Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

August 2022

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Strengthening Our Foundations

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FEATURES August 2022 • Vol 78, No. 4 PUBLISHER

GOVERNMENT-WIDE CATEGORY MANAGEMENT BENEFITS GOVERNMENT AND INDUSTRY

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By Peyton Artz, Daniel Gonzales, and Bobby Hundemer

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

Sharon Lo | slo@cjp.com

LEADERSHIP STARTS HERE!

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By Craig Hymes

CIRCULATION MANAGER

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

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IMPROVING THE US SUPPLY CHAIN TO SUSTAIN NATIONAL SECURITY

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DEPARTMENTS NDTA FOUNDATION HALL OF FAME...................................................................................... 8 PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)................................................. 9 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.

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NDTA Headquarters Staff VADM William A. Brown, USN (Ret.) President & CEO COL Craig Hymes, USA (Ret.) Senior VP Operations

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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 Denny Jeong Project Coordinator For a listing of current Committee Chairpersons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at www.ndtahq.com.

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• 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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As the Foundation is funded by voluntary donations, with your support, the Foundation will be empowered to help students for decades to come. Please consider making a tax-deductible contribution to help our future professionals have a future. Visit https://www.ndtahq.com/foundation/ to find out more.

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

WELCOME NEW CORPORATE MEMBERS as of August 29, 2022

CHAIRMAN’S CIRCLE PLUS AAT Carriers, Inc. (upgrade) United Airlines (upgrade) CHAIRMAN’S CIRCLE • •

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Dear NDTA Team, Welcome to the late summer edition of the DTJ—“Strengthening Our Foundations.”

Thank you to our content contributors!

In today’s increasingly divided political world, the recent House passage of the NDAA is an encouraging example that Congress can work together. Now, more than ever, we need to be having the important and positive conversations which can positively impact logistics and transportation issues involving national security. Rising inflation pressures, uncertainty in the economy, conflict in Europe and

challenging China and Iran situations are impacting alliances and global stability.

Our U.S. military and our alliances are important to grow and strengthen. That said, I believe we have the most professional and educated forces we have had in our history. Trusting our national security leadership, especially the military, is an imperative for our enterprise—and our role at NDTA is to help them understand the essential value of teaming with industry for innovative solutions. Along the way, we must also remain vigilant to grow our future leaders. Our NDTA committees remain focused on specific

SUSTAINING • Able Freight • Kansas City Southern Railway Company • Port of San Diego (upgrade) • Procharter • Rampart Aviation • Red Roof Inn • Selsi International Inc. • TLR – Total Logistics Resource, Inc. • Trinity Shipping Company

relevant issues—and I strongly recommend becoming involved in committee meetings—they are so important.

See Pres. Corner pg. 30

REGISTER TODAY! www.ndtahq.com/events/fall-meeting/

www.ndtahq.com |

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Government-Wide Category Management Benefits Government and Industry

By Peyton Artz, Daniel Gonzales, and Bobby Hundemer, T&LS Category Management Office

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overnment-Wide Category Management (GWCM) is a priority business area of transformation that began in 2016 as part of the Obama Administration’s President’s Management Agenda. It is directly managed by the Office of Management and Budget (OMB) and is executed by the Category Management Leadership Council (CMLC), which is comprised of representatives from all 24 federal departments identified in the 1990 Chief Financial Officers (CFO) Act. The program evolved from the previous Strategic Sourcing Initiative set during the Obama Administration. GWCM’s main goal is to drive the federal govern10

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To be considered spend under management, contracts must have centralized oversight at the agencylevel, with supporting use policies and strong contract management practices.

ment to buy smarter. OMB Memorandum M-19-13 provides the formal program framework and guidance to federal agencies on how to implement category management in order to increase efficiencies, reduce costs, and minimize redundancies with the procurement of common goods

and services. This framework was recently expanded upon with OMB Memorandum M-22-03 to place a greater emphasis on small business development.

Government contracts that meet the standards for category management are considered “Spend Under Management” and receive endorsement from OMB, with exemplary contracts being considered Best-In-Class (BIC). To be considered spend under management, contracts must have centralized oversight at the agencylevel, with supporting use policies and strong contract management practices.

The program’s scope is focused on procurement of common goods and services, with the exception being Department of Defense (DOD)-centric spending. OMB has categorized common spend into ten categories (see figure 1).

The CMLC assigned managers for each category based on the agency with the greatest amount of spend within that category (noted in parenthesis). Mr. Adam Yearwood, Office of the Deputy Assistant Secretary of Defense (Logistics), serves as the Category Manager

Our goal as category managers is to assist OMB and agencies with advancing and implementing these category management principles within their respective organizations, with a special focus on our specific governmentwide category.

PRINCIPLES OF CATEGORY MANAGEMENT Develop Common Requirements Reduce duplicative contracts Improve mission value and total cost of ownership Apply demand management practices Advance policy objectives Improve supplier relationship management

Figure 1

(CM) for Transportation and Logistics Services (TLS) spending governmentwide. The category is comprised of six subcategories: Transportation of Things, Logistics Services, Fuels, Motor Vehicles, Package Delivery and Packaging, and Transportation Equipment. The DOD is responsible for over 80% of contracted spend within TLS. Mr. Yearwood and his team review common transportation and logistics spend and coordinate with agency stakeholders across government to identify and evaluate opportunities to improve procurement efficiencies. TLS currently has four BIC contracts available government-wide: • Defense Logistics Agency’s (DLA) Direct Delivery Fuels (DDF) for commercial fuel support • United States Transportation Command’s (USTRANSCOM) Next Generation Delivery Services (NGDS) contract for small package delivery

• General Services Administration’s (GSA) AutoChoice (vehicle purchase) • General Services Administration’s (GSA) Fleet Leasing (vehicle lease) At this point, you might be asking yourself how this program is beneficial to our industry partners. For one, consolidation of contract administration can ease the burden for vendors having to interact with multiple agencies, with different contract terms and conditions, for the same product or service. The program can also create increased demand through a greater emphasis on agency-wide or government-wide solutions. In addition, it places a strong emphasis on industry and vendor engagement to ensure our procurement practices align with commercial best practices and are providing the right value.

The program places renewed focus on the small business landscape within government procurement. Small businesses are

vital to the federal government’s procurement strategy. They are also symbolic of the American citizen: everyday, hard-working members of society. As part of the evolution of the GWCM program, OMB released their latest memorandum in January 2022, titled “M-22-03: Advancing Equity in Federal Procurement,” to ensure small business equities remain cornerstone to our procurement strategies. This memorandum provides specific guidance to agencies on how to increase small business participation, especially for small and disadvantaged businesses. This is all supportive of President Biden’s administrative priorities, as expressed in Executive Order 13985.

Without proper strategies and management, the principles of efficient procurement can have a negative impact on small business participation. As requirements are consolidated and more interagency contracts become available, the size of the contracts can become too large for a small business to meet the scope and size of those requirements. To mitigate this challenge, OMB’s M-22-03 provides additional guidance to agencies and category managers that can help balance increased efficiency with the other federal statutory requirements and administration priorities.

So, how can industry help? Procurement professionals across the federal government are working on solutions to better engage with current and future vendors.

Many agencies have existing platforms to identify opportunities for industry to do business with their organization. These resources can be utilized to identify existing agency-wide or government-wide contracts that may be a potential opportunity for your business. Many agency Offices of Small and Disadvantaged Business Utilization have tools available for small businesses to search potential contract opportunities. Large businesses should allow for transparency with subcontractor plans and, if possible, develop mentor-protégé programs that focus on establishing partnerships with small businesses to share lessons learned and best practices in federal procurement. DTJ

For more information on these resources, the Government-Wide Category Management program, and the Transportation and Logistics Services category, please visit: https://hallways.cap.gsa.gov/app/#/gateway/ category-management www.ndtahq.com |

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Leadership Starts Here!

By Craig Hymes, Senior Vice President of Operations, NDTA

M

any years ago, as an Army Reserve Officer Training Corps (ROTC) Cadet, I arrived for ROTC Advanced Camp training at Fort Bragg, North Carolina, home of the Army’s XVIII Airborne Corps and the 82d Airborne Division. As I entered one of the training areas, I encountered a big sign that said Leadership Starts Here. We were young and eager, but rough around the edges. Our steel was about to get sharpened and subjected to a whole new level of mentorship and training that we needed to develop as leaders. For more than 78 years NDTA has recognized the need to develop future leaders in our military and has played a key role in helping them become tomorrow’s government and industry logistics and transportation leaders.

Certainly, the NDTA Foundation Scholarships, NDTA Young Leaders program and Industry Connect are examples of these efforts, but the oldest of these programs focuses on our desire to recognize young talent. It began in 1948 with sixteen ROTC programs closely affiliated with the US Army Transportation Corps. The desire was to recognize students in these ROTC programs for their outstanding leadership, academics, and aptitude for military service. From that beginning, NDTA has 12

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awarded thousands of NDTA ROTC Medals to Army, Navy, and Air Force ROTC programs all over the United States.

NDTA makes the ROTC medal awards available to ROTC programs so that young people with outstanding leadership ability and academic accomplishments–who have committed themselves to service with the Armed Forces–may be recognized and to provide an incentive for the recipients to consider Logistics and Transportation as career fields.

The National Defense Transportation Association annually makes available one NDTA medal to each participating ROTC Unit, to be awarded to one ROTC student selected by the participating detachment. The award is a ribbon with a silver medal pendant, depicting the NDTA emblem with the letters ROTC superimposed, and a ribbon bar.

Today, this great NDTA tradition continues and in 2022 we presented one-hundred and five NDTA ROTC medals. It took a few years of planning and preparation, but this year NDTA rolled out a new NDTA ROTC medal featuring a blue and slate colored ribbon, along with a distinctive medal pendant depicting the 2015 NDTA logo with the let-

ters ROTC superimposed. On the back of the pendant is the NDTA tagline “The Association for Global Logistics and Transportation.” A special thank you to Denny Jeong, NDTA Project Coordinator, for his work coordinating the new medals.

We are proud of our NDTA history and what we have been able to accomplish in the past, but our focus remains on the future. That future is exciting in part because of these young men and women answering the call for service. They are young and eager, not as rough around the edges as we were, but still in need of mentorship and development. We must recognize their talent and do all we can individually to help them become our future leaders. At NDTA, we recognize Leadership Starts Here!

Here are a few of the many NDTA ROTC medal awardees for 2022. Our future looks like it is in strong hands! DTJ

ARMY Cadet Isaiah Aden Southern Illinois University-Carbondale Cadet Titan C. Allen Pacific Lutheran University Cadet Chase Altier University of Cincinnati

Cadet Robert E. Barrett University of Alaska Anchorage Cadet Samuel Baule University of Iowa

Cadet Eliana Berry University of Northern Iowa Cadet Ethan Bert Wheaton College Cadet Keith Martin Christopher Newport University

Cadet John McDonough University of Notre Dame

Cadet Travon Biggers University of South Carolina Cadet Katelyn Blackburn University of Kansas

Cadet Sean Bonner Michigan Technological University Cadet Jonathan Brooks Lincoln University

Cadet Jonathan Cato Northern Illinois University

Cadet Jacob Chapman North Dakota State University Cadet Jacob Collins University of Maryland

Cadet Joseph Collins University of Virginia’s College at Wise Cadet John Conrad Texas Tech University

Cadet Elizabeth Page University of St Thomas-MN

Cadet Lane Johnson Citadel

Cadet Abigail Donohue Old Dominion University Cadet Sydney Downes UNC at Chapel Hill Cadet Sophia C. Doyle Carrol College Cadet Ike Ducas Wofford College

Cadet Molly Duggan Truman State University

Cadet Matthew Ebenstein Kansas State University

Cadet Jordan Hathaway Elizabeth City State University

Cadet Jacob Henriksen University of Minnesota – Twin Cities Cadet Noah Hile Eastern Illinois University

Cadet Alexis Ibarra-Bautista Hampton University Midshipmen Jonathan E. Licea Tuskegee University

Midshipmen Spencer M. Bestgen University of Kansas

Cadet Noah Isley University of North Georgia

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Cadet William Jackson Creighton University

Cadet Sydney Spraitz University of South Dakota

Cadet Jae Kim University of Richmond

Cadet Brandon T. Tao University of California

Cadet Drew Jeffries McDaniel College

Cadet Brian Kristin Washington University

Cadet Emily Lemke Southern Illinois University- Edwardsville Cadet Eric Lundstrom University of North Dakota

Cadet Keith Martin Christopher Newport University

Cadet Joshua May University of Missouri-Kansas City Cadet John McDonough University of Notre Dame Cadet Maria McGovern Marshall University

Cadet Jamal Murphy Loyola University Maryland

Cadet Connor Norton East Tennessee State University Cadet Quinshawn Norwood South Carolina State University

Cadet Royce X. Oshiro University of Alaska – Fairbanks

Cadet Mary Pelzer University of Illinois at Urbana-Champaign Cadet Isabella Piccirilli North Carolina A&T State University Cadet Abraham Poku Western Kentucky University Cadet Benjamin Powermaker Vanderbilt University

Cadet Mason Raynor North Carolina State University Cadet Ashli Richards West Virginia University

Cadet Sterling Roper University of Wisconsin-LaCrosse Cadet Steven Schlosser University of Wisconsin-Oshkosh

Cadet Andrew Schmidt Minnesota State University Mankato Cadet Adam Schmitt University of Southern Indiana Cadet Jakob Selb Saint John’s University

Cadet William Seymour University of Missouri Cadet Maria Sobiesk University of Virginia

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Cadet Thomas B. Sturgeon Central Washington University

Cadet Patrick Taylor University of Illinois at Chicago Cadet Brody Tobinstuebinger Illinois State University Cadet Dumitru Toderic University of Utah

Cadet Jessica Touve James Madison University Cadet Morgan T. Ulu University of Oregon

Cadet Mikhail A. Vasilyev California Polytechnic State University Cadet Richard Wheeler West Virginia State University

NAVY Midshipmen Spencer M. Bestgen University of Kansas

Midshipmen Thomas J. Vasile University of Rochester

Midshipmen Maximilian R. Ward The George Washington University AIR FORCE Cadet Jeremy Albin University of Memphis Cadet Hana Bahlawan Howard University

Cadet NyQuela Bailey New Jersey Institute of Technology Cadet Anthony Brennan Rochester Institute of Technology Cadet Juillard Bumidang North Carolina A&T State

Cadet John Driscoll University of Massachusetts-Lowell Cadet Paige Grissinger University of Iowa

Cadet Nathan Harvey South Dakota State University Cadet Joy Hawkins Indiana University

Midshipmen Joseph H. Busch University of Mississippi

Cadet Sean Hazlett Pennsylvania State University

Midshipmen Anthony T. Crisafi The Ohio State University

Cadet Hanna Lane Northern Arizona University

Midshipmen Meghan K. Eagleton Suny Maritime College

Cadet Joseph MacDonald Worcester Polytechnic Institute

Midshipmen Callahan K. Kelly University of Oklahoma

Cadet Wesley Mills West Virginia University

Midshipmen Jonathan E. Licea Tuskegee University

Cadet Elizabeth Page University of St Thomas-MN

Midshipmen Ryan J. Sievers Florida A&M University

Cadet Brendan Plate University of Nebraska-Omaha

Midshipmen Zoe M. Swiatlowski University of Michigan

Cadet Jessica Stephenson University of Tennessee

Midshipmen Jonah A. Cranford University of San Diego

Cadet Lane Johnson Citadel

Midshipmen Rachel M. Demmer Massachusetts Maritime Academy

Cadet Rose Lees University of Michigan

Midshipmen James R. Hickman Auburn University

Cadet Marissa McAfee University of Pittsburgh

Midshipmen Trace C. Larson University of Nebraska

Cadet Connor O’Leary Rutgers University

Midshipmen Timothy Ragels The University of Arizona

Cadet James Parker University of South Carolina

Midshipmen Ryan C. Skibici The Citadel

Cadet Maggie Sisler Wilkes University

Midshipmen Cort J. Thornton Texas A&M University

Cadet Alysa Vinson Alabama State University Cadet Morgan Willis Utah State University

Improving the US Supply Chain to Sustain National Security

By Lori L. Leffler, The Eisenhower School for National Security and Resource Strategy 2022 Alumni, National Defense University

The views expressed in this paper are those of the author and do not reflect the official policy or position of the National Defense University, the Department of Defense, or the US Government.

THE UNITED STATES SUPPLY CHAIN RELEVANCE

The American people have a new term in their everyday vocabulary: supply chains.

As most people now know, supply chains are the flow of goods and materials. While companies tried to adapt during the COVID-19 pandemic, severe weather, and the Suez Canal blockage, Americans were affected by consumer product shortages caused by disruptions and delays. According to a recent Washington Post article, this interruption of product delivery is expected to continue in the near term.

While inconvenienced by delays receiving their items, most Americans don’t consider the danger supply chain disruptions pose to US national security. Nevertheless, the current state of the US Government supply chains is unstable, which impedes the country’s ability to mobilize during a national crisis. As a result, the United States must proactively work with international partners to decrease supply chain vulnerabilities by implementing resilient ones.

Resilient supply chains can adjust when performance and delivery are interrupted or need modification. For example, during a national mobilization, the President and Congress activate the military and private sector’s resources to boost America’s security and achieve its strategic objectives.

Resiliency is essential because, within the government, the Department of Defense (DOD) depends on an uninterrupted flow of goods with networks that connect the

country with domestic and international companies and foreign governments. Unfortunately, even for the DOD, the current US supply chain has proven ineffective, as illustrated by the recent product shortages. Fortunately, the Biden-Harris Administration (Administration) recognized weaknesses, and on February 24, 2021, the Administration issued Executive Order 14017 (E.O. 14017), America’s Supply Chains. E.O. 14017 requires the govern-

Graph by Senate Republican Policy Committee. www.ndtahq.com |

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ment to identify supply chain vulnerabilities and find approaches for improvements. The US can address limitations by expanding the US International Development Finance Corporation (DFC) and revamping the DOD stockpiles.

THE STATE OF THE US GOVERNMENT SUPPLY CHAIN

The federal government’s supply chain is an interconnected system that relies significantly on industry and, in the 21st century, spans across the globe. With the offshoring of manufacturing to countries with lower wages and regulations, technology and innovation followed. Consequently, the US lacks the infrastructure to produce vital materials and products; one example is semiconductors. Semiconductors are necessary for aircraft, weapons systems, the internet, and the electric grid. However, their US production has decreased from 37% of global output in 1990 to 12% in 2020. This decrease has caused the coun-

Although the US has not had a national mobilization since WWII, it must maintain its DOD stockpiles. Today, the US has depleted much of the critical material in its supplies. If the management of America’s stockpiles isn’t changed, their self-sustaining status will be exhausted by 2025.

try to rely on international companies to fulfill its semiconductor needs.

Additionally, according to a US Senate Republican Committee policy paper, China will increase its semiconductor manufacturing to 24% of the global output by 2030. Due to shifts in manufacturing, the US Government relies less on domestic production. Instead, it has increasingly turned to international manufacturers and the competitor nation of China. US security experts have long identified this as a risk to national security. Another risk to mobilization and the DOD supply chain is access to rare earth elements (REEs) and critical minerals (CMs).

REEs and CMs are mined and found in deposits worldwide. Before 1990, the US was the leader in REE production. However, 16

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in 2019, China produced 62% of the globe’s REEs while the US accounted for 12.2%, and the remainder, 25.8%, was shared collectively by other countries. Again, in 2020, China’s share grew to control approximately 85% of refining and 55% of the mining capacity. China is working to follow this same pattern with CMs, particularly manganese.

China’s control causes the US to be subordinate to a strategic competitor for critical elements used in the US defense industry and military defenses, including aircraft and missiles. In addition, the necessity for REEs and CMs, despite China’s control of much of the supply, causes more vulnerabilities to the DOD supply chain. To alleviate specific supply chain deficiencies, the US could revamp its stockpiles.

Stockpiling is holding supplies, equipment, or raw materials to be available in times of short supply due to emergency, disruption, or mobilization. The purpose of stockpiles is to decrease dependency on foreign governments, mitigate supply chain failures, and ensure immediate access to critical supplies. The US has a long history of stockpiling, and the conditions of its stockpiles have ebbed and flowed based on the sitting president’s agenda and congressional acts. Although the US has not had a national mobilization since WWII, it must maintain its DOD stockpiles. Today, the US has depleted much of the critical material in its supplies. If the management of America’s stockpiles isn’t changed, their self-sustaining status will be exhausted by 2025.

Even with stockpiling, the American supply chain is vulnerable due to reliance on trade with opposing nations. Therefore, the US must consider a systemic approach for cooperation to enhance supply chain resiliency during mobilization. These considerations should include implementing new or strengthening current supply chain relationships with key international partners and allies. America can achieve this by altering current government programs.

THE US INTERNATIONAL DEVELOPMENT FINANCE CORPORATION AND THE DEFENSE INDUSTRIAL BASE

A possible solution is working with international partners to expand the US International Development Finance Corporation (DFC), a government organization established by Congress on October 5, 2018, with the Better Utilization of Invest-

ments Leading to Development (BUILD) Act. This approach will also counter China’s investments, known as the Belt and Road Initiative (BRI). The US Government should expand the DFC investments and projects into developing infrastructure to produce materials and products needed by the DOD. The DFC projects would further assist developing countries and build American partnerships, while creating a resilient US DOD supply chain.

Any DFC expansion should consider partnering with the Defense Industrial Base (DIB) companies, which would incorporate access to more than one thousand companies operating in the US and overseas. The DIB includes the National Technology and Industrial Base (NTIB), which consists of companies working in research and development, integration, production, and information technology in the US, Canada, the United Kingdom, and Australia. A requirement of the NTIB is for the Secretary of Defense to implement a national security strategy that prioritizes risks to the defense supply chain. Although only specific countries are currently allowed to participate in the NTIB, the DFC should broaden the base of partners to create an opportunity to build capabilities and a resilient DOD supply chain.

Additionally, using DIB companies could offset the costs of building the necessary infrastructure for production and, eventually, DFC recipients could qualify as contractors themselves, further strengthening US partner relationships. Currently, the DFC operates globally, established within 135 countries in Africa and the Middle East, Asia and the Pacific, Europe and Eurasia, Latin America, and the Caribbean. Expanding the DFC to maintain US national security would enhance mobilization capabilities, solidify existing partnerships, and gain additional support for America around the globe. However, engaging the DIB to support the DFC will require strategic efforts.

The DIB supports the federal government with national defense efforts, but these companies are also for-profit organizations. Consequently, companies will need to be assured, and in some cases convinced, that their investments would not support DFC partners in replacing them as the federal government suppliers in the long run.

To address this, America should establish agreements outlining DIB companies’ commitments, industry concerns, including security and protection of intellectual prop-

Members of the 2d Squadron, 2d Cavalry Regiment, along with US, Georgian and Turkish contractors. began the process of unloading vehicles at the port in Poti, Georgia, July 24, 2019. U.S. Army photo by Sgt. LaShic Patterson.

erty, and how to protect these companies from excessive international competition.

One current DFC project includes expanding and modernizing Georgia’s Port of Poti on the Black Sea. The project will give the country of Georgia the ability to strengthen its position as a regional provider of shipping, transportation, and exchange. In addition, it will link the Caucasus and Central Asia to Europe. It can also build a supply chain hub by connecting US allies and partners in Europe and Central Asia. Additionally, the US has a bilateral economic relationship with Georgia for trade and investments. These agreements set a foundation for future investment that could build infrastructure for Georgian technology companies and produce items that America currently purchases from China. By combining the DFC and the DIB, the US could improve its supply chain and national security in the Black Sea Region.

One risk to this approach is Georgia’s proximity to Russia. However, even with this geographical risk, investment in Georgia should be regarded as a strength rather than a weakness because US investment will counter Chinese interest in the region and provide the US with more influence

on Georgia’s politics and business structures. Additionally, working with Georgia to continue to improve the country’s business environment, including reforms in labor rights and protection of intellectual property rights, will attract more investment and could decrease Russia’s influence as the US-Georgia partnership strengthens. However, given recent world events, this action would undoubtedly draw Russia’s ire. Because of the complex nature of this geopolitical issue, the US should develop its strategy while carefully considering Russia’s potential response to increased development in its neighboring countries.

Another ongoing project the DFC funds is fortifying Gabon’s critical infrastructure.

Fortification of Gabon’s infrastructure is vital because, as noted on the World Bank’s Logistics Performance Index, Gabon is ranked 150 out of 160 nations, meaning it is near the bottom in its ability to trade.

Additionally, Gabon’s unemployment rate is 28%. So, there is a need for job creation in the country. Fortunately, the US already has a long-term diplomatic relationship with Gabon, and America is committed to assisting Gabon in improving and diversifying its economy. For example, the US

invests in Gabon’s extractive sector, removing raw materials from the earth, such as Gabon’s abundant supply of manganese.

Manganese, a CM, is essential to the American defense industry because of its use in building weapons systems and munitions.

In 2020, China was the largest manganese producer, and Gabon was the fourth.

China’s investment in Gabon’s manganese production, supported by China’s expectation to deliver equipment that will improve mining efficiency by 2023, is an indicator of manganese’s immense value. America should provide additional capital resources to counter China’s interest and incentivize Gabon to work with the US rather than China. Similarly, as recommended for Georgia, the DFC could be combined with the DIB to offset costs to the US Government and encourage industry investments to continue improving Gabon’s infrastructure. The results of these investments will build resiliency for the US supply chain by safeguarding access to this CM. However, with China’s keen interest in Gabon’s manganese production, the threat of possible intellectual property theft could impede implementation. Consequently, America and Gabon should work together www.ndtahq.com |

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to counter any potential threat with appropriate physical and cyber security, protecting computer networks, systems, and digital components. In addition, because of joint interests, the governments should include the DIB in all security aspects.

With the DFC and US private industry investments, Gabon’s technology infrastructure could develop, allowing the country to diversify from commodities and promote digital innovation. This innovation would provide the foundation for technology infrastructure and goods the US obtains through trade agreements with China.

This investment would further diversify the US supply chain, expand the number of countries with technology capability, and promote US supply chain resiliency.

When developing digital innovation, America should consider the possibility of data theft. Consequently, data security, which is a subset of cyber security and employs antivirus and remote monitoring software, firewalls and proxies, should be incorporated. Additionally, the US government

When considering America’s national security, one must also remember Great Power Competition. The US pacing threat, China, appears prepared for national mobilization. Differing from the US, China has mobilized seven times since WWII, the most recent being the attack on Yijiangshan Island in 1955.

should conduct a threat assessment of Gabon and its existing data protection laws. Then, the US should work with the Gabon government to mitigate identified weaknesses.

Georgia and Gabon are just two examples of how the US can diversify and strengthen its supply chain while incorporating ally shoring, sourcing essential goods from partners with similar values regarding international trade. With the justified concern of the US reliance on China, a pacing threat, it is plausible to broaden the DFC’s mission to complement US national security by engaging with key international partners. In addition, there is precedence set in varying the DFC’s role, shown in the European Energy Security and Diversification Act of 2019. This act 18

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allows the DFC to work with European and Eurasian countries on energy-related investments, regardless of income.

STOCKPILING FOR NATIONAL SECURITY AND MOBILIZATION

Another solution to improve the supply chain is revamping the concept of DOD stockpiles. Stockpiling specific critical materials or products alleviates supply chain interruptions, making the US better prepared for national mobilization. The US Government has several strategic inventories, including those held by the DOD. The DOD’s caches include the National Defense Stockpile (NDS), containing forty-two commodities which consist of REEs, CMs, and other elements meant for use by the DOD and the DIB to produce defense goods in times of conflict or national emergency. In addition, the War Reserve Materiel Stock (WRMS) has mission-essential materials and is stored domestically and abroad to support combatant commands immediately. Lastly, the Army Medical Material Agreement Sites (AMMA) contain medical supplies for the DOD. Understanding the importance of stockpiles and preparedness, the current Administration issued an executive order updating the Strategic and Critical Materials National Stockpiling Act. This order gives the Under Secretary of Defense for Acquisition and Sustainment authority over the defense stockpiles. In addition, it requires release only to sustain national security, rather than for budget reasons.

While the Administration is working to protect the reserves, it should also consider expanding them, specifically the NDS. Since WWII, the NDS has been in existence and received additional funding throughout the Cold War. As a result, it was worth $9.6 billion in 1989. With inflation, the 1989 stockpile would have been worth $21.9 billion in 2021. However, after the Cold War, Congress approved the sale of excess commodities, and the NDS was only worth $888 million in 2021, making this cache not enough to help deal with 21st century threats. Since China controls such large portions of the elements and minerals in the NDS, the US should take a step back and replenish it. This replenishment will require budget considerations, as well as congressional approval, but would supply the US with necessary commodities for pre-mobilization efforts and offset supply chain disruptions.

Additionally, raw materials or products produced with these commodities could be provided to coalition partners, thus advancing America’s national security and strategic interests abroad.

In addition to stockpiles, the US maintains the Special Defense Acquisition Fund (SDAF), managed by the Defense Security Cooperation Agency (DSCA) and authorized under Section 51 of the Arms Export Control Act, 22 USC. 2795. According to the SDAF program manager, it allows allies and partners to acquire supplies and equipment faster than standard procurement timelines because DSCA awards contracts and sells items during production. This expedited acquisition effort assists international partners, but the SDAF should also include additional stockpiling. The new stockpiling action for allies and partners would advance US strategic interests and aid coalition partners in times of war.

For instance, if this type of stockpiling had been in place during the war on ISIS, coalition partners could have received guided missiles to use in conflict much quicker. In addition, this reverse supply chain will allow the US to support coalition partners as the country plans for mobilization possibilities. Of course, this new stockpile concept must be approved and budgeted.

Nevertheless, the cache could have enough supply to account for US security and mobilization projections while aligning with US war plans to benefit America’s partners. Then, if war doesn’t occur, the extra supply would be used for US military needs or sold, and the stock would turn over regularly. By broadening the SDAF mission, there would be excess supply to absorb the demand wave of war and provide industry time to ramp up production.

GREAT POWER COMPETITION MOBILIZATION

When considering America’s national security, one must also remember Great Power Competition. The US pacing threat, China, appears prepared for national mobilization.

Differing from the US, China has mobilized seven times since WWII, the most recent being the attack on Yijiangshan Island in 1955. During this attack, China’s People’s Liberation Army claimed Yijiangshan from the Chinese Nationalist Party. The Chinese Communist Party’s (CCP) action displayed that the country could mobilize its military forces, population, and industry. This ability is due to the CCP’s control of Chinese

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Guided bomb units sit in a designated storage area within the munitions compound at an undisclosed location in Southwest Asia. Upon arrival, munitions are stockpiled in these designated areas until they are ready to be transported for final assembly. (U.S. Air Force photo/Tech. Sgt. Jeff Andrejcik)

society and industry. Today, China displays the same authoritarian structure and can effectively mobilize in the 21st century.

In comparison, Russia has demonstrated its ability to mobilize its military by invading Ukraine on February 24, 2022.

Conversely, the country lacks the industrial foundation to withstand a protracted national mobilization. Like China, Russia’s authoritarian rule determines the direction of the industry. Yet, unlike China, Russia’s de facto command economy does not appear to have the sustenance to support a national mobilization. However, like the CCP, even without communism, the Kremlin strongly influences its population. Russia even has school programs that teach patriotism and indoctrinates its children to believe in their nation as a world leader. Considering these factors, Russia is less likely to mobilize as quickly as China or sustain power projection like the US.

approach to building supply chain resiliency. Consequently, now is the time for America to develop supply chain coalitions and strengthen international partnerships, a cornerstone of the country’s national security and defense. In addition, expanding the United States Development Finance Corporation and restoring and redesigning stockpiles make improvements possible.

These actions will improve the availability of critical materials and products to ensure the US is ready for national emergencies and enhance America’s national security. DTJ

THE FUTURE OF THE US GOVERNMENT SUPPLY CHAIN

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Disruptions to the US Government’s supply chain threaten its ability to mobilize, protect its national security, and achieve strategic goals. Consequently, if America does not develop and maintain a sustainable supply chain, it will be highly vulnerable and unable to mobilize effectively. Yet, until the 2021 Executive Order to review America’s Supply Chains and improve the security of America’s National Defense Stockpile, the government had not emphasized improvements in recent years. The Administration’s renewed commitment provides opportunities for the US to implement a systemic

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Robert Handfield, Planning for the Inevitable: The Role of the Federal Supply Chain in Preparing for National Emergencies (Raleigh, North Carolina; The IBM Center for the Business of Government, North Carolina University, 2010), 6.

Sarah Zimmerman, “10 Disruptions that Rocked the Supply Chain in 2021,” Supply Chain Dive Home Page, December 15, 2021, https://www.supplychaindive.com/news/topsupply-chain-disruptions-2021/611513/.

David Lynch, “Omicron Fallout and Tough Labor Talks Likely to Rattle Supply and Fuel Inflation,” The Washington Post, January 15, 2022.

Eleftherios Iakovou and Chelsea C. White III, How to Build More Secure, Resilient, and Next Gen US Supply Chains (Washington, DC; The Brookings Institute, December 3, 2020).

“Deployment and Mobilization Overview,” Military.com Home Page, accessed on January 2, 2022, https://www.military.com/deployment/ deployment-mobilization-overview.html.

“Military Mobilization,” Rand Corporation Homepage, accessed on January 6, 2022, https://www.rand.org/topics/militarymobilization.html.

Robert Handfield, Planning for the Inevitable: The Role of the Federal Supply Chain in Preparing for National Emergencies (Raleigh, North Carolina; The IBM Center for the Business of Government,

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Exec. Order No. 14017 (2021), https://www. whitehouse.gov/briefing-room/presidentialactions/2021/02/24/executive-order-onamericas-supply-chains/.

Anshu Siripurapu, “State of US Strategic Stockpiles,” Council on Foreign Relations Home Page, December 23, 2021, https:// www.cfr.org/backgrounder/state-us-strategicstockpiles.

Building Resilient Supply Chains, Revitalizing American Manufacturing, and Fostering Broad-Based Growth—100 Day Review Under Executive Order 14017, (Washington, DC: The White House, June 2021), 6.

“Semiconductors: Key To Economic And National Security,” Republican Policy Committee Home Page, April 29, 2021, https://www.rpc. senate.gov/policy-papers/semiconductors-key-toeconomic-and-national-security.

“Semiconductors: Key To Economic And National Security,” Republican Policy Committee Home Page, April 29, 2021, https://www.rpc. senate.gov/policy-papers/semiconductors-key-toeconomic-and-national-security.

Building Resilient Supply Chains, Revitalizing American Manufacturing, and Fostering Broad-Based Growth—100 Day Review Under Executive Order 14017, (Washington, DC: The White House, June 2021), 6.

“Rare Earth Element Facts,” Government of Canada Home Page, accessed on January 8, 2022, https://www.nrcan.gc.ca/our-naturalresources/minerals-mining/minerals-metalsfacts/rare-earth-elements-facts/20522.

Building Resilient Supply Chains, Revitalizing American Manufacturing, and Fostering Broad-Based Growth—100 Day Review Under Executive Order 14017, (Washington, DC: The White House, June 2021), 9.

Chuin-Wei Yap, China Hones Control Over Manganese a Rising Star in Battery Metals, The New York Times, May 21, 2021.

G. James Herrera, National Stockpiles Background, and Issues for Congress, CRS Report No R46340 (Washington, DC: Congressional Research Service, June 15, 2020), https://sgp. fas.org/crs/natsec/IF11574.pdf.

Mayia Clark, “Defense Stockpile for an Era of Great Power Competition,” The Heritage Foundation Home Page, January 4, 2022, https://www.heritage.org/defense/report/ revitalizing-the-national-defense-stockpile-eragreat-power-competition.

The Official Home Page of the United States International Defense Finance Corporation, accessed on January 9, 2022, https://www.dfc.gov.

“Defense Industrial Base Sector” Cybersecurity and Infrastructure Security Agency Home Page, accessed on January 3, 2022, https://www.cisa. gov/defense-industrial-base-sector.

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“Where We Work”, US Defense Finance Corporation Home Page, accessed on January 9, 2022, https://www.dfc.gov/what-we-offer/ eligibility/where-we-work.

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SURFACE FORCE PROJECTION CONFERENCE Managing Disruptions Thru the Strategic Ports to Improve Deployments

May 17-19, 2022 Christopher Newport University, Newport News, VA Written by Sharon Lo, Managing Editor, DTJ & The Source Photos by Rebecca Jones, Executive Assistant to the President & CEO, NDTA

The 2022 Surface Force Projection Conference (SFPC) took place May 17-19 on the campus of Christopher Newport University in Newport News, Virginia. 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).

Each year, this event brings together US government and industry subject matter experts in logistics and transportation, and members of the Joint Logistics Enterprise (JLE), to examine a wide range of challenges associated with operating in and through the contested environment to provide US capability at the point of need. This year’s theme was “Managing Disruptions Thru the Strategic Ports to Improve Deployments.”

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.

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Collaboration is on Full Display at the SFPC

T

he agenda for this year’s Surface Force Projection Conference (SFPC) included a mix of keynote speakers, panel sessions, meetings, and breakout sessions. VADM William “Andy” Brown, USN (Ret.), President and CEO, NDTA, opened the event by welcoming the colors presented by Tabb High School NJROTC Color Guard. Denny Jeong, Project Coordinator, NDTA, performed the National Anthem.

VADM Brown, along with Dr. Nathan Busch, Professor of Political Science and Co-Director, Center for American Studies, Christopher Newport University; MG Heidi J. Hoyle, USA, Commanding General, SDDC; Kevin Tokarski, SES, Associate Administrator for Strategic Sealift, MARAD and Chair, National Port Readiness Network (NPRN) Steering Group; and Chris Connor, President and Chief Executive Officer, American Association of Port Authorities, each provided opening comments on behalf of their respective organizations. This was the fourth year these organizations have worked together to put on the SFPC. The coordination and partnership required for such an event is a theme also reflected in the agenda.

This collaborative mindset was well highlighted in the conference’s panel presentations. The first of these panels, Contested

by Ourselves: An examination of existing deployment shortfalls (Fort to Port) and what to do about it, was moderated by MG Stephen Farmen, USA (Ret.), Senior Advisor, The Roosevelt Group. He was joined by panel members Don Welchoff, Executive Vice President, Tri-State; Theresa Lorinser, Manager, Marketing – Industrial Products, BNSF Railway; Larry Kelley, Executive Port Director/CEO, Port of Port Arthur; and Tim Quillin, Director, Deployment Process Modernization Office, Ft. Lee, Virginia.

The panel provided a detailed look at what it takes to transport equipment and supplies from camps, bases, forts, and stations to and through the ports via all modes of transportation. The panel also discussed labor shortfalls, inadequate installation deployment support manning levels, training weaknesses, infrastructure and equipment limitations and what to do about them. “If we’re going to examine deployment shortfalls, fort to port, I think contested by ourselves is an interesting lens

to take a look at that,” said Farmen.

“With all this challenge that’s going on, we don’t want to be our own worst enemy,” said Farmen referring to challenges such as security, cyber weather, mission command, and climate. “We have to be able to be flexible—have the mission flexibility to adjust—when these things we can’t control happen.”

This, he maintained, was especially critical because, “We know that to scale up to a high-end fight, we’re going to have to fight

This was the fourth year these organizations have worked together to put on the SFPC. The coordination and partnership required for such an event is a theme also reflected in the agenda.

by, with and through the ports.” Therefore, it is important to continually assess and improve in order to maintain readiness.

The second panel, Port and Surface Deployment Disrupters: What keeps the Commander up at night?, was moderated by Michael Cashner, Vice President, Government Services, Landstar Transportation Logistics, Inc., and Chair of NDTA’s Surface Transportation Committee. Panel members included Ernest Bezdek, Director of Trade Development, Port of Beaumont; Don Jones, Account Manager, Industrial Products & Government, Norfolk

Southern Corporation; Chris Heibel, Senior Vice President Commercial, American Roll-on Roll-off Carrier Group; and CAPT Samson Stevens, Sr., Commander, US Coast Guard, Sector Virginia and Port of Norfolk’s Captain of the Port.

This panel also explored challenges, but focused on potential deployment disruptors and mitigation efforts. In preparation, the panel interviewed several commanders to understand what ‘keeps them up at night.’

“We found they share many of the same concerns regarding deployment disruptions,” explained Cashner. The panel shared these concerns, as well as ideas to resolve them, including best practices already in practice by government and industry.

Each speaker represented a step in the deployment process—getting materiel onto the train and to the seaport, at the port, from the port onto the ship, and protecting our coastlines and seaports—and shared how they support the deployment process.

The third panel was moderated by LtGen John J. Broadmeadow, USMC (Ret.).

Entitled Building options and deployment flexibility: A look at alternate surface routes, modes, and nodes, panel members included Dan Miller, Director, US Defense Solution Architecture, SAP Public Services; Colin Geraghty, Senior Government Account Executive, Defense Department, Uber Technologies, Inc.; Timothy Pickering, Office of Ports & Waterways Planning, Maritime Administration; and William Rooney, VP, Strategic Development, Kuehne + Nagel Inc. “Our ability to project combat power www.ndtahq.com |

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from the United States anywhere in the globe at the time and place of our Nation’s choosing is a strategic advantage that nobody else enjoys—and that’s what makes this vitally important,” said Broadmeadow.

“But because we can do that, we know that our adversaries today—but especially during times of conflict—are going to be targeting that ability.”

Because of this, and further emphasized by recent global supply chain distribution backlogs, the panel explored the need to consider and create multiple routes, particularly on the commercial side. These routes included alternate surface routes, modes and nodes such as the Marine Highway system, rivers, barges, and terminals.

Having these routes affords the ability to be more flexible, resilient, and provide the Defense Transportation System with multiple deployment options.

The final panel presentation, Thinking about the Future: Logistics and Transportation Innovations that will deliver, examined current and near future logistics and transportation technology. Moderated by Bleu Hilburn, Vice President of Business Development, Crowley Solutions, panel members included Sean Pribyl, Senior Counsel, Holland & Knight, LLP; Peter Ford, Senior VP, Head of Global Infrastructure, CMA CGM; T. Christian Spain, National Vice President, Government Relations, American Maritime Officers; and Ray Briggs, Principal, Deloitte Consulting LLP. The SFPC panels were not the only collaborative presentations. Two keynote presenta-

tions also took on a more collaborative format. William (Bill) Paape, SES, MARAD’s Associate Administrator for Ports & Waterways, explored Transportation Infrastructure and Supply Chain. Joining him onstage for the discussion were Vince Mantero, Director, Office of Ports and Waterways Planning; Branden Villalona, Director, South Atlantic Gateway Region; Brian Hill, Director, Western Gulf Gateway Region; and Gus Hein, Director, Mid-Pacific Gateway. The discussion centered on the Infrastructure Investment and Jobs Act and how it will improve ports and surface transportation.

Stacy S. Bostjanick, SES, Director, Cybersecurity Maturity Model Certification (CMMC) Policy, Office of the Undersecretary of Defense for A&S (OUSD A&S), and Terry Kalka, Deputy Director, Defense Cyber Crime Center (DC3)/Defense Industrial Base Collaborative Information Sharing

Evolving Logistics and Surface Transportation Innovations

“T

he Army and more broadly the joint sustainment environment, as we see it in the future, is complex, contested, and multifaceted. The Army is responsible for an expanded logistics requirement in support of the joint force, particularly in a maritime environment,” said MG Mark T. Simerly, USA, Commanding General of the Combined Arms Support Command, during his keynote address at the Surface Force Projection Conference (SFPC).

“Our concept of logistics provides a framework for projecting supporting and

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sustaining the joint force in an environment that’s contested across all domains, from the homeland to the combined or joint operations area.”

That emerging logistics concept takes into account the pacing threat of China in the Pacific maritime environment, as well as the acute threat of Russian aggression in Europe in the land domain.

It also relies on a concept of convergence of assets and capabilities to deploy globally and sustain the joint force from the strategic support area—the homeland—to positions of advantage and support of national

Environment (DCISE), took part in a joint discussion moderated by Captain Samson C. Stevens, Sr. The presentation, Cybersecurity: Understanding, complying and implementing the Cybersecurity Maturity Model Certification (CMMC) 2.0 as part of a DOD-wide strategy for readiness, provided insights into the progression of CMMC 2.0 program requirements and how other DOD initiatives will be implemented through the acquisition and contracting process, as well as what steps industry needs to take for cyber-readiness and compliance.

As it does each year, the SFPC wrapped up with a review of action items. This notable facet of the conference further emphasizes the collaborative nature of the event—and ensures that collaboration is both purposeful and productive. For more details from each of these sessions, videos are available on the NDTA website under

objectives. This includes setting the theater in order to establish a forward presence and close cooperation with defense industrial base partners, and joint and multinational allies and partners. These partnerships help to establish a global posture that offers both positional advantage and access to resources for the Army and the joint force.

A COMPLEX THREAT ENVIRONMENT

“Since Operation Desert Storm, China and Russia have studied the American conduct of war and have designated concepts and capabilities to counter our strengths and exploit our weaknesses, particularly in force projection. The joint force can no longer assume that the homeland is a sanctuary or consider the global commons uncontested,” warned Simerly.

“Joint force deployment will be contested from fort to port to foxhole, eroding our ability to project combat power. The Army and the joint force must consider how to mobilize, project, and sustain combat power to provide Combatant Commanders with the required forces and equipment. In competition and conflict, joint operations will also experience continuous disruption of Command and Control [C2] from the electromagnetic spectrum, space, and cyber domains,” said Simerly, adding that lack of effective joint C2 would isolate distributed units and risk defeat in crisis and conflict.

“Our adversaries will present new capabilities that offset or even outpace joint force capabilities. These capabilities will emerge through the advent and democratization of dual use disruptive technologies such as Artificial Intelligence, material science, and biotechnology. As our adversaries integrate 21st century military capabilities, the joint force must offset these

Sustainment of the Army and joint force will be persistently contested across multiple domains and the Army must develop the resilient theater architecture—consisting of multiple supplemental turnkey nodes that house command-and-control network infrastructure, pre-positioned stocks, and sustainment caches—to rapidly project and sustain combat power from fort to port to foxhole.

capabilities or risk a decreased deterrent effect on adversary behavior and increase battlefield risk in combat.”

BUILDING AND MODERNIZING THE GROUNDWORK FOR THEATER SUSTAINMENT

“Given the contested complex environment it’s vital that we build and modernize the groundwork for theater sustainment now, prior to crisis and conflict. Sustainment of the Army and joint force will be persistently contested across multiple domains and the Army must develop the resilient theater architecture—consisting of multiple supplemental turnkey nodes

that house command-and-control network infrastructure, pre-positioned stocks, and sustainment caches—to rapidly project and sustain combat power from fort to port to foxhole. These facilities, hosted by willing partners and allies, will allow the joint force to surge and remain resilient inside enemy anti-access denial areas,” said Simerly.

To achieve this, the Army is pursuing five efforts to extend operational reach, endurance, and freedom of action, which Simerly commented require healthy and

pansion of US contractors and suppliers to meet wartime requirements, and reduction of US contractor dependence on foreign resources and supply chain security.

Sustainment for distributed operations – establishing and sustaining a dynamic forward presence in concert with partners, reducing demand, augmenting mobility with small platforms for distributed operations including autonomous systems, protecting lines of communication, and rapidly recovering and moving.

robust partnership with the American industrial base. The five efforts are: Resilient and integrated sustainment mission command – achieve logistics decision advantage, require refined authorities and command relationships, provide access to protected logistics information, facilitate operating effectively in a disconnected and distributed environment, and develop predictive and pushed logistics.

Rapid power projection – project strategic deployments, provide rapid availability of the joint force, facilitate deployment from the contested homeland to the point of employment, demonstrate agile and resilient lines of communication, enhance global force posture, and maximize inter to intra-theater transition capabilities.

Set theaters – calibrated force posture, modernization of army pre-positioned stocks, building of partner capacity, and increased interoperability across the human procedural and technical dimensions.

Industrial base modernization – a modernized and linked industrial base with responsive advanced manufacturing, ex-

DEPLOYMENT CHALLENGES

Simerly described several challenges facing American deployment agility, including inadequate infrastructure at home and abroad, development and retention of workforce members, internal deployment policies and procedures, the space to rapidly reconfigure forces to meet changing dynamic conditions in theater, and synchronizing the ability to project from the continental US to theater operations.

In addition, as the Army modernizes and reorganizes for the future fight, the transition from the brigade combat team as a unit of action to a division or higher headquarters as a unit of action will create its own challenges. This will mean that a division commander will be able to mass effects at the division level and those capabilities will be taken away from the brigade combat team.

“As we optimize for success on the forward edge of the battlefield, there are sustainment and there are certainly deployment and force projection implications for that change that we see taking place between now and 2030,” said Simerly. www.ndtahq.com |

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DATA EXCHANGE: CRITICAL FOR SUCCESS

The distribution and force projection actions discussed by Simerly will occur within a contested environment at home and abroad, and during a time of unprecedented access to data. Therefore, the data exchange between industry partners and the military will be critical for successful operations.

“Logistics and force projection has always been a data rich environment for many years, but even in the past, Army leaders have struggled with the skills to expertly access and leverage data to quickly inform operations. Today’s technology environment data becomes exponentially more available every day and the use of data analytics will become crucial within the sustainment enterprise,” said Simerly.

“As data becomes quite clearly the most decisive commodity that logisticians and sustainers are going to manage on the future battlefield—not munitions, not fuel, not distribution platforms, but data— we must consider how are we producing skilled data users to be out at the field at echelon to advance decision making?”

“Sustainers must have the descriptive, diagnostic, predictive, and prescriptive data competencies to enable data-driven decision-making to maximize combat readiness and lethality,” said Simerly. “We also have to have pre-established interoperability with our industry partners and

academia. This has to include the human technical and procedural aspects of interoperability, so that we can effectively leverage the data that’s available and also protect that data from our adversaries in this contested joint environment.”

The Department of Defense data strat-

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As data becomes quite clearly the most decisive commodity that logisticians and sustainers are going to manage on the future battlefield—not munitions, not fuel, not distribution platforms, but data—we must consider how are we producing skilled data users to be out at the field at echelon to advance decision making?

egy describes seven tenets to enable a data centric force: 1. Visibility – consumers can locate the needed data 2. Accessibility – consumers can retrieve the data 3. Understandable – consumers can recognize the content, context, and applicability

Linked – consumers can exploit data elements through innate relationships Trustworthy – consumers can be confident in all aspects of data for decision-making Interoperable – consumers have a common representation and comprehension of data Security – consumers know that data is protected from unauthorized use, manipulation and corruption

To build these competencies the services, including the Army, are looking at embedding data literacy and foundational skills into professional military and civilian education programs. Simerly expected this to require a greater level of partnership with academia as the military incorporates academic best practices for data literacy.

He also expected to see the same increase in partnership with industry as the military looks at industry’s methodology to produce certifications that enable talent management.

Simerly concluded that “the future changes and the character of war demand full and continuous integration of national instruments of war power influence, which creates creative approaches to sustainment, highly effective coordination across services and with partners, and a deeper understanding of the implications of disruptive and contested logistics environments.”

Identifying and Applying Lessons Learned from Recent Supply Chain Disruption

“T

he Port of Virginia’s diverse talent, agile use of technology, and command of our ever-changing industry sets the pace for the supply chain of today, while plotting the course for its tomorrow,” said Stephen Edwards, CEO and Executive Director of the Virginia Port Authority, quoting the port’s vision during his keynote address at the Surface Force Projection Conference (SFPC).

The port’s vision emphasizes the necessity to have new people and understand an indus-

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try that is changing rapidly—and especially within the last 24-months. The question Edwards posed was how the Port of Virginia and other ports like it protect these publiclyowned but privately-operated assets.

TWO SIDES OF SUSTAINABILITY

How to continue performance and operations is a primary consideration in business continuity planning. Since the beginning of the COVID-19 pandemic, the

Port of Virginia continued operations— never shutting down or ceasing operations for even a single day. In fact, across North America, this was the norm at the ports. This was an impressive feat across the industry, which Edwards attributed to extensive collaboration between the ports and their partners.

The war in Ukraine added an additional challenge. As a marketplace, this crisis was insignificant to US ports. However, there was significance in the increased US military sealift cargo going out on US flag carriers.

The other side of sustainability are the demands of getting to carbon zero. The Port of Virginia has set a goal to reach net carbon zero emissions by 2040. This is a goal the port has set for itself voluntarily, but it is one that is compatible with the goals of many sealift carriers.

ECONOMIC IMPACT OF PORTS

Ports through the pandemic were a very stabilizing impact on the economy. While they went through an initial two-month shock, ports surged business. So, their impact on the economy is up considerably.

Transportation took a huge gain during the pandemic.

“I think transportation and warehousing across the Nation, although we’ve created a lot of headline news, we’ve actually been really really good for the economy,” said Edwards.

US EAST COAST GATEWAY

US East Coast gateways differ from their West Coast counterparts in that they go to a wider number of destinations and are not as singularly focused on Asia. Despite this, China remains their top trading partner.

During lockdown, orders went to China because it was the only country that had the capability to produce the volume being ordered. However, due to tariffs, the goods being purchased were higher priced.

Even with higher priced goods, production trends are still moving towards South East Asia and India.

“Our fastest growing trading partner is India, our second fastest is Vietnam,” said Edwards. “For this port [Port of Virginia], China is still the dominant player.”

The Port of Virginia terminals include the Newport News Marine Terminal, which is a SDDC strategic asset; Richmond Marine Terminal, one of the marine highway ports; and the two large container

terminals Norfolk International Terminal and Virginia International Gateway. Its Portsmouth Marine Terminal is an old facility being reconditioned into an offshore wind home.

MAINTAINING FLUIDITY

The Port of Virginia hits everywhere in the Midwest by rail. To keep cargo moving, the port worked with its rail partners to maintain fluidity, accelerating parts of its network to accommodate slowdowns in other areas.

Speed to market and e-commerce demands mean more freight is being deconsolidated local to the port and then trucked to its destination. This change is probably permanent. This reduces the Nation’s ability to pivot to quicker distribution patterns when problems arise. Transload capacity is being built to provide the ability to pivot.

The Port of Virginia is both the port authority and marine terminal operator, which provides the ability for robust integration and utilization for surge capacity.

“We are a technology integrator. So, all the technologies that are deployed, all of our operating systems, they’re ours,” explained Edwards. “But, it’s a single point to market. It’s a single truck reservation system.

It’s a single ‘where’s my container’ position. Single integration with the railroads.

All the assets and equipment are ours, so cranes and any other equipment that is needed are ours. We also run the intermodal chassis pool.”

In addition to integration, to keep things moving during times of congestion, the Port of Virginia and others like it made changes to their operating procedures.

Rather than accepting ships based perfectly on the contracted days, ships were taken in the right order for port fluidity. And, in some cases, a port may choose to protect certain ships or cargo. Terminal operators must closely consider the relationship between dwell time and capacity to optimize operations.

INFRASTRUCTURE

Using state and federal funding, projects are underway to deepen and widen the Port of Virginia. This will help the port accommodate deeper cargo ships and to provide the ability to have two-way traffic through the port increasing birth capacity.

Another infrastructure project includes building a $19 million central rail yard at one of its terminals. This rail yard will uti-

lize automation, taking the port’s annual rail lift up to 610,000 lifts and providing ample surge capacity. In addition, the port has plans for automating a portion of another terminal. The investment of $650 million will provide 800,000 lift capacity.

“You’ll end up with the port having the three most modern terminals on the East Coast to keep cargo moving in the same way, through automation, giving us better truck service, giving us the better ability to handle ships that are on or off schedule,” explained Edwards.

Finally, while not a port infrastructure project, the Hamptons Roads Bridge Tunnel is being expanded from four to eight

Rather than accepting ships based perfectly on the contracted days, ships were taken in the right order for port fluidity. And, in some cases, a port may choose to protect certain ships or cargo. Terminal operators must closely consider the relationship between dwell time and capacity to optimize operations.

lanes. As one of the area’s largest freight arteries, this is of huge significance to the Port of Virginia. With this project, the port will realize greater resiliency. And, together these investments will mean improvements to the roads, rail, channels and modernized terminals.

KEY TAKEAWAYS

Edwards summarized key takeaways for the audience: • Sustainability goals are fully compatible with strong operations • There is a need for agility – you must be able to adjust your operations constantly and look for the common good to keep the trade moving • There must be modernized gateways • Buffer and surge capacity are no longer for Just-in-Time, they are needed for Just-in-Case • We must sustain investments • We must foster stakeholder collaboration and knowledge

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Global Force Projection: Evolving Port and Surface Deployment Requirements

from its civilian counterparts remains consistent. She added that, “As we face an increasingly complex security environment, we must look to strengthen the relationships and continue to grow together.”

EVOLVING CHALLENGES

“S

DDC [Military Surface Deployment and Distribution Command] exists to deploy, move and sustain the armed forces. To deliver readiness to the point of need at the right point at the right place every time—that is our purpose,” explained MG Heidi Hoyle, SDDC’s Commanding General. “And, as we execute this purpose as a member of the Joint Deployment and Distribution Enterprise [JDDE], we are committed to integrating, synchronizing and providing global deployment and distribution capabilities to deliver and sustain the joint forces in support of our nation’s objectives.

“As Transcom’s [US Transportation Command] US Army service component command and a major subordinate command to the Army Materiel Command [AMC], we are the global intermodal surface connectors integrating the JDDE and Army Materiel Command’s Materiel Enterprise at echelon. We connect the surface requirements through the distribution network nodes to the point of need to responsibly project power and to deliver the desired results in support of combatant commands and the total joint force.”

Hoyle’s comments on SDDC were made as part of her keynote address during the Surface Force Projection Conference (SFPC).

THE CONNECTED MINDSET

“While the scope of global movements change little, the scale at which DOD [Department of Defense] and our commercial 26

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The point-to-point mindset must be replaced with the idea that it is a network of connected supporting movements.

This connected mindset allows all partners to better realize the full level of support needed to enable operations in any theater for any operation.

partners have increased significantly. This increasing scale, as well as the need for the pinpoint accuracy to enable the warfighter to the point of need is more reliant on connected networks,” explained Hoyle.

“The point-to-point mindset must be replaced with the idea that it is a network of connected supporting movements. This connected mindset allows all partners to better realize the full level of support needed to enable operations in any theater for any operation.

“SDDC, with our 5,200 geographically dispersed Surface Warriors works with this mindset as the connective tissue to US Transportation Command between the 3PLs to ensure support for every Soldier, Sailor, Airman, Marine, Coastguardsman, and, now, Guardians, regardless of their location.”

Hoyle explained that while military transportation has adapted and evolved over time, and the scope and scale can change, the military’s need for support

“As the rapid technological changes present new challenges from adversaries in every operating domain, they comparatively affect current force readiness. In the complex strategic environment, we must prioritize how we can support global surface deployment to a rapidly adapting joint force, while continuing to secure our assets and our networks.”

SDDC is in a transition period as the newly released National Defense Strategy (NDS) causes changes in many facets of operations. “One area highlighted in the National Defense Strategy is the limited investment in logistics readiness of past years. A significant change noted that logistics is going to be a combat multiplier going forward in the future,” said Hoyle.

“The physical situation that exists with how we have to execute that strategy is going to have a huge impact on our ability to move cargo in rapid and accurate manners and conduct that advancement towards the future needs of our services,” said Hoyle.

She noted that the SDDC also faced challenges related to changes to updated environmental policies which she felt would impact how effectively the command could do business to support the warfighter. Partnership will be key to overcoming these challenges and allowing the command to remain resilient and agile in support of the warfighter while providing the integrated and synchronized global distribution and deployment capabilities to the point of need.

Even during a transitional time, SDDC remains responsible for the planning, synchronization and integration of endto-end movements, ensuring successful deployments and redeployments. This includes coordinating adequate lift via rail, truck and vessel.

EFFECTIVE GLOBAL TRANSPORTATION MANAGEMENT

“When looking at potential future largescale moves, the process becomes more robust,” said Hoyle. “As we focus on ensuring the joint force is fully supported, our focus shifts to threefold: The first, coordi-

nating with US Transportation Command to drive sealift vessel selection, and this includes a selection of types and kinds of liners, charters or activations. Number two, coordinated with [US] Forces Command, to select the optimal seaport for force closure. And, number three, synchronizing to the left of the seaport of operation and to the right of the seaport of debarkation for surface movements with Army and joint force elements for end-to-end surface movements.

“Global transportation management is a process that includes coordinating efforts in the planning, programming, budgeting and execution process. Developing unified or coordinated management procedures and systems for planning and using DOD and civilian transportation systems during exercises and operations with centralized traffic management. To promote effective global transportation management and in-transit

visibility, the supporting transportation and distribution information enterprise must be effective, efficient, and secure.”

COLLABORATION IS KEY

Hoyle described the importance of communication with the command’s partners.

But that communication requires balancing providing information early to allow for preparation, but not so early that the information becomes inaccurate as the customer requirements are identified.

“We must continue to collaborate in order to maintain flexibility in our logistics network, so that we will succeed in future operations and contingencies. The world today is a different place than it was tenyears ago, five-years ago, and even one-year ago. Global supply challenges and high demand have taught SDDC and the Department of Defense as a whole that we cannot take capacity and availability for granted.

We have to communicate and collaborate with industry regularly—now more than ever—if we’re going to be able to move the joint force globally to our point of place, our point of choosing, to deter those individuals that challenge our values.”

LOOKING AHEAD

“People and technology are at the center of our ability to project the force at scale and speed,” said Hoyle.

Touching on the technology aspect, Hoyle said, “Collectively we can agree that the advances of IT and cyber arenas have effectively contributed to our ability to project the force at scale and speed. However, the risks in cybersecurity have created a challenge that we must address head-on.”

With cybersecurity at the forefront, SDDC continues to improve its abilities by adopting technology and automating processes. DTJ

Mark Your Calendar!

We look forward to seeing you next year at the Surface Force Projection Conference taking place May 15-18, 2023, at Christopher Newport University in Newport News, Virginia.

PLATINUM SPONSORS

GOLD SPONSORS

SILVER SPONSORS American Maritime Congress • Port of Beaumont Port of Corpus Christi Authority • The Port of San Diego 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 AAT Carriers, Inc. + PLUS Agility Defense & Government Services + PLUS Air Transport Services Group (ATSG) + PLUS AIT Worldwide Logistics, Inc. + PLUS ALARA Logistics + PLUS Amazon Web Services + PLUS American President Lines, LLC + PLUS American Roll-on Roll-off Carrier (ARC) + PLUS Amtrak + PLUS Atlas Air Worldwide Holdings + PLUS Bennett + PLUS Cervello Global Corporation + PLUS CGI Federal + 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 Global Guardian + PLUS Hapag-Lloyd USA, LLC + PLUS International Auto Logistics + PLUS Kalitta Air LLC + PLUS Landstar System, Inc. + PLUS Liberty Global Logistics + PLUS Maersk Line, Limited + PLUS Matson + PLUS Microsoft Federal + PLUS National Air Cargo, Inc. + PLUS Omni Air International, LLC + PLUS Patriot Maritime + PLUS Salesforce + PLUS SAP + PLUS Schuyler Line Navigation Company LLC + PLUS Sixt rent a car + PLUS Southwest Airlines + PLUS TOTE Group + PLUS Tri-State Motor Transit Co. + PLUS United Airlines + PLUS US Ocean, LLC + PLUS Waterman Logistics + PLUS AEG Fuels Air Charter Service American Maritime Partnership Amerijet International, Inc. Berry Aviation, Inc. BNSF Railway Boeing Company Boyle Transportation Bristol Associates Choice Hotels International Coleman Worldwide Moving 28

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CSX Transportation CWTSatoTravel Echo Global Logistics, Inc. Ernst & Young Global Logistics Providers LLC ICAT Logistics KGL Leidos McKinsey & Company National Air Carrier Association

Norfolk Southern Corporation SAP Concur Sealift, Inc. Telesto Group LLC The Pasha Group The Port of Virginia Transportation Institute U.S. Bank Freight Payment Union Pacific Railroad Western Global Airlines 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 Able Freight Accenture Federal Services Admiral Merchants Motor Freight, Inc. Akua Inc. Alacran 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 At Ease Rentals Corporations ATS Specialized, Inc. Avis Budget Group Baggett Transportation Company Beltway Transportation Service Benchmarking Partners, Inc. Bolloré Logistics BWH Hotel Group Cornerstone Systems, Inc. Council for Logistics Research Cypress International, Inc. Dash Point Distributing, LLC Delta Air Lines Drury Hotels LLC Duluth Travel, Inc. (DTI) EMO Trans, Inc. Estes Forwarding Worldwide Eurpac Evanhoe & Associates, Inc. Excl Hospitality - Suburban Suites/ MainStay Suites Eyre Bus Service, Inc. FSI Defense, A FlightSafety International Company GeoDecisions Global Secure Shipping Green Valley Transportation Corp.

Guidehouse Hilton Worldwide REGIONAL PATRONS ACME Truck Line, Inc. Amyx Atlas World Group International C5T Corporation CakeBoxx Technologies, LLC CarrierDrive LLC Cartwright International Columbia Helicopters, Inc.

Hyatt Hotels IHG Army Hotels Intermodal Logistics Consulting Inc. International Association of Movers International Longshoremen’s Association (ILA), AFL-CIO Interstate Moving | Relocation | Logistics Kansas City Southern Railway Company K&L Trailer Sales and Leasing Keystone Shipping Co. Langham Logistics, Inc. LMI Marine Engineers’ Beneficial Association Mayflower Transit McCollister’s Global Services, Inc. Mercer Transportation Company mLINQS National Charter Bus National Corporate Housing, Inc. National Industries for the Blind (NIB) National Motor Freight Traffic Association, Inc. National Van Lines, Inc. Nika Corporate Housing Northern Air Cargo, LLC Omega World Travel One Network Enterprises, Inc. ORBCOMM PD Systems, Inc. Perfect Logistics, LLC Perimeter Global Logistics (PGL) Pilot Freight Services Placemakr Plateau GRP PODS Enterprises LLC Port of Beaumont Port of Corpus Christi Authority Port of San Diego Ports America Portus Prestera Trucking, Inc. Procharter Prosponsive Logistics PTS Worldwide Radiant Global Logistics

Dalko Resources, Inc. Enterprise Management Systems HLI Government Services JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Lineage Logistics Lynden, Inc. Move One Logistics

Radisson Hotel Group Ramar Transportation, Inc. Rampart Aviation Red Roof Inn RedStone Logistics RESIDE Worldwide, Inc. Ryzhka International LLC Sabre SAIC Savi SeaCube Containers Seafarers International Union of NA, AGLIW SEKO Logistics Selsi International Inc. SSA Marine St. Louis Union Station Hotel a Curio Hotel Collection by Hilton StarForce National Corporation Stevens Global Logistics, Inc. Swan Transportation Services The DeWitt Companies The Flight Lab Aviation Consulting LLC The Hertz Corporation The Roosevelt Group The Suddath Companies TMM, Inc. Toll Group TLR – Total Logistics Resource, Inc. Trailer Bridge Transport Investments, Inc. Transportation Intermediaries Assn. (TIA) Travelport Trinity Shipping Company TTX Company Tucker Company Worldwide, Inc. U.S. Premier Locations Uber Technologies, Inc. United Van Lines, Inc. UPS US1 Logistics Women In Trucking Association, Inc. World Fuel Services – Defense Solutions Yellow

North Carolina State Ports Authority NovaVision Inc. Overdrive Logistics, Inc. PITT OHIO Port Canaveral Port of Port Arthur 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

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Cont’d from Pres. Corner pg. 9 Regarding future leaders, I am happy to report that the NDTA Scholarship Committee awarded 18 scholarships this year and represented the largest dollar amount NDTA has ever awarded. All this is made possible by your generous donations— where one-hundred percent of donations go to scholarships! Another component of the Scholarship Program is that each awardee is offered the opportunity to be matched with an industry mentor. We believe this is an outstanding way to ensure students get guidance and perspective while attending university, etc.

Recently in May, NDTA and The Center for American Studies at Christopher Newport University hosted the Surface Force Projection Conference. We had

outstanding attendance and content from SDDC, Army Futures Command and the Maritime Administration. Mr. Ernest Bezdek from the NDTA Ports Subcommittee and Mike Cashner from the Surface Transportation Committee headed up the effort. There was strong messaging from the Army that readiness for rapid deployment at the Division level is a top priority in the National Defense Strategy (NDS).

The NDS calls for the Army to campaign (with forward presence), especially in Europe and in the Indo-Pacific. Additionally, Army leadership is focusing on “Logistics, Logistics, Logistics” as a result of lessons learned from Russia’s invasion of Ukraine.

Likewise, there is a strong and growing recognition that the Army will need significant watercraft support, especially in the Indo-Pacific theater.

There is much more to follow! We are full steam ahead in our planning for the Fall Meeting in St. Louis 17-20 October 2022. Please register now!

Also, the 2023 GovTravels Symposium will be held February 27 – March 1, 2023.

Registration will be opening soon and we are hoping to have a record setting crowd along with our co-sponsor, the Defense Travel Management Office. Please visit the NDTA HQ website for details!

Again, enjoy this great edition of the DTJ. In the future you may want to contribute your own article in this educational publication. Please contact us if you wish to do so!

Sail fast and stay focused in these times.

com/statistics/1244066/global-manganeseproduction-volume-by-country.

Paul Moore, “China’s Shanghai Zhenhua Signs Contract For Supply Of Two Bucketwheel Stacker-Reclaimer Systems To Gabon Manganese Mining Major Comilog,” International Mining Home Page, November 24, 2021, https://im-mining.com/2021/11/24/ chinas-shanghai-zhenhua-signs-contract-supplytwo-bucketwheel-stacker-reclaimer-systemsgabon-manganese-mining-major-comilog/.

“What is Digital Security: Overview, Types, and Applications Explained, Simple Learn Home Page,” February 15, 2022, https://www. simplilearn.com/what-is-digital-security-article.

“Gabon: Leading ICT-Connected Country In Central And Western Africa Thanks To Judicious Investments,” The World Bank Home Page, June 24, 2018, https://www.worldbank. org/en/news/feature/2018/06/25/gabonleading-ict-connected-country-in-central-andwestern-africa-thanks-to-judicious-investments.

“What is Digital Security: Overview, Types, and Applications Explained, Simple Learn Home Page,” February 15, 2022, https://www. simplilearn.com/what-is-digital-security-article.

Magda Cocco, “Gabon Data Protection Overview,” Data Guidance Home Page, July 2021, https://www.dataguidance.com/notes/ gabon-data-protection-overview.

Elaine Dezenski and John D. Austin, Rebuilding American Foreign Policy with Ally Shoring, (Washington, D.C.: The Brookings Institute, June 8, 2021).

“H.R. 1616 European Energy and Diversification Act of 2019” US Congress Home Page, accessed on January 9, 2022, https://www.congress.gov/bill/116th-congress/ house-bill/1616/text.

G. James Herrera, National Stockpiles Background, and Issues for Congress, CRS Report No R46340 (Washington, DC: Congressional Research Service, June 15, 2020), https://sgp. fas.org/crs/natsec/IF11574.pdf.

41. “Executive Order on the Designation to Exercise Authority Over the National Defense Stockpile,” The White House Home Page, October 31, 2021, https://www.whitehouse.gov/ briefing-room/presidential-actions/2021/10/31/ executive-order-on-the-designation-to-exerciseauthority-over-the-national-defense-stockpile/.

42. Mayia Clark, Revitalizing the National Defense Stockpile for an Era of Great-Power Competition, (Washington, D.C.: The Heritage Foundation, January 4, 2022).

43. “C-11 Special Services and Programs,” The Defense Security Cooperation Agency Home Page, accessed on January 3, 2022, https:// samm.dsca.mil/chapter/chapter-11.

44. Paul Gray, Program Manager, Defense Security Cooperation Agency, Special Defense Acquisition Fund, telephone interview by author, January 17, 2022.

45. John A. Tirpak, “Climbing out of the Munitions Hole,” Air Force Magazine, March 22, 2019.

46. Larry M. Wortzell, Military Mobilization in Communist China, (Arlington, VA; The Association of the US Army, December 18, 2020).

47. Robyn Dixon and Paul Sonne, “At Great Risk for Ukraine and Russia, Putin Signals a Dark Endgame,” The Washington Post, February 24, 2022.

48. Patriotic Mobilisation in Russia, Europe Report Nbr 251, (Brussels, Belgium: International Crisis Group, July 4, 2018).

Cont’d from pg. 19 23. Yasmin Tadjdeh, “Study Finds US Defense Industrial Base on Negative Trajectory,” Defense News Home Page, February 2, 2021, https://www.nationaldefensemagazine.org/ articles/2021/2/2/report-finds-us-defenseindustrial-base-on-negative-trajectory.

24. “Expanding Trade and Port Capacity in Georgia” US Defense Finance Corporation Home Page, accessed on January 9, 2022, https://www.dfc.gov/investment-story/ expanding-trade-and-port-capacity-georgia.

25. “US Relations with Georgia,” US State Department Home Page, accessed on January 16, 2022, https:// www.state.gov/u-s-relations-with-georgia/.

26. “Bolstering Gabon’s Critical Infrastructure,” US Development Finance Corporation Home Page, accessed on January 3, 2022, https://www.dfc. gov/investment-story/bolstering-gabons-criticalinfrastructure.

27. The official homepage of the World Bank, accessed on January 3, 2022, https://lpi. worldbank.org.

28. “Bolstering Gabon’s Critical Infrastructure,” US Development Finance Corporation Home Page, accessed on January 3, 2022, https://www.dfc. gov/investment-story/bolstering-gabons-criticalinfrastructure.

29. “US Relations with Gabon,” The US Department of State Home Page, accessed on January 16, 2022, https://www.state.gov/u-srelations-with-gabon.

30. “Extractive Industries,” Open Development ME Kong Home Page, September 17, 2018, https:// opendevelopmentmekong.net/topics/extractiveindustries/.

31. “Promoting Exploration, Mining, and Investments,” Republic of Gabon Home Page, accessed on January 3, 2022, http://www. industries.gouv.ga/object.getObject.do?id=730.

32. “Production volume of manganese worldwide in 2020 by country,” Statista Home Page, accessed January 16, 2022, https://www.statista.

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Best always, W. A. Brown

DTJ INDEX OF ADVERTISERS American President Lines, LLC................................ 31 American Roll-on Roll-off Carrier (ARC).....................5 Bennett Motor Express, LLC........................................4 Crowley Logistics, Inc..................................................6 FedEx Government Services.................................... 32 Landstar Transportation Logistics, Inc.......................3 Maersk Line, Limited...................................................2

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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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