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The Official Publication of the National Defense Transportation Association

February 2019

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FILLING THE RANKS: Exploring Transportation Worker Shortages Plus, an Update on DOD’s AT&L Restructure


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February 2019

FEATURES

February 2019 • Vol 75, No. 1 PUBLISHER

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

SENIOR BUSINESS CONSULTANT

Bob Schotta bschotta@cjp.com

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

THE DEPARTMENT OF DEFENSE ACQUISITION, TECHNOLOGY & LOGISTICS REORGANIZATION Insights and Updates from Ms. Dee Reardon, Deputy Assistant Secretary of Defense for Logistics

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PILOTS OF THE FUTURE

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WHAT IS THE TRUE MARITIME DEFICIENCY THAT PLAGUES DOD READINESS?

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GENDER DIVERSITY MAKES GOOD BUSINESS SENSE

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THE VALUE OF VETERANS BUSINESS RESOURCE GROUPS

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By Sharon Lo

By Tom Jones

By Lieutenant Commander Bradford Eastman

By Ellen Voie, CAE

By Lloyd Knight

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 IN MEMORIAM................................................................................................24 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 sharon@ndtahq.com

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NDTA Proud Recognition and Support by Senior Government/ Military Leaders 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.

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rom the time it was established in October of 1944, our Association has been gaining stature and respect in the logistics and transportation communities. We gradually became recognized at the very highest levels of the military, government and industry. NDTA became the “go-to” organization to bring our three-way partnership together in a cohesive working environment that could get things done. Here’s what President Harry Truman said about us within only a year of our founding: “I have recently learned of the organization of the Army Transportation Association. I think it is a noteworthy undertaking. It is reassuring to know that those best able to meet the challenges of our transportation function in this global war and in the peace to follow are united in their aims and purpose. On the anniversary of your [Association’s] founding, I would like to extend my congratulations to your organization and to express my best wishes for its continued success.” President Truman was the first chief executive to take notice and commend the potential of our Association, but he was certainly not the last. Speaking of NDTA in 1953, President Dwight D. Eisenhower said: “For many years I have been deeply interested in the development of appropriate associations among the service and industrial facilities of this country so as to assure See 75th Anniversary pg. 30


PRESIDENT’S CORNER The Solutions Ahead VADM William A. Brown, USN (Ret.) NDTA President & CEO

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n the military we are trained and expected to take care of our Soldiers, Sailors, Airmen, Marines and Coast Guardsmen. Likewise, we were frequently faced with labor talent shortages and training requirements—impacting the readiness of the overall military force. As I grew more senior in rank and experienced the Joint aspects of the military, I discovered the same issues impact our commercial industry. I also observed how the overall health of our economy can affect military outcomes. The fact is, we have the same requirements to care for our US mariners, as well as workers in trucking,

passenger/cargo air, rail, and other transportation-related industries. This issue of DTJ will take a deeper look into our Nation’s transportation worker shortages and examine solutions for these transportation industries. The 2017 National Defense Authorization Act (NDAA) called for the division of the Defense Department’s Office of the Undersecretary of Acquisition, Technology & Logistics (AT&L) into two offices: Research & Engineering (R&E) and Acquisition & Sustainment (A&S). Two years after President Barack Obama signed the NDAA into law, we will hear about the reorganization.

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The changes made and still to come impact the logistics enterprise—and require all of us to continue reaching out for sustained dialog regarding the relevant issues impacting our mission to be ready to, as General Joe Dunford, Chairman of the Joint Chiefs, says, “win the peace.” “Winning the peace” has a relevant message for NDTA members because it encapsulates the full breadth of the warfighting capabilities we need—across the spectrum of conflict— to a functioning society and economy. See Pres Corner pg. 30

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April 30-May 2, 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/conference-on-americas-ports/ www.ndtahq.com |

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The Department of Defense Acquisition, Technology & Logistics Reorganization Insights and Updates from Ms. Dee Reardon, Deputy Assistant Secretary of Defense for Logistics By Sharon Lo, Managing Editor, DTJ and NDTAGram

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ection 901 of the National Defense Authorization Act (NDAA) for Fiscal Year 2017 called for the Department of Defense Office (DOD) of the Under Secretary of Acquisition, Technology and Logistics (AT&L) to be restructured. The goal of the reorganization was to better position the Department to pursue the goals of technological superiority, affordable systems, and well-managed business operations. A two-year process, the restructuring dissolved the AT&L office effective February 1, 2018. In its place, two new organizations—each with their own Under Secretary—were created: Acquisition and Sustainment (A&S), and Research and Engineering (R&E). Almost one year after that change, DTJ caught up with Ms. Dee Reardon, Deputy Assistant Secretary of Defense for Logistics to hear how the restructuring is going and to find out what changes are yet to come. DTJ: Thank you for taking the time to chat today. I

imagine a reorganization of this scale took quite some effort—can you tell us a bit about the process?

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MS. REARDON: The reorganization was mandated

by Congress and the Department took the opportunity to go deeper, realigning responsibilities and streamlining the new organization to optimize outcomes. The process began in early 2017 with the establishment of a cross functional team comprised of senior executives familiar with the AT&L organization, who conducted an assessment of each organization’s mission and responsibilities. This required the thoughts and inputs of many of our DOD stakeholders. Organizations also conducted their own internal assessments to determine the optimal structure. Communication with the work force throughout the process was—and continues to be—a key component of the reorganization. In August 2017, the Report to Congress Restructuring the Department of Defense Acquisition, Technology and Logistics Organization and the Chief Management Officer Organization in response to Section 901 of the National Defense Authorization Act for Fiscal Year 2017 was sent to Congress.


The Office of the Under Secretary for Acquisition and Sustainment, and the Office of the Under Secretary for Research and Engineering were officially established on January 31, 2018 in a memorandum signed by [then] Deputy Secretary of Defense Patrick Shanahan [currently Acting Secretary of Defense]. The Implementation Plan, which finalized the organizational structures, roles, and responsibilities, and realignment of resources for the Office of the Under Secretary of Defense for Research and Engineering and the Office of the Under Secretary of Defense for Acquisition and Sustainment, was signed by [then] Deputy Secretary Shanahan July 13, 2018. The new A&S vision established by Under Secretary of Defense for Acquisition and Sustainment Ms. Ellen Lord is that of a policy and governance organization, providing defense-wide enablers for acquisition and sustainment. DTJ: How has your workforce responded

to these changes?

MS. REARDON: First, it is a credit to the workforce that the A&S organization has seen no impacts in supporting the National Defense Strategy and taking care of our warfighters around the globe. Ms. Lord made it a priority to consistently communicate and update the workforce, while seeking their input and questions throughout this process. The overall response has been positive, but

it did require some flexibility. A&S is facing significant reductions in the next few years to its civilian and military target endstrength. A&S is utilizing all appropriate workforce shaping tools to meet this goal. DTJ: Keeping on the subject of how this

has affected stakeholders—can you tell us how the reorganization has impacted your relationships with partners in military/ government and with industry?

MS. REARDON: For Logistics, my portfolio greatly expanded and now includes Supply, Transportation, Equipment, Policy & Compliance, and Contingency Support. Likewise, my interaction with the industry has expanded in these areas. I attended the NDTA Fall Meeting, which was a great opportunity to meet industry leaders. My staff continues to engage with industry through NDTA committee meetings and other forums/engagements. What has not changed is the Department’s partnership with industry. DTJ: A major objective has been to simpli-

fy business processes and, specifically, the acquisition process. Do you feel like that has been accomplished?

MS. REARDON: We have taken a number

of steps to improve the acquisition process and as the organization matures we will be monitoring acquisition outcomes to en-

sure the desired results are achieved. Improving the acquisition process requires more than just a reorganization.

A&S is facing significant reductions in the next few years to its civilian and military target end-strength. A&S is utilizing all appropriate workforce shaping tools to meet this goal.

For most programs, A&S has delegated acquisition decisions to the Services—giving them the authority to manage their own programs. As a result, A&S is transitioning to an organization focused on policy and governance. One of Under Secretary Lord’s key objectives is to rewrite the acquisition rules contained in DOD Instruction 5000.02, “Operation of the Defense Acquisition System.” In addition, we are looking to increase the use of Other Transaction Authorities (OTAs) to provide greater access to non-traditional companies and speed up the acquisition process for critical capabilities. DTJ: What other benefits have you seen as

a result of the restructure?

Under Secretary of Defense for Acquisition and Sustainment Duties and Powers Subject to the authority, direction, and control of the Secretary of Defense, the Under Secretary shall perform such duties and exercise such powers as the Secretary may prescribe, including: 1. Serving as the chief acquisition and sustainment officer of the Department of Defense with the mission of delivering and sustaining timely, cost-effective capabilities for the armed forces (and the Department) 2. Establishing policies on, and supervising, all elements of the Department relating to acquisition (including system design, development, and production, and procurement of goods and services) and sustainment (including logistics, maintenance, and materiel readiness) 3. Establishing policies for access to, and maintenance of, the defense industrial base and materials critical to national security, and policies on contract administration 4. Serving as: a. The principal advisor to the Secretary on acquisition and sustainment in the Department b. The senior procurement executive for the Department for the purposes of section 1702(c) of title 41 c. The Defense Acquisition Executive for purposes of regulations

and procedures of the Department providing for a Defense Acquisition Executive 5. Overseeing the modernization of nuclear forces and the development of capabilities to counter weapons of mass destruction, and serving as the chairman of the Nuclear Weapons Council and the co-chairman of the Council on Oversight of the National Leadership Command, Control, and Communications System 6. The authority to direct the Secretaries of the military departments and the heads of all other elements of the Department with regard to matters for which the Under Secretary has responsibility, except that the Under Secretary shall exercise supervisory authority over service acquisition programs for which the service acquisition executive is the milestone decision authority 7. To the extent directed by the Secretary, exercising overall supervision of all personnel (civilian and military) in the Office of the Secretary of Defense with regard to matters for which the Under Secretary has responsibility, unless otherwise provided by law Information adapted from the National Defense Authorization Act for Fiscal Year 2017, SEC. 901. “ORGANIZATION OF THE OFFICE OF THE SECRETARY OF DEFENSE.”

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Under Secretary of Defense for Research and Engineering Duties and Powers Subject to the authority, direction, and control of the Secretary of Defense, the Under Secretary shall perform such duties and exercise such powers as the Secretary may prescribe, including: 1. Serving as the chief technology officer of the Department of Defense with the mission of advancing technology and innovation for the armed forces (and the Department) 2. Establishing policies on, and supervising, all defense research and engineering, technology development, technology transition, prototyping, experimentation, and developmental testing activities and programs, including the allocation of resources for defense research and engineering, and unifying defense research and engineering efforts across the Department 3. Serving as the principal advisor to the Secretary on all research, engineering, and technology development activities and programs in the Department Information adapted from the National Defense Authorization Act for Fiscal Year 2017, SEC. 901. “ORGANIZATION OF THE OFFICE OF THE SECRETARY OF DEFENSE.”

Significant challenges to completing the reorganization are still ahead and involve the reassignment of the vast body of work from AT&L, including roles, responsibilities, authorities, and directives.

MS. REARDON: The most beneficial areas to focus over the next few years will be in implementation and measurement of ongoing reform efforts from recent legislation. Since A&S is a data-driven organization, we will continue to use data to determine the effectiveness of existing and new policy initiatives within the A&S enterprise. DTJ: What challenges have you faced as a

result of the restructure?

MS. REARDON: The most significant

challenge of the restructure is facilitat-

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ing a coherent approach to reform, while ensuring relevant equities are represented across the Department. We are addressing this challenge by engaging early and often with our counterparts through a collaborative process. DTJ: The reorganization is supposed to be

a two-year process. Where are you in that timeline and what’s next?

MS. REARDON: Significant challenges

to completing the reorganization are still ahead and involve the reassignment of the vast body of work from AT&L, including roles, responsibilities, authorities, and directives. All of these efforts must be formally codified and instantiated in law, policy, and regulation, while continuing to execute our daily missions.

DTJ: Is there anything we haven’t dis-

cussed that you would like to share with DTJ readers?

MS. REARDON: A little more on the new organization. The A&S organization has three Assistant Secretaries: Acquisition; Sustainment; and Nuclear, Chemical & Biological Defense Programs. I report to the Honorable Robert McMahon who heads up the Sustainment organization. The Sustainment organization now includes two organizations previously known as Logistics & Materiel Readiness and Energy, Installations & Environment. So Mr. McMahon’s portfolio has doubled in size. Naturally, the new organization will have some growing pains, but we expect to see improvements in the acquisition and sustainment domains. I am excited for the new organization and look forward to working with industry as we continue to find ways to provide unparalleled support to our warfighters. DTJ

Ms. Deline “Dee” Reardon is the Deputy Assistant Secretary of Defense for Logistics and serves as a principal advisor to the Assistant Secretary of Defense for Sustainment. She is dedicated to ensuring maximum readiness of weapon systems and excellent warfighter support. Prior to assuming her current position, Ms. Reardon was the Deputy Assistant Secretary of Defense for Supply Chain Integration.


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I Pilots of the Future By Tom Jones Manager, Air Operations & Global Express Communications, FedEx Express

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n an effort to recruit the best aviators in the industry over the coming years, FedEx Express developed Purple Runway – A FedEx Pathways Program. The innovative program is designed to create a new career path for pilots to the FedEx fleet. To address the anticipated pilot shortage, FedEx is working with two of our feeder operators to recruit and retain pilots with the goal of ultimately qualifying for the FedEx trunk fleet. Working with Mountain Air Cargo and Empire Airlines, Purple Runway guides feeder pilots through the necessary steps to becoming a FedEx pilot. For eligible candidates, the structured program builds your career by offering: college tuition assistance, advanced training, PIC [Pilot-in-Command] time, and mentoring.


“Mountain Air Cargo is thrilled to be a part of this exciting opportunity,” said Craig Bentley, President and CEO of Mountain Air Cargo. “This program provides our airline with highly-skilled and qualified pilots as well as creates a pathway for these aviators to follow their dreams and join FedEx Express.”

strategy not only improves “our fuelThatefficiency and fleet reliability, but thanks to the collaborative training program through Purple Runway, we are creating a reliable pipeline of well-qualified pilot applicants, leveraging the experience they will gain in our feeder system.

“These aircraft purchases are part of our long-term feeder strategy,” said Greg Hall, Executive Vice President of Air Operations, FedEx Express. “That strategy not only improves our fuel efficiency and fleet reliability, but thanks to the collaborative training program through Purple Runway, we are creating a reliable pipeline of well-qualified pilot applicants, leveraging the experience they will gain in our feeder system.” FEDEX PURPLE RUNWAY SCHOLARSHIP PROGRAM

To help ease the financial burden of rising education costs, FedEx is providing $2.5 million in grants for students attending universities and technical schools around the country. The grants will go toward dedicated aviation scholarships at the University of Memphis, Delta State University, University of North Dakota, Indiana State University, Embry-Riddle Aeronautical

After six months with the feeder airline and an associate degree, pilots are eligible to begin the program. “Empire Airlines is proud to be a part of such a forward-looking and innovative program,” said Tim Komberec, President and CEO of Empire Airlines. “We believe this program strengthens our recruitment efforts and provides a pathway to one of the premier flight careers in the world, FedEx Express.”

University, Tennessee College of Applied Technology and Arkansas State University. The scholarships will provide valuable education and training for aspiring pilots, aircraft maintenance technicians and other aviation professionals. “As our nation faces a critical pilot shortage, the generous gift from FedEx Express to financially support our students pursuing their flight instructor certification is crucial to our continued success in training the next generation of professional aviators,” said University of North Dakota Aerospace Associate Dean Elizabeth Bjerke. “We are excited to be part of the FedEx Purple Runway Aviation Scholarship Program.” DTJ

To learn more about Purple Runway-A FedEx Pathways Program, visit fedexpurplerunway.com.

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The Bob Hope Class 948 foot, 35 crew, USNS Benavidez sails with the capacity to carry 62,000 measurement tons or 1,000 wheeled or tracked vehicles. Photo provided by US Navy/Released.

What is the True Maritime Deficiency that Plagues DOD Readiness? By Lieutenant Commander Bradford Eastman Strategic Sealift Officer Force, Licensed Third Mate

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hat is the true maritime deficiency that plagues Department of Defense (DOD) readiness? The answer to this question may be a mystery to some because readiness is defined by the role one plays in an organization. Who, or better yet what, should define readiness; is it even a standalone metric? A metric is only useful if measureable, but what are the critical components that sum to characterize maritime value to the DOD and define its readiness? Is there one or many? If there are many, is one proportionally more significant than the other? The single metric usually considered first is ship capacity, but there may be more than meets the eye when you peel back the deck plates and survey the industry through the eyes of the mariner. Although DOD’s mission has adapted with time and circumstance, one staple remains true: mobility has always (and will continue to be) the foundation to execution. The DOD has one mission and one mission only to “provide a lethal joint

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force to defend the security of our country and sustain American influence abroad,” as stated by former Secretary of Defense James Mattis. This mission places a heavy burden on maritime assets which account for 90 percent of all DOD cargo lift. Such a dependency would obviously call attention to capacity. But behind the capacity is the heartbeat of the maritime industry—its mariners. Without them, nothing moves. Mariners ensure the safe, efficient passage of cargo from origin to destination and remain a single point of failure for guaranteeing the readied state of the DOD and its ability to project and sustain power around the globe. Nothing moves until something happens, and in no instance could that be more true than within a maritime-based operation, as the US Merchant Marine (mariners) are the single element in the maritime ecosystem that actually facilitate underway movement. Maritime plans without a full spectrum consideration for the mariner could impose unnecessary

Maritime plans without a full spectrum consideration for the mariner could impose unnecessary risk into operational objectives and should therefore be considered as an equal component to capacity when measuring DOD maritime readiness.

risk into operational objectives and should therefore be considered as an equal component to capacity when measuring DOD maritime readiness. Similar to capacity, the US Merchant Marine should be assessed at the most granular level, as everything from license and/or rating to ship class familiarization could make the difference in operational effectiveness. Contrary to popular belief, mariners are not a ubiquitous commodity; for example,


at the highest level of classification is licensed versus unlicensed. Ships are required to crew with both. There are then different classes of licenses such as Master to Third Mate on the deck side and Chief Engineer to Third Assistant Engineer on the engine side. The more complicated distinction between the two is the licensing process. Engineers require significant underway time on specific propulsion systems to qualify for the licensing evaluation process. Without time underway on a specific propulsion system, an engineer is unable to achieve such an endorsement as a licensed credential. This may appear to be a minor detail on the surface, but with few steam vessels still operating in the US commercial fleet (and all to be phased out in the very near future), there is extremely limited opportunity to obtain or even retain the skills for this dated and delicate type of plant. This risk continues to grow when considering the number of organic ships the DOD relies on for lift that are equipped with steam propulsion plants. The declining numbers of licensed steam engineers and the lengthy training pipeline for initial credentials and upgrades pose another dimension of risk to DOD maritime readiness. Is such a reliance on steam propulsion vessels combined with declining engineers required to crew such capacity an acceptable risk? This risk of mariner compatibility to emerging needs not only exists today, but will continue to grow in severity if left unaddressed. The maritime industry is ever-changing with more challenging operating environments, declining cargo volumes, and aging ships. If there was ever a time to further examine and redefine maritime readiness, the time is now. Vessels are continuing to be asked to do more with the same crew and skills. Responsibilities such as security, technology updates, and increased communication requirements are straining the limits of today’s mariner to operate in tomorrow’s environment. The US Merchant Marine is diverse in skill and experience, but the continuous threat to mariner availability and relevant skills required for DOD support continues to exist. Probably the most relevant skill to operating in today’s environment (whether commercial trade or in support of na-

The US Merchant Marine recruitment poster was used in the early 1940s by The War Shipping Administration (WSA), an emergency war agency tasked with purchasing and operating the civilian shipping tonnage the US needed to fight in World War II. Image provided by US National Archives and Records Administration/Released.

tional defense) is operating in a contested environment. The mariners of today and even those being groomed for the future are largely unequipped to operate in this space. This space, although defined on a macro perspective, is ever-evolving and requires a framework for definition and training. Mariners must be equipped with the maritime skills to continue operations within such an uncertain yet navigable environment. Again, it may be assumed that as a mariner, this skillset was translated to the modern professional from those who have taken con before, but the skills have been lost over time for maneuvers such as convoy operations. Do mariners of today have the skillset to operate convoy operations such as performed during World War II? Does the DOD have additional requirements for civilian mariners? The translation from commercial mariner to mariners crewed for DOD utility in a contested environment may not be the same. Is there focus on defining and training to the gap? Most importantly, the environment has evolved and the question that should be asked is: what are the new skills

US mariners require to combat this new threat to vital sea lanes and be an enduring asset to the DOD? The US Merchant Marine and particularly its mariners can no longer afford to be a secondary consideration. The mariner must be an equal thought in harmonizing commercial trade, national defense and the holistic looming contested environment. Maintaining the localized view (capacity only) poses risk to the DOD mission, as well as a thriving US Merchant Marine. The decision to join forces has already been put in place with key DOD Organizations and commercial industry, but the focus must be equally divided between assured access to capacity and utility of the mariner. The future must hold a holistic maritime assessment, viewing DOD maritime needs as an ecosystem of requirements, all requiring universal attention. This strategy will expose risks and lead to a path that supports not only the needs of DOD sealift, but also retaining a current and ready US Merchant Marine capable of maintaining the needs of the US economy. DTJ www.ndtahq.com |

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Gender Diversity MAKES GOOD BUSINESS SENSE By Ellen Voie, CAE, President & CEO Women In Trucking Association, Inc.

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T

he next time you’re traveling on an interstate, look at the name on the side of the semi-tractors traveling on the highway. Many carriers are known by the name of the founder, such as J. B. Hunt, Schneider, Werner, Knight, and England to name a few. These large carriers have one thing in common—they were all started by a man and a truck. Although the trucking industry has changed a great deal, the number of women who find a career in transportation remains small. According to the Department of Labor, women comprise 52 percent of managers across all occupations, but in the trucking industry, women hold only 21 percent of transportation, storage and distribution management positions, and 18 percent of supervisors in transportation and material handling roles. The mission of Women In Trucking (WIT) Association is to increase the per-


Ten Tips to Attract and Retain Women as Professional Drivers

 Let them know you want to

hire women. If your recruiting ad doesn’t include women, or worse yet, excludes women, you won’t get their attention. Don’t always show a male driver in your ads and don’t assume the only woman in your ad should be the wife at home. Go back and look at your recruiting advertisements and see if they appeal to women. Ask some of your female staff members if they would respond to your company’s ad.

 Tell women why you are interested

in hiring them. For example, do you have a real desire to hire women as drivers because you believe they are capable and competent? Women don’t want any special privileges; they just want a level playing field to compete for jobs as a professional, not because of gender. Don’t ever patronize women or give them the impression that you are hiring them because you are filling some quota or making a statement.

 Equipment.

 Let potential drivers know why you are

a good fit for them. Do you have loads that are regional instead of long distance? Do you have equipment that makes the job less physically demanding? Do you have female trainers available? Do you make every effort to provide a safe environment for all drivers?

 Safety is a top priority when

hiring women. Making sure the work place is safe is important, but you should also consider ways to protect your drivers from harassment. The trucking industry is very male dominated, so women are often harassed on the job. Make sure your drivers aren’t the source of this negative behavior. Talk to your drivers about how they can work together as peers.

The more you can remove the physical aspect of the job, the easier it will be to recruit and retain women (and men too!) Order your trucks with as much technology as you can afford. Air ride seats, brakes, hydraulic dollies, and even automatic transmissions, take less physical stamina and relieve some of the strain drivers experience each day. More driving, less unloading, cranking, pushing, and pulling will save your drivers from pain down the road.

 Provide mentors.

 Set an example.

 Basic needs.

Be sure your terminal has equal access to restrooms and locker facilities. If you have a company store, make sure you stock women’s clothing sizes and feminine products. Ask your drivers for their basic needs and they’ll tell you what you’re missing.

 Train, educate, and mentor.

Help your drivers be the best they can be. Teach them about safety and how to avoid a hazardous work environment. Give them lessons on self-defense and how to avoid and deflect harassment. Provide the knowledge they need to do their job well.

If you have female drivers already, pair them with a new recruit to give them a different perspective. Encourage them to talk on the phone and meet in person and help them in the process. Sometimes a driver needs to know there’s someone who understands her (or his) situation and can relate to them. Promote women into leadership roles and make sure they are visible to your drivers. If you have female dispatchers, managers, and others who are leaders in your company, feature them in your newsletter, on your website, and in your advertising. Welcome and encourage women to apply for leadership roles within your organization.

 Join Women In Trucking Association.

Visit www.womenintrucking.org and become a corporate member. You will have access to many resources, from an anti-harassment employment guide to a recruiting guide. Although the organization is based in the United States, there are members outside of North America that benefit from the knowledge and information available from this organization.

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centage of women employed in the trucking industry to utilize unrealized potential. To do this, we must first find out where we are today so we can measure any future changes. We created a WIT Index to track female board members and female executives at the fifteen publicly traded trucking companies. In 2017, ten of these companies had NO women executives and four had no women serving on their boards of directors. Compare this to the 19 percent of director positions held by women outside of the industry. With the collaboration of the National Transportation Institute, WIT has an annual survey completed to track the number of female executives and female drivers at carriers across the US. In 2017, the percentage of female drivers was 7.89 percent,

Forty years ago, when many of those large carriers were buying that first truck, very few women were employed in the industry. Women didn’t often consider a career at a trucking company and those who did found themselves the sole female in the room much of the time. Since we have a tendency to hire those “like us” the ranks of women continue to grow slowly.

which is up from 7.13 percent the year before. The percentage of female managers in 2017 was 23.75 percent, a slight increase from 23 percent the year before. We will continue to track these numbers in the coming years, but the surprising result was that now more companies are keeping track of their diversity numbers. Why is diversity important, especially in a male dominated industry such as trucking? In addition to using the unrealized potential half the population can offer, the leadership styles of women are actually beneficial to the success of the company. Catalyst Research organization found that companies with the highest representation of women leaders financially outperform, on average, the companies with 20

| Defense Transportation Journal | FEBRUARY 2019

“The closer that America comes to fully employing the talents of all its citizens, the greater the output of goods and services will be.” – Warren Buffett the lowest. A recent report by the Peterson Institute for International Economics studied 22,000 companies and found that having at least thirty percent women in leadership roles increased net profits by fifteen percent, compared with those with no female leaders. What do women bring to the board room that affects a company’s profitability? Women’s leadership style is more collaborative and inclusive. Women use a more democratic leadership style which allows subordinates to have greater participation in the decision-making process. In “The Female Advantage: Women’s Ways of Leadership,” the author states that a male leader is likely to see himself at the top of his organization where a female leader is more likely to see herself in the center of hers. In decision making, women take fewer risks than men due to their level of estrogen, which encourages bonding and connection and discourages conflict and risk taking. Men are driven by testosterone which encourages a focus on winning and power. Forty years ago, when many of those large carriers were buying that first truck, very few women were employed in the industry. Women didn’t often consider a career at a trucking company and those who did found themselves the sole female in the room much of the time. Since we have a tendency to hire those “like us” the ranks of women continue to grow slowly. There are ways to increase diversity within a company, but they require employers to be aware of unconscious hiring and promotion practices. A study at Hewlett-Packard found that while men will apply for a position if they meet sixty percent of the work requirements, women wait to apply when they feel they have one hundred percent of the criteria. Women do not like to negotiate their salaries, whereas men are four times more likely to negotiate a first salary, which sets a precedence for career income from the start. In “Women Don’t Ask,” the authors

found that women will lose more than $500,000 over her career by not negotiating her first salary. Women expect to be recognized for their efforts and don’t always highlight accomplishments to request an increase in salary or career advancement. A McKinsey report found that men are often promoted based on their potential, where women are promoted based on accomplishments. How can you counter these challenges and create a more diverse workforce? First, look at your recruiting materials. Women are attracted to companies and industries if they feel their job will be socially beneficial. What is the image of your company to potential workers? Track your recruiting efforts by gender. How many women were considered for the position? How many were hired? Set hiring targets and hold managers accountable. What is your turnover rate by gender? Are women leaving your company faster than men? If so, find out why. Do you have women in high level positions currently? If not, why? How many women are being groomed for higher roles? In 1991 Deloitte and Touche, an international consulting and accounting firm found only five percent of its partners were women. Managers were asked to document performance reviews and track the number of women recruited and retained at each office. They offered more flexible work arrangements to both men and women, and looked at how work assignments affected advancement opportunities. By 2000, the firm reached fourteen percent female partners and saved $250 million in hiring and training costs. A diverse workforce isn’t just the right thing to do, it is the financially prudent choice. Increasing the number of women employed in the trucking industry is the goal of the Women In Trucking Association and should be a priority for you as well. Hopefully, in the near future we’ll start seeing some women’s names on the side of those trucks and trailers too. DTJ


The Value of VETERANS Business Resource Groups By Lloyd Knight, Director at UPS and President of VETLANTA

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I

f you haven’t transitioned from the military, there is a good chance you’ve never heard of a Veterans Business Resource Group. VBRGs, also known as a military affinity networks, can be extremely useful for transitioning veterans. Most can offer assistance in a wide range of areas including networking in a job search, finding a mentor to assist with the transition and aiding in navigating a new employer. Some can even recommend and connect Service members and veterans with veteran service organizations. The benefits VBRGs provide to employers including attracting new talent, employee retention, employee recognition and positive brand recognition. When I retired from the Air Force in 2007, I had an amazing transition. I started terminal leave on a Friday and my new job with UPS the following Monday. UPS and Atlanta turned out to be great fits as I found a new home, got my family settled, and found success in my professional career. However, as much as I embraced UPS’s strong culture and its passion for customer service, I missed the incredibly tight bonds that are formed in the military. That unity is so prevalent in military life, and it’s a part of military culture which Service members often take for granted. It doesn’t matter if you are a Soldier, Sailor, Airman, Marine or Coast Guardsmen, sharing that unique comradeship and devotion bonds us as brothers and sisters in arms, and is something most of us will miss after the transition into the civilian world. In 2013, I found that comradeship again as I had the honor to start the first Veterans Business Resource Group at UPS’s corporate headquarters in Atlanta. I was hesitant to take on the additional responsibility because of my heavy workload and I had to be “highly encouraged” by one of the Air Force Education With Industry officers who was on my team at the time. It was a great decision as the role gave me a renewed sense of purpose. I quickly found there were many other veterans at UPS looking to connect and unite for the greater good. It also provided a welcome diversion from the stresses of my day-today workload. At UPS, business resource groups are organizations of UPS employees that serve as an extension of the company’s broader 22

| Defense Transportation Journal | FEBRUARY 2019

Lloyd Knight (center left) is pictured with Air Force Education With Industry Program Participants Captain Chris Dupuis (left) and Captain Alyson Busch (center right) and keynote speaker Rear Admiral Chris “Tree” Sadler (right) during the VETLANTA Summit.

diversity and inclusion strategy. They provide a forum where employees can network, participate in professional development activities and gain support growing the business. We have many different focus areas including an African American BRG; Asian American BRG; Hispanic/Latino BRG; Focus on Abilities BRG; Lesbian, Gay, Bisexual, Transgender & Allies BRG; Veterans BRG; Women’s Leadership Development BRG, Millennials BRG; and the Working Parents BRG.

However, as much as I embraced UPS’s strong culture and its passion for customer service, I missed the incredibly tight bonds that are formed in the military. That unity is so prevalent in military life, and it’s a part of military culture which Service members often take for granted.

VETERAN HIRING AT UPS

One of the central responsibilities of the Veterans BRG at UPS is to help execute our veterans strategy. At UPS we believe hiring veterans gives us a competitive advantage and our strategy is focused on four key areas: • Employment – Outreach to key veteran’s groups, with direct connections to the Department of Defense, Department of Labor, Soldier for Life, Veterans Administration and Veteran Service Organizations (VSOs). • Engagement – Increase the level of employee engagement with military and veteran activities through our Neighbor-to-Neighbor volunteer program. • Recognition – Increase the level of recognition of our employees who

have served in the military or are currently serving. • Reputation – Enhance our reputation as a company that values the training, skills and life experiences obtained by the men and women that serve in the US military. At UPS, our kinship to veterans is nothing new. One of our co-founders, George Casey, and three of our past CEOs were all veterans. During World War II, we shipped care packages to our employees deployed overseas, and from the 1960s and beyond, we actively and proudly recruited Vietnam veterans. Of our 454,000 employees, 26,000 are veterans or are cur-


rently serving in the Guard or Reserves. UPS is committed to being a good corporate citizen and being highly engaged in the communities we work and live in. I’m very proud that over the last five years, our employees have contributed 170,000 veteran-related community service hours. One of the greatest opportunities I had serving as UPS VBRG Chair was to establish and improve partnerships with VSOs that are providing true value to veterans and their families. UPS partners with great organizations including VETLANTA, American Corporate Partners, Paralyzed Veterans of America, US Chamber Hiring Our Heroes Foundation, Herschel Woody Williams Medal of Honor Foundation, TAPS, Veterans Empowerment Organization, Hire Heroes USA, Soldiers’ Angels and the Pat Tillman Foundation. Today, there are over 40,000 non-profit organizations operating across the country that focus on veterans. This is a mixed blessing as it can be very difficult for a service member, veteran or a family member to find the right organization to provide the right assistance at the right time. And while many of the nonprofits provide true value to veterans and their families, the space is also fraught with groups that focus too much on fundraising versus providing service. VBRGs play an essential role in recommending VSOs to service members, partnering on events, driving volunteerism and facilitating grants with our associated company foundations to those VSOs who truly are making a difference.

Lloyd Knight moderates a panel discussion at America’s Warrior Partnership Annual Warrior Community Integration Symposium.

The VETLANTA Board.

FOUNDING VETLANTA

In 2014, I received an invitation that would change my life again—and the lives of veterans throughout Atlanta. The leaders of Coca Cola’s VBRG invited UPS and a dozen other Fortune 500 companies to Coke’s headquarters to discuss what each of our companies was doing to support veterans. We were amazed at the scope and scale of the efforts our companies and foundations were making to support veterans locally and nationally. While we were all doing great things, there was a missing ingredient—collaboration. We discovered our companies were engaged in similar efforts with similar organizations, but with no effective way to connect the dots. Out of this

The VETLANTA Leadership team poses with Veterans Administration Secretary Bob McDonald. www.ndtahq.com |

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first meeting VETLANTA was eventually born, and I’ve had the pleasure of serving as the President for the last five years. VETLANTA is comprised of VBRGs, companies large and small, non-profits, academia, volunteers and government employees, all organized to support veterans and their families. Our goal is to make Atlanta the top destination for veterans, and we do this by focusing on collaboration and volunteerism. VETLANTA is unique in that we don’t accept or distribute any funding. Instead, we work through our VBRGs, and align our efforts based on five pillars: employment, housing, business, community, healthcare and education. In five years, we have grown to more than 2,000 members and are truly making a difference in Georgia. The Fortune 500

companies in Atlanta have been amazing sponsors of our summits, providing meeting space and volunteers to staff our events, which have grown to average 400 veteran advocates. There are many reasons for the strong growth in VETLANTA but one of the most important is at our core, we are a collaboration of VBRGs—veterans and veteran advocates coming together to make a difference. I still miss the intense fellowship and esprit de corps I experienced in the military, but participating in VBRGs and VETLANTA has filled that void. DTJ

About the Author: Lloyd Knight is a Director of Global Freight Forwarding at UPS and a retired Air Force Loadmaster and First Sergeant. Knight started the first UPS Veterans BRG in Atlanta and is co-founder and President of VETLANTA. Knight is a two-time recipient of the President’s Volunteer Service Award and the 2018 UPS Jim Casey Community Service Award. The Jim Casey Award is given annually to one of 454,000 global UPS employees for demonstrating an exceptional commitment to helping others in their community.

ADDITIONAL RESOURCES

UPS Veteran Military Support – www.ups.com/us/en/services/defense/veteran-military-support.page UPS Veteran Career Gateway – military.jobs-ups.com VETLANTA – www.vetlanta.org

IN MEMORIAM David Philip Beere

D

avid Philip Beere, 100, died January 24, 2019. Born and raised in Owego, New York, he graduated from Syracuse University in 1940. When the United States entered World War II, he entered the United States Merchant Marine Academy in Kings Point, New York. A few months later, he went out to sea on the tanker “Texas Sun.” On June 6, 1944, David was on the first troop transport ship, the USS General G. W. Goethals, to arrive at Omaha Beach. The USS Susan B. Anthony, initially the first ship, had struck a mine off Normandy. Although proud of his service during World War II, he could not talk about what he witnessed on that day until recently. A visit to Normandy in 2012 gave him some peace. He was especially moved by a group of young French school children who asked him questions and wanted to have their picture taken with him. At a local restaurant, they refused to charge him for his meal and thanked him for his service. In November 1945, David was in Dubrovnik, Yugoslavia, awaiting the arrival of the SS Abbot L. Mills with its cargo of relief wheat from Texas. As the Abbott Mills approached the Dubrovnik harbor, it hit a mine. Damage was confined to one hold 24

| Defense Transportation Journal | FEBRUARY 2019

and David was assigned responsibility of the ship. Knowing that the wheat had been sent for the hungry citizens of Dubrovnik, but would soon be confiscated by Russian authorities, he spread word to citizens to bring all wagons, buckets, and bags to carry the wheat to their homes. That is what happened. He returned after the war to Kings Point Academy for a delayed graduation ceremony. The future Vice President of U.S. Lines, Admiral Stedman, awarded David his diploma. Ten years later, Admiral Stedman hired David to work for U.S. Lines, which was then considered one of the top shipping lines in the world. He spent more than a decade in Japan managing U.S. Lines’ Osaka office. While in Japan, he continued to serve in the United States Naval Reserve, retiring as Lieutenant Commander in 1966. In 1983, he retired from U.S. Lines. He then joined American President Lines for 12 years, followed by Lykes Brothers Lines (aka CP Ships, Hapag Lloyd), The Pasha Group, and Matson Lines, where he was still working months before his death. David was known for his incredible memory, which allowed him to recall not just names and birthdays of his family and close friends, but the names, birth-

days, and schools of his friends’ and colleagues’ children. He enjoyed nothing more than hosting a luncheon or dinner when he could bring people and good food together. A longtime member of International Association of Movers (IAM), he was inducted into the IAM Hall of Honor in 2008. In 1977, as President of the Los Angeles Chapter of the National Defense Transportation Association, he gave the welcome message at the 32nd Annual Forum and Exposition. Among one of his remarks was, “The challenge of success is an ever-moving target requiring constant change and adaptation if we are to attain our goals.” Little did he realize in 1977 that he would be able to change and adapt for 40 more years as a member of the shipping industry, working until he was 100 years old. David was loved by a large circle of friends and associates. He is survived by three daughters, Pamela (William), Deborah, and Patricia, and a son, Philip. He is survived by three grandchildren: Jacques, Brijette, and Natalie. He is also survived by a niece, Barbara, and a nephew, Robert. A memorial service will take place in summer 2019 at Arlington National Cemetery. DTJ


PROFESSIONAL DEVELOPMENT PROFESSIONAL DEVELOPMENT THROUGH THE WRITTEN WORD Irvin Varkonyi ivarkonyi@scopedu.com

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e pursue professional development through multiple channels: Class training through brick and mortar settings; interactive virtual classes; online offerings such as webinars; and through the written word, whether that be reading soft [online] or hard books. What are some books that offer easy reads with tools and techniques that enhance your capabilities and can propel your career advancement? In no particular order, here are some new and some enduring classics (all available as eBooks through Amazon and other online retailers):

What are the habits of successful people? The 7 Habits of Highly Effective People, by Stephen R. Covey has captivated readers for 25 years. It has transformed the lives of Presidents and CEOs, educators, parents, and students—in short, millions of people of all ages and occupations have benefited from Dr. Covey’s 7 Habits book. And, it can transform you.

An updated edition of Extreme Ownership: How U.S. Navy Seals Lead and Win by Jocko Willink and Leif Babin, the blockbuster bestselling leadership book that took America and the world by storm, two US Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Now with an excerpt from the authors’ new book, The Dichotomy of Leadership.

In Girl, Stop Apologizing (due out in March), #1 New York Times bestselling author and founder of a multimillion-dollar media company, Rachel Hollis sounds a wake-up call. She knows that many women have been taught to define themselves in light of other people—whether as wife, mother, daughter, or employee—instead of learning how to own who they are and what they want. With a challenge to women everywhere to stop talking themselves out of their dreams, Hollis identifies the excuses to let go of, the behaviors to adopt, and the skills to acquire on the path to growth, confidence, and believing in yourself.

As nightlife blogger, then social media strategist, and now Senior Director of Influencer Strategy and Talent Partnerships at Hearst Magazines Digital Media, Brittany Hennessy has seen the role of influencers evolve and expand into something that few could have imagined when social media first emerged. In Influencer: Building Your Personal Brand in the Age of Social Media she has unrivaled insight into where the branded content industry was, where it is, and where it’s going.

Veterans and members of the military who are transitioning to civilian employment face several challenges. Military Transition: Defining Your Future Career Options for Current Military and Veterans – A Job-Hunt Guide provides a process to determine the answer to the core question—what next career is best. Among the most difficult challenges is recognizing the need to choose a career direction and then collecting and processing the appropriate information needed to go forward to career success. Author Patra (Patricia) Frame is an experienced HR executive and a USAF veteran who holds a Wharton MBA. She knows the challenges, obstacles, and opportunities of military transitions, and has guided many through this process.

Qualified workers are required every day in the transportation industry. If becoming a trained professional in a well-paying career appeals to you, Cutting Edge Careers in Technical Education: Dream Jobs in Transportation, Distribution & Logistics by Cynthia O’Brien will help you pick and choose from a wide variety of specialized jobs in the planning, management, technical support, and logistics of the movement of people, materials, and goods. Find out what path you need to follow in education and training to reach your dream job. DTJ I hope you enjoy these selections! www.ndtahq.com |

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OUR VISION

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

OUR MISSION

To foster a strong and efficient global logistics and transportation system to support the economy and national security of the United States by: • Advancing the knowledge and science of logistics and transportation within government and industry. • Facilitating the sharing of knowledge between government and logistics/transportation related industries. • Educating members on the important issues affecting the global logistics/transportation system.

OUR VALUES

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

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

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

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

NDTA MEMBERSHIP

Maybe you know someone who would like to join. The National Defense Transportation Association (NDTA) is a non-political, 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

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.

Name

APPLICATION FOR MEMBERSHIP

Position/Title Name Organization Position/Title Mailing Address Organization City

State Zip Mailing Address

Work Phone

Email

Birth Date

Chapter Affiliation

City Work Phone

State Zip Email

Sponsor Fax

Membership Type

Membership Type

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

University Program

Student $20.00

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 $______________________

Check #_________

Discover

Visa

MasterCard

American Express

For more information on Corporate Membership and University Programs, contact Lee Matthews 703-751-5011 or lee@ndtahq.com.

Card No. Expiration Date Cardholder’s Name Signature

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CHAIRMANâ&#x20AC;&#x2122;S CIRCLE

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

AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American 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 Matson National Air Carrier Association Norfolk Southern Corporation

SAIC Sealift, Inc. Telesto Group LLC The Pasha Group Transportation Institute U.S. Bank Freight Payment Union Pacific Railroad UPS Wyndham Hotels & Resorts, Inc.


HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS 1-800-PACK-RAT AAT Carriers, Inc. 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 Services Associated Global Systems Atlas World Group International 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 Construction Helicopters, Inc.

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

(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 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. 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. Toll Global Forwarding 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 Wapack Labs Corporation Women In Trucking Association, Inc. YRC Freight

DF Young, Inc. Duluth Travel, Inc. (DTI) 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. 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

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Cont’d from Pres. Corner pg. 9 In other news, USTRANSCOM is pressing ahead with their Transportation Management System prototype. In the next phase, actual cargo and unit moves to Hawaii will be made. By design there will be a limited number of carriers involved in this next phase. In order to keep everyone up-to-date, our Committee Chairs will be kept “in the loop” and provide regular updates.

Cont’d from 75th Anniversary pg. 8 prompt response to governmental need in time of emergency. The work that you are doing would be of incalculable benefit if ever again we should be challenged in such fashion as to result in a major war. Deeply as we would deplore any such possibility, we certainly cannot afford to do less than to prepare intelligently for the contingency.” In a letter to NDTA President Walter F. Carey in July of 1963, President John F. Kennedy said: “The NDTA offers the transportation industry and the Government the privilege of joining together—free of self-interest— for greater transportation progress. All are acutely aware of the role of the NDTA in ensuring the nation’s transportation system would be able to meet the transportation challenges of any national emergency.”

We are excited to share some communication changes. You should be receiving an email with an opportunity to provide direct feedback to our Director of Public Relations, Kimberly Huth. We are listening and welcome you to share your thoughts on our daily News Clips and NDTAGram. Additionally, our webpage is undergoing some construction that will make it more user friendly. Changes include making content more searchable. We are also adding value to our sponsorship programs

by linking our communication platforms to sponsors. This is a slow process and we appreciate your patience as we grow. We are focused on becoming an even better resource for logistics professionals and students. Kimberly Huth is leading the charge on these efforts and we are all looking forward to the improvements ahead. Please feel free to reach out to me at any time. It helps the organization and me to stay engaged and informed, and I appreciate your perspectives. DTJ

mands, plus their senior counterparts in the logistics and transportation industry have been very supportive of the crucial role played by all three of these key partners. Below are just a few of the comments made by these leaders on the important role NDTA has played throughout the years. At NDTA’s 50th Anniversary in 1994, Secretary of Defense William J. Perry said:

of the Nation’s transportation industry have benefited from our efforts. In the early 90’s ...NDTA provided strong support for efforts to revitalize the American maritime industry. Without that ardent support, legislation to ensure retention of an American-flag merchant marine fleet to service our Nation’s international trade and province, reliable sealift to our armed services would not be available.”

“The leadership and members of NDTA can be justifiably proud of the past accomplishments and commitment to a wide range of issues that support defense transportation preparedness. Due in large part to your efforts, the Department of Defense enjoys an excellent relationship with our partners in the commercial transportation industry. This strong, viable and mutually beneficial partnership will be critical to support US military forces in the future.”

Earlier in November of 1962, referring to NDTA during a White House meeting President Kennedy said, “ ...they would meet the transportation challenges of any national emergency.” Secretary of Transportation Federico Pena said:

The Nation’s highest military leaders have also praised the efforts of NDTA as the glue that holds the three-way military, government and commercial partnership together. Over the years, leaders from the Secretary of Defense, Service Secretaries, and Joint Chiefs of Staff to the major com30

| Defense Transportation Journal | FEBRUARY 2019

“Since its inception, the NDTA has played an important role in developing and supporting America’s vital transportation network. It has been pivotal in establishing a coalition among owners, operators, shippers, manufactures, and labor unions in all modes of transportation to address ways to achieve and maintain a strong American transportation industry. I supported the creation of a cabinet-level secretary to give parity to transportation at the highest level of federal policy making. All aspects

As you can see from the examples above, we NDTA’ers can be very proud of the progress and achievements of our first 75 years. And especially for the recognition our efforts have received from the very highest levels of the government, military and industry. The amazing thing is what we have outlined above in these pages just barely scratches the surface of the hundreds of acknowledgements we could have mentioned—especially if we look at individual programs at state and city levels. But perhaps, most important of all, are the citations and recognition quietly received by our Chapters throughout the years; many for important contributions that may never have been forwarded to NDTA Headquarters. Yes, we can be proud of NDTA’s goal of “Moving Forward Together” with our partners into the decades ahead. DTJ

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| Defense Transportation Journal | FEBRUARY 2019

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Profile for Defense Transportation Journal

Defense Transportation Journal  

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

Defense Transportation Journal  

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