Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

April 2019

www.ndtahq.com

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| Defense Transportation Journal | APRIL 2019

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| Defense Transportation Journal | APRIL 2019

April 2019

FEATURES

DOD LAUNCHES TRAVEL SYSTEM PROTOTYPE April 2019 • Vol 75, No. 2 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

By Bob Gerenser

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BCD TRAVEL EXPANDS 12 GOVERNMENT TRAVEL SERVICES Interview with Tracy Maier, SVP, BCD Government Travel

By Sharon Lo

THE CURRENT STATE OF HOUSEHOLD GOODS MOVEMENTS

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By John Johnson

THE 2019 NDTA-DTMO GOVTRAVELS SYMPOSIUM 18-25

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

DEPARTMENTS 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......................................................27 CHAIRMAN’S CIRCLE.......................................................................................28 HONOR ROLL..................................................................................................29 INDEX OF ADVERTISERS.................................................................................... 30

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

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.

In Praise of the Humble CONEX Container

By Lori Leffler, Chair, NDTA Special Projects Committee and COL Dennis Edwards, USA (Ret.), Chair, Communications & Publications Committee

EDITORIAL OBJECTIVES The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense logistics and transportation and the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation, logistics, and distribution by providing readers with: • News and information about defense logistics and transportation issues • New theories or techniques • Information on research programs • Creative views and syntheses of new concepts • Articles in subject areas that have significant current impact on thought and practice in defense logistics and transportation • Reports on NDTA Chapters EDITORIAL POLICY The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation and logistics. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. EDITORIAL CONTENT Archives are available to members on www.ndtahq.com.

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

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| Defense Transportation Journal | APRIL 2019

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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ccording to many top senior logisticians during the 1950s and 1960s and throughout the Vietnam era, one of the most valued pieces of equipment on the battlefield was the CONEX container. When interviewed at the time, General Frank S. Besson, Jr. said the steel box (more popularly known as the CONEX) represented the single most important and impressive factor in transportation, warehousing, and troop storage. General Besson was the Army’s top logistics officer and Commander of the Army Materiel Command, as well as a Life Member and a former Honorary President of NDTA. According to General Besson, the CONEX solved many of our biggest ground force problems. First and foremost, because of a lack of covered storage space throughout the combat theater, it was imperative to spend extra time and effort in packing equipment bound for overseas. Theft and pilferage reduction was also a big plus with the use of the containers.

Then there are examples of secondary uses the containers were put to well beyond their initial trips overseas. Once a container arrived in Vietnam, it quickly became the storage container of choice. The resourcefulness of the American GI found many opportunities to use it in other unique ways. These included utilization as small supply depots and warehouses, kitchens and mess halls, mail rooms, post exchanges, tactical Command posts and even a barber shop! And the list could go on…

Another interesting tidbit about the CONEX includes NDTA’s role in how it was developed. As with many government programs, it was a lengthy process. So much so, that outside civilian sources were asked for help and advice. A letter received in April 1979 from the Honorable Paul H Riley, Deputy Assistant Secretary See 75th Anniversary pg. 30

PRESIDENT’S CORNER Our Line of Sight is Getting Clearer VADM William A. Brown, USN (Ret.) NDTA President & CEO

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s I write this, we have just wrapped up our GovTravels Conference with Defense Management Travel Office (DTMO) here in Washington, DC. By all accounts, this year’s event was a success in many ways. Engage, Empower, Innovate was the theme—and DTMO, the General Services Administration (GSA) and industry delivered to over 600 attendees. It was clear that government and industry came to engage. Just one example was the DTMO demo of the Defense Travel Modernization prototype which had over 300 people in the room from across the travel enterprise. Also of note were great presentations like that of keynote speaker Mr. Bill Booth, Director of Defense Human Resources Activity, who set the tone for the conference by asking everyone to think differently to bring government travel into a new future.

The panel, “Government Travel at the Crossroads,” saw the lead, Tony D’Astolfo, skillfully draw out the advice of expert panelists. The panel challenged attendees to not let the desire for a perfect solution get in the way of progress and to embrace the technology already available today in machine learning, artificial intelligence, connecting through the internet of things (IOT).

See Pres Corner pg. 30

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n June 2017, the Department of Defense formed the Cross Functional Team for Travel (CFT-T) to conduct a review of existing travel policy, evaluate technical solutions to deliver an enhanced/modernized travel capability, and develop an acquisition strategy to procure a technical solution. With the establishment of the CFT-T, the pace of modernization was fast-tracked with increased visibility, collaboration, and resources at the highest levels of the Department. Just one year later, in August 2018, the CFT-T acquisition strategy resulted in the Department awarding an Other Transaction Agreement to SAP Concur to develop a Defense Travel Modernization (DTM) prototype using its commercial Software as a Service (SaaS) to book travel, manage travel related expenses, and initiate travelrelated financial transactions. Then just seven months later, on March 18, 2019, the

Defense Travel Modernization Prototype went live with its first travelers as the DTM team began rolling out the prototype sys-

From the start, stakeholders could sense this initiative was different from previous modernization excursions.

First, it was fully aligned with the National Defense Strategy and its goal to reform the Department’s enterprisewide business operations and free up funds to redirect to increasing the lethality of the warfighter. tem to the Defense Human Resources Activity and its 1,300 travelers. The work of CFT-T created the momentum to rapidly field this new travel capability for DOD.

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From the start, stakeholders could sense this initiative was different from previous modernization excursions. First, it was fully aligned with the National Defense Strategy and its goal to reform the Department’s enterprise-wide business operations and free up funds to redirect to increasing the lethality of the warfighter.

Second, the CFT-T articulated a clear set of goals for modernization: • Reduce process and workflow complexity • Maintain and enhance audit readiness • Improve customer satisfaction • Reduce cost • Align to commercial/industry best practices Third, DOD leadership did not want to build a customized travel solution.

The mandate was to procure a “travel-as-

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By Bob Gerenser, Defense Travel Management Office

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That includes government travel and reuniting military families, too.

a-service capability,” leveraging leading commercial off the shelf technology. That capability would include both the technology and the Travel Management Company services to support it, and reduce the overall cost of travel by empowering DOD travelers and authorizing officials to make travel decisions that benefit their organizations. Fourth, the use of the Department’s Other Transaction Authority streamlined the procurement process and compressed the acquisition timeline to quickly get this new capability in front of real travelers.

There is also a big difference in the way DOD is implementing the DTM prototype, compared to the legacy Defense Travel System. The team is developing and deploying the prototype using Agile project management processes. The foundation of Agile is to quickly deploy the minimal capability required to get it in front of real users to capture their feedback. User feedback is critical to Agile. For this first iteration of the prototype, the team deployed a Minimal Viable Product—the MVP—so travelers can accomplish the most basic business travel. The team will collect and analyze user feedback and use it to iterate and improve on the SAP Concur

configuration. Throughout this Agile implementation the team is looking to streamline and optimize the processes, mechanisms, and approaches to DOD travel and deliver an improved travel experience for our civilian employees and military Service members. They will work to continuously simplify travel policy to facilitate the COTS/SaaS solution and avoid costly customization.

The prototype is currently integrated with the Defense Agencies Initiative (DAI), the financial accounting system used by most Defense Agencies, Field Activities, and other “Fourth Estate” organizations not within the military departments. After the team has time to capture sufficient user feedback from Defense Human Resources Activity, they will continue the rollout across the Fourth Estate. The Agile process extends to financial integration as well. The team will continue to iterate and improve on the DAI integration and take those lessons learned to integrate with other DOD financial systems to expand the rollout.

The DTM prototype generated significant buzz at February’s GovTravels symposium as the DTM team delivered both an effective and entertaining live demonstra-

tion of the prototype. The demonstration generated plenty of “oohs and aahs,” as well as chuckles from an overflow crowd of over 300 conference attendees.

This is just the beginning. In addition to expanding functionality beyond basic business travel, the team is excited to eventually deliver the full range of capability provided by today’s leading travel technology available with the prototype SAP Concur system. That technology includes enhanced capabilities like mobile applications, business intelligence, artificial intelligence, and machine learning to automatically audit 100 percent of expense reports for fraud and compliance, and a traveler risk management and safety communication solution.

The prototype is scheduled to last up to 24 months. Once DOD deems the prototype successful, a production decision can be made to rollout the new travel-as-a-service capability across the Department, eventually sun setting the legacy Defense Travel System.

For more information about Defense Travel Modernization and other DOD travel programs and initiatives, please visit the Defense Travel Management Office website at www.defensetravel.dod.mil. DTJ

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BCD Travel Expands Government Travel Services Interview with Tracy Maier, SVP, BCD Government Travel

By Sharon Lo, Managing Editor, DTJ & NDTAGram

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| Defense Transportation Journal | APRIL 2019

Tracy Maier Senior Vice President BCD Government Travel

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CD Travel is a global travel management company whose expertise includes corporate and government travel. This includes providing support to individual travelers on the road and the travel managers charged with program management. BCD also operates a meetings and events group, as well as a travel consulting group. The 13,800-employee company has global reach with a presence in 109 countries.

Recently BCD announced the rollout of an enhanced government services practice to expand its travel program offerings tailored to federal agencies. DTJ caught up with Tracy Maier, Senior Vice President, to find out more and gain some insights into the greater government travel space.

DTJ: Thank you for taking the time to

chat today. BCD recently expanded its government services practice—what exactly did that expansion entail?

MS. MAIER: At BCD, we’ve always invested in people and technology. For our government services practice, we invested in a government-dedicated team of highly-experienced travel counselors who also have an exceptional service approach.

Because government travel has distinct requirements, we’ve developed counselor training programs aimed specifically at government travel. We also increased our depth and breadth in business development, account management and leadership, which serves to ensure we’re active in the government travel arena.

From a technology standpoint, we’re applying our proprietary technology used for corporate travel to government travel. This includes our Tripsource® traveler engagement

platform and DecisionSource® analytics and intelligence platform. We integrated federal guidelines, domestic and per diem rates, GSA government-contracted airfares and GSAapproved hotel rates into these platforms.

That means the experience, whether you’re a traveler, travel manager or contracting officer, is easy and compliant. We also developed a website tailored specifically to government traveler and travel managers, where they can find information and advice to improve their travel and their program.

This is the beginning. We know as the government modernizes its travel program, we’ll continue to enhance our people’s skills and our technology’s capabilities. BCD typically invests 40 percent of its earnings back into technology and infrastructure.

We see that being the case across corporate and government—and we’re committed to continuing that investment.

DTJ: What was the major driver(s) behind

this expansion?

MS. MAIER: The government is undergo-

ing a great deal of modernization. Civilian government agencies started their modernization project about five years ago; the Department of Defense is starting its own project now. In each instance, there’s an appetite to align with industry best practices.

Both DOD and civilian agencies want to attract and retain valuable talent. Studies from industry associations, including the Global Business Travel Association, indicate that the travel program is one of the criteria individuals consider when determining their next career move. So while some may think the travel program is simply a given, we’re finding that it drives choice—the choice to work for an organization or not. Additionally, the service provided to travelers impacts their productivity and satisfaction. A smooth, efficient and engaging service experience results in travelers that arrive at their destination ready to work. For the government, it’s important to implement travel-related opportunities the private sector enjoys.

And there are pockets of opportunity for improvement, in areas like service delivery, technology and reporting.

We’ve been part of that modernization, starting with the civilian government several years ago. With modernization comes

change. And with change comes choice.

We believe it’s a good time to offer government agencies—both military and civilian—more choice.

DTJ: You mentioned change. Any advice

for those travel managers facing change?

MS. MAIER: Agencies are no longer locked

into the status quo, so their opportunities increase tremendously. Government travel is not typical or business as usual. My advice to travel managers is to look for processes and partners that make your agency’s travel and travel management easier. For travelers, that can take the shape of better technology and tools, along with better support before, during and after the trip.

For travel management, it includes a greater choice of TMCs with whom to partner.

Expect a higher level of delivery across the program, including traveler service, duty of care and reporting to support compliance and agency transparency. All these equip you to prove your agency is making the most of taxpayer dollars and fulfilling its fiduciary responsibility to the public.

DTJ: So with the changes you have made,

what are the major advantages you are hoping to achieve for your government customers?

MS. MAIER: We’re focusing on three key areas: traveler support, cost savings and increased transparency. We know the future holds immense opportunity for government agencies in these areas. I like to think of helping our client agencies achieve headlines like, “Government employees report all-time satisfaction record with their travel program,” “Agency traveler hold times reach near non-existent status,” “Agency drives savings to new heights with increased compliance to government rates,” or “Agency gives public full view of travel budget investment.” Each of these builds the profile of the agency with their travelers, their leaders and their constituents.

DTJ: How did these changes affect the

BCD team?

MS. MAIER: When we increased our government focus, we created opportunities within our own organization to expand www.ndtahq.com |

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current employees’ skillsets. For instance, corporate travel counselors who want to add to their experience can come into the government practice and learn the information, resources and processes critical for successful government travel management. That can include the GSA City Pair Program, Fly America Act, FedRooms and other areas specific to official travel. We have distinct training programs for our government counselors and that training prepares agents to handle complex government requirements. And while these counselors may need to learn the specifics of the government arena, they come with a strong client service mentality, as that’s important to every role at BCD. We’ve increased roles and opportunities in business development, account management, IT management and leadership as well. These roles not only support our government clients, but also ensure we actively participate in helping realize the future of government travel.

We’re using technology and technology partners to help travel and security departments locate impacted travelers quickly and precisely, send alerts and reach out to them to check on their wellbeing or offer emergency assistance.

Our focus also enables us to attract top talent, whether they’re starting out in the industry or have been working in it for years. Our culture, combined with our technology investment, has made us a place where top travel counselors want to invest their time and talent.

DTJ: You’ve touched a bit on your tech-

nology solutions—can you tell us a little more about that?

MS. MAIER: Our corporate travel clients

use our proprietary TripSource® traveler engagement platform and DecisionSource® analytics and intelligence platform on a daily basis. TripSource® simplifies travel, enabling travelers to access their trip details, book hotels, share itineraries, get real-time flight notifications and other alerts, as well as respond in an emergency, all through 24/7 access on desktop, tablet or mobile devices. DecisionSource® gives travel, procurement and financial managers the busi14

| Defense Transportation Journal | APRIL 2019

ness intelligence they need to manage their travel program better, provide duty of care, increase spend transparency and make faster and more confident decisions. When appropriate, these platforms can be made available for our government clients.

Beyond our platforms, one of the areas where we’re focusing is data protection. We recognize the significance of government travelers and the duty we have to protect their data. For example, traditional ways of paying for hotel stays can be improved upon with technology-based options, like virtual cards and virtual payment automation. We’ve seen clients benefit greatly from virtual payment automation, which protects traveler data, removes the payment burden from travelers and, at the same time, streamlines payment and reconciliation for travel management.

Another area we know all organizations and agencies are concerned about is duty of care. In today’s world, it’s not a matter of if, but when a crisis will occur. We’re using technology and technology partners to help travel and security departments locate impacted travelers quickly and precisely, send alerts and reach out to them to check on their wellbeing or offer emergency assistance. When a crisis matters, seconds count.

DTJ: BCD has already been providing

support to the Department of Agriculture, Environmental Protection Agency, and other federal entities—how do travel needs vary across departments and agencies?

MS. MAIER: Agency travel is not your typ-

ical business as usual. Always on service requirements, exceptionally large programs, and extreme confidentiality requirements are just a few examples of that. And each agency has its own challenges. For example, the Department of Defense has special considerations distinct from civilian agencies; for the DOD, we’re combat enablers which can include rush deployments.

Some agencies have surge travel due to disasters. In those situations, we operate with a “all hands on deck” mentality to get federal employees where they need to be to provide necessary support. Other agencies have their own distinct needs, which may not fit into a typical model. We operate 24/7, so we can handle specialized needs no matter when or how they happen.

Successful TMCs aren’t one-size-fitsall; they need to be willing to customize to make clients’ jobs easier. Quite simply, that’s what we aim to do every day.

DTJ: What excites you about what you see

in the government travel space?

MS. MAIER: We’re excited about the federal

government aligning with industry best practices to adopt what’s working and adapt it for official travel. There’s an intentional recognition of the complexity and significance of official travel—that all who touch the travel program, regardless of role, are combat enablers for the DOD and service enablers for the civilian side. The recent reduction of the travel policy from hundreds of pages to a guide that can be read in about 15 minutes is testament to that. And that’s just the start—government travel leaders are looking at every component of the travel program to achieve modernization goals. Using the right travel management company is critical to accomplishing those goals; agencies need a TMC that can flex with them rather than remain locked into historical practices.

We’re excited to help agencies adapt proven processes and tools to the government arena.

DTJ: Being that BCD’s expertise origi-

nated in corporate travel, how do the two compare?

MS. MAIER: Regardless of what arena our clients are in, travel should always be evolving. In corporate travel, we typically say 3-5 percent of spend is invested in managing the program. The other 95-97 percent is spent with suppliers. Your TMC needs to understand that and work for you on making the most of the 95-97 percent. Our experience with corporate travel means we can bring best practices from that environment to the government in areas like cost reduction, traveler engagement, duty of care and technologies that overlay and enable those.

The best TMC partner also looks out for what’s coming ahead. As I mentioned before, duty of care is a big focus for government and corporate organizations alike.

But what actions do you take to proactively impact duty of care? There’s a variety of actions you can take. For one, we know that increased hotel attachment directly impacts ability to reach travelers quickly in the event of a crisis. So we’ve been helping corporate clients increase their duty of care effectiveness by increasing their hotel attachment. We can bring this same expertise to government agencies.

Cont’d on pg. 26

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Find out more at: www.bcdtravel.com/gov www.ndtahq.com | 15

e t a t S s t d n o e o r G r u d C l o e Th ouseh s of H ement Mov

up igro ittee n U m n, atio Subcom t r o nsp ods son ent Tra old Go n h o h m J ouse vern ohn

By J ctor, Go DTA H Dire hair, N C and

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H

ere we are again, at the annual point in our industry where we put the finishing touches on preparations for the 2019 peak moving season. This is always a stressful time, anticipating what business you may receive and where to you expect it to come from, not to mention for our customers who say moving your household goods is on every top 10 list of the most stressful events in their lives.

Since the 2008 housing financial crisis and the initial onboarding of the Defense Personal Property Program (DP3), there have been significant changes that affected the household goods moving industry. The collapse of the housing marking caused people not to move, speeding up an already steady decline of linehaul drivers as they looked for other sources of income. Labor pools are thin to scarce today due to record low unemployment numbers, and even before this crisis unfolded, 9/11’s impact on base access created substantial delays for ontime pickup and delivery of all commodities—and these impacts are still being felt

18 years later. The combination of Electronic Logging Devices, Hour of Service rules and DP3 program policies are also putting a strain on capacity available to DOD.

DOD is the largest single customer or national account in the household goods moving industry.

Transportation Service Providers (TSPs) I have talked with are working diligently to keep their current drivers, attract new drivers, find and develop quality labor, and develop processes that allow for greater efficiencies to maintain and hopefully increase their available capacity to customers. The DOD market is squarely on every TSP’s radar as we head into the peak moving season.

DOD is the largest single customer or national account in the household goods mov-

ing industry. NTDA’s Household Goods subcommittee has worked closely with USTRANSCOM’s J5/4 Personal Property team and the individual Services to provide insight on how the moving industry is evolving, and to identify possible areas in the DP3 program that could assist in providing higher quality services to their members. The Subcommittee typically visits two to three Joint Personal Property Shipping Offices annually to discuss the moving industry, providing additional insight on their local area, how our industry operates today, and how we can work together to provide a quality move experience for their members.

Peak season preparation is a year-round, never ending process and with good reason; it’s when 40 percent of the entire world moves their personal property. While change is a constant in every aspect of life, when it comes to household goods moving, there are specific challenges that come with it. The moving parts are very dynamic and the varicont’d on pg. 26

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The Symposium on Government Travel & Passenger Services One Government. Many Missions. Many Travelers.

Empower. Engage. Innovate.

February 25-27, 2019 Alexandria, VA

By Sharon Lo, Managing Editor, DTJ & NDTAGram Photos by Cherie Cullen

GovTravels summary material, produced by NDTA, is intended to provide an overview of presentations and should not 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.

2019 GovTravels Provides Value for Both Government and Industry

T

he fourth annual GovTravels Symposium, co-sponsored billion of spend annually we are responsible for about 60 percent of the federal government’s travel spend. With an enterprise that

by NDTA and the Defense Travel Management Office large it is easy to appreciate the value in a forum where govern(DTMO), was held February 25-27, 2019 at the Hilton ment and the travel industry are actively engaged and able to exMark Center Hotel in Alexandria, Virginia. The conference change ideas, and explore new technology solutions, learn about theme—Empower. Engage. Innovate.—emphasized the comthe latest trends and study best practices.” plexities of the government traveler as teaming to study the simiThe conference schedule consisted of classes, keynote speechlarities and innovate the solutions to improve the experience. es, roundtable discussions, and breakout The Symposium brought together more sessions that explored topics such as reguthan 600 individuals and 70 organizations, The Symposium brought together lations, technology, shared challenges and making it the largest GovTravels event to more than 600 individuals and possible solutions. The professional prodate. Participants included attendees from gram was a collaborative effort, created passenger travel and related services from 70 organizations, making it the with input from a variety of stakeholders federal and state governments, and the prilargest GovTravels event to date. including DTMO, the General Services vate sector. As the only event where decision Participants included attendees Administration (GSA), NDTA, its indusmakers from these particular groups come from passenger travel and related try members and, in particular, members together to meet, learn and collaborate on from its Government Passenger Travel Adcommon travel issues, GovTravels offers a services from federal and state unique opportunity for the travel commugovernments, and the private sector. visory Council (GPTAC).

In conjunction with the Symposium, nity.

NDTA also hosted a full-scale exposition, NDTA President and CEO, Admiral where organizations highlighted their travel solutions and offerWilliam A. Brown, USN (Ret.), served as the master of ceremoings. In addition, the exhibit hall allowed attendees a space to nies. During introductory remarks, he set the tone for the event share information with one another and grow their professional saying, “our goal over the next two days of GovTravels is to pronetworks. With 19 sponsors and 50 exhibitors, the exhibition— mote communication among all the stakeholders—government like the Symposium—had record high participation. and in the private sector—whose job it is to support the safe and By all accounts the fourth annual GovTravels Symposium acefficient travel of our government travelers.” complished its goal to promote communication among its stakeMr. William R. Mansell, Jr., Director of DTMO, took the holders. It also succeeded in being an important opportunity for stage and explained the importance of the Symposium to his attendees to work together and expand their professional knowlorganization, “The Defense Travel Management Office serves as edge. As this event continues to grow and evolve, GovTravels has the single focal point for commercial travel within the Departfirmly cemented its position as a “can’t miss” event within the ment of Defense. We establish strategic direction, we establish travel community. policy, and centrally manage commercial travel programs. At $9 www.ndtahq.com |

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Providing Context to the Government Travel Space

P

utting the importance of GovTravels attendees into perspective, Mr. William H. Booth, Director of the Defense Human Resources Activity (DHRA), began his keynote speech on day two of the Symposium by telling the audience, “every one of you in this room is dedicated to making sure that those individuals—men and women—that are the pointed end of the spear can execute mission when their mission needs to be executed to keep this nation safe. That’s what you do—you’re all combat enablers.”

Mr. Booth described the impact the defense travel enterprise can have through the example of the SmartPay3 Government Travel Charge Card. When he questioned the audience about who had to receive a new credit card during the recent transition from SmartPay2 to SmartPay3, no one raised their hand.

This, he stated, was due to the hard work of the DTMO team.

Mr. Booth explained that there are approximately 1.8 million charge card holders. When the transition to the new program was first announced, each was expected to have to get a new card. This would mean each cardholder spending around 10 minutes to activate their cards, set-up new accounts online and perform other maintenance tasks. In addition, reissuing new cards would have cost Citibank three to five dollars per card.

This means DTMO’s efforts to eliminate having to reissue cards effectually saved 300,000 man-hours and $5 million.

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| Defense Transportation Journal | APRIL 2019

of the touch points one should consider how to turn big data into small powerful experiences, aspire to serve in ways that create powerful impressions and contemplate the customer needs before they do.

Panelists Scott Smith, Program ManImplementing seemingly small changes ager, Department of Defense Travel Modcan make a huge difference when you are ernization; Jamie Kiser, Vice President, talking about governance of a $9 billion Global Services Operations, SAP Cona year enterprise—and that is one point cur; Don Moore, Vice President Business Mr. Booth emphasized, especially as it Rental Sales and Global Corporate Acrelates to work being done to modernize counts, Enterprise Holdings; Erika Moore, the enterprise. The modernization work Vice President and General Manager USA is being implemented through deliberSales, Travelport; and Nick Vournakis, ate steps forward, and with stakeholdPresident, Military and Government Marers’ opinions and needs kets, CWTSato Travel, taken into account. represented a cross secImplementing seemingly The second day of tion of the travel indussmall changes can make GovTravels continued try and government. with a panel, Progress Personalized experia huge difference when Report – Government ences were said to be at you are talking about Travel at the Crossroads the center of travel exgovernance of a $9 billion One Year Later, led by pectations. Personalized a year enterprise—and Mr. Tony D’Astolfo, experiences, making it Senior Vice President, easy and being able to that is one point Mr. Booth North America, Serko, emphasized, especially as it apply predictive analytLtd. Mr. D’Astolfo ics to patterns of behavrelates to work being done gave an introduction iors must be at the foreto modernize the enterprise. front of the government to frame the discussion that considered how the travel focus. most powerful companies in the world— Business travel as an industry is unique Google, Apple, Amazon, Facebook, in dealing with travelers as both consumTwitter, Netflix and Uber—can impact ers and employees so there must be a government travel. Consumers would smarter governor in place to ensure the describe these companies as cool, simple, needs of our Service members and travelhandy, convenient, personal, fast, smart, ers are met and that all of this is done etc. He asked the audience to then cona context that makes it near error proof. sider what emotions or words would be Business travel has changed tremenused to describe them or the services they dously, putting more emphasis on the provided, and subsequently if they would traveler and the need to remove friction like to change how they are thought of. from their trips. This often results in givHe continued that in thinking more ing travelers more flexibility to determine broadly of the lifecycle of a trip mindful what is right for them. Enabling technol-

ogies are also providing travelers with more capabilities to self-serve.

With government travel, a tech-enabled traveler first approach can work, despite a more rigid need to manage expenses, comply with policies and directives, and maintain a strict duty of care. Government and military members travel as stewards of the government and their expectations for their travel experience reflect this thinking.

In many cases, progress on the business side has evolved because businesses have reached out to travel providers to create a product that meets their needs. This is something that would likely benefit government organizations, as being more engaged would help to ensure suppliers can implement ways to meet their needs at earlier phases of development.

Technology advances at a rapid pace and workforce demographics are changing, and today’s travel programs must evolve to keep pace. Over time everyone will become a digital native and the need to provide travelers choice will increase.

Members of the travel community must embrace change or risk being left behind.

But this needs to consider the objective while balancing the personalized experience and expectations.

Upselling is major focus for suppliers and a top travel trend. Managed programs help mitigate this by setting parameters to what can be sold or offered to travelers. It is the responsibility of the entire travel ecosystem to ensure the correct offerings are made based on policies.

The day continued with industry keynote, Mr. Dominic Delmolino, Federal Services Chief Technology Officer at Accenture, who spoke about the 4th Industrial Revolution and Its Impact on the Travel Industry. The 4th Industrial Revolutions is characterized by breakthrough technology such as AI, robotics, IoT, 3-D Printing, nanotechnology, precision medicine and so much more.

Mr. Demolino explained customers are now starting to apply what they have in their personal lives to what they have in their professional lives. Their expectation is for things to run seamlessly.

Digital has altered everything and many believe we are now entering the post digital era where digital and physical worlds are merging.

There are some real challenges facing the travel services marketing including greater

competition, more disruption, many new entrants to the market due to lower barriers to entry, modernization challenges pf existing systems, and dramatic changes to the customer segment.

With the challenges come opportunities. Organizations should take advantage of all the data being created in order to make better predictions, as well as to do things like A/B testing. To do this, organizations must be willing to forgo gut reaction decision making for data-driven decision making. Information also allows

experiences to be tailored to travelers’ personal preferences and needs, but there is a fine line between utilizing consumer data and not being invasive. Transparency on what data is collected and how it is used helps with this. With information collection care must be taken to protect data.

Modern systems are designed to be person-based and AI helps with this. Systems are powerful enough to adapt to humans, versus humans having to adapt to systems.

Systems adapt both for travelers and for travel service providers want to work.

www.ndtahq.com |

21

Working Together for Management Best Practices

O

n the final day of the 2019 GovTravels Symposium, Mr. Tim Burke, Director, Office of Travel, Employee Relocation and Transportation, Federal Acquisition Service, General Services Administration (GSA) took the stage as the keynote speaker to address the issue of Government Wide Category Management.

Category management principles are driving how the government procures.

Principles include increased spend under management, reduced contract duplication, administrative savings volume savings created by leveraging the buying power of the Federal Government, enhanced transparency, shared best practices, better contract vehicles and purchases, and efficient contract management process for suppliers. These are at the forefront of the analysis and the priorities being executed.

The goal is for the Federal government to buy common goods and services as an enterprise to eliminate redundancies, increase efficiency, and deliver more value and savings from the government’s acquisition programs. By the end of FY 2020, the government will achieve $18 billion in savings for taxpayers.

The government‘s category management strategy will focus on its top 10 categories of spend. This equates to $325 billion annually in common goods and services that can

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| Defense Transportation Journal | APRIL 2019

es including an overview of the National Institute of Standards and Technology (NIST) 800-171 compliance requirements for federal contractors. [Check out information on NIST 800-171 on NDTA’s website under the Media tab.]

Mr. Blanchette to walk the audience through his experience of a cyber attack.

His bottom-line takeaway for the audience was the importance for organizations to have good business continuity plans. Mr. Benjamin wanted everyone to understand that cyber attacks and malicious cyber activity will happen. DTMO shares its requirements with its partners be optimized and leveraged across the enterand they expect compliance. He also emprise. Opportunities targeted for improved phasized the importance of the recovery efficiencies will be evidence based—driven process. He described the recovery proby strong data analysis, benchmarking and cess as being a very collaborative decisioninter-agency collaboration. Additionally, making process that requires good comenhanced industry and supplier engagemunication among the decision makers. ment are key to the end-to-end travel enMs. Michetti provided perspective on vironment and travel management services. cyber security as it related to the GovTravGSA’s key travel initiatives for the next els audience, “when I look at the hospi1-2 years will be heavily focused on lodgtality industry, you are all an enabler of ing and Transportation Management the DOD’s warfighting mission and you Companies (TMCs). DOD has two maalso have critical information that requires jor initiatives emerging that can shape protection whether its in your own netfuture opportunities government-wide, works or its in the services that you’re including the privatization of Household providing to the Department of Defense.

Goods (HHG) and the That information has to Defense Travel System be protected just like we The government‘s category (DTS) modernization. need to protect the demanagement strategy The final general sessigns of the F-35.” will focus on its top 10 sion of the GovTravels The US is unique in Symposium, Managing that a vast majority of categories of spend. This Cybersecurity Risk in DOD activity is actuequates to $325 billion Government, was led by ally done by the private annually in common goods Mr. Ted Rybeck, Chair sector. DOD has a muland services that can be of NDTA’s Cybersecurity tipronged approach to Best Practices Commitcyber security within the optimized and leveraged tee. Panelists included Defense Industrial Base across the enterprise.

Philip Benjamin, Deputy which consists of the CyDirector of DTMO; ber Threat Information Vicki Michetti, Director of the Cyber Sharing Program, as well as a variety of conSecurity Policy Strategy International tractual and regulatory obligations. and Defense Industrial Base Engagement Throughout the comments it was a comfor the DOD Chief Information Officer mon thread that many attacks occurred (CIO); Jack Norwood, Director of Cyber through intrusions into smaller organizaIntelligence Center for Citibank; and Joe tion’s connect networks. While smaller orBlanchette, Information Systems Security ganizations did not have the same resourcOfficer at Maersk Line, Limited. es, Mr. Norwood felt smaller organizations Mr. Rybeck established the direction had an advantage in being able to respond of the presentation, telling the audience more quickly to attacks. He recommended that cyber attacks are not about one comsmall companies perform cyber “fire drills.”

When it comes to cyber security, the prepany, but rather about everyone working senters made it absolutely clear that prepatogether. He then gave some examples of rations are absolutely critical. DTJ cyber attacks, as well as cyber best practic-

Thank You

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Proceeds from the NDTA Sponsorship Program support the NDTA general operating fund. Participation in the NDTA Sponsorship Program does not imply support or endorsement by the Defense Travel Management Office or any other US government entity.

Photos by Cherie Cullen

The NDTA Exposition, held in conjunction with the GovTravels Symposium, returned for the fourth year—bigger and better than ever. With 19 sponsors and 50 exhibitors, the expo floor remained busy throughout the three day event. The lively atmosphere and robust combination of travel offerings for attendees to explore made the expo a truly rewarding experience for all.

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25

Cont’d from pg. 14

Cont’d from pg. 17

And we’ve learned a lot about traveler engagement from the corporate arena. You can foster traveler engagement by ensuring travelers know the value they bring to their role. For the government, ensuring travelers know the value they bring to our country through their travel is essential.

Using industry best practices, we can help agencies find ways to enhance their communication so travelers know how they contribute to the greater good.

ables for any move are many, especially when trying to operate at maximum capacity during the peak season. The deciding factor on a satisfied customer can often hinge on how a TSP reacts to solving the particular challenge.

So, what is on the horizon for the 2019 peak season? Unfortunately, there is no one solution to improve the peak moving season but more a multi process approach. One of the single biggest challenges today is the peak moving season has basically shrunk from 12 weeks to 6 weeks. This contraction coupled with the loss of drivers and seasoned labor is a very large reason why the peak moving season has become so difficult today. The majority of TSPs expect 2019 to be similar to last year in the amount of overall capacity available and many are trying to create additional capacity through their own initiatives. The concepts I’ve heard from other industry veterans are to be more efficient with the resources under their control, reduce the amount of agent pickups for line haul, improve or increase their crate and freight process, and improve communications with customers to better meet their expectations.

DTJ: Is there anything we have not cov-

ered that you would like to share with DTJ readers?

MS. MAIER: The commitment DOD employees have made in their careers is humbling. We’re honored to serve government travelers and travel management. The outlook is exciting for government travel and we’re committed to helping agencies realize their future potential. We believe that change and choice can lead to very good results for the government, its agencies and its travelers. DTJ

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| Defense Transportation Journal | APRIL 2019

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Change is difficult in any industry and in the household goods moving industry maybe even more so. The size and scope of every agent, independent owner operator, and van line varies greatly, and changes impact each of them differently. Generally speaking, our industry starts planning for the next peak season as soon as the last one is over.

This philosophy allows for the maximum amount of lead time necessary to implement change especially given our industry’s technology driven approach to IT solutions.

Rolling out any new improvement or program change early is imperative to success.

USTRANSCOM conducts an annual post peak season hot wash with the Services and industry to discuss how the summer went and identify potential ways for improvement. Last year’s discussions centered on how to improve customer satisfaction for the service members’ moving experience.

USTRANSCOM worked with industry to update transit times to reflect today’s linehaul capability, targeted increase of crating smaller shipments (Code 2) and potential use of refusals to more efficiently cover the “peak of the peak season” shipments in 2019. These meetings were very educational and allowed DOD and industry to discuss potential ways to improve the peak season moving experience.

USTRANSCOM also recently announced plans to explore outsourcing the DOD personal property program from entitlement counseling to claim settlement.

Just the thought of this change is having a ripple effect through our industry by adding a level of uncertainty on what the future means to TSPs, agents, and drivers who perform this business for DOD. We are staying engaged in this process and will continue providing insight and understanding of our industry to the USTRANSCOM team as this initiative is further developed.

The household goods moving industry is very diverse from small agents with a few crews and pieces of equipment in rural areas to large metropolitan locations with multiple crews, equipment and warehouse space all coordinating to make a move happen. It’s a family-oriented business where companies are handed down over generations and their employees (drivers, move coordinators, and leadership) are an extended part of that family relationship. I’ve met the most amazing people in this industry who are extremely proud of their work and even more proud of their customer: the men, women, civilians, and families of our US military! DTJ

PROFESSIONAL DEVELOPMENT McKendree University to Offer Continuing Education Units at the 2019 NDTA-USTRANSCOM Fall Meeting Irvin Varkonyi • Coordinator, NDTA-USTRANSCOM Transportation Academy, ivarkonyi@ndtahq.com

T

he National Defense Transportation Association and McKendree University, of Lebanon, Illinois, have negotiated an agreement to make all attendees at the 2019 NDTA-USTRANSCOM Fall Meeting in St. Louis eligible for Continuing Education Units (CEUs). The CEUs will be awarded for attendees who have completed courses at the 2019 Transportation Academy and general sessions of the Fall Meeting. A processing fee will apply for attendees who wish to earn CEUs. Registration will be available on the Fall Meeting website.

MCKENDREE UNIVERSITY

McKendree University offers programs and courses at several locations throughout Illinois and Kentucky, as well as online. The Center at Scott AFB offers students high quality education and personal attention, hallmarks of the McKendree experience.

Designed to meet the needs of the adult learner with unique one-month courses enables McKendree to provide education opportunities for students whose schedules may change frequently. Their program offers accelerated courses in four and eight week learning formats.

NDTA provides educational experiences to military and civilians engaged in transportation and logistics to support the nation’s security. The annual Transportation Academy at the Fall Meeting provides breakout sessions on a variety of topics including DOD Transportation, Cyber in Transportation, Commercial Logistics Supporting the Warfighter and Introductions to Transportation Modes.

WHAT IS A CEU?

A CEU is defined as a unit of credit equal to ten hours of participation in an accredited program designed for professionals with certificates or licenses to practice various professions. Examples of people who need CEUs include professionals in a variety of work environments including transportation and logistics. CEU records are widely used to provide evidence of completion of continuing education requirements mandated by certification bodies, professional societies, or governmental licensing boards.

Certain professions require that practitioners earn a specific number of CEUs per year to ensure that they are up to-date with current practices in their field. Proof of cred-

its earned is necessary in order to renew a license or certification. The annual number of CEUs required varies by state and profession. The International Association for Continuing Education & Training (IACET) offers the most industry-wide accreditation of official CEUs. McKendree, as an accredited institution of higher learning is authorized to award CEUs which meet American National Standards Institute (ANSI)/ IACET standards established for a particular industry. Any accredited CEU generally has a preface of the accrediting body.

Continuing Education opportunities are available in many professions who organize national conferences which provide members with an opportunity to meet, network, and learn. Trade shows are a major part of these conferences, helping professionals to be aware of the many products and services that support their profession. It is expected that the documentation required by McKendree will be proof of registration at the Fall Meeting together with an overview of courses that will be held at Transportation Academy and the content of General Sessions. This information will be collected by NDTA and with the permission of attendees, provided to McKendree. It is expected that those who have pre-registered and paid for their CEUs will receive their CEUs at the Fall Meeting itself.

NDTA-USTRANSCOM TRANSPORTATION ACADEMY

Have an idea for a session at Transportation Academy? Are you a speaker passionate on a topic of interest to transporters and logisticians? The coordinators for Transportation Academy want to hear from you. Please contact me at ivarkonyi@ndtahq.com or Tim Ringdahl at timothy.p.ringdahl.ctr@mail.mil by May 1 to determine if there’s a fit for you within our speaker tracks. DTJ www.ndtahq.com |

27

CHAIRMAN’S CIRCLE

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

AAR CORP. + PLUS Agility Defense & Government Services + PLUS AIT Worldwide Logistics, Inc. + PLUS American President Lines, LLC + PLUS American Roll-on Roll-off Carrier + PLUS Amtrak + PLUS Atlas Air Worldwide Holdings + PLUS Bennett Motor Express, LLC + PLUS Boyle Transportation, Inc. + PLUS Crane Worldwide Logistics, LLC + PLUS Crowley Maritime Corporation + PLUS Deloitte + PLUS DHL Express + PLUS Enterprise Holdings + 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

| Defense Transportation Journal | APRIL 2019

CWTSatoTravel DGC International Echo Global Logistics, Inc. Global Logistics Providers LLC JM Ship, LLC KGL Holding Matson mLINQS National Air Carrier Association

Norfolk Southern Corporation 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 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, LLC 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 CarrierDrive LLC C.L. Services, Inc. Club Quarters Hotels Construction Helicopters, Inc. (d/b/a CHI Aviation) 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. DF Young, Inc.

Council for Logistics Research Delta Air Lines 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 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 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 PD Systems, Inc. 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 SAIC Savi Savino Del Bene Seafarers International Union of NA, AGLIW SeaCube Containers 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

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 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

www.ndtahq.com |

29

Cont’d from 75th Anniversary pg. 8

Cont’d from Pres. Corner pg. 9

of Defense requested NDTA to review the issues and trends, and to recommend policies and programs for assuring the national defense requirements for containers would be met by industry.

The NDTA Defense/Preparedness Council and Task Force accepted the challenge in the DOD request and conducted a study, Containers in Support of National Defense. DOD officials said they were very pleased with the results of the study, subsequently choosing to adopt many of NDTA’s recommendations. Appreciation was expressed to the committee members for a job well done and to the general membership for their commitment to the common goal of an intermodal transportation system capable of meeting our defense needs in time of mobilization. The entire experience served as a source of pride both to the participating committee and to the NDTA membership as a whole. DTJ

Simple, intuitive, fast, accurate, interconnected is becoming the norm. Mr. Dominic Delmolino, Accenture’s Chief Technology Officer, stretched attendees’ thoughts back in time and into the future as he brought us to where we are today, in the middle of the 4th Industrial Revolution—and gave us a glimpse of what might be the 5th IR—where human-machine interfacing will be prevalent. Mr. Ted Rybeck moderated an outstanding Government/Industry panel with cyber experts from Citibank; Maersk Line, Limited; DOD CIO [Chief Information Officer] and DTMO. A key outcome of GovTravels involved government and industry discussions regarding the mission and vision for the Government Passenger Travel Advisory Council (GPTAC). The focus of the “Council” will be on the issues impacting the government traveler and travel programs. The Council’s purpose, recently approved by the NDTA Board of Directors, outlines the following objectives in the charter: • Encourage and promote research and knowledge sharing about government travel industry trends and bridge communication gaps while fostering new avenues of collaboration and knowledge sharing.

• Use evaluation and research data to inform and foster an environment of continuous improvement and growth between government travelers and industry members.

• The GPTAC will provide regular forums where industry and government agencies can collaborate on mutual priorities.

• The GPTAC will establish annual priorities for the Council and the committees serving under the GPTAC. The GPTAC will use the achievement of these priorities as a measurement of meeting its mission and the mission of NDTA annually.

• Committees being formed are: Airlines; Car Rental; Education and Communications; Extended Stay; Ground Transportation (excluding rental car); Lodging; Technology, Research and Data Analytics; and Travel Management Companies.

I encourage continued active participation by both government and industry as committees are formed under the leadership of the Council’s Chairperson, Ms. Tina Grace, and Vice Chair, Mr. Bryan Scott. The Council’s success to reach its full potential depends on all interested parties working together with energy and transparency. If you are part of the government travel enterprise, please give Tina or Bryan a shout, today. Be in on the conversations! DTJ

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30Ad.indd | Defense Transportation Journal | APRIL 2019 GovTravel 1

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DTJ INDEX OF ADVERTISERS American President Lines Ltd........................................................................... 3 American Roll-on Roll-off Carrier..................................................................... 5 BCD Travel..................................................................................................... 15 Bennett Motor Express LLC.............................................................................. 4 Club Quarters Hotels...................................................................................... 30 CWTSatoTravel.............................................................................................. 21 Duluth Travel Inc............................................................................................ 26 FedEx Government Services........................................................................... 32 IHG.................................................................................................................. 6 International Auto Logistics............................................................................ 17 Landstar Transportation Logistics Inc...........................................................................31 mLINQS........................................................................................................... 9 SAP Concur..................................................................................................... 2 Trans Global Logistics Europe GmbH............................................................................11 Travelport...................................................................................................... 10

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| Defense Transportation Journal | APRIL 2019