Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

August 2021

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August 2021

FEATURES August 2021

•

Vol 77, No. 4

PUBLISHER

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

Sharon Lo | slo@cjp.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

NDTA MEMBERSHIPS: TIME TO GROW…TIME TO GO!

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IN-TRANSIT VISIBILITY AND SPACE DOMAIN CHALLENGES

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REFINING CIVILIAN AIRLIFT AUGMENTATION FOR GREAT POWER COMPETITION

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By COL Craig Hymes, USA (Ret.)

By MAJ Matthew Mayor, USA, MAJ Ryan Bellman, USA, and MAJ Joshua Choate, USA

By Maj Phillip A. Surrey, USAF

THE 2021 SURFACE FORCE 17-24 PROJECTION CONFERENCE

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Bob Schotta bschotta@cjp.com

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

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

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

CYBERSECURITY LESSONS FROM THE FIELD | Ted Rybeck........................................ 6 PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)....................................... 7 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-and-publications/submitting-articles/.

NDTA Headquarters Staff VADM William A. Brown, USN (Ret.) President & CEO COL Craig Hymes, USA (Ret.) Senior VP Operations Claudia Ernst Director, Finance and Accounting Lee Matthews VP Marketing and Corporate Development Jennifer Reed Operations Manager Leah Ashe Membership Manager Rebecca Jones Executive Assistant to the President & CEO

CYBERSECURITY LESSONS FROM THE FIELD Drivers and Strategies for DIB Cyber Readiness

By Ted Rybeck Chair, Benchmarking Partners, & Chair, NDTA Cybersecurity Best Practices Committee

This series of articles will draw on real cases of companies as an amalgam under the name DIB-Co. Each edition will include micro-case installments of how the company transformed itself. On this journey, DIB-Co will go from being unaware that they were part of the Defense Industrial Base to

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 slo@cjp.com

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recognizing that dozens of their customers were suppliers to the iconic giants of US defense logistics.

TAKEAWAYS

1. A resilient Defense Industrial Base (DIB) requires cybersecurity readiness and public-private partnerships for cyber upskilling...but to date, no unified approach has been defined.

2. NDTA’s Cybersecurity Best Practices Committee prioritized strategies to prepare for a unified approach by bringing together representatives from small and large DIB members, Department of Defense (DOD) leadership, and Applied Learning & Teaching leaders from the education community.

3. This NDTA working group aligned on five cybersecurity strategies related to both the US DIB and international defense.

Across the 50 US states and five territories, Americans witness the country’s burning platform of cybersecurity challenges from daily breaches in the news and their own experiences. In response, the White House has issued Executive Orders to urgently strengthen the nation’s cybersecurity1 and critical infrastructure systems2 underlying everyday life. The DIB and the Transportation Systems sector form a major intersection of these alarms. Attention on the DIB and Transportation Systems in this context is part of the series of presidential policy directives that define the country’s 16 Critical Infrastructures3,4 going back to 19985 and 20036.

Fast-forwarding to 2021, US Critical Infrastructure protection across all 16 sectors

still depends on public-private collaboration because the private sector, rather than the government, controls the majority of the assets. Public-private collaborations, especially in the Financial Service and Communications sectors, have effectively aligned big businesses and the government on the US National Infrastructure Protection Plan.7 However, no public-private collaborations to date have succeeded in mobilizing everyday behavior change on cyber-readiness among small businesses across the DIB, the transportation sector, or the other 14 critical infrastructures. The US Cybersecurity and Infrastructure Security Agency (CISA) does offer a reporting capability8 in addition to its National Initiative for Cybersecurity Education (NICE) training and exercises.9 The fact that virtually all Americans know they can call 911 to report a physical emergency, but few Americans realize they can access CISA’s incident reporting system to report a cyber emergency underscores that the US mobilization of cyber-readiness is still getting started.

For small business cybersecurity within the 16 Critical Infrastructures, a set of shared national strategies needs to evolve that address the cyber threat from two directions: 1. Cyberattacks that cause so much damage small businesses cannot afford to recover.

2. Cyber protocol compliance requirements that outstrip the system caSee Cybersecurity pg. 26

PRESIDENT’S CORNER Working Together VADM William A. Brown, USN (Ret.) NDTA President & CEO

G

reetings everyone and welcome back to some semblance of normalcy— bouncing back from a rough COVID-19 year-plus. As a result of the vaccination rollout, we are in full swing planning for a face-to-face NDTA-USTRANSCOM Fall Meeting with our co-host, US Transportation Command (USTRANSCOM). I hope to see everyone there at the renovated Gaylord National Resort & Convention Center in National Harbor, MD. Register now, please!

During the pandemic, the government/ DOD and industry learned much regarding the challenges of operating in a “denied” en-

WELCOME NEW CORPORATE MEMBERS

vironment. Extensive collaboration between industry, USTRANSCOM, Department of Transportation (the Maritime Administration [MARAD], Federal Aviation Administration, Federal Highway Administration, and Federal Railroad Administration), the Coast Guard and labor became essential.

During COVID-19, the competition was against the virus. In great power and geopolitical competition, the denied/contested environment will greatly impact our national ability to project forces and to sustain them logistically. Fortunately, senior See Pres. Corner pg. 30

as of August 25, 2021

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NDTA Memberships: Time to Grow…Time to Go!

By COL Craig Hymes, USA (Ret.), Senior Vice President of Operations, NDTA

D

uring my time in the military, there was a saying I often heard that was validated as truth over many years of service, “Mission first, people always!” The idea was clear: Nothing is more important than the organization’s mission, but it is also true there is no way to accomplish that mission without all the Soldiers, Sailors, Marines, Airmen, and Coastguardsmen and the organizations to which they belong.

Since incorporation in October of 1944, as the Army Transportation Association (ATA), NDTA has been an organization driven by individual and corporate members who believed in the mission, “To foster a strong and efficient US transportation system to support the economy and the national security of the United States.”

And those men and women dedicated their time and talent to building a strong US national defense. They passionately formed and led NDTA chapters and committees while working to educate government and industry on the logistics and transportation issues of the day.

By the mid-1960s, they grew NDTA to over 16,000 members and nearly 100 chapters! They kept their focus on the issues, formed lifelong relationships, and made sure it was fun. A quick glance through our recent 75th Anniversary Yearbook tells the story—NDTA is all about relationships, and our individual and corporate members form the organization’s backbone. Our NDTA members have always been the key to our success and mission accomplishment. That fact is not likely to change anytime soon.

Even so, NDTA has experienced organizational change. Over the course of NDTA’s history, chapter and membership numbers have risen and fallen with the tide of the times. I recall hearing former Direc8

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tor of the Defense Logistics Agency (DLA) LTG Robert Dail, USA (Ret.) use the aphorism, “A rising tide lifts all boats.” His point was that the growth and health of an organization help lift everyone involved in the enterprise to success. Seventy-seven years of NDTA history has proven this point and

“Membership in NDTA is essential for any company working in the logistics business—especially when doing business with the US Government and DOD. Companies have instant access to experience and insights by participating fully in the NDTA Committee process.”

—John Dietrich, Chairman, NDTA Board of Directors, and President & CEO, Atlas Air Worldwide Holdings

provided several examples to show we are at our best when chapters are flourishing, new members are signing up, and corporate

partners are joining. A rising tide of memberships has always lifted the collective NDTA boat.

Expectantly, the high tide is followed by the lows—all part of the cycle. Just ask NDTA’s long-time member and General Counsel Frank McDermott, and he will tell you about the lean years following Vietnam. From the mid-1970s into the early 1980s, NDTA chapters, individual and corporate memberships dipped to historic lows. Memberships dropped from 13,000 to 6,200 before beginning a slow recovery. That was a loss of over 50% in just ten years!

The loss of chapters and members during that time was directly related to a difficult time in our Nation’s history when there was less focus on national defense.

Still, NDTA stayed true to its mission and continued to work hard to retain and grow members. Membership numbers continued to improve until we hit Y2K, and then we witnessed historical change.

In 2021, the number of NDTA chapters and members is not where we would like it to be. Consequently, NDTA leader-

ship has taken a closer look at the events of the last two decades to determine why this has happened. We have asked some key questions. Is the NDTA chapter and memberships model at an inflection point ushering in a new normal, or is it simply experiencing a low tide that will rebound?

If this is a new normal, what does it mean, and what should we do about it? There is uncertainty, but there are plenty of likely reasons why chapters and members have declined.

As we took a closer look at the past two decades, we began to see several cause-and-effect relationships. As depicted in the figure shown, a number of events led to a decrease in chapters and memberships. For example, the attack on 9/11 resulted in a war that has lasted two decades. Large military deployments sent NDTA leaders and members off to war, impacting the chapters they no longer could support. The long, protracted nature of these deployments for NDTA members disrupted chapter leadership support and resulted in a lack of participation. In many cases, it led to chapters becoming inactive or ultimately deciding to cease operations.

At the same time, for reasons beyond the control and influence of NDTA, the Department of Defense created more stringent ethics regulations placing a higher level of scrutiny on their relationships with Non-Federal Entities like NDTA. Additionally, the US Army Transportation Corps, always a pillar of support for NDTA, was restructured as part of a new Army Logistics Corps in 2008. Support taken for granted for decades dried up overnight. More recently, as we all know, we got hit with a global pandemic making it nearly impossible for members to gather together. Not to worry though, there is plenty of good news at NDTA—we just need to stay focused and think about where to go from here.

First and foremost, we continue to focus on our mission. The NDTA mission is the reason we exist, and it stands above everything we do! Next, we acknowledge that historic change has occurred.

NDTA may never reach the past heights for chapters and members, but that may be okay. NDTA’s purpose for existing has not changed—in fact, we think the mis-

sion is more important than ever. The work NDTA championed during the COVID-19 pandemic was proof of that.

“After nearly 38 years in uniform, it is clear to me that NDTA is THE ASSOCIATION for professional logisticians serving in the military. NDTA provides the connections necessary to improve all aspects of logistics in the military—from factory to flight line—and into theater.

NDTA is the one association all military logisticians should join!”

—- VADM William A. Brown, USN (Ret.), President & CEO, NDTA

Today, our Nation, our military, and our industry partners operate in and through a contested space, exposed to challenges never before experienced—think cyber-

security and advanced technologies that disrupt global mobility. NDTA individual and industry members will continue to work side-by-side with government to overcome these challenges. And, our NDTA committees and sub-committees will continue to lead that effort.

In closing, all NDTA members are ambassadors. That means each of us can help grow NDTA by promoting and encouraging membership. We must take time to share our story, mentor our young leaders, and encourage participation and involvement. At NDTA Headquarters, we must develop a strategy-based membership campaign that promises a high return on investment. Historically, NDTA regional, state, and chapter leaders have played a key role in the growth of the organization by attracting and encouraging participation.

We know they will continue the tradition.

Our strength comes from our members.

We must focus our efforts on membership growth to ensure NDTA remains strong and viable for our future. DTJ

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In-Transit Visibility and Space Domain Challenges

By MAJ Matthew Mayor, USA, MAJ Ryan Bellman, USA, and MAJ Joshua Choate, USA

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ntermodal In-Transit-Visibility (ITV) and asset visibility terrestrial challenges experienced by transportation professionals would translate to a space ITV-asset visibility shortfall in the emerging contested space domain, requiring mitigation to maintain MultiDomain Operational (MDO) dominance.

An examination of the background, ITVasset visibility challenges, logistics management prioritization, space piracy, and recommendations highlights why these tasks are vital to maintaining space dominance moving into the future. History points towards the requirement of logistics and transportation professionals to plan for space logistics.

BACKGROUND AND PROBLEM

Space logistics is a vital yet underdeveloped arena in humanity’s future presence in space. As famed American aerospace 10

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engineer and space architect Wernher Von Braun described in 1960, “we have a logistics problem coming up in space. I think it is also safe to state that many of us have not realized the enormous scope of the tasks performed in the logistics area.”

The 2017 US National Security Strategy (NSS) outlines that the US considers “unfettered access to and freedom to operate in space to be a vital interest. The United States must maintain our leadership and freedom of action in space.” Logistics support in space will determine the success of a sustained human presence and freedom of action in space, as observed in the complex ground to space logistics support to the International Space Station.

The National Aeronautics and Space Administration (NASA) recently awarded multiple million-dollar studies to the Massachusetts Institute of Technology (MIT) to examine “adapting supply chain logis-

tics to support interplanetary material transport and transfer.” The study also ties into an effort by MIT in their Space Logistics Project to develop an “interplanetary supply chain that will be required to enable sustainable space exploration of the Earth-Moon-Mars system and beyond.”

Organizations like the Space Logistics Technical Committee and Space Transportation Technical Committee point towards a growing need to focus on integrating space logistics capabilities to support spacefaring operations. Each committee seeks to provide “continuous improvements in existing space transportation systems, access to the impact of new technology for the next generation of space transportation systems.”

Both the private and public sectors are accelerating efforts in conducting space operations and exploration with entrepreneurs like Elon Musk with SpaceX and the establishment of a new military branch, the US Space Force, in 2019. The US Space Force highlights the need for developing supporting supply chains for a battlefield that exceeds imagination in size. Famed American theoretical physicist and futurist Dr. Michio Kaku described a need for humanity to become extraplanetary to avoid

The US Space Force highlights the need for developing supporting supply chains for a battlefield that exceeds imagination in size. Famed American theoretical physicist and futurist Dr. Michio Kaku described a need for humanity to become extraplanetary to avoid extinction as he cited how the US will send astronauts to Mars and beyond by the 2030s. ITV-asset visibility challenges in space, however, must be first addressed.

LOGISTICS MANAGEMENT AND PRIORITIZATION

extinction as he cited how the US will send astronauts to Mars and beyond by the 2030s. ITV-asset visibility challenges in space, however, must be first addressed.

SPACE ITV AND ASSET VISIBILITY

Maintaining ITV and asset visibility on Earth is a current challenge that would be intensified in the vast, unforgiving regions of space. On land, asset visibility includes the entire “Department of Defense (DOD) global supply chain, binary code, the electromagnetic spectrum, worldwide telecommunications, local and wide-area computer networks, and the integration and standardization of logistics data among the services and the domestic and international commercial sector.” ITV of forward-moving supplies across extended lines of communication on Earth faces constant shortfalls as seen during Operation Iraqi Freedom and Operation Enduring Freedom when faulty communications, poor data capture, and limited system availability resulting in frustrated or lost cargo. These ITV and asset challenges would only be amplified in the space domain, requiring the integration of supply support systems and new technologies to bridge the shortfall while focusing on the prioritization of logistics management in space.

The prioritization and resourcing of transportation asset management via the Defense Logistics Agency (DLA) and other enabler support must integrate to support space transportation and logistics requirements. The US Space Force could serve as a critical enabler for the management of the assets while providing an integration capacity among the other strategic enablers. An example of this enabler integration is DLA “providing support to the US Space Force and US Space Command (USSPACECOM) as each refines future requirements for protecting the US and allied interests in space.” DLA has provided the US Space Force with critical communications equipment while serving as a vital supplier for priority space operations equipment. The interagency coordination enables inventory asset recovery prioritization and timelines as the US Space Force prepares its supply chains for space operations.

SPACE PIRACY

Pilferage by our near-peer adversaries and space piracy in a growing contested space domain to include non-state actors remains a threat faced by space logistics supply lines. Soon, our adversaries will possess the capacity to hold our “critically important national security satellites at risk.

Russia is modernizing its counterspace capabilities to defeat a wide range of US space-based capabilities, while seeking to secure freedom of action in, through, and from the space domain.”

The risk of space piracy and pilferage against both public and private entities transporting supplies and equipment in space will require interagency collaboration, resources, and assets led by the US

Space Force for mitigation measures. The inevitable outcome is that space piracy will become prevalent soon as nations develop interplanetary colonization strategic objectives. Finally, “spacefaring nations are likely to become more aggressive in the pursuit of national interests in outer space because of the Earth’s dangerously-crowded orbit and the recognition that space mining might become a real commercial enterprise in our lifetimes.”

RECOMMENDATIONS

The Secretary of Defense must direct the Under Secretary of Defense for Acquisition, Technology, and Logistics, in collaboration with the military services and strategic enablers, to continue the implementation of solutions to the identified space logistics management, ITV-asset visibility, and piracy challenges via human capital, information technology, and contracting resourcing. The continued relationship integration between US Transportation Command (USTRANSCOM) and USSPACECOM is required to project and sustain the joint force in the space domain via the development of joint space logistics capabilities requirements across doctrine, training, policy, and leadership development solutions within the Joint Capabilities Integration Development System (JCIDS) process.

The doctrine and policy solutions must include space transportation logistics support role requirements for all strategic enablers within USTRANSCOM. Professional Military Education (PME) requirements must include joint force education for space logistics and capabilities integration support. Training below the strategic level must emphasize additional skill identifier courses like the Space Enabler course to prepare all servicemembers for the joint www.ndtahq.com |

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integration in space operations, transportation, and logistics.

The adaptation and streamlining of movement processes like the emerging single Transportation Movement System (TMS) as a materiel solution across the JCIDS process for space logistics must be developed. Having all cargo in the Defense Transportation System (DTS) visible and communicated into one single information system will assist in bridging the identified shortfalls as the US partners with the commercial space industry.

Public-private partnerships will define future space transportation logistics as the commercial space industry partners with NASA and other public organizations at the strategic level, as outlined in the 2017 NSS. US priority actions in space remain to promote space commerce while developing an integrated strategy across all space sectors that support American space

Origin will continue to seek the commercialization of the space domain for mining operations, exploration, and colonialization. As a result, capabilities development solutions in the JCIDS process must include support to the private space industry as industry risks often equate to DOD risks, which require mitigation to maintain a strategic comparative advantage in the space domain.

Finally, the joint integration of space capabilities must continue to be fused into the unified command plan structure as the Army of 2028 strategy moves towards the objective of MDO dominance to include the space domain.

CONCLUSION

In conclusion, ITV and asset visibility challenges on Earth experienced by transportation professionals translate to clear shortfalls in space, with the emerging

of the warfighter. The imperative for the DOD must remain to sustain the strategic comparative advantage-relationships with commercial space partners, project power across all domains, and deter near-peer adversaries in the space domain. DTJ BIBLIOGRAPHY

Defense Logistics Agency. “DLA Liaison Provides Logistics Support to SPACECOM, Space Force.” Accessed May 12, 2020. https://www. dla.mil/AboutDLA/News/NewsArticleView/ Article/2108532/dla-liaison-provides-logisticssupport-to-spacecom-space-force/.

Kaku, Michio. The Future of Humanity: Terraforming Mars, Interstellar Travel, Immortality, and Our Destiny beyond Earth. First edition. New York: Doubleday, a division of Penguin Random House, LLC, 2018.

MIT Space Logistics Project Interplanetary Supply Chain Management and Logistics Architecture.

“MIT Space Logistics: Interplanetary Supply Chain Management and Logistics Architecture,” March 19, 2007. http://strategic.mit.edu/spacelogistics/.

Manufacturing Business Technology HighBeam Research. “Supply Chain Management and Material Transport Study Goes Interplanetary. (LUNAR LOGISTICS),” August 1, 2005. https://web.archive. org/web/20121106092356/http://www.highbeam. com/doc/1G1-135216712.html.

American Institute of Aeronautics and Astronautics.

“Technical Committees,” 2020. https://www.aiaa. org/get-involved/committees-groups/technicalcommittees.

Thompson, David “D T,” Gregory J. Gagnon, and Christopher W. McLeod. “Space as a War-Fighting Domain.” Air & Space Power Journal; Maxwell AFB 32, no. 2 (Summer 2018): 4–8.

Trump, Donald. “National Security Strategy of the United States of America,” December 2017. https:// www.whitehouse.gov/wp-content/uploads/2017/12/ NSS-Final-12-18-2017-0905.pdf.

A SpaceX Falcon 9 rocket carrying the company’s Crew Dragon spacecraft is launched from Launch Complex 39A on NASA’s SpaceX Demo-2 mission to the International Space Station with NASA astronauts Robert Behnken and Douglas Hurley onboard, Saturday, May 30, 2020, at NASA’s Kennedy Space Center in Florida. Photo by NASA/Bill Ingalls.

leadership and innovation. The 2017 NSS also outlines US priority actions via public-private and joint partner cooperation in space to include the enabling of “human exploration across the solar system and to bring back to Earth new knowledge and opportunities.” Therefore, transportation logistics support in the space domain must be prioritized to align with US strategic national security interests and enable the public-private cooperation required to maintain freedom of action in space.

Private-sector space companies like SpaceX, Boeing, Virgin Galactic, and Blue 12

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contested space domain requiring mitigation to maintain dominance in an MDO environment. The problem background, ITV-asset visibility challenges, logistics management prioritization, space piracy, and recommendations showcase space as an emerging primary MDO and exploration medium requiring support.

The US space posture will be predicated on strategic space lines of communication modalities with access, basing, and overflight requirements similar to that on Earth. The character of space logistics will continue to develop to meet the needs

United States Space Force. “U.S. Space Force Seeks Civilians to Join Staff,” 2020. https://www. spaceforce.mil/News/Article/2067211/us-spaceforce-seeks-civilians-to-join-staff.

Viets, Michael. “Piracy in an Ocean of Stars: Proposing a Term to Identify the Practice of Unauthorized Control of Nations’ Space Objects.”

Stanford Journal of International Law 54, no. 2 (Summer 2018): 159–212.

Von Braun, Wernher. “Discussing the Importance of Space Logistics.” Presented at the American Institute of Aeronautics & Astronauts Space Logistics Technical Committee, August 2004. https://web.archive.org/ web/20101018144150/http://www.aiaa.org/tc/sl/ Reference_materials/AIAA_SLTC_Wernher_Von_ Braun_Discussing_Space_Logistics.wmv.

Whitney, Jonathan, Kai Thompson, and Ji Hwan Park. “A Plan for a US Space Force: The What, Why, How, and When.” Air & Space Power Journal; Maxwell AFB 33, no. 3 (Fall 2019): 83–95.

Evacuees board an Atlas Air aircraft for a departure flight from Ramstein Air Base, Germany, on their way to the United States as part of Operations Allies Refuge, only the third CRAF activation in the history of the program. US Air Force photo by Airman Edgar Grimaldo.

Refining Civilian Airlift Augmentation for Great Power Competition

By Maj Phillip A. Surrey, USAF, Illinois Air National Guard (ILANG)

T

he new era of contested logistics offers the Department of Defense (DOD) an opportunity to reexamine its civilian airlift augmentation, the Civil Reserve Air Fleet (CRAF). Despite its reliable performance in the past, there are stark and compelling indications that the CRAF is severely limited in the risk environment of Great Power Competition. Accordingly, DOD and industry should explore new concepts to mitigate the inherent risk of pure commercial airlift operating in non-permissive environments. This article suggests that the CRAF must develop a limited, niche capability to integrate aircrew, aircraft, and command & control (C2) into a “hybridCRAF” in order to not only build resilience during conflict but also to respond to rapidly deteriorating situations such as those we recently witnessed in Kabul, Afghanistan.

The history of air mobility includes a strong partnership between the civilian and military sectors. America mobilized its civilian aircraft to meet wartime demand at the beginning of World War II until the Army Air Forces Air Transport Command could take on the bulk of requirements.

Just after the Berlin Airlift, the DOD established the CRAF to provide rapid access

to American passenger and cargo commercial aircraft. A vital resource for multiple generations, the CRAF continues to provide peacetime augmentation even as it supported three activations in Operation Desert Storm, Operation Iraqi Freedom, and recently in Operation Allies Refuge.

The need for continued CRAF participation is deeply aligned with America’s international commitments. The US must mobilize forces at its forts and installations, aggregate them at aerial ports or seaports of embarkation, move them into theater where they will undergo some form of Joint Reception Staging and Onward Integration, and then transport them to their destination. In addition to this “fort to foxhole” demand signal, the nation must provide an uninterrupted supply of perishables (such as medical supplies and food) and grapple with bulky and hazardous cargo (such as munitions), often across geographic chokepoints or with permission from other countries.

With this enduring requirement, the CRAF has been a partner of choice, and a decisive factor, in providing air mobility to the Joint Force. The DOD gets assured access to an operating civilian fleet with builtin efficiencies and economies of scale while also avoiding the cost of maintaining unused

capacity in its own organic fleet. To illustrate, United States Air Force (USAF) historians noted that the cost of the CRAF in Operation Desert Storm was $1.5B. An equivalent service provided by the military aircraft would have cost between $15-$50B. Additionally, the ongoing capacity of the CRAF to move passengers, sustainment bulk, and palletized cargo frees up military aircraft for oversized/ outsized cargo and tactical missions.

However, the growing access, range, and lethality of weapons technology have ushered in a new era of “contested logistics.” An adversary, who may be unwilling or unable to win a force-on-force confrontation, may choose to interrupt an opponent’s logistics throughput. This creates a competitive advantage, especially in limited operations where the fastest participant gains political or military leverage. In operations short of open conflict, such as Afghanistan, the US military faces an “enemy at the gates” scenario. Thus, while US planners must deal with predictable logistical challenges, they must now estimate the effect that various enemy tactics, techniques, and procedures will have against their supply chains.

Defense analysts observe a complex tapestry of emerging threats such as unmanned aerial systems (UAS), hypersonic weapons, www.ndtahq.com |

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and cyber attacks extending the threats against air mobility, whether airborne or within the airfield footprint. Recent conflicts in Ukraine, Syria, and Nagorno-Karabakh provide mobility-relevant insight into the need for timely logistics and the expanding lethality of the modern battlefield. Consequently, the US cannot afford to presume that civilian aircraft, the backbone of America’s ability to project power, are ready to underwrite Dynamic Force Employment as

To start rethinking its existing mobility model, the next evolution of air mobility must maintain tempo, and it must be integrated into the larger Joint All Domain Command and Control (JADC2) while syncing with real-time sensor-toshooter intelligence, surveillance, and reconnaissance.

imagined by the National Defense Strategy.

While the risk management groups at US Transportation Command (USTRANSCOM) and Air Mobility Command (AMC) diligently analyze threats and risks to safeguard CRAF, the new nature of contested logistics creates a chasm between what the organic USAF fleet can provide and what the CRAF will augment. The DOD must respond to this critical vulnerability or accept the strategic risk that it cannot deploy and sustain its forces at the time and place in sufficient quantities to achieve mission success.

In a full-scale conflict involving the use of hypersonic cruise missiles, long-range precision fires, and air attacks, aircraft will need to be integrated into the overall command and control of military operations.

Threat mitigations may include Patriot Missile Defense systems, Terminal High Altitude Area Defense, and combat air patrols, thus establishing point defense or manufacturing windows of overmatch to permit not only aircraft but also all military forces to operate in the environment.

Logistics will factor into planning to the same extent as forward combat operations.

The loss of logistics capabilities can crush a military campaign. Decisionmakers must understand the second and third order effects of losing a capability and its cost in terms of reconstitution and 14

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transportation backlog. The compounding trauma of losing a low-density transportation asset during a specific operation along with losing any future contributions tends to skew decisions towards the risk-averse end of the spectrum. In this delicate environment, there is very little that can be coined as “risk-worthy” assets.

While some may credibly predict that the future is unmanned drones or even space-based mobility as the solution, for the practical future, the DOD must embrace the reality that manned airlift underpins its ability to rapidly deliver combat power at the speed of relevance. And thus, while the CRAF remains valuable for many environments, the DOD must preserve its dominance by exploring the concept of an expeditionary-CRAF that allows the DOD to master the maneuver element of the Joint Warfighting Functions.

To start rethinking its existing mobility model, the next evolution of air mobility must maintain tempo, and it must be integrated into the larger Joint All Domain Command and Control (JADC2) while syncing with real-time sensor-to-shooter intelligence, surveillance, and reconnaissance.

For commercial partners who (understandably) have a “low” or “no” risk protocol when venturing into an unpredictable, non-permissive, or hostile environment, the DOD must develop a teaming mechanism to combine the optimum aspects of civilian availability with military survivability.

The utility of an expeditionary-CRAF extends beyond full-scale conflict and is evident in recent headlines. The rapid exodus of America from Afghanistan led to an immediate crisis with armed and threatening Taliban fighters immediately outside the airfield. Empowered by an expeditionary-CRAF, the DOD could have leveraged additional aircraft into its scheduling to provide immediate relief even as it focused on establishing a security footprint.

In reality, it was a full week of chaos until the DOD activated the CRAF, and then only as a secondary measure to relieve overcrowded evacuee locations rather than from Afghanistan itself. One can only imagine if this situation was playing out in addition to other demands elsewhere.

While every scenario provides its own logistics complexities, there is wisdom in increasing the number of air mobility options to rapidly inflow or extract passengers and cargo using civilian aircraft.

Recognizing this overarching sea change,

the DOD should not discard CRAF but expand it to create an expeditionary-CRAF. There will still be demand for the traditional model—where industry, driven by its internal aircraft, crew, maintenance, and insurance (ACMI) efficiencies, provides cargo and passenger movements. But in situations where civilian assets are needed to operate within uncertain or hostile environments, the DOD should develop a more resilient CRAF in order to provide Resilient and Agile Logistics as described in the National Defense Strategy. This will require investment across three lines of effort: Aircrew, Aircraft, and Command & Control (C2).

Military aircrews have some advantages over commercial aircrews in that they are tactical operators who are available to assume military risk where civilian aircrews cannot. The DOD, for good reason, must avoid placing civilians in harm’s way. Relying on CRAF pilots from the civilian population is not advantageous, and there should be some cross-over that places military pilots in civilian cockpits.

To achieve this, the DOD should build a standby cadre of USAF Reserve Component pilots that are day-to-day civilian aviators but can be rapidly activated in the seat and placed under the operational control of a military commander. This could mimic a similar program the Military Sealift Command has designed under the Strategic Sealift Officer Program (SSOP). This is distinct from commercial pilots who are Reserve and Air National Guard aircrew, and would report to their military squadrons. Conceptually, this could be accomplished through incentive programs for transitioning military pilots or even an aviation pipeline where new pilots split an eight-year commitment between four active military years and four in the CRAF Reserve. Regardless of a specific tactic, proactive force management would enable the DOD to have a dedicated pool of civilian aviators ready for activation based on their capabilities and proximity to the point of need.

The benefit of military crews is their fluency with tactical military planning and execution. They would be familiar with military procedures, enabling more efficient communication and integration into air battle management in non-permissive environments. This cannot be replicated with a civilian crew unfamiliar with military operations and unavailable due to risk concerns.

In essence, the surge “fight tonight” airlift are commercial crews already in the seat

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and flying civilian aircraft. Rigid mobilization schemas require time, space, and authorities not always forthcoming. For example, even if the President mobilizes the Reserve Component, it can take precious days or even weeks to assemble and align crews to aircraft. Through engagement with industry, the DOD should establish the appropriate financial agreements, scheduling, and business rules to create, maintain, and, if necessary, use a CRAF Reserve cadre.

This and the legislative authority to active crews by USTRANSCOM creates a responsive airlift capability that cannot be replicated through other means.

Associated closely with crew issues is the responsibility for aircraft risk. Normally the DOD protects CRAF aircraft through USsupplied war risk insurance, which Congress describes as “operations that are deemed essential to the foreign policy or national security interests of the United States.” Lacking a lock-step activation when the CRAF is activated, USTRANSCOM must rely on an external agency, the Department of Transportation, to authorize such insurance. This introduces uncertainties and delays into the

Equipped with military and civilian aircraft under their control, this method gives the forward military commander the flexibility to shape logistics in the contested realm and manage risk-to-mission, even as traditional CRAF operations continue outside the threat bubble.

mobilization process. A reasonable fix would be for the DOD to accept risk for aircraft placed in a contingency or expeditionary environment. Meanwhile, the remainder of routine CRAF operations would continue to function according to peacetime rules and fall under war risk insurance where appropriate. In this way, the DOD establishes the means to fully utilize vital CRAF aircraft and associated equipment rapidly and on a temporary basis. In terms of Great Power Competition, this also alleviates the risk that civilian carriers face when seeking diplomatic clearances and authorizations within ambiguous conflict zones.

As an additional step, the DOD should develop a means to protect these civilian 16

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aircraft while operating in the expeditionaryCRAF. El Al Airlines, Arkia Israel Airlines, and Israir Airlines already have done this for their fleets to defend against surface-to-air missiles known as Man Portable Air Defense Systems (MANPADS). For military aircraft, the DOD installed laser-based electro-optic systems known as Large Aircraft Infrared Countermeasures (LAIRCM). While expensive, these systems can be externally mounted on the underside of the fuselage and removed when not in use. Beyond counter-measures against ballistic threats, the DOD should also explore a broad range of complementary capabilities to promote survivability in the contested environment, such as electronic warfare self-protection (EWSP) systems.

In terms of cost, the DOD has routinely improved CRAF aircraft when it has been in the interest of national security. After the introduction of CRAF, the DOD invested millions of dollars ensuring civilian airlines had reinforced floors and cargo decks to be on call, such as when it spent $600 million to modify nineteen conventional Pan Am 747s for military cargo.

The question is not one of feasibility but a conscious trade-off decision that illustrates how DOD will preserve its “Rapid Global Mobility” for the all-domain fight.

The final element of this discussion is incorporating the expeditionary-CRAF into the larger scheme of maneuver. An expeditionary-CRAF, with aircrews and capabilities aligned under the military C2 mechanisms, can more easily integrate into the military’s planning and execution. This reduces the need for redundant civilian carrier operations and allows the DOD to control such measures as diplomatic overflight, scheduling, and crew management.

With civilian-controlled and operated fleets, there are always practical challenges and limits to what the government can expect of them. During Desert Storm, DOD planners struggled to rapidly integrate CRAF, as commercial aircraft lacked military communications interoperability and aircraft counter-measures. Aligning the expeditionary-CRAF into the air mobility entities at Headquarter AMC and the theater Air Operations Center allows the DOD to minimize known frictions points that exist in a pure civilian CRAF. Equipped with military and civilian aircraft under their control, this method gives the forward military commander the flexibility to shape logistics in the contested realm and manage risk-to-mission, even

as traditional CRAF operations continue outside the threat bubble. Such a capability could multiply, rather than decrease, available airfields, limiting the amount of passengers and cargo that must be transloaded to tactical military aircraft at an intermediate staging base (ISB).

The contested operating environment requires external mitigations, such as counterair, missile defense, and airfield footprint security to support mobility missions. A fully functioning expeditionary-CRAF would see airspace controllers and intelligence duty officers notifying crews of threats en route (or through automated onboard systems), allowing aircraft to avoid areas or await counter-measures that can create overmatch in the airspace. Planners could safeguard aircraft by arranging for escorts through hotspots or by providing electronic warfare (EW) effects. By comparison, commercial aircraft operate with limited situational awareness and lack context or resources to make decisions in real-time.

The right size for a hybrid, expeditionary-CRAF could be as few as a dozen available at a time. The DOD must be precise in determining which approach provides an increased mobility capability for contingency plans without overburdening industry. Because the DOD values the existing CRAF program, this hybrid should not pull away from the peacetime business operations of CRAF, which would continue to maintain routine interoperability with AMC’s en route system of aerial ports and support activities known as the Global Air Mobility Support System (GAMSS).

Writing in the Mitchell Forum, the AMC Commander General Jacqueline Van Ovost noted that frictionless en route passages were a thing of the past and that air mobility must be integrated into the battle network to deliver at speed and scale. The USAF is not building additional military aircraft in the numbers needed for Great Power Competition, yet the military will have to grapple with high demand in the contingency, non-permissive environment. This article concludes by offering that for the foreseeable future, the way to do this is through a military-led expeditionary-CRAF, piloted by military aircrew and equipped with sensor equipment, C2 suites, and countermeasures. In this manner, the DOD can meet its obligations in the era of contested logistics. As the motto of the US Army Air Force’s First Troop Command asserts, “He Conquers Who Gets There First.” DTJ

SURFACE FORCE PROJECTION CONFERENCE CONUS to the INDO-PACIFIC Region: Projecting Forces through Strategic Ports to Provide Combat Power

May 18-20, 2021 | Virtual Conference

By Sharon Lo, Managing Editor, DTJ & The Source The third annual—and second virtual—Surface Force Projection Conference (SFPC) took place May 1820, 2021. The meeting was co-hosted by NDTA and Christopher Newport University’s Center for American Studies (CNU CAS), in cooperation with the American Association of Port Authorities (AAPA), the Maritime Administration (MARAD), and the Military Surface Deployment and Distribution Command (SDDC).

The conference brought together US government and industry subject matter experts in logistics and transportation to examine the challenges associated with deployment and employment of forces and equipment in support of US national security objectives.

Videos from the Surface Force Projection Conference are available at: www.ndtahq.com/multimedia-archive/videos/

The Surface Force Projection Conference summary of keynote speeches, 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, or NDTA. We regret any errors or omissions.

The Surface Force Projection Conference Meets Challenges Head On

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he conference brought together US government and industry subject matter experts in logistics and transportation to examine the challenges associated with deployment and employment of forces and equipment in support of US national security objectives.

NDTA President & CEO VADM William “Andy” Brown, USN (Ret.), described the evolution of the meeting, saying that its development would continue in accordance with the needs of the collective government-industry partnership in mind.

“This gathering of professionals who are involved in all logistics facets of deploying our forces and ensuring the required national networks of capabilities are in place during peacetimes so that we can do it during times of crisis,” said Brown. “Movement of forces from fort to port to multiple locations in a contested environment is a challenging assignment that requires a synchronized process with visibility and speed.”

The SFPC seeks to find creative and innovative ways to improve deployment readiness, solve challenges and improve America’s ability and capability to respond and operate in a global, multi-domain, and contested environment. This fits with the purpose of the CAS, which Dr. Nathan Busch, Professor of Political Science and Co-Director of the CAS, described as an academic program at CNU dedicated to fostering teaching and research on America’s founding principles, economic system and national security.

AAPA President and CEO Chris Connor shared a brief overview of the role America’s public Port Authorities serve in the US economy and defense. He also highlighted the investments needed to assure continued economic growth and readiness for military mobilization support.

“Our nation’s seaports deliver vital goods to consumers, facilitate the export of American-made goods, create jobs, and support local and national economic growth,” said Connor. “The total economic value generated by US coastal ports is $5.4 trillion annually, or roughly 26 percent of GDP [Gross Domestic Product], and nearly 31 million Americans are employed in jobs generated as a result of port activity. Ports also play a crucial role in our national defense, highlighted by the DOD [Department of Defense] designation of 18

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17 strategic seaports that comprise the National Port Readiness Network [NPRN].”

America’s ports are intermodal connectors that, like roads and rail, require both periodic maintenance and capital investment.

Connor attributed much of the current

The conference brought together US government and industry subject matter experts in logistics and transportation to examine the challenges associated with deployment and employment of forces and equipment in support of US national security objectives.

freight congestion to decades of neglected investment in supply chain infrastructure and stated that the lack of investment also affects DOD force projection efforts.

The 17 ports that have been established as members of the NPRN have volunteered to serve in support of DOD force projection needs. This involves making space in their ports available on-demand, maintaining docks and equipment in a state of read-

iness, and regularly conducting reviews and reporting on readiness. All of this is currently accomplished with no financial support from the federal government. While participation is a point of patriotic pride, Connor reported that it is an increasingly difficult challenge, with greater demand for port facilities and requirements to accommodate larger ships with greater loads and increased freight movements.

Kevin Tokarki, Associate Administrator for Strategic Sealift, MARAD, and Chair, NPRN Steering Group, underscored the importance of meetings like the SFPC, “Our nation’s ability to project military power across the globe necessarily relies on strong relationships with ready and resilient private sector enablers. Events like this conference help to strengthen those relationships, not only by giving us all a venue to share perspectives on force projection but also to provide an opportunity to identify planning and logistics challenges now when we can address them before a crisis.”

Tokarski pointed out the relevance of the COVID-19 crisis to transportation and logistics, including forcing providers to rapidly adapt in innovative ways to keep cargo moving, “the pandemic has been a huge test of the resilience of these crucial systems,” he said. “We rightfully spend a lot of time thinking about how to make sure our nation’s critical transportation infrastructure will stand up to future hybrid threats from our adversar-

ies. Since last March, we’ve had a realworld test of our ability to do that, and although it obviously can’t act with intention, COVID-19 as a pandemic has arguably held the world at risk—forcing

major changes in behavior throughout global supply chains.”

This year’s SFPC theme was CONUS to the INDO-PACIFIC Region: Projecting Forces through Strategic Ports to Provide Combat Power. MG Heidi Hoyle, USA, Commanding General of SDDC, described the significance of this theme, “the Indo-Pacific region now, it is such a strategic of value to our nation and first of all, from a maritime industry, but then also from national defense perspective.”

Hoyle described the conference agenda of keynote speakers, panels, meetings, and breakout sessions, saying that she expected many actions to come from the proceedings. In addition, she described “gaps and seams” identified by the military that industry could help to close through its knowledge of precise port logistics and operations.

competition and interaction between great powers mandates we look at what we do holistically, strategically, and with fresh eyes. What we have done in the past will not work in the future.

“If I leave you with nothing else—we all collectively should have a big sense of urgency for moving this enterprise forward so that we can keep America safe, keep America prosperous, and provide that

Meeting the Joint Warfighting Concept’s Logistics Requirements Lt Gen Sam C. Barrett, USAF Director for Logistics, The Joint Staff/J4

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ower projection has a long history in the United States and, certainly, one could argue that our ability to project power is what makes us a superpower and has for many years,” said the conference’s first keynote, Lt Gen Sam C. Barrett, USAF, Director for Logistics, The Joint Staff/J4. “But we live in interesting times. Great power competition and contested logistics are upon us.”

The bottom line, according to Barrett, is the world is changing quickly. Great power

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most critical thing and that is deterrence so that we never have to fight a great power war,” said Barrett.

Secretary of Defense Lloyd J. Austin III recently gave a speech in which he used the term “integrated deterrence.” Barrett took this to mean you have to look at the country’s deterrent capability and power from a whole of government perspective. The cornerstone of America’s defense is still deterrence, and ensuring that deterrence is credible is critical. If the nation is to be successful in deterring great power war, it will require effective logistics that is able

to react to an enemy that is able to contest the US across the full spectrum of conflict.

For approximately 30 years, the mindset of the US has been that we can move at a time and place of our choosing—we can move an overwhelming combat force to any place we want when we want. This is what our logistics enterprise has provided us. But this is no longer the case. While the distance has not changed, the contested nature of everything we do has. In response, our basic concept of joint warfighting needs to be adjusted.

“The joint warfighting construct seeks to expand our advantage from a regional fight

to a global fight, so we can take advantage of all the things that we can do to win and to put ourselves in a position of advantage.

The Joint Concept for Contested Logistics is one aspect of that,” explained Barrett. “It has been elevated to one of four supporting constructs to help us win that fight, and we are in deep assessment of our ability to move to contact with the enemy and deliver the capabilities that we need to win in a contested environment against an enemy that can bring to bear and put our forces at risk all the way from the homeland to the point of contact with the enemy.”

Defense Industrial Base Support to the Warfighter MG Charles R. Hamilton, USA Assistant Deputy Chief of Staff, G-4, US Army

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his year has taught us many lessons. The global pandemic reminded us of how interconnected we are and how fragile our way of life is. Global commerce and supply chains were put to the test and they proved to be resilient largely because of the men and women of our global transportation industry. When most of the world came to a stop, our transportation system consisting of trucks, trains, planes, and ships kept moving forward,” said MG Charles R. Hamilton, USA, Assistant Deputy Chief of Staff, G-4, US Army.

He communicated the need to apply the lessons learned to the future of strategic mobility. “The Army of 2028 will be one ready to deploy, fight, and win decisively against adversaries quickly across the globe in a Joint combined multi-domain, highintensity conflict, while simultaneously deterring others and maintaining this ability to address violent extremist organizations,” said Hamilton. “The Army will accomplish this with the deployment of modern manned and unmanned ground combat vehicles, aircraft, sustainment systems, and weapons, coupled with robust combined arms formations and tactics based on modern doctrine, centered on exceptional leaders and soldiers of unmatched lethality.”

Competing in the Indo-Pacific region, he said, is tied to the ability to modernize, equip and project the military in support of competition, crisis and conflict. He added that industry is an integral part of

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the Army’s ability to successfully navigate the complexities of the region.

To improve capabilities within its munition plants, depots and ports, and to meet the priorities of the National Defense Strategy (NDS), the US Army Materiel Command is investing $16 billion over the next 15 years. The Army is also looking closely at its future posture position—and, specifically, at how Army Prepositioned Stocks (APS) are positioned, configured, and used. APS is being adjusted to facilitate the field commanders’ needs by aligning equipment to support plans and exercises, as well as configuring the equipment for ready use to minimize the time needed to prepare units upon issue of the equipment.

The Army is also aligned in modernization efforts known as the Regionally Aligned Readiness and Modernization Model (ReARMM), which will prioritize equipment modernization with NDS priorities.

In addition, the Army is investing in advanced manufacturing, predictive mainte-

nance, and modern warehousing—all in collaboration with industry. “Nothing the Army does in meeting the needs of our nation’s defense is done without the support of our academic and industry partners,” said Hamilton. “The same resilience you demonstrated in responding to the COVID pandemic is needed to ensure the success of our military in competition, crisis and conflict. You can help by adhering to your priorities of exchanging ideas, investing in professionals, and focusing on security.”

Hamilton made it a point to emphasize that in modern warfare, it would be necessary to modernize this militaryindustry relationship. He added that the ability to manage data and technologies that provide timing and tracking capability are essential to enable real-time access to information needed by leaders to make better decisions faster—and he implored industry to continue development of that technology.

Set Combatant Commander Expectations for the INDO-PACIFIC Region for the Supporting Logistics and Transportation Enterprise

Global Force Projection – A Strategic Discussion

MG David Wilson, USA Commander, 8th Theater Sustainment Command

VADM Dee Mewbourne, USN Deputy Commander, US Transportation Command

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G David Wilson, USA, Commander, 8th Theater Sustainment Command, provided an overview of the Indo-Pacific region and described the difficulty created by the time and distance required to get to certain locations within the region.

“Ensuring that we’re operating at the speed of war is critical to forces out in the Pacific. Our sustainment community uses the same transportation architecture and global air routes as the civilian or commercial enterprises. And since we have enterprise partners west and east of the International Date Line, we have to account for the tyranny of distance that will impact how we operate and sustain the forces out here in the Pacific,” said Wilson.

“Our Area of Responsibility [AOR] is unlike any other in the world quite frankly, relying on our strategic air and sea modes of transportation and the simultaneity of around the clock logistics,” said Wilson.

“The joint logistics network—we look for creative solutions within the joint force to fulfill the shortfalls to extend our operational reach and prolong our endurance.

The United States Military must leverage more than the distribution and transportation networks in this AOR, we must use all of the tools in the tool shed—to

include additive manufacturing, demand reduction, international agreement, prepositioned stocks, and others just name a few—to present multiple dilemmas to the adversary.”

The INDO-PACOM AOR and unique challenges created by the Pacific Ocean influence the way ahead for the Joint Concept for Logistics. The Joint Concept for Logistics, previously published in September of 2015, assesses the seamless and lethal coordination of logistics across land, sea, air, space, and cyberspace. However, the joint logistics enterprise is working on the development of the Joint Concept for Contested Logistics, which is one of the pillars of the Joint Warfighting Concept.

To do this, said Wilson, the logistics community must be integrated with the global supply chain in order to have the ability to deliver, position, and sustain distributed forces through surge. The community must also anticipate requirements in an ever-changing environment to maintain the operational tempo of the force.

“The fight in the Pacific is a joint fight.

Jointness is paramount in today’s environment. If we transition from competition into conflict, the user back at headquarters becomes the theater joint force land component command responsible for the coordination of joint and coalition land forces within the area,” explained Wilson.

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ADM Dee Mewbourne, USN, Deputy Commander of US Transportation Command (USTRANSCOM), and VADM Brown provided a keynote in the form of a strategic discussion. Command and control of logistics in the current competitive environment and in future contested environments was the first topic of conversation. Brown called command and control—including the ability to project

Command and control is made up of the ability to command, meaning to tell something where to go and what to do, and then to control it, meaning to control the vector and its velocity.

forces and sustain them longer than the enemy—a major element in how the US will need to fight.

One of the US’ greatest comparative advantages, according to Mewbourne, is the joint distribution deployment enterprise.

Not only does it have capacity and capability, but it allows the alignment of the enterprise or its output with the strategic imperatives of the day whether they be in competition or conflict. If not done correctly, the US would quickly lose relevancy, especially in the continually and rapidly changing world. Command and control is made up of the ability to command, meaning to tell something where to go and what to do, and then to control it, meaning to control the vector and its velocity.

Mewbourne also shared a framework that GEN Stephen Lyons, USA, Commander of USTRANSCOM, uses in framing logistics through the warfighters’ lens. It consists of 1) posture, 2) capacity and capability, and 3) command and control. Lyons calls command and control the center of gravity of operawww.ndtahq.com |

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tions at USTRANSCOM and the command focuses on protecting this element through rigorous cybersecurity efforts.

This framework is a simple and scalable way to think about logistics problems.

Regarding what ways USTRANCOM will need to adapt and change going forward. Mewbourne responded in part that the command’s preparations related to the

ability to move the force around when you deploy them, sustain them once they are moved, and employ them or distribute the stuff they need where it is needed to achieve the desired effect. This is also a question that could be answered through lens of Lyons’ framework.

Brown commented that the fact that contested logistics is one of the four pillars of the

Joint Warfighting Concept, points to USTRANSCOM’s ability to shape the thinking of the Joint Chiefs of Staff. He also commented on what he had come to understand was a lack of available network for the US to operate in the Indo-Pacific. Mewbourne responded that today’s system of systems is both flexible and frangible, resilient but also heavily reliant. This system has been developed through decades of trying to seek operational efficiency over potential wartime effectiveness. Thinking must be adapted to address these gaps and challenges.

Some progress has occurred with Congress recognizing the new nature of contested logistics, as well as improvements needed to meet the challenges it entails.

What makes a great power a superpower is the ability of that nation to take its military across transatlantic distances to be able to impart their will at force. By this definition, while several great powers exist, the US is the only superpower. In order to maintain its status as a superpower, the US must address issues with its rapidly aging Ready Reserve Fleet.

Logistics and Transportation Industry Response to the Pandemic and Contested Environment Eric Mensing President and CEO, American President Lines LLC

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ric Mensing, President and CEO, American President Lines LLC, provided perspective from the US flag carrier industry. The COVID-19 pandemic underscored that the US cannot take its ability to get to overseas locations for granted. The pandemic was an unprecedented contingency that taught the industry many lessons. Mensing shared that they all realized early on the need to operate differently and keep US flag ships moving. Though, he shared, the true scope of the pandemic and its impact on vessel operations and crewing was not initially understood.

“The impact spared no players and had far-reaching impacts on the industry,” said Mensing. “It was a perfect storm of longshoremen getting ill [and] limiting port productivity, unforeseen cargo surge— moved by buying more goods than services—ramping up volumes to record levels, we experienced inward network failures 22

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[and] equipment shortages, and we saw the immense backup at the ports.”

Confronting the COVID-19 challenge required a team effort. Industry worked closely with the unions and the seafarers to create safe environments onboard ships to keep cargo flowing. This required sacrifices such as ship crews needing to stay onboard and adhere to strict quarantine restrictions.

The industry also worked closely with

the Department of Defense (DOD), led

by USTRANSCOM Deputy Commander VADM Mewbourne, and MARAD led by Administrator RADM Mark Buzby, USN (Ret.), and their teams. Weekly coordination calls included the US Coast Guard, state labor, and several other industries.

And, carriers worked collaboratively, not as competitors, to share coded information.

The pandemic did reveal some cracks

and opportunities for improvement in the system, like ensuring that US flag vessels are prioritized during contingencies to keep military supplies moving to overseas troops.

In addition, though their work was critical, crews never received priority for the vaccines.

In the event of a contingency, Mensing said the industry had been warned, “maritime logistics forces would likely suffer significant attrition, logistics facilities ashore

We are an important part of TRANSCOM’s ability—we know that and we accept it, but we are concerned that the rest of the maritime program is struggling.

would be targeted, and ships would be sunk.

This situation would likely extend to not only maritime logistics assets supporting US Navy operations, but also the full range of government and strategic sealift shipping.”

He welcomed input on how the industry could best prepare for this, as well as the opportunity for regular exercises with the military. He also expressed concern over the industry’s ability to continue crewing ships with qualified Merchant Mariners in a contingency.

“We weathered COVID and learned valuable lessons,” Mensing said in closing.

“The partnership is strong and both sides are fortunate for this. DOD is working with MSP [Maritime Security Program] partners who have incredible resources and knowledge to support the nation—like APL and others did in Afghanistan and Iraq. And, we are lucky to be part of this effort and plan, and we appreciate the business we receive.”

“We are an important part of TRANSCOM’s ability—we know that and we accept it, but we are concerned that the rest of the maritime program is struggling. We are merchant mariners and merchant carriers, not warfighters,” he stated. “We will need help in potentially contested waters to provide the needed sustainment. We will almost surely volunteer well before activation, so let’s grow the US fleet and grow it now, driven by cargo growth. Potentially through mandated commercial cargo movement or with better cargo preference enforcement of what is already the law, this will solve the mariner issue.”

Cybersecurity Challenges in the IndoPacific and Beyond: A Discussion of the Disruptive Impact of Networked AI & Big Data on Cybersecure Enterprise Systems for Military Logistics Ted Rybeck Chair, Benchmarking Partners, Inc., and Chair of the NDTA Cybersecurity Best Practices Committee Dr. Paul Horn Founding Partner & Executive Chair, Venly

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hair of Benchmarking Partners, Inc., and Chair of the NDTA Cybersecurity Best Practices Committee, Ted Rybeck, set the tone for a keynote discussion on cyber security. The discussion walked through key issues before looking at some of the strategic lessons from the field that could be applied in the IndoPacific and beyond.

Paul Horn, PhD, Founding Partner & Executive Chair at Venly provided context on Machine Learning (ML). Horn was a pioneering Senior Vice President at IBM Global Research that launched Watson AI, which famously appeared—and beat several previous (human) champions—on the gameshow Jeopardy. Watson learned through reading. Today, for many problems, computers do not need to be programmed.

Rather, they are trained to learn in very human ways—by reading book and articles, scanning images and schematics, and monitoring processes, machines and networks.

While computers are not currently as fast as the human brain, that day is not very far off. As the power of these ma-

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chines increases exponentially, so does the risk posed by nefarious actors who harness this technology for cyberattacks. However, the greatest risk continues to be humans.

“In the end, our biggest vulnerabilities are and will continue to be human behavior— the lack of education, the lack of awareness, and the lack of physical cues,” said Horn. “We need modern technology and artificial intelligence to step in here too.

We cannot be safe with the old 20th century view of education and training. We

We need modern technology and artificial intelligence to step in here too.

We cannot be safe with the old 20th century view of education and training.

are too connected to leave individuals and small business out of the discussion.”

Robin LeClaire, President of Lampin Corp, a small precision machining supplier to SpaceX and an informal member of the Defense Industrial Base, described her

company’s journey to meet recommended requirements of the National Institutes of Standards and Technology (NIST) Special Publication 800-171. These efforts had the added effect of increasing the company’s business continuity capabilities.

Remarking on the importance of business continuity described by LeClaire, Ken Senser, Principal at Senser Consulting Group, LLC, added that, “one of the key elements is that you have to view all of this as a system and not as independent parts. Starting first with the security aspect, you saw in the NIST framework that there are many elements that would traditionally be considered as physical type security included in there.

But unless you’re thinking about the physical environment, the human environment, and the virtual environment simultaneously, the potential exists for a significant gap.”

As USTRANSCOM’s Chief Information Security Officer, Patrick Grimsley has seen the struggles many companies have with implementing cybersecurity measures like NIST 800-171. Barriers to implementing such measures include an unsupportive organizational culture and cost. “Right now, I have a multi-million-dollar budget to manage three thousand endpoints,” said

Grimsley. “That’s not something that’s cost effective from a business standpoint—from a business to be putting that much money into cyber defense when you don’t know what the return on investment is.”

Eddie Galang, Port of Long Beach Chief Information Security Officer, described the port as a traditional business with primarily onsite operations. When the COVID-19 pandemic occurred, the port needed to rapidly provide its employees the ability to communicate, collaborate, and access systems in as secure a manner as possible to maintain critical port operations. In the face of threat actors who will exploit any opportunity—including a pandemic—to attack, this was a particularly challenging task.

The SFPC ended with a review of action items compiled throughout the conference. Those actions—along with the requirements, needs, capabilities, policies, trends, issues, and innovations the meeting highlighted—provided tremendous value to the attendees and to the partnership they represent. DTJ For more meeting content, visit www. ndtahq.com and please plan to join us as we return to an in-person conference at CNU’s campus May 16-20, 2022.

Thank You Surface Force Projection Conference Sponsors PLATINUM SPONSORS

GOLD SPONSORS

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 Department of Defense or any other US government entity.

SFPC will be back in Newport News in 2022.

Stay tuned to NDTAHQ.com for details. Bring a friend. Bring two!

24

| Defense Transportation Journal | AUGUST 2021

MANY SOLUTIONS, ONE MISSION:

GLOBAL WARFIGHTER SUPPORT

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At a moment’s notice, we provide: logistics, maritime, technology and energy solutions.

crowley.com/solutions www.ndtahq.com |

25

Cont’d from Cyber Security pg. 6

Cyber Readiness Across the DIB Transportation Infrastructure

pabilities or budgets of smaller businesses.

In short, leaving small businesses behind as the DOD increases its dependence on larger defense contractors shrinks both DIB capabilities for innovation and the opportunities for approximately 60 million people10 who make up nearly half of the nation’s private workforce.

“The number of Defense Industrial Base small businesses has shrunk by more than 40% over the last decade. After the pandemic, 1 in 7 small businesses within the Defense Industry say they are unlikely to return to pre-pandemic profitability,” according to Deputy Assistant Secretary of Defense for Industrial Policy Jesse Salazar in his May 2021 testimony to the US Senate.

With a portfolio to coordinate across the whole of government, his role offers an opportunity to develop a whole of nation mobilization of cyber-readiness to meet America’s cyber challenge.

Since the first Internet cyberattacks in the late 1980s, no administration has mobilized a united strategy to meet this challenge. Reversing that course requires a consensus on a disciplined innovation process to address the burning platform.

INFORMING THE NATIONAL AGENDA

As a potential first step, the US Senate gave an undisputed voice vote of approval in June 202111 for the nomination of Chris Inglis as the first National Cyber Director reporting to the President. With a portfolio to coordinate across the whole of government, his role offers an opportunity to develop a whole of nation mobilization of cyber-readiness to meet America’s cyber challenge.

To inform the national agenda, the National Defense Transportation Association’s President, VADM (Ret.) Andy Brown and the Cybersecurity Best Practices Committee brought together a working group of industry, academic, and government leaders across all modes (air, land, sea, and space). The goal was to prepare an effective shared understanding of: 26

| Defense Transportation Journal | AUGUST 2021

• The external forces or Drivers of that challenge; and • The Strategies required to address those external forces.

Those Drivers and Strategies reached a draft consensus on DIB cybersecurity as follows: DRIVERS (External Forces) FOR PUBLIC-PRIVATE MOBILIZATION OF CYBER-READINESS ACROSS THE DEFENSE INDUSTRIAL BASE

• Increasing Cyber Threats. Cyber attack tools are innovating and proliferating at a faster rate than the adoption of effective prevention and response.

• Disruption by the 4th Industrial Revolution. The transition to Networked Artificial Intelligence & Big Data creates skill and employment gaps for the current workforce.

• Great Powers Flux. New dynamics of cyber, air, land, sea, space, economics, and the environment continue to realign military power.

• Complex Interdependence. US and China maintain a unique adversarial relationship while also being each other’s largest offshore trading partners.

• Industry Ecosystems with Shared Objectives. Nations, enterprises, and individuals increasingly operate as members of industry ecosystems with shared objectives by geography, market category, etc. Effective Ecosystem Leads (e.g., US Transportation Command, Defense Logistics Agency, and market leaders by category) engage the creativity of each ecosystem member in accor-

dance with their shared objectives.

• Challenges of Sustainable & Inclusive Growth. Demand for Sustainable & Inclusive Growth is expanding alongside increasing global uncertainties (e.g., climate change, cyber threats, political unrest, limited resources, and pandemics).

• Digitally Organized Piracy. Illicit activities are being facilitated by new forms of less traceable cryptocurrencies.

• Lack of strong and trusted global institutions and standards. Tensions are increasingly related to the issues of joint physical & digital defense domestically and internationally.

• Questions on information integrity.

Data availability is increasing exponentially while data reliability is decreasing.

• The unknown. We don’t know what we don’t know.

STRATEGIES THAT RESPOND TO THE DRIVERS FOR PUBLICPRIVATE MOBILIZATION OF CYBER-READINESS ACROSS THE DEFENSE INDUSTRIAL BASE – through Ecosystem-wide Prevention, Preparedness, Response, & Recovery Domestic DIB-related strategies

• Nationwide upskilling across the private and public sector through a disciplined innovation process...with an identified leader for the process the way MIT’s Vannevar Bush was chosen to lead the science community mobilization during World War II. • Measuring Results in a more systemic way with anonymized vulnerabilities analysis after each attack that models

“Small businesses are under immense market pressures. The number of Defense Industrial Base small businesses has shrunk by more than 40% over the last decade.

After the pandemic, 1 in 7 small businesses within the Defense Industry say they are unlikely to return to pre-pandemic profitability.”

— Jesse Salazar, DOD Deputy Assistant Secretary of Defense, Industrial Policy

“We went through a series of trends that we saw in our environment that meant that I needed to treat everyone as a threat actor. Whether inside or outside, we’ve adopted a way to verify everything that’s trying to connect to our system. We’ve put in measures and programs to automatically do that. I believe right now with the trend in threat actors, that it’s imperative that organizations start looking at zero trust.”

— Eddie Galang, Port of Long Beach, Chief Information Security Officer

“We don’t have an IT staff. So addressing NIST standards was hard but very productive.

We’ve gotten new customers locally and nationally because of our cybersecurity assessment since corporations want to work with a small business that has thought out a cybersecurity strategy. It was a root canal, but we’ve grown by managing compliance as part of business continuity.” — Robin LeClaire, President of Lampin Corp., a precision machining supplier to SpaceX & Defense Industrial Base member

“The world has gotten more complex and the attack surface has gotten bigger.

There are more systems created in different countries around the world and these systems don’t have the same cybersecurity features. Suppliers need to be protected, so they will need to validate and verify that they’re protected and be able to show their customers that they’ve put cybersecurity controls in place. When I listen to Robin, I think about the kind of company and the kind of partner I want to work with.

Someone who respects mission success. We want our industrial base to be built with a group of suppliers and partners like Robin who are doing the right things and putting the right team in place.” — Rob Meyerson, President, Blue Origin

“We spend millions of dollars on DOD networks that manage risk to acceptable levels.

That’s not a scalable solution for a small business network. What Robin’s done is almost unheard of because she took the same framework and applied it to manage her cyber risk to an acceptable level for her business along with her customers.

That’s what we need to become the norm.” —Patrick Grimsley, US Transportation Command, Chief Information Security Officer

“Global upskilling is one of the existential issues of society from a cybersecurity perspective. It’s essential to defending our assets. Somehow we’ve been acting like we can go to school for four years, and then we’ll have the skills we need for the rest of time. No one thinks you go to the gym for four years and are fit for life.”

— Sanjay Sarma, PhD, MIT Open Learning VP; Co-lead of Industry Standard RFID/IoT, Initiative w/ DOD & Walmart

the analytic discipline of the Centers for Disease Control’s weekly MMWR (Morbidity and Mortality Weekly Report).

International defense related strategies12

• Creating a CYBER equivalent to the Fourth Geneva Convention for shared

agreements on the limits of cyberwarfare where possible (e.g., avoid targeting of hospitals).

• Creating a CYBER equivalent to the International Committee of Red Cross and the Congressionally-chartered American Red Cross to provide

immediate systemic support to those harmed by cyber incidents. This parallels for cyber the mass care provided by the International Red Cross during natural disasters or other conflicts.

• Creation of a CYBER equivalent of the International Atomic Energy Agency (IAEA) to serve as an internationally recognized and governed body that can systemically investigate and begin to enforce agreed upon global standards. The way the IAEA used its United Nations-chartered mandate to investigate the Chernobyl and Fukushima nuclear incidents parallels the Cyber Safety Review Board (CSRB) which has been newly created by the recent Presidential Executive Order to investigate cyber incidents. The CSRB’s role aligns with the National Transportation Safety Board’s role for investigating transportation incidents.

All these strategies directly benefit small business DIB members who otherwise will be left without the necessary resources to fend for themselves in the 30+ years of cyberattacks. DTJ 1 https://www.whitehouse.gov/briefing-room/ presidential-actions/2021/05/12/executive-order-onimproving-the-nations-cybersecurity/ 2 https://www.whitehouse.gov/briefing-room/ statements-releases/2021/07/28/national-securitymemorandum-on-improving-cybersecurity-forcritical-infrastructure-control-systems/ 3 https://obamawhitehouse.archives.gov/the-pressoffice/2013/02/12/presidential-policy-directivecritical-infrastructure-security-and-resil 4 https://www.cisa.gov/sites/default/files/ publications/ISC-PPD-21-Implementation-WhitePaper-2015-508.pdf 5 https://fas.org/irp/offdocs/pdd/pdd-63.htm 6 https://georgewbush-whitehouse.archives.gov/ news/releases/2003/12/20031217-5.html 7 https://www.cisa.gov/national-infrastructureprotection-plan 8 https://us-cert.cisa.gov/forms/report 9 https://www.cisa.gov/cybersecurity-trainingexercises 10 https://cdn.advocacy.sba.gov/wp-content/ uploads/2019/04/23142719/2019-Small-BusinessProfiles-US.pdf 11 https://www.politico.com/news/2021/06/17/ senate-confirms-chris-inglis-cyber-495075 12 Proposed by Microsoft President Brad Smith www.ndtahq.com |

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CHAIRMAN’S CIRCLE

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

AAR CORP. + PLUS Agility Defense & Government Services + PLUS Air Transport Services Group (ATSG) + 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 + PLUS Cervello Global Corporation + PLUS CGI + PLUS Chapman Freeborn Airchartering, Inc. + PLUS Construction Helicopters, Inc. (d/b/a CHI Aviation) + PLUS Crane Worldwide Logistics, LLC + PLUS Crowley + PLUS Deloitte + PLUS DHL Express + PLUS Enterprise Holdings + PLUS FedEx + PLUS Freeman Holdings Group + PLUS Goldratt Consulting North America LLC + PLUS Hapag-Lloyd USA, LLC + PLUS International Auto Logistics + PLUS Kalitta Air LLC + PLUS Landstar System, Inc. + PLUS Liberty Global Logistics-Liberty Maritime + PLUS Maersk Line, Limited + PLUS Matson + PLUS Microsoft + PLUS National Air Cargo, Inc. + PLUS Omni Air International, LLC + PLUS Plateau Grp + PLUS SAP + PLUS Schuyler Line Navigation Company LLC + PLUS The Suddath Companies + PLUS TOTE, LLC + PLUS Tri-State + PLUS US Ocean, LLC + PLUS Waterman Logistics + PLUS Western Global Airlines + PLUS American Maritime Partnership Amerijet International, Inc. Berry Aviation, Inc. BNSF Railway Boeing Company Boyle Transportation, Inc. Bristol Associates Choice Hotels International CSX Transportation 28

| Defense Transportation Journal | AUGUST 2021

CWTSatoTravel Echo Global Logistics, Inc. Global Logistics Providers KGL McKinsey & Company National Air Carrier Association Norfolk Southern Corporation SAP Concur

Sealift, Inc. Southwest Airlines Telesto Group LLC The Pasha Group The Port of Virginia Transportation Institute U.S. Bank Freight Payment Union Pacific Railroad 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 Admiral Merchants Motor Freight, Inc. Akua Inc. Alacran Al-Hamd International Container Terminal Alytic, Inc. American Bureau of Shipping American Maritime Officers American Trucking Associations Ameriflight, LLC Apex Logistics International Inc. ArcBest Army & Air Force Exchange Service Arven Services, LLC Atlas World Group International ATS Specialized, Inc. Avis Budget Group Baggett Transportation Company BCD Travel Beltway Transportation Service Benchmarking Partners, Inc. Bolloré Logistics BWH Hotel Group C.L. Services, Inc. Circle Logistics, LLC CIT Signature Transportation Coachman Luxury Transport Coleman Worldwide Moving Cornerstone Systems, Inc. Council for Logistics Research Cypress International, Inc. Dash Point Distributing, LLC Delta Air Lines Drury Hotels LLC Duluth Travel, Inc. (DTI) EASE Logistics Ernst & Young Estes Forwarding Worldwide, LLC Eurpac REGIONAL PATRONS ACME Truck Line, Inc. Agile Defense, Inc. Amyx C5T Corporation CakeBoxx Technologies LLC CarrierDrive LLC Cartwright International Columbia Helicopters, Inc. Dalko Resources, Inc. DGC International

Evanhoe & Associates, Inc. Excl Hospitality - Suburban Suites/ MainStay Suites Eyre Bus Service, Inc. FlightSafety International GeoDecisions Global Secure Shipping Green Valley Transportation Corp.

Guidehouse Hertz Corporation Hilton Worldwide Hyatt Hotels IHG Army Hotels Intermodal Association of North America (IANA) International Association of Movers International Longshoremen’s Association (ILA), AFL-CIO Interstate Moving | Relocation | Logistics K&L Trailer Sales and Leasing Keystone Shipping Co. KROWN1 FZC LMI Longbow Advantage Marine Engineers’ Beneficial Association MatchTruckers, Inc. Mayflower Transit McCollister’s Global Services, Inc. Mento LLC Mercer Transportation Company mLINQS National Charter Bus National Industries for the Blind (NIB) National Motor Freight Traffic Association, Inc. National Van Lines, Inc. Nika Corporate Housing Northern Air Cargo, LLC Northern Neck Transfer Inc. Omega World Travel Omnitracs, LLC One Network Enterprises, Inc. ORBCOMM PD Systems, Inc. Perfect Logistics, LLC

Enterprise Management Systems HLI Government Services JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Lineage Logistics LMJ International Logistics, LLC Lynden, Inc. Move One Logistics North Carolina State Ports Authority

Pilot Freight Services PODS Enterprises LLC Port of Beaumont Port of Corpus Christi Authority Ports America Portus Prestera Trucking, Inc. PTS Worldwide Radiant Global Logistics Radisson Hotel Group Ramar Transportation, Inc. Ryzhka International LLC Sabre SAIC Savi SeaCube Containers Seafarers International Union of NA, AGLIW SecureSystem US, Inc. SEKO Logistics Sixt rent a car LLC Solerity SSA Marine StarForce National Corporation Stevens Global Logistics, Inc. Swan Transportation Services The Margarthe Group, LLC The Roosevelt Group TMM, Inc. Trailer Bridge Transport Investments, Inc. Travelport Triman Industries Inc. Trusted Internet, LLC TTX Company Tucker Company Worldwide, Inc. U.S. Premier Locations United Airlines United Van Lines, Inc. UPS Women In Trucking Association, Inc. World Fuel Services - Defense Solutions Yellow Corporation

NovaVision Inc. Overdrive Logistics, Inc. Patriot Contract Services, LLC Pitt Ohio Port Canaveral Port of Port Arthur Port of San Diego Priority Worldwide Seatac Marine Services TechGuard Security Trans Global Logistics Europe GmbH

UNIVERSITIES Critical Infrastructure Resilience Institute – University of Illinois at Urbana-Champaign McKendree University

www.ndtahq.com |

29

Cont’d from Pres. Corner pg. 7 leadership in DOD has recognized—and is planning for—what is needed to operate and fight through a “Contested Logistics”

This year, the Scholarship Committee presented 14 scholarships totaling $60,000. Congratulations to our scholarship awardees!

scenario. Clearly, DOD and industry will have to work together to achieve an integrated deterrence effect.

This issue of the DTJ focuses on the need for the DOD to conduct MultiDomain Operations. Secretary of Defense Austin speaks of integrated deterrence because preemption will be required across all domains. Our recent Surface Force Projec-

tion Conference (virtual), co-hosted with Christopher Newport University, the Military Surface Deployment and Distribution Command and MARAD, discussed these challenges in-depth—focusing on the Indo-Pacific (INDOPACOM) region. We heard from senior general officers from US Army Pacific and the Army G4 at the Pentagon which described some areas of concern and focus for INDOPACOM. We also heard from cyber experts across the logistics enterprise, including US strategic ports. Because we were in a virtual format, all of these sessions are available for your viewing on the NDTAHQ website.

I would also like to comment on our NDTA Scholarship Foundation Campaign. The NDTA Foundation is integral to NDTA’s role as an educational nonprofit association. You can read about the Foundation on the NDTAHQ website and can download our new brochure describing the scholarship program and some examples of recent graduates who are, today, working in the logistics and transpor-

tation enterprise. This year, the Scholarship Committee presented 14 scholarships totaling $60,000. Congratulations to our scholarship awardees! These scholarships are only possible by the generosity and vision of our NDTA membership!

Please stay engaged with NDTA Committees, our Chapters and the Young Leaders Program. Likewise, please know your participation at every level of NDTA contributes to our national security every day! DTJ

DTJ INDEX OF ADVERTISERS American President Lines, Ltd.................. 31 American Roll-on Roll-off Carrier (ARC).... 15 Bennett Motor Express, LLC....................... 4 Crowley Logistics, Inc.............................. 25 FedEx Government Services..................... 32 Kalitta Air LLC............................................ 7 Landstar Transportation Logistics, Inc........ 2 LMI............................................................ 9 Maersk Line, Limited................................. 3

Join the Conversation — REGISTER TODAY! www.ndtahq.com/events/fall-meeting/

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| Defense Transportation Journal | AUGUST 2021

A Strong Capacity to Deliver From transporting essential supplies for our troops to household goods of Service Members and their families as a long-standing partner for the U.S. Military, American President Lines (APL) has proven to have the resources and know-how to be the mission critical link in your supply chains.

APL offers weekly U.S. Flag services linking North America to Asia, the Mediterranean, Africa, the Middle East and Guam.

To learn more about how we can support you, visit www.apl.com.

www.ndtahq.com |

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The road to success may be different for everyone.

At FedEx, we understand what it takes to deliver when it counts.

We salute those with the drive to never stop pushing forward.

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| Defense Transportation Journal | AUGUST 2021

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