—which includes both military and its industry partners—must be improved and shaped deliberately. “We have to prepare for a complex environment,” he said. “Our people in logistics and mobility must be more agile, they have to be more educated, they have to be skilled and increasingly empowered from mission command down to the deck plates, so every man and woman working in our enterprise understands the guidance and intent of our leaders and strategic alignment of our organizations we serve. The NDS tells us we must cultivate workforce talent by emphasizing intellectual
Today, our homeland is under attack, we are a nation at war, and we need to make sure that even our civilian workforce understands their role.
leadership, and military professional development advancements. We have to deepen our knowledge of our history and learn from it, while embracing new technology and techniques to counter our competitors and stay ahead of our adversaries in an ever-changing security environment.” Today’s panel, Caruso concluded, aims to discuss and have a dialogue that helps us understand what the culture is in logistics and transportation workforce on both teams—military and in the commercial sector. That’s absolutely vital. We have to go together and we are going to go far. Further, the panel aimed to draw themes and messages for consideration by leadership as they create programs, plans, and funding lines that realize and bring to life the spirit and intent of the NDS, and how we will cultivate a more lethal and agile workforce of tomorrow. CSM Kepner is the Senior Enlisted Advisor for the National Guard which he said is comprised of approximately 450,000 Airmen soldiers, 108,000 Air National Guardsmen, and 336 Army National Guardsmen. He said the National Guard is—and continues to be—quite busy. Currently, close to 40,000 Guardsmen are on 14
| Defense Transportation Journal | DECEMBER 2018
active duty for support both in the United States and abroad. SgtMaj Spadaro began by asking the audience to consider the depth and breadth of what they do—the Indo-Pacific Combatant Command covers 52% of the world’s surface, which can be seen as an opportunity or as a challenge. For the 377,000 Soldiers, Sailors, Airmen, Marines, Coast Guardsmen, and DOD civilians that support this effort he said—how are we going to ensure that the Pacific not remain as a position of consequence, but a position of opportunity? With regard to these questions, he wanted the audience to think about whether or not they are expressing lethality in all they do. Lethality, he explained, not as a thematic concept, but an actualized concept where the civilian workforce aligns themselves as a Warfighter. If you think back to 1941, what was the civilian workforce thinking? It wasn’t “support” to the Warfighter. Even if they were back home, they considered themselves Warfighters tasked with defending the homeland. Today, our homeland is under attack, we are a nation at war, and we need to make sure that even our civilian workforce understands their role. “I don’t like to even call them a civilian workforce,” Spadaro continued, “they are a war fighting enabler and if they don’t do their jobs we won’t be able to do our jobs.” CMDCM Brahmsteadt shared that during his time at DLA he had learned the true importance of logistics. “We can’t get those Warfighters on scene without logistics. That’s [number] one—getting them there, but [then] we’ve got to feed them, we’ve got to clothe them, we’ve got to care for them, we’ve got to deliver weapons systems for them, we’ve got to build the bombs for them to use…logistics plays an integral role,” he explained. CMSgt Scott is the Career Field Manager for Traffic Management, responsible for the human capital strategy for 4,600 total force traffic managers across the Air Force Enterprise—a small portion of the logistics enterprise, but a very powerful one. She commented that visiting with other transporters in the room, one realizes that without transportation nothing’s going to get to the final destination so the focus must be on getting it right. Or, she continued, as MG Farmen, Commander Military Surface Deployment and Distribution Command said in an earlier brief, “We have to get it right at the beginning to make it to the end, to the final destination.”
Sharpening the Ax KEYNOTE SPEAKER
LtGen John Broadmeadow, USMC, Deputy Commander, USTRANSCOM
he USTRANSCOM mission relies on the end-to-end value chain within our global deployment and distribution network comprised of a system of systems, modes of transportation capacity, and global command and control, said LtGen Broadmeadow. These elements create a strategic comparative advantage for our nation. But, the challenges of tomorrow will require a new approach as problems become more complex, nuanced and interconnected. Logistics fuels the engine of military power. While the character, methods and processes may evolve, the nature of logistics and the transportation enterprise remain constant. We exist to defend this nation, and in doing so, we keep the fight far from our shores. The joint deployment and distribution enterprise relies on the Services, force providers, and commercial partners. We present options to the nation’s leadership and dilemmas to our adversaries by focusing on war fighting readiness. Strength is derived from the individuals who make the decision every single day to sharpen the tools of their trade and prepare for battle. It’s the small acts of professionalism that matter, he said. “We must ready ourselves like the blade to be strong and unyielding under pressure while slicing through barriers on our way… Seemingly ordinary and sometimes mundane tasks translate to proficiency, and proficiency translates to capability. Matched with capacity, the capabilities you hone keep this enterprise sharp and ready to fight.” He continued that adversaries seek to exploit cyber domain vulnerabilities, especially where the military’s networks converge with commercial networks. In response, USTRANSCOM has imple-
mented National Institute of Standards and Technology (NIST) procedures as a baseline, with this language now included in USTRANSCOM contracts. Recently, the command examined a security best practice by the financial industry where anonymized corporate data is shared to provide insights into cyber and physical threats to networks. The feasibility of creating a similar model for our enterprise needs to be determined, said Broadmeadow. “Because we all share the same risk to mission, real-time threat sharing ultimately creates another layer of resilience to our operations.” USTRANSCOM is also working on internal efforts to improve cyber mission assurance, protecting its transactions in a safe, cloud-based environment with built in resilience, redundancy, and security. Harnessing the power of data will allow for a future where artificial intelligence integrates with command and control decision-making cycles. Broadmeadow expanded that tactically USTRANSCOM has five applications in the cloud already. A prototype enterprise data environment has merged more than five terabytes of data from different sources and a prototype transportation management system operating in USTRANSCOM’s cloud environment, and the command is working its way through migration with the rest of the enterprise. This will underpin and set the conditions for big data analytics, machine learning, and artificial intelligence. Operating within the cloudbased environment will completely revolutionize how the enterprise is managed. Regarding household goods movements, Broadmeadow described the responsibility to appropriately organize, resource, and execute the family relocation program. He added that the primary challenge with the family relocation process derived from a lack of market capacity. Four lines of effort have been outlined as the way forward: Focus on customer interface information technology improvements; align responsibility, authority and resources across DOD’s stakeholders; establish a 24/7 customer service hotline for service members, increasing quality assurance personnel, and improving the claims process; and improve quality capacity through market expansion and modification of current incentives. As the command evolves its operations to meet the strategic end-goals of our nation, Broadmeadow did not foresee demand signal decreasing. While the com-
mand seeks efficiencies, he underscored that USTRANSCOM is not a business. “We are a global warfighting combatant command. Adversaries intend to damage, deny, and degrade our effectiveness and they’re after more than just our bottom line. As USTRANSCOM continues to leverage commercial providers for vital capacity, we’ll collectively ensure that the mission can be accomplished across the spectrum of contested operations. We must harden our networks, nodes, aircraft, and vessels to defend against kinetic and non-kinetic threats.”
Broadmeadow projected that in the future we will maintain the asymmetric advantage provided by our enterprise and adapt to stay one step ahead of any adversary. This requires all of us to seek out options for resilience in every aspect of our mission. We must use our global network, empowered by commercial partners, to respond to contingency operations to execute global war plans. Resilience within our end-to-end value chain defines our comparative strategic advantage. Regardless of future challenges, it’s the actions we take today that will demonstrate our commitment to warfighting readiness.
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Big Changes in the Sealift World
RADM Mark H. Buzby, USN (Ret.), Maritime Administrator, US Maritime Administration (MARAD)
ADM Buzby began by noting that things are beginning to change in a big way in the sealift world. Big decisions from both sides of that Sealift equation—the organic government fleet and the commercial fleet—remain ahead. On the commercial side, the 60-ship Maritime Security Program (MSP) provides us with reliable access to militarily useful US-flag tonnage, as well as the global logistics and distribution networks that they operate in day to day. He estimated that if the government had to own and operate these ships, the budget to do so would be close to $60 billion—something the US could not afford. Buzby continued by stating that just as important as those ships and those networks, are the highly skilled mariners and crew the ships provide as a source to man, not only the MSP fleet, but government ships as well. The MSP is authorized by Congress out to 2025. That is not that far off so MARAD is working with industry now to lay out what that next generation of MSP should look
| Defense Transportation Journal | DECEMBER 2018
like in terms of capacity, capability, ship type, and participation. Currently the ships are all dry cargo with two tankers. However, there’s a potential need for other types of ships with differing capabilities. We also need to acknowledge that the cost differential is only getting larger between US and foreign-flag ships, he said. Adding that according to a recent study, operating costs now average around $6.7 million per year. Work to look at the new MSP has begun with participation from MARAD’s industry partners, USTRANSCOM and the Navy—and they are committed to getting it right. Buzby then acknowledged that a nearer term cliff was quickly approaching in 2022, when the current $5 million a year MSP stipend slips back to $3.7 million—a fact that clearly has to be addressed. This is definitely on MARAD’s scope and something currently being worked on. “We also need to be looking at the role that cargo preference plays going forward, along with MSP, to ensure that we have a viable peace time fleet that will be there if we call them in time of crisis,” he said. “You know, we’ve heard it loud and clear from industry that cargo, not just stipends, are necessary to make this thing work.” The government’s Sealift fleet is not getting any younger, with an average age of 43 years. The cost of maintaining this “antique” fleet is sky-rocketing and it must be re-capitalized soon. Buzby told the audience that he had recently made the difficult decision to take a ship, one of his Ready Reserve Force ships, out of class because he could not afford to dock her for the repairs she needed. He had to apportion the funds to hire priority ship main-
tenance. Admiral Mewbourne at MSC, Buzby said, was facing similar challenges with his 15 sealift ships. The Navy, USTRANSCOM and MSC have come up with a new deal on re-capitalization called “Sealift That the Nation Needs.” The plan has three parts: They will invest money into some of the ships to extend service life out to almost 60 years; acquire some newer used vessels out of market (potentially out of the current MSP fleet); and build some new ships down the road. However, funding across the period of time that this plan is being contemplated comes at a time when the Navy will be challenged with a number of high-priority, ship procurement programs, such as replacing the Nimitz-class carriers which are not cheap. On top of that, is the entire Ohio-class ballistic missiles submarine replacement program which are not cheap. And, he said, there are other big-ticket items needed. This will all require some difficult decisions to be made by the Navy. The silver lining to all of this, if one exists, is the attention it has garnered from Congress, The White House staff, the Government Accountability Office, and the press, said Buzby. The more attention, he surmised, the more everyone is pushed into taking action. He then shared that on a positive note, MARAD is building a new ship—a multimission training vessel. By means of introduction, he showed a video about the ship to the audience. The ship, he said, was fully funded for the first ship in fiscal year 2018. Regarding the procurement, MARAD is not going to contract directly for this ship and the government is not going to contract directly for this ship. Instead, a vessel construction manager, likely a Jones Act carrier that has recently built a large Jones Act ship, will be hired to superintend the building of the ship. The construction manager will actually contract with a building yard, build the ship, then when the ship is completed and has completed its trials, it will then be transferred to the government. This unique way to procure a vessel will utilize commercial standards and commercial practices. If it goes well, it could serve as a model for emulation for other procurement processes for the government in the future. Buzby ended by noting that more than just a sealift that our nation needs, we need to have sealift that our nation can afford—and this may be a path to get there.
Evolving the Joint Deployment and Distribution Enterprise to the New National Defense Strategy MODERATOR
The Honorable Robert McMahon, Asst. Secretary of Defense for Sustainment PANELISTS
• Lt Gen Warren Berry, USAF, Deputy Chief of Staff for Logistics, Engineering and Force Protection, Headquarters US Air Force • LtGen Charles Chiarotti, USMC, Deputy Commandant, Installations and Logistics, US Marine Corps • RADM John Polowczyk, USN, Vice Director for Logistics Joint Staff, J4 • RADM Paul Verrastro, USN, Director of Logistics, US European Command • LTG Darrell Williams, USA, Director, Defense Logistics Agency
r. McMahon began the panel by sharing a history of events that occurred when he served as the Director of Central Command Deployment and Distribution Operations Center (CD-
DOC). During his tenure in that role, the US increased its manpower in Afghanistan by approximately 30,000, while concurrently drawing down operating forces in Iraq. He saw a coup in Kyrgyzstan, watched the PAKGLOC [Pakistan Ground Lines of Communications] close multiple times, witnessed the creation of the Northern Distribution Network which allowed materiel to flow into Afghanistan in a way it had never done before, saw the new Kyrgyz government cut off all fuel for operations at Manas, and, to top it off, watched the Icelandic volcano erupt and cut off all flow of aviation assets in the northern part of Europe. “I go through that history for you,” he explained, “because what I saw in my time as Central Command’s Director of Deployment Distribution Operations, pales in comparison to what the next INDO-PACOM CDOC Director or EUCOM DDOC Director will face in the threats that we have today.” McMahon continued that whether that is in a contested environment with nations
such as Iran and North Korea, or with near-peer competitors, such as China or Russia, in a contested environment, we have to do things differently than what we have learned for the last two decades if we are to be successful. All the operators in the world can talk about what they’re going to do once they get to the fight, he said. But if together military and industry
All the operators in the world can talk about what they’re going to do once they get to the fight, he said. But if together military and industry can’t get them to the fight, then what they think they can do becomes irrelevant.
can’t get them to the fight, then what they think they can do becomes irrelevant. As a team, military and industry must figure out how to act, think and behave differently to meet these contested threats—in both the physical and cyber domains.
The 2019 NDTA-CNU Strategic Ports Conference “America’s Ports—Enabling Warfighting Readiness” 30 April–2 May 2019 • Christopher Newport University, Newport News, VA Co-hosted by NDTA and the CNU Center for American Studies, the conference will be presented in association with the US Army’s Military Surface Deployment and Distribution Command (SDDC) and the US Maritime Administration (MARAD). If you have an interest in port operations or if your business operates on US ports then this is a must attend event!
Find out more at: www.ndtahq.com/events/strategic-seaports/ www.ndtahq.com |
RADM Polowczyk began by discussing global integration, based on direction from the Joint Staff Chairman. Polowczyk mentioned that language used by the Chairman reflected a scarcity of resources. He explained that previously when a contingency arose, you could respond using all your resources because there weren’t the multi-front conflicts that we have today. The world is fundamentally different. He further described a recent readiness review for a global plan that brought global integrated operations to a head, where at the end of a global plan, each COCOM understood they would be operating with less. They could potentially be asked to do less, but they will still need to complete their missions. The NDS includes simultaneity stacked demand. We will not get to choose or deter in a third theater, so operation must be globally integrated and that is what the Chairman intends to do. Polowczyk continued that the Chairman was also concerned with global integration for force development and force design. There is a new NDS, the NMS [National Military Strategy] is being rewritten, and quickly behind that will be a new Capstone Concept for Joint Operations (CCJO). “The thesis in the Capstone Concept for Joint Operations is that our military quantitative and qualitative advantage is being eroded. The CCJO will address that with a new way of doing business.” The overall concept will be for the Joint Staff to use its assessments to work on the gaps between developing the budget and joint concepts. RADM Verrastro had participated in a panel during the 2017 Fall Meeting and commented that significant progress had been made since then. He began by sharing EUCOM’s enduring priorities—to ensure readied and postured forces, to 18
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strengthen strategic partnerships and build partners, to adapt to a complex and dynamic strategic environment, and to develop resilient service members and families. Two additional broad ideas that EUCOM is focused on are a return to great power competition, driven by strategy, and to ensure a combat credible deterrence posture. Everything done by the EUCOM J4 aligns with this and with the NDS.
The power that DLA brings to the table with 12,000 different suppliers would not be possible without its industry partners. Part of DLA’s effort to provide support is trying to make procurement more effective and efficient, as well as trying to improve its distribution network both within the CONUS and in the OCONUS space through initiatives such as the Trans-Arabian Network.
Verrastro continued by describing the logistics environment in Europe. There are 51 countries in Europe. From a security operational perspective, it is a very mature theater with many strengths including a strong NATO alliance, and committed partners in the European Union and throughout Europe. Commercial capability and industry in Europe is very robust, with both capabilities and capacity, and an extensive network of seaports, airports, roads, rails, and all modes of transportation. EUCOM also has acquisition cross-servicing agreements with 45 of our countries or large entities there. Verrastro
said that his job has focused on strategy to logistically set the theater. The theater is being set to enable, steady state operations and exercises, and to be able to then pivot very quickly to support contingency operations. And, as highlighted in the NDS, this is also about competing, deterring and then, if necessary, winning. EUCOM also benefitted from Congress passing the European Deterrence Initiative which allocated $8 billion to Europe on deterrence activities, with another $6.5 billion allocated in FY2019. This allowed EUCOM to focus on five primary areas: Improving the US presence in Europe; training in large NATO coalition and US exercises; enhancing the pre-positioning equipment being staged in Europe; improving infrastructure; and continuing efforts to build partnership capacity. LTG Williams began by referencing comments made by USTRANSCOM Commander GEN Lyons that the nation’s strategic advantage rests in its ability to deploy troops and equipment anywhere around the world, stating that the other piece of that is sustainment. Together DLA and USTRANSCOM create power for our nation through their ability to deploy and sustain forces. DLA secures fuel, food and supplies, while USTRANSCOM actually moves it to the Warfighter. It is an increasingly strong relationship. Commitment and support to the Warfighter is a priority of the Secretary of Defense, among each of the Services, and is the focus of the Defense Logistics Agency. Its support to the Warfighter is through the Services and extends to all of the COCOMs, and DLA has strong relationships with all of these. The power that DLA brings to the table with 12,000 different suppliers would not be possible without its industry partners. Part of DLA’s effort to provide support is trying to make procurement more effective and efficient, as well as trying to improve its distribution network both within the CONUS and in the OCONUS space through initiatives such as the Trans-Arabian Network. In conclusion, LTG Williams identified his two greatest concerns. The first was the general topic area of cyber. The second was the extent to which DLA has evolved into a global network and the need for expeditionary capability. LtGen Chiarotti is consistently asked what the difference is between now and other periods in the Marine Corps histo-
ry. To which he says, nothing, beside the fact that we are just coming out of years of conflict, we have spent years being laser focused on an enemy that is nontraditional and perhaps at times blends into the background. We find ourselves so focused on that enemy and that threat for so long that many of our conventional approaches that we have used successfully in the past have atrophied, so we must bring back those resources and that corporate knowledge. The focus of the Marine Corps has not changed, said Chiarotti. We still provide the nation the ability to deter and to defeat the enemy when we face them. The Commandant’s number one priority is the readiness of the force, so that’s what the Marine Corps does day in and day out. It takes partners from all Services, as well as a team of logistics experts across both the logistics enterprise and the infrastructure enterprise to support that. Based on the NDS and current threat environment, we will not have ease of distribution sustainment like we once would have, as the environment is so different than what we have faced in the past. We will have air superiority, but can no longer count on having maritime superi-
ority. Therefore, the challenge will be how to deploy the force in an area of operation that is, quite frankly, all maritime. This really challenges the conventional distribution and deployment model and innovative ideas for future concept of operations will be needed. Further, Chiarotti explained, there is acknowledgment that we will fight from our bases. This means the Marine Corps must look at how to harden the bases and make them deployment, employment platforms. Lt Gen Berry stated that the NDS was a fundamental change. Such fundamental changes are significant to a Service and to a Service culture. For the most part, the Air Force has been forward deployed to the CENTCOM AOR—this is where most Airmen have spent a majority of their deployed lives and most of their deployed time. Current Airmen are used to deployments, which have become part of their normal battle rhythm. The NDS stands to change that. Likewise, most people who serve in the Air Force today don’t remember what it was like to be in an Air Force that was preparing for peer and near-peer competition—the training, preparations and setting the theater it entailed. Most of the Air Force will not
remember this and that is what makes the NDS such a fundamental change. This does not mean the Air Force is unprepared to fight, but it does mean that efforts need to be made in order to prepare for the NDS. To that end, said Berry, the Secretary has established five priorities of which he would highlight the two most relevant to the audience’s work with the Air Force. The first is to restore readiness. But, he stated, that readiness is to be restored at an accelerated pace in response to the demand signal seen in the NDS. The second priority is to modernize costeffectively. That means finding ways to provide logistics and sustainment for less money so we will be able to modernize our Air Force in order to be successful in peer and near-peer competition as outlined in the National Defense Strategy. “And so when you think about those two priorities, I would offer to you that the undercurrent to all of that is logistics. Logistics is the great enabler. Sustainment is the great enabler. Transportation is a great enabler in any kind of war fight,” he said. “And as our chief likes to say, ‘in every challenge is an opportunity.’ And rest assured, we have lots of opportunity in the new National Defense Strategy.”
preference in MSP, that upholds a healthy American merchant marine and a formidable capability to build vessels we need to project ourselves is paramount. When it comes to labor shortages, he implored the audience to share the benefits of careers in transportation and logistics in order to attract more young people to these professions. Discussions and action are happening
and/or needed between military and industry to help in dealing with cyber security, threats to trade routes and supply chains, restrictive practices that continue to impede commercial efficiencies, the under-funding of our defense industrial base, and concerns over emergency requirements in contracts. While the industry faces many challenges, Crowley saw benefits to DOD
Industry Speaks: Perspective from the Fourth Component
he NDTA-USTRANSCOM Fall Meeting would not be complete without perspective from the fourth component—industry. Leading this portion of the program, Mr. Tom Crowley, Jr., CEO of Crowley Maritime Corp., provided the industry keynote address. He highlighted challenges commercial companies are facing as they support DOD and Homeland Security missions. These challenges included contested environments around the globe, rising world powers, safety concerns during activation, the increasing frequency and intensity of hurricanes and other natural disasters, labor shortages, technology deployment and the connection between varying systems, and cyber threats to those systems and throughout our network. Crowley commented that consistent maritime policy, like the Jones Act and cargo
and industry working together. Crowley Maritime’s customer base is approximately 85 percent industry and 15 percent government. Working in both sectors allows the company to provide commercial innovations to government customers, and apply lessons learned through government services to their commercial clients. DOD relies on industry to ensure the defense transportation system works, and that missions and Warfighters are supported.
The subject of worker shortages is one being felt across the modes—and the need for qualified mariners, truckers, pilots, and mechanics only continues to grow. The use of autonomous technologies to help combat the manpower shortages is one potential solution that is still evolving.
Speaking of opportunities ahead, Crowley said that government and commercial investment is required for infrastructure, assets and personnel. This will be critical to remaining competitive in a rapidly changing world. The most exciting areas of investment will be in new technology, such as predictive analytics and autonomous systems, which will create safety and efficiency gains. Industry was further represented during the Fall Meeting by a roundtable led by Mr. Pete Mento, Vice President of Global
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Trade and Managed Services at Crane Worldwide Logistics. The compelling session featured subject matter experts across the maritime, aviation service and trucking communities from the government, academia and private sectors. Panel members included Mr. Dan Annunziata, Director of North American Surface Transportation at CH Robinson; Ms. Abby Freeman, International Trade Compliance Manager at Sierra Nevada Corp; Capt Nate Gandy, Commandant of Midshipmen and Dean of Maritime Training at Maine Maritime Academy; Dr. Shashi Kumar, Deputy Associate Administrator and National Coordinator for Maritime Education and Training at the Department of Transportation; and Capt Alex Soukhanov, Cyber Director at Moran Shipping. The roundtable explored the mariner shortage. The subject of worker shortages is one being felt across the modes—and the need for qualified mariners, truckers, pilots, and mechanics only continues to grow. The use of autonomous technologies to help combat the manpower shortages is one potential solution that is still evolving. The panel also delved into the complexities surrounding the global customs picture, including the need to regulate and standardize customs procedures. Panelists spoke on the importance of leveraging technology in this context to improve supply chain efficiencies. However, in any discussion of technology the very real cyber threat which cuts across the entire industry must be acknowledged. And, small business has an important role to play in this process.
Economic Security is National Security KEYNOTE SPEAKER
Dr. Peter K. Navarro, Director of the White House Office of Trade and Manufacturing Policy
r. Navarro began by describing what President Trump is doing in terms of broad themed economic securities and national security. Past [US] presidents have often been characterized by short, but profound maxims that both guided their policies and led to some of their greatest successes. For example, Teddy Roosevelt’s “walk softly and carry a big stick” was the motivating idea and principle behind transforming a domestic leaning Sea Service to what became a global reaching Navy. President Ronald Reagan’s “peace through strength” was the guiding principle for an innovative rebuilding of our defense industrial base and the eventual downfall of the Soviet Union. President Donald Trump has upped that ante in a way with this principle “economic security is national security.” The corollary to which is simply that a strong manufacturing and defense industrial base is critical to both economic prosperity and national defense. The President is often accused of having no strategy, when in fact this principle— economic security is national security—is a strategy which guides everything he does. Navarro expanded on this point by using the example of tax cuts which he said lead to increased investment, productivity, and a rebuilding of our manufacturing and defense industrial base. Deregulation creates a pure supply side stimulus by lowering the cost of our manufacturers, thereby making us more competitive and able to
export more. Through executive action, the President has been very successful reinvigorating “Buy American” policies. These policies, when applied to our steel and aluminum industries, help build up our manufacturing and defense industrial base. A report on the first assessment of the defense industrial base ever undertaken by the government was recently released. Many agencies and more than 300 subject matter experts worked on it. The idea of the assessment was to look at nine different sectors such as aircraft, shipbuilding, and nuclear, along with six cross cutting sectors like cyber and machine tools. If you think about this from a production standpoint, you have assembly plants, but you also have a seven-tier deep supply chain. So if you need to build an F-35 and you have a component down in the fifth tier of the supply chain that is in financial trouble after eight years of sequestration, that would be a vulnerability in the defense industrial base and if we tried to surge your production that could be a bottleneck. The assessment identified close to 300 of those vulnerabilities. When the report were submitted to the President, a number of actions were submitted with it. Another major vulnerability identified was foreign dependencies, much of which Navarro thought was the product of bad trade policies. Additionally, strategic rivals like China are identified in the report for specifically targeting parts of our supply chain and industrial base. Many in the audience, he surmised, may not think that trade policy has much to do with defense policy. But that is not true, he said, because when we lose the ability to produce critical material like Beryllium, Tungsten, and other kinds of rare Earth—when those go offshore or when we don’t have the ability to produce components for some of our night visions systems—that puts us at risk, and particularly in a crisis or surge. Furthermore, you cannot always rely on allies to get you what you need, he explained, citing issues during the first Gulf War when trusted allies in Europe refused to ship what we needed, leading to a 10 or more day delay getting boots on the ground where we needed. When you have a 10-day delay that gives the enemy time to dig in and create more risks and dangers. Navarro summarized his point by saying that the Administration is trying to think globally about homeland security and national defense through the lens of
“economic security is national security,” particularly in a democracy and a capitalist country, defense and government, working with the private sector. Another takeaway from the assessment is that it’s long past time for an assessment of our infrastructure. As successive USTRANSCOM Commanders have noted, our transportation has faced years of underinvestment and often neglected that has produced significant strains and gaps.
Through executive action, the President has been very successful reinvigorating “Buy American” policies. These policies, when applied to our steel and aluminum industries, help build up our manufacturing and defense industrial base.
Our defense rail system is aging, faces chronic underinvestment, and we have significant foreign competition in rail cars that are critical for national defense. The Australian rolling stock industry was decimated in a matter of years, not decades but years, by a conscious Chinese strategy to undercut domestic industry with stock that was made with dump steel, heavily government subsidized and just put that industry out of business. We are facing the same problem here. The Chinese are busy trying to take over our rolling stock industry. They have made great inroads bidding on things like public transportation systems in cities like Chicago, Boston, and Los Angeles, and the problem is the Chinese government is willing to heavily subsidize things like steel and aluminum which is a major part of the cost of the rolling stock. He continued that they will also steal US technology which helps them avoid the cost of R&D, all this means that when it comes time for an American company to bid on the rail car system in Chicago versus a Chinese company, it’s not a fair fight. The US is losing
these unfair fights and that may begin to impact missions. For that reason, Navarro hoped to push forward to the next leg of the defense industrial base assessment regarding the issue of infrastructure, and with the logistics community’s help, he said, perhaps some accelerated solutions can be found. Finally, Navarro discussed his office’s work on the Merchant Mariner shortfall which he estimated to be around 2,000 mariners. We are fierce defenders of the Jones Act and fierce defenders of cargo preference, he said, adding that it is a continuous struggle to raise awareness of just how significant the shortfall could be in the event of another surge. His office is trying to tackle the issue in many different ways. One way which he hoped would soon be finished was making it easier for Sea Service Veterans to seamlessly transition into the Merchant Marine without any undue obstacles or delays in certification. This is part of a broader effort by the Administration to help Veterans transition into civilian roles more effectively. DTJ www.ndtahq.com |
Photos by Cherie Cullen
The expo hall floor was full of booths, exhibitors and attendees as NDTA held its annual Exposition October 23-24 at the Gaylord National Resort and Convention Center, just outside of Washington, DC. Participants included individuals and organizations that spanned the logistics enterprise from military, government, industry and academia. The Expo is a valuable opportunity for transportation and logistics professionals to network, showcase their capabilities and learn about the latest in industry advances. NDTA thanks all of the exhibitors who contributed to the informative and lively atmosphere, and a special thanks to Norfolk Southernâ€™s The Lawmen Band. We look forward to seeing you next year in St. Louis!
22 | Defense Transportation Journal | DECEMBER 2018 Participation and attendance at the NDTA Exposition does not imply support or endorsement by USTRANSCOM, its component commands, or any other US government entity.
SILVER SPONSORS American Roll-on Roll-off Carrier (ARC) • Anacostia Rail Holdings • ArcBest • BNSF Railway CSX Transportation • Erickson Incorporated • Liberty Global Logistics Norfolk Southern Corporation • Port of San Diego • Southwest Airlines • The Pasha Group Transportation Institute • Tri-State • U.S. Bank Freight Payment • US Ocean, LLC
BRONZE SPONSORS AAT Carriers • Baggett Transportion • C.L. Services, Inc. • La Quinta Inns & Suites
Proceeds from the NDTA Sponsorship Program will support the NDTA general operating fund. Participation in the NDTA Sponsorship Program does not imply support or endorsement by USTRANSCOM, its component commands, or any other US government entity.
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PROFESSIONAL DEVELOPMENT TRANSPORTATION ACADEMY – FACTS & COMMENTS Irvin Varkonyi firstname.lastname@example.org 2018 TRANSPORTATION ACADEMY FACTS
• Transportation Academy included eight blocks of sessions, more than 70 classes and attracted over 3,300 attendees. • Sessions averaged six to ten classes and 420 attendees. • The largest session was day one, block two at 562 attendees. • Many classes were standing room only, especially in the smaller rooms (our apologies!) • The largest class, Transportation Management Systems, held during the last block of classes, had nearly 300 attendees. • Our technology sessions attracted great interest given how encompassing technology is in supporting transportation and logistics. • Contracting and new systems requirements attracted large audiences. • Twenty-two attendees registered to earn Continuing Education Units (CEUs) offered by Northern Virginia Community College. • Some 120 instructors from the public and commercial sectors shared their expertise. • The Instructor who came the furthest was from Germany (Jason Trubenbach, US Army Europe G4). WHAT ATTENDEES SAID
“Being able to focus on innovations. It was very intriguing seeing it all come together.” – CMSgt Andrea Immon, 92nd Logistics Readiness Squadron, Fairchild AFB “We’re a proud member of NDTA. This was a good meeting. I attended the writing proposal for contracts. They encouraged us to jump in the water and engage in contracts. The water is fine.” – Adam Petersen, American President Lines
“The NDTA annual conference has been an exceptional opportunity for members of industry to come together and collaborate. What I found beneficial in the sessions thus far is how to find the synergy between ground transport and air and sea. Determine the vectors to reach areas of transportation. It was educational to learn how much industry is influenced by cyber. It is evolving to be a significant threat to industry.” – Maj Michael Rajchel, 92nd Logistics Readiness Squadron, Fairchild AFB
Tim Ringdahl (right) and Irv Varkonyi (left), Coordinators for Transportation Academy.
“Hearing about all the new ideas was informative—that I can take back to my Airmen, to tell them what is on the horizon.” – CMSgt, Monita McCowan, 92nd Logistics Readiness Squadron, Fairchild AFB
“Attending the Special Forces class was of interest to me as I work on C-130s. We work in austere locations. It’s important to learn more about forecasting Special Forces’ needs. It’s information that I can take back to the field.” –SMSgt William Ellsworth, MacDill AFB
DEFENSE TRANSPORTATION JOURNAL
“The Blockchain session was very enlightening. Offered by the Blockchain Transportation Alliance, it was a very good review of Blockchain capabilities. It’s too early to tell how government will be impacted. There’s a lot of opportunity to preserve data. The rate of adoption of blockchain is important in the discussion.” – Megan Manning, SDDC, Scott AFB “I attended Cybersecurity—Cybersecurity at DOD goes hand in hand with the civilian sector. Hearing this in the class reinforced those actions that we can take to strengthen cyber security. It was refreshing to hear this topic on the first morning.” – MSgt Bryan Isham, MacDill AFB
Are you interested in a subject that we should offer at the 2019 Transportation Academy or in a series of classes in one of our current Topic Tracks? Would you like to teach a class? If so, please email me at email@example.com.
Statement of Ownership, Management, and Circulation as required by the Act of August 12, 1970; Section 3685, United States Code, for Defense Transportation Journal, published bi-monthly at Alexandria, Virginia, for September 2018. 1. Location of known office of publication: 50 South Pickett St., Suite 220, Alexandria, VA 22304. 2. Location of the headquarters of general business office of the publisher: 50 South Pickett Street, Suite 220, Alexandria, VA 22304. 3. Publisher: National Defense Transportation Association, 50 S. Pickett St., Suite 220, Alexandria, VA 22304; Publisher, VADM William Brown, USN (Ret.); Managing Editor, Sharon Lo. 4. Owner: National Defense Transportation Association, 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296 (an incorporated association). 5. Known bondholders, mortgages, and other security holders owning or holding 1 percent of more of total amount of bonds, mortgages or other securities: There are none. 6. Average number of copies each issue during the preceding 12 months: Total 5,008; paid circulation by mail, 4,898; sales through dealers, carrier or other means, 192; free distribution by mail or other means, 0; total distribution 5,121; copies not distributed, 45. Percent paid and/or requested circulation: 96%. Sharon Lo, Managing Editor.
To be the world’s leading professional association for individuals working in the global logistic/ transportation system and related industries so we may maximize our contribution to the national security and economic growth of the United States.
To foster a strong and efficient global logistics and transportation system to support the economy and national security of the United States by: • Advancing the knowledge and science of logistics and transportation within government and industry. • Facilitating the sharing of knowledge between government and logistics/transportation related industries. • Educating members on the important issues affecting the global logistics/transportation system.
Values form the foundation for all that we do in our organization and for our Nation. Our values are our spirit. They are what we believe, what we stand for, and our moral and ethical fiber. The men and women who make up our membership around the
globe are dedicated to improving our association today and into the future. Our commitment and competency are reflected in our core values: • Integrity: We conduct our business in an open, honest, ethical manner. Exhibit the courage to speak out and express our opinions. Do what is morally and ethically right. Comply with the intent and the “letter” of policies and laws. • Teamwork: We maximize our collective talents through teams and partnerships based on mutual trust, fairness, respect, cooperation and communication. We promote and recognize creativity and innovation. • Service: We pursue excellence in all of our endeavors. We anticipate and respond to member and partner needs by providing quality products and services. We take pride in our work and commitment to quality. • Action: We will listen well, consider the ideas of others, seek counsel and then act decisively. Relentlessly press for action to resolve an issue or to reach a solution. • Diversity: We value our members, employees, and supporters, their capabilities and differences, plus the unique contributions that each brings to our organization.
75 Years of Service to the Nation 26
| Defense Transportation Journal | DECEMBER 2018
CUT AT LINE & MAIL OR FAX TO: National Defense Transportation Association | 50 S. Pickett St., Suite 220, Alexandria, VA 22304-7296 | (FAX) 703-823-8761
Costs are minimal, but the rewards are great! >> Contact NDTA for more information at 703-751-5011 or visit www.ndtahq.com <<
Maybe you know someone who would like to join. The National Defense Transportation Association (NDTA) is a non-political, non-profit educational Association composed of government, military, and industry professionals dedicated to fostering a strong and efficient global transportation and logistics system in support of national security. Membership in NDTA affords opportunities to serve and educate the community in your area of expertise as well as other special benefits.
APPLICATION FOR MEMBERSHIP
Corporate membership in NDTA provides increased exposure and networking opportunities for those companies wanting to do business with the US government or military. Membership should be a key part of any business plan where the defense and government logistics, transportation, travel and distribution system is the target market. Corporate membership will offer your team the opportunity to be a part of the discussion and share ideas with top military, government, their execution teams, and industry leaders—the individuals who are setting and influencing the transportation, travel and distribution agenda for today and the future.
APPLICATION FOR MEMBERSHIP
Position/Title Name Organization Position/Title Mailing Address Organization City
State Zip Mailing Address
City Work Phone
State Zip Email
Life $450.00 Regular – 3 Years $150.00
Chairman’s Circle Plus (global or national company with multiple operating entities)
Military/Government – 3 Years $135.00
Chairman’s Circle (global or national operating company)
Regular – 1 Year $55.00
Sustaining Member (national or regional operating company)
Military/Government – 1 Year $50.00
Regional Patron (small business or local operating company)
Young Leaders (under 35 years of age) $40.00 Retired (not gainfully employed) $40.00
Custom program development creates a unique relationship for participation with the NDTA including participation in: • National NDTA & USTRANSCOM events • University on-site instruction and publishing opportunities • Student membership and scholarship awards • Local chapter engagement
Amount Remitted $______________________ Donation to the Foundation $______________________
For more information on Corporate Membership and University Programs, contact Lee Matthews 703-751-5011 or firstname.lastname@example.org.
Card No. Expiration Date Cardholder’s Name Signature
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 LLC + 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 28
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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
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 Bollore 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) Council for Logistics Research Delta Air Lines Enterprise Holdings Erickson Incorporated Estes Forwarding Worldwide, LLC Europcar Car & Truck Rental Eurpac Evanhoe & Associates, Inc. Excl Hospitality – Suburban Suites/MainStay Suites 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
DF Young, Inc. 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 North Carolina State Ports Authority 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
Cont’d from Pres. Corner pg. 9 perspectives, as well as Dr. Peter Navarro from the White House for giving us his perspective on the need for a strong national industrial base, support for the Jones Act and US sealift writ large. This was our inaugural Senior Enlisted Panel, led by USTRANSCOM Senior Enlisted Leader CMSgt Matt Caruso. The panel was an overwhelming success and I would like to see that level of Senior Enlisted involvement continue in future years. My sincere gratitude to all of our instructors at the Transportation Academy and all who gave of their time to provide professional logistics, business and process-oriented presentations. I was also very pleased the NDTA functional Committees were able to meet on the last day of the Fall Meeting—and the quality of the discussions was outstanding. I would be remiss if didn’t thank USTRANSCOM, SDDC, AMC and MSC, everyone from the Industry team, the NDTA staff and our many volunteers who planned, exhibited and created the environment for learning and trust. As a final note on the Fall Meeting, please visit the NDTA website to watch the video of the speech given by Mr. Frank McDermott, NDTA’s Legal Counsel,
Cont’d from 75th Anniversary pg. 8 Casidy (NDTA VP Finance) predicts that we’ll soon have to start looking for a larger location to store the ever-growing mounds of toys collected by NDTA’ers and friends. NDTA Assistance Agreements with American Red Cross and Federal Civil Defense Authorities. Two of the earliest (1953) and most comprehensive NDTA commitments was to cooperate directly with Red Cross and Civil Defense in times of emergencies. Fund Raising Activities for NDTA Scholarships. Over the history of our Association, NDTA has awarded thousands of dollars each year to worthy students. Raising the money to finance these scholarships is done in many different ways and by chapters all over the United States, Europe and the Far East. One of the most popular ways is using proceeds from Chapter Golf Tournament. Chapter Scholarship Auctions are also very popular with many chapters, as are 5K Runs, and, 30
| Defense Transportation Journal | DECEMBER 2018
upon his acceptance of the Joseph Torsani Award for Lifetime Service and Achievement. His remarks about NDTA are short, but powerful and heartfelt. As we head into 2019, I have a lot on my mind. First, we are still a nation engaged in conflict and a nation involved with deterring conflict. We should all be mindful of those deployed around the world, and they deserve our full and constant support. Our leadership in DOD and the Administration is asking the military to increase their readiness, lethality and effectiveness in contested spaces. Likewise, the economy, while good, has increased volatility and uncertainty—which ultimately affects national security. Secondly, NDTA—our members—are part of a logistics community that is in a period of profound change. Predictive Analytics, Artificial and Business Intelligence, Big Data, Internet of Things, Machine Learning, Unmanned Vehicles, Blockchain—all running on an Enterprise Architecture is all part of what industry leaders are evaluating for application to their businesses. At the same time, customers are demanding better time definite delivery, visibility and a complete online experience that is easy to follow. Differentiation amongst logistics providers is important
to stay relevant and to add value. The customer needs to see it is not just about moving material, it’s where value is added that creates an experience that results in customer loyalty. Planning, Predictability and Overall Value are what guards from the commoditization of logistics. Commoditization leads to competition on price only and not best value. NDTA industry members understand differentiation. Doing business with DOD fundamentally requires them to do things different in many ways. In this period of great changes across the logistics enterprise, there is reason to be optimistic there are opportunities to add even greater value which will ultimately support the Warfighters downrange. So, I think 2019 holds much opportunity. I feel energized to be part of it and I look forward to digging into the issues facing DOD and industry. I am very appreciative when I talk to military leaders and industry leaders to get the sense that there is a sincere desire to improve, build and help the DOD achieve the goals set out in the National Defense Strategy. 2019 is also special because it is the 75th Anniversary of NDTA. While we celebrate the past, we will look forward to the next 75 years. Happy Holidays and cheers to a wonderful New Year. DTJ
of course, the popular A-35 Duck Race held during NDTA’s Annual Forums in the late 1990s and into the 2000s. Natural Disasters. Over the years, thousands of NDTA chapters, corporate, military, and individual members have provided life-saving transportation assistance and property protection to areas ravaged by hurricanes, floods, tornadoes, and earthquakes. Veteran’s Assistance. From providing transition assistance, family support, mentoring, contributions to Military Morale and Welfare funds, and visiting wounded service members in Veterans Hospitals— NDTA demonstrates care and concern for our Vets. In one specific example, after the Vietnam War, NDTA organized a major program called “Handi-vet” that was very successful in helping to place returning Veterans with jobs in the transportation and logistics areas. Patriotism and Recognition of Our Heroes. NDTA shows continued care and respect to our fallen heroes through activities like placing wreaths on Veteran’s
graves at Christmas time, Memorial Day, and Veteran’s Day. Capitol area chapters also volunteer with the US Park Service to scrub and clean the Vietnam War Memorial and participate in similar community out-reach programs. So, you can see from this small sampling of NDTA activities that as the title of this article suggests, there really is a compassionate side to NDTA. We can all be proud of the helping hand our Association has provided these past 75 years! DTJ
DTJ INDEX OF ADVERTISERS American President Lines Ltd........................... 31 American Roll-on Roll-off Carrier (ARC).............. 2 Avis Budget Group............................................. 9 Bennett Motor Express LLC.............................. 10 Boyle Transportation Inc..................................... 4 FedEx Government Services............................. 32 FOSS Maritime................................................. 15 Landstar Transportation Logistics Inc................. 6 Southwest Airlines............................................. 3 TOTE Inc............................................................ 5
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| Defense Transportation Journal | DECEMBER 2018
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