Defense Transportation Journal

Page 1

The Official Publication of the National Defense Transportation Association

October 2022


the Occasion


| Defense Transportation Journal | OCTOBER 2022 |


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| Defense Transportation Journal | OCTOBER 2022

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| Defense Transportation Journal | OCTOBER 2022

DRIVEN BY HEROES The Army & Air Force Exchange Service goes where our Nation’s military goes. Since 1895, the Exchange has strengthened the readiness and resiliency of Soldiers, Airmen, Guardians and their families.

The Department of Defense’s largest retailer, the Exchange provides needed tastes of home in all 50 states and more than 30 countries. 100% of Exchange earnings are reinvested in the military community, including support for Qualityof-Life programs. In 2021, $205 million in dividends were generated for these critical programs. The Exchange benefit goes beyond tax-free shopping and military-exclusive pricing. Each year, the Exchange provides 700,000 combat uniforms to troops and supports the military in contingency locations with stores, mobile field Exchanges and imprest funds. Last year, the Exchange served 4.2 million school lunches to military children at DoDEA schools. Overseas bakeries produce millions of products with American flour each year. Water-bottling plants produce more than 4 million gallons of water a year, ensuring overseas troops have potable water. Behind this support is a comprehensive logistics operation with 10 worldwide distribution centers,


the Exchange’s own import program and the 10thlargest private retail fleet in the U.S. Today, the Exchange is the defense transportation system’s third-largest customer. The Exchange is investing in technology to transform operations and increase productivity in the wake of the pandemic. The Exchange has implemented a state-of-the-art warehouse management system at five of its distribution centers, with plans for all distribution centers to be operating on the new software by the end of 2023. The new system provides a 10% to 17% boost in productivity. The Exchange also invested in a powerful fleet management system, working with USTRANSCOM, which is adding real-time analytics and informing better transportation decision making. Planned innovation efforts include the implementation of augmented reality at the Exchange’s new distribution center in Korea and leveraging robotics to reduce ecommerce costs by 30% at its largest distribution center in Virginia. |



| Defense Transportation Journal | OCTOBER 2022

October 2022 www.n



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Officia l News letter Add pu blicatio to your n email a s@ndtahq ddress book

FEATURES October 2022 • Vol 78, No. 5 PUBLISHER



By Gen. Jacqueline Van Ovost, USAF



Leah Ashe |



By Scott M. Hopper


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




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NDTA FOUNDATION HALL OF FAME.................................................................................... 12 PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)............................................... 13 CYBERSECURITY LESSONS FROM THE FIELD | Ted Rybeck............................................... 34 CHAIRMAN’S CIRCLE............................................................................................................ 36 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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SUBSCRIPTION RATES: One year (six issues) $40. Two years, $60. Three years, $75. To foreign post offices, $45. Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit POSTMASTER: Send address changes to: Defense Transportation Journal 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296

We encourage contributions to the DTJ and our website. To submit an article or story idea, please see our guidelines at

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


Claudia Ernst Director, Finance and Accounting Lee Matthews VP Marketing and Corporate Development Jennifer Reed Operations Manager Leah Ashe Membership Manager Rebecca Jones Executive Assistant to the President & CEO Denny Jeong Project Coordinator For a listing of current Committee Chairpersons, Government Liaisons, and Chapter & Regional Presidents, please visit the Association website at

NDTA FOUNDATION HALL OF FAME The National Defense Transportation Association Foundation recognizes our most special donors for their gracious financial support to academic scholarships supporting our future logistics and transportation leaders.

VISIONARY SOCIETY Contribution over $100K

EDITORIAL OBJECTIVES The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense logistics and transportation and the partnership between the commercial transportation industry and the government transporter. DTJ stimulates thought and effort in the areas of defense transportation, logistics, and distribution by providing readers with:

PATHFINDER SOCIETY Contribution $25K - $49,999

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


| Defense Transportation Journal | OCTOBER 2022

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 to find out more.

PRESIDENT’S CORNER Upward and Onward— Our Community Continues to Grow

NDTA President & CEO

It is a humbling honor and privilege to be at the helm (along with the NDTA Board of Directors) of such a great organization of professionals and patriots. It has been an eventful year as we head into the 2022 NDTA-USTRANSCOM Fall Meeting, considering the Russian Invasion of Ukraine, US response to support allies, efforts to overcome supply chain challenges, and the continued shift to the Indo-Pacific. We have also seen a tremendous increase in collaboration with allies, partners, and friends on a variety of issues. And, to add to everything else,

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we have a challenging national and global economic situation. All the while, we keep a watchful eye on the health and well-being of our citizens vis-à-vis COVID. If you are not following key government and military leader rotations, I wanted to highlight a few you should know. All of these folks have been meeting with NDTA leadership. They have embraced the Transportation and Logistics military and commercial enterprise that represents the largest logistics network of capability this nation or any other has ever seen. We welcome Hon. Alan Estevez as the Under Secretary of Commerce for Industry and Security, US Department

Ready to Serve

as of October 3, 2022


VADM William A. Brown, USN (Ret.)

Greetings NDTA Team/Family,


of Commerce; Hon. Ann Phillips as Administrator of the Maritime Administration (MARAD), US Department of Transportation; LTG John Sullivan, USA, as Deputy Commander, USTRANSCOM; Lt Gen Randall Reed, USAF, as Deputy Commander, Air Mobility Command (AMC); Lt Gen Leonard Kosinski, USAF, as Director, Joint Staff J-4; MG Heidi Hoyle, USA, in her new role as the Deputy, Army G4; MG Gavin Lawrence, USA, as the new ComSee Pres. Corner pg. 38


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Together, We Cultivate Doubt in Our Adversaries By Gen. Jacqueline Van Ovost, USAF Commander, US Transportation Command


he situation in Ukraine has once again highlighted the importance of global logistics and the complexity of projecting and sustaining combat forces. For the past few months, we’ve witnessed Russia struggle to effectively supply their troops just 75 miles from its border, while we moved significant amounts of weapons and supplies halfway across the world. While the US Transportation Command (USTRANSCOM) team makes the impossible look easy, we’ve worked hard on building and strengthening a robust network of allies and partners, including commercial industry, that we can leverage in times of crisis. The last few years has seen a dramatic rise in the criticality of logistics in competition and crisis. In each occurrence, USTRANSCOM has demonstrated our logistics prowess that has enabled our Nation to achieve our stated objectives. But we can’t allow past success to impede future growth. The future of logistics will look very different. Ongoing changes in the security environment are profound. The growing ability of adversaries to interdict our logistics capabilities across all domains presents considerable challenges as we face great power competition on a global scale. This has significant implications for our ability to sustain our strategic comparative advantage of projecting a decisive force anywhere in the world. We have enjoyed this advantage for many decades, demonstrating our ability to build up and unleash combat power with relative impunity against a less complex set of challenges. 14

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Throughout the Cold War, our strategy relied upon a persistent forward presence, reflected in a robust network of forward bases, airfields, ports and railheads. Today, however, over 85 percent of the Joint Force resides in the United States. As a result, we rely upon our ability to swiftly transport and set conditions for military action from a more challenging starting point to respond to global threats. CHANGING WITH THE CHARACTER OF WAR

Favorable global posture is critical to our ability to project power, and it starts at home. The genesis of our logistics lines of communication is our national highways, rails, and seaports, providing the foundational platforms to project forces globally. For decades, military planners assumed force projection would occur in an uncontested environment. Now we must be prepared to face direct challenges across all

US Air Force photo by Master Sgt. Matthew Plew/Released.

This has significant implications for our ability to sustain our strategic comparative advantage of projecting a decisive force anywhere in the world.

domains, threatening our ability to deliver the necessary force to the point of need. Our adversaries have means—kinetic and non-kinetic—to target and impact our stateside deployment and logistics enterprise, and their capabilities increase each day. Even as our forces depart the United States, the risk persists across their transit. Military leaders and planners must now assume a contested deployment and sustainment of the Joint Force from stateside garrisons and bases, to ships or aircraft, to deployment locations.

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The National Defense Strategy (NDS) makes clear that we are in the “decisive decade.” The People’s Republic of China seeks to diminish US influence and displace the current rules-based international order. This places them as our Nation’s pacing threat. The NDS also states Russia poses an acute threat, as demonstrated by its unprovoked invasion of Ukraine. As adversaries look to degrade our power projection capabilities, we must continually assess and refine to meet the evolving geopolitical landscape and focus on strengthening and diversifying our infrastructure and agreements to maintain this advantage. As the world changes, the advantage USTRANSCOM brings to our Nation must evolve at the same pace and scale. While we have had great success over our 35-year history as a functional combatant command, we must continue to innovate and accelerate the changes necessary to remain ready now and in the future. We have sharpened our focus on air and maritime fleet recapitalization and modernization, along with new concepts of operation to ensure we can deploy rapidly in the contested environment. The talents of the USTRANSCOM team will lead the transportation enterprise to victory against any adversary and maintain our strategic advantage. We are America’s secret weapon, we underwrite the lethality of the Joint Force, advance American interests around the globe, and provide our Nation’s leaders with strategic flexibility while creating multiple dilemmas for our adversaries. SEED, FEED, GROW

Integrated deterrence, campaigning, and building enduring advantages are the actions the NDS calls for from the Department of Defense (DOD). As USTRANSCOM and the Joint Deployment and Distribution Enterprise (JDDE) implement the strategy, we seed, feed, and grow doubt in our adversaries. Through integrated deterrence, we seed doubt with the adversary that they can achieve their objectives. This key concept relies on our global logistics posture to facilitate the projection and sustainment of combat-credible forces where needed. To remain responsive and resilient abroad, we utilize the diversity of nodes and routes through commercial and military capabilities at key strategic locations. Strong relationships with allies and partners are paramount as they facilitate our 16

| Defense Transportation Journal | OCTOBER 2022

US Navy photo by Bill Mesta/Released.

US Army photo by Pierre-Etienne Courtejoie/Released.

access, basing, and overflight options, creating a robust distribution network and affording us a positional advantage. This requires a whole-of-government approach, oriented towards strengthening our enroute infrastructure and international agreements to combine with our scalable capacity to generate expanded senior leader decision space—this combination of posture and capacity represents a strategic advantage unique to our Nation. The speed and reliability at which we can employ forces and deny opposing objectives seeds doubt— and our competitors know it. We feed doubt in our adversaries by campaigning to strengthen deterrence. This begins with geographic combatant commanders’ clearly defined, threat informed objectives against which the command is able to posture and plan. Paramount to our decision process are consideration for vital supply prepositioning and deliberate actions to establish resilient lines of communication. In response to supported Combatant Commander objec-

tives, we mass our military and commercial capacity to generate tempo in concert with other instruments of national power. USTRANSCOM is also focused on enhancing transportation capabilities through fleet recapitalization, modernization, and new operational concepts. Largescale exercises enhance our interoperability with allies, partners, and commercial industry by incorporating evolving operational maneuvers where we must aggregate to fight and then disaggregate to survive. From commercial consolidated replenishment at sea with tactical advisors onboard supporting command and control, expanding international port agreements or contracts, air-refueling credible strike platforms that integrate with allied aircraft, and even inserting Marine High Mobility Artillery Rocket System via airlift to shoot and move—USTRANSCOM is committed to leveraging our resilient and secure lines of communication wherever needed, feeding the doubts of the competitor.


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By building enduring advantages we grow doubt by reducing our vulnerabilities while accelerating development of our capabilities. Our risk in the cyber domain is great and one of my highest areas of concern is how to conduct globally integrated command and control in dynamic contested environments. We must be able to apply limited resources to the highest priorities and recover from disruption. USTRANSCOM cyber mission assurance and modernization initiatives currently underway are working to enhance our network safeguards, protecting our diverse portfolio of information technology systems, which are contingent on secure networks and ac-

Any advantage of technology is irrelevant if our warfighting forces are unprepared for the rigors of competition.

cess to trusted data. Rapidly transforming this data into knowledge is how we create decision advantage and outpace our competitors. Achieving this involves the use of large volumes of data and sophisticated analytics where every platform is a warfighting sensor, connected to the grid or battle network. All these efforts reflect the department’s Joint All-Domain Command and Control (JADC2) strategy, which aims to enable the Joint Force to “sense, make sense, and act.” Any advantage of technology is irrelevant if our warfighting forces are unprepared for the rigors of competition. From the tactical to the strategic level, few resources matter more than the diversity, skill, and leadership of our officer, enlisted, and civilian members. The development, training, and empowerment of those committed to serve must remain a priority. Retention of their talents and experience can make all the difference— a lesson worth learning from Russia, where conscripts fill their ranks without the benefit gained from the leadership and experience of a non-commissioned officer corps. Without our people, we can’t grow that doubt. ENTERPRISE SUPPORT TO ALLIES AND PARTNERS IN EUROPE

Recent successes in Operation Allies Refuge and delivery of aid bound for Ukraine have validated our reputation and generated momentum; however, we cannot rest 18

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on our laurels—the risks are too great. Our competitors are watching our every move and quickly digesting lessons learned to improve their positions. Our support to recent events in Europe has demonstrated all facets of the seed, feed, grow approach. Support to allies and partners in Europe underscores the importance of having an agile mobility force, with both a strategic airlift fleet that can deliver immediately, within hours of notification, and the available sealift that can deliver a much greater volume of materiel that is essential to delivering and sustaining large combat forces. Working across the enterprise to draw equipment from different locations across the globe, transport it into Europe, and transfer it to our partners that will take it directly to the battlefield has been a remarkable feat and demonstrates the value of our partnerships. Before the invasion, commercial partners rushed to airlift supplies and munitions into Ukraine. When called, Air Mobility Command (AMC) airlifted members of the 82nd Airborne Division, refueled fighter aircraft, and deployed tankers into theater to expand the North Atlantic Treaty Organization’s (NATO) organic capabilities and strengthen NATO’s Eastern Flank. Simultaneously, the Joint Enabling Capabilities Command deployed joint planners, tacticians, and communication capabilities on short notice to all echelons, from the Joint Staff and down into US European Command (USEUCOM) and subordinate commands, to create crucial linkages at all levels. Then, to reinforce our allies with additional combat power, our Surface Warriors from Military Surface Deployment and Distribution Command (SDDC) accelerated deployment of the 3rd Armored Brigade Combat Team from the United States, leveraged our line haul truck-and-train rail networks, transported vehicles to the port of Charleston, loaded them onto commercial ships, and downloaded them at four different ports in Europe. Our Military Sealift Command (MSC) activated cargo, oil tanker, and crane vessels, then command and controlled them via onboard tactical advisors and secure communications to participate in underway replenishment operations supporting the carrier strike group in the Mediterranean and Defense Logistics Agency Europe fuel resupply. Together, SDDC and MSC delivered Bradleys, Abrams, ammunition, fuel and other vital supplies where needed. Finally, AMC deployed significant volumes of troops and, along with significant support from our

commercial partners, continues to deliver critical lethal aid for Ukraine’s defense. This is how the US projects rapid and reliable power through military and commercial means—fort to port, port to fox hole, airfield to airfield. CALL TO ACTION

USTRANSCOM’s strategic flexibility is not merely a function of our modal capacity, it is a result of our vast constellation of allies, partners, and commercial partners that enable our global posture. All indicators of future operations point to an increased demand to deploy, maneuver, sustain, and redeploy. As we look to the future, we must prepare for operations with a higher tempo, over greater distances. Any concept of operation must include time-synchronized, multinational operations where logistics is fully integrated with all other joint warfighting functions to achieve desired effects. Our forces must be postured to take advantage of localized domain superiority in both time and space through the employment of tailorable and integrated packages. Leveraging data and analytics will force an evolution from pull to push logistics, where we can forecast supply needs based on expenditure rates and deliver them without prompting. This will require the enterprise to broaden our understanding and employment of maneuver far past service-centric concepts and holistically understand their cumulative draw on our finite capacity. Within a changing strategic and operational landscape, our logistics and mobility enterprise will continue to play an integral role in assuring our Nation’s defense. Our adversaries continue to grow all-domain threat capabilities, on par with our own in some areas and with the momentum to surpass us in others. Make no mistake, the actions we take now will have a profound effect on our ability to project and sustain a combat credible Joint Force in contested environments. As we meet in St. Louis for the USTRANSCOM and National Defense Transportation Association Fall Meeting, I ask each of you to bring your questions, raise concerns, and provide any recommendations and solutions you may have. This forum is the place to have difficult discussions and bring about new ideas, as well as continue to build on our relationships. We can’t surge trust during a crisis, and the Nation depends on our allies, partners, and the entire JDDE to deliver in a time of need. See you at the Union Station Hotel! DTJ

Digital Transformation to Carry the World Forward By Scott M. Hopper, Director, Technology & Consulting, Crowley Solutions


ver the past few decades, Department of Defense (DOD) logistics planners have increased operational focus on frictionless movement and efficiency, prioritizing low inventory and delivery at minimum cost as an approach to address tight budgets and the highly dispersed deployment of troops. But the lack of data standards and inability to integrate and connect with data from shipping lines, ports, terminal operators, truckers, railroads, warehouses, and cargo owners increases costs and delays the movement of cargo. To dependably achieve distribution goals, effective DOD logistics operations require technical transformation to enhance transparency, business insights, and endto-end visibility across the extended supply chain, including In-Transit Visibility (ITV). CHALLENGES FACING MODERN DEFENSE LOGISTICS

The global transportation industry has been affected by ongoing supply chain disruption, port and warehousing congestion, and labor crises caused by the Covid-19 pandemic and exacerbated by the war in Ukraine. Daily transportation operations face numerous challenges including crew shortages, cost and availability of bunker fuel, growing threat posed by cyber risk, and the drive to improve sustainability. To manage costs and sustain capabilities critical to national security, the DOD requires diverse, predictable, secure, resilient, and sustainable supply chains. This resiliency requires visibility, agility, and redundancy, but the lack of digital infrastructure and transparency makes our Nation’s supply chain brittle.

DOD’s logistics lifecycle from procurement tends to be reactive and does not directly associate actions and information from the various steps and variety of sources from initiation through completion. DOD works with thousands of vendors and suppliers, each of which provides its own range of capabilities. Innovations in Machine Learning (ML), low-energy sensors, big data, and real-time data feeds have developed to supply real-time data on assets in-transit from any point on the globe and deliver that data to any device in the world. With such disparate data, DOD experiences persistent problems tracking shipments and maintaining ITV, leading to delays in delivery and additional labor costs to research status and complete delivery. In addition, climate change and energy considerations are already affecting military operations and readiness. As one of the world’s largest owners of vehicle and ship fleets,

To better manage shipments, DOD systems need to incorporate the broad range of data from all of these sources to facilitate an evergrowing spectrum of business processes.

DOD’s activities to address its Environmental, Social, and Governance (ESG) challenges will have a significant impact as the US transitions to a more efficient, climate-friendly, and resilient infrastructure. Dependence on unstable, unreliable, non-renewable energy supplies are a threat to operational readiness. In a March 2021 Message to the Force, Secretary of Defense Lloyd Austin stated, “We face a growing climate crisis that is impacting our missions, plans, and capabilities and must be met by ambitious, immediate action.”

Features of the DFTS |


To better manage shipments, DOD systems need to incorporate the broad range of data from all of these sources to facilitate an ever-growing spectrum of business processes. Crowley is leading a movement towards more integrated supply chains through an advanced digital platform, enabling actionable business insights and intelligence by leveraging data, ML, and emerging technologies. The company is investing to enhance supply chain planning, augment ITV, improve Artificial Intelligence (AI)-driven predictive analytics, increase enroute flexibility, enhance security, and progress toward its own ESG goals. Experience dictates that connected operations driven by a digital business acumen is the core to create Supply Chain 4.0 and strengthen the national supply chain. Crowley is committed to a more dynamic, efficient future. As a trusted partner to the United States Government for more than 130 years, the company has supported the movement of materiel across land, air, and sea. Now, it looks to support the movement of strategic data across new platforms, enabling greater connectivity than ever before. Supply chains operate within an increasingly complex environment, often

disjointed, with dynamic sets of variables. To maintain the dexterity necessary to efficiently operate in this dynamic environment Crowley executes as an “asset light” third-party logistics (3PL) provider that relies heavily on data and technology solutions to optimize supply chains for federal clients. This strategy supports Crowley’s extensive partnering within the small business community to spread the business equity and support DOD operations in a socially responsible manner. Crowley has invested in processes and technologies that have expanded its resources and expertise, and helped create stronger solutions and a better world. These investments in new processes and data-driven innovation

is focused on creating a sustainable business for the company’s customers and people. PANORAMA OF INTEL FOR EFFICIENT LOGISTICS OPERATIONS

With the advent of newer technologies, vast amounts of data are being created everyday encompassing structured, unstructured, streaming, spatiotemporal, and real-time data. Crowley has been investing to develop domain specific tools, data connectors, ML algorithms, and automated Quality Assurance/Quality Control (QA/QC) solutions to integrate data from disparate data sources to solve critical logistics problems. Crowley has built a cognitive data engineering platform that provides improved visibility, rapid response, load optimization, better control, coordination of customs documentation, structured user-centric customer experience, ITV, and predictive insights into the origins of logistics challenges, offering prescriptive suggestions for improvements. The platform consumes data from disparate data sources and runs automatic data quality checks and enriches data governed and managed by AI-driven automation. The processed data acts as a single source of truth (SSOT) and can be easily consumed by any downstream applications like reporting services, ML algorithms, and users for service analytics. Each step of data processing is well orchestrated to ensure freshness and quality of data for users to discover insights with a few simple clicks. CASE STUDIES

Crowley operates the DOD Defense Freight Transportation System (DFTS), moving goods and an enormous volume of cargo between suppliers and DOD sites worldwide. Crowley has been processing more than 60 million transactions a year using the platform. Aggregating over 30 million data points from multiple shippers, carriers, TMS systems, and applications. The platform interfaces with 77 government systems, 2,200 carriers, and 10 internal systems. 20

| Defense Transportation Journal | OCTOBER 2022

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The data engineering platform’s intelligent automation capability has been successfully implemented to solve critical business problems at DOD and create value with low investments across the entire supply chain.

Crowley has been processing more than 60 million transactions a year using the platform. Aggregating over 30 million data points from multiple shippers, carriers, TMS systems, and applications. The platform interfaces with 77 government systems, 2,200 carriers, and 10 internal systems.

As an example, Crowley has automated and improved DOD’s Proof of Delivery (POD) processing, improving the efficiency of a critical part of the logistics process. Delay in POD submission causes a delay in the payment process, which is further aggravated when volumes are very high. Around 33,000 POD documents were being rejected due to illegible writing; this was compounded


| Defense Transportation Journal | OCTOBER 2022

when multi-page PODs were split into individual pages causing duplication issues. Roughly 4,000 of the rejected PODs had to be manually resolved. This manual-intensive process was automated end-to-end via the platform’s robotic process automation (RPA) capability. Automation reduced the rejection rate by 80%, equivalent to a savings of 1,500 labor hours a year as well as improving the customer-to-carrier payment time by 75%. Data visibility has always been a challenge in the industry with data being spread in multiple systems like TMS, Billing Systems, Customer Relationship Management (CRM), Electronic Logging Device (ELD), SharePoint, etc. These data silos create barriers to information sharing and collaboration across departments. Even simple questions like ‘Where is my shipment?’ cannot be answered. Crowley’s platform goes beyond just “where’s my stuff,” it can answer what the company calls the H5W for shipments: the how, where, when, what, who, and why. A United States Department of Health and Human Services (HHS) customer was experiencing challenges in the distribution of N-95 masks nationwide. Orders for the shipments were spread across mul-

tiple source systems, making it extremely difficult and time-consuming to track and report shipment information. To bring visibility to the supply chain, Crowley leveraged the platform’s capability to ingest data from multiple sources with ease and then transform it into a data mart that would provide 360-degree information about the shipment. This single source of truth helped improve the load visibility by 80%. Crowley’s cognitive platform can scale up as needed for processing-intensive AI/ML applications like price prediction, backhaul identification, and load optimization. This solution serves as a singular federated entity to produce business insights at scale focusing on supply chain workflows that include connected logistics, UAV, marine and aviation, global predictive maintenance, and tank monitoring applications. With 20+ years of experience in optimizing government transportation and distribution systems, Crowley understands the technical challenges of working with thousands of vendors, moving hundreds of thousands of shipments, maintaining data integrity, and operating in a sustainable manner. Crowley’s success is how it carries the world. Forward. DTJ

Preserving US Army Transportation History By BG Gil Harper, USA (Ret.)


ne of the almost 7,000 artifacts displayed at the Army Transportation Museum at Fort Eustis, Virginia, is a passenger car from the Berlin Duty Train. The train was established in 1945 and approximately 80,000 soldiers, family members, and civilian employees

traveled between the Allied sectors annually. Each train consisted of three sleeping cars, an escort car, and a mail and freight car. COL Norbert Grabowski, USA (Ret.), commanded one of the trains as a lieutenant in 1959. Many may remember Norb for his long service as an NDTA staff member following his military retirement.

During a passage through East Germany, a refugee broke a window to board the train to seek asylum. Upon discovering the escape attempt, East German and Soviet authorities would not allow the train to leave East Germany. Lieutenant Grabowski argued for nineteen hours before reluctantly relinquishing the man over to Soviet authorities. The individual served two years in prison, but survived and was reunited with COL Grabowski in 1998. The US Army Transportation Museum is the only museum dedicated to preserving the rich history of US Army Transportation. From horse-drawn wagons used during the Revolutionary War to the armored vehicles of today, the story of the Army’s Transportation Corps is told through exhibits, models and dioramas. The museum is frequented by over 90,000 visitors, students, and historians each year. It also hosts reunions and military ceremonies to maintain the history and culture of Army Transportation. If you would like to know more about the historical artifacts and how you can help preserve them, please visit DTJ |


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| Defense Transportation Journal | OCTOBER 2022

NDTA has a number of awards that recognize individual and corporate members, as well as chapters and military units that have excelled in fostering the goals and aims of the association. We congratulate this year’s award winners and thank them for their contributions to the association, and to the greater logistics and transportation community. |


JOSEPH A. TORSANI MEMORIAL AWARD FOR LIFETIME SERVICE & ACHIEVEMENT Over the course of decades, COL Joseph A. Torsani, Jr., USA (Ret.), dedicated his time, leadership and logistics expertise to the National Defense Transportation Association. COL Torsani served tirelessly in key positions at the state and national levels, and truly embodied NDTA’s values and commitment to education, knowledge sharing and fostering the next generation of professionals. In his memory and in the spirit of his many contributions to the Association, NDTA proudly presents the Torsani Award, the highest honor the Association can bestow, on a special basis to recognize many years of service to and advocacy for NDTA.

M Ms. Kirstin Knott

VP Global Commercial FedEx

s. Kirstin Knott is awarded the 2022 Joseph A. Torsani Award for Lifetime Service and Achievement by the National Defense Transportation Association. Over the past thirty plus years, Ms. Knott has devoted herself to serving and supporting the United States of America initially with the US Air Force and then most significantly with the FedEx Corporation. Her work at NDTA and particularly as part of US Transportation Command’s “Fourth Component” has been critical to NDTA’s ability to accomplish its mission of ensuring a strong national defense. Ms. Knott’s leadership is exemplified through action. Over the course of her career at FedEx, she is a five-time recipient of the 5 Star Award for outstanding leadership and contributions. While serving as an NDTA member, she led for many years as the NDTA Washington DC Chapter President and then on the NDTA Executive Board of Directors as the Chair for the Education and Professional Development Committee. Ms. Knott’s focus on education and professional development at NDTA were significant and her individual efforts resulted in FedEx scholarship donations to the NDTA Foundation totaling over $125,000 over a 17-year period. On many different occasions Ms. Knott served as speaker, moderator, or panel member at numerous NDTA and Military Surface Deployment and Distribution Command (SDDC) conferences and meetings. She ensured FedEx’s exhibits at NDTA Forums and Fall meetings were significant and impactful. Ms. Knott was a great ambassador for NDTA and encouraged her employees to support and participate in NDTA local activities. She was always looking for opportunities to connect with NDTA Chapter and members across the country. A difference maker, she always rolled up her sleeves and got to work. Ms. Knott brought in influential keynote speakers such as Mr. Fred Smith, FedEx Chairman and CEO, to speak at NDTA events, shared innovative ideas and participated in professional development events. Ms. Knott’s leadership was further exemplified in 2020, through her work with the US Government’s Operation Warp Speed as she provided valuable insights regarding industry’s ability to provide the logistics and transportation support needed to combat the COVID-19 pandemic. Ms. Knott’s exemplary service and advocacy for NDTA’s goals and objectives and are in keeping with the highest honor NDTA can bestow and provide an example for all members to emulate.


M Mr. Jeff Crippen

(Former) President and CEO Omni Air International Incorporated


r. Jeff Crippen, former President and Chief Executive Officer of Omni Air International Incorporated, is awarded the National Transportation Award for his truly profound contributions to the logistics and transportation industry and their application to the Department of Defense (DOD), enabling a strong national security. He is a proven professional and leader who understood the important role industry played in support of the US Government. Mr. Crippen’s philosophy when working with the DOD was to “always do what is best for the country and our Nation, never put company over country.” When the DOD wanted to modernize the Civil Reserve Air Fleet (CRAF) program, Jeff responded by moving Omni’s fleet from high fuel burn DC10-30’s to a fleet of modern B777 and B767 aircraft. This move saved the government millions of dollars in fuel, and increased service and reliability. Regardless of the crisis, Mr. Crippen responded with action including shifting Omni’s air fleet from Europe to Asia to support tsunami relief operations in Japan; flying humanitarian relief supplies to Haiti and in support of many other natural disaster relief operations; and providing innovative solutions to support numerous missions such as the Afghanistan evacuation operation. He demonstrated that rare ability to identify the problem and in parallel provide solutions that helped US Transportation Command (USTRANSCOM) and DOD provide the Combatant Commander with the support where and when it was needed. For his truly distinctive service to industry and our Nation, Mr. Jeff Crippen is awarded the NDTA National Transportation Award.

| Defense Transportation Journal | OCTOBER 2022


V VADM Dee Mewbourne, USN (Ret.)

(Former) Deputy Commander US Transportation Command (USTRANSCOM)

ADM Dee L. Mewbourne, USN (Ret.), is awarded the NDTA National Defense Leadership Award for his contributions to strategic, operational, and tactical logistics and transportation operations during his four decades of service to our Nation while serving in the United States Navy and the Joint Warfighting Force. His service includes key leadership positions as a Flag Officer, including Commander, Military Sealift Command (MSC), and Deputy Commander, USTRANSCOM. Through his personal leadership efforts, USTRANSCOM forged strong relationships with the commercial industry in the Defense Industrial Base. This was particularly important during the COVID-19 pandemic of 2020-2021 as USTRANSCOM pivoted to support the Department of Defense (DOD) and Department of Homeland Security (DHS) in logistical efforts to keep required goods and equipment flowing through critical distribution nodes. VADM Mewbourne also sustained these communications through Operation Allies Refuge and subsequent operations to support Ukraine. He is a strong supporter of the NDTA-USTRANSCOM Fall Meeting, and has taught at the Transportation Academy on many occasions. For his service, with great distinction, to the Nation and the goals of NDTA, VADM Dee L. Mewbourne is presented the National Defense Leadership Award.


M Mr. Guy Beougher

(Former) Deputy Director for Logistics Operations Defense Logistics Agency (DLA)

r. Guy Beougher, SES (Ret.), is hereby presented the NDTA DOD Distinguished Service Award for his over forty years of service to the Department of Defense (DOD) and federal service in the technical fields of logistics, energy and transportation in support of the Joint Warfighting Force. As a member of the Senior Executive Service, serving at the General Officer/Flag Officer level, his leadership serving as Deputy Director for Logistics Operations at the Defense Logistics Agency (DLA) and Executive Director at DLA Energy has led to the DOD’s ability to support every operation the Department has undertaken during his tenure to protect the homeland and support forces deployed forward. For his truly distinctive service to our Nation and DOD, Mr. Guy Beougher is awarded the NDTA DOD Distinguished Service Award.


T RADM Mark Buzby, USN (Ret.)

(Former) Administrator US Maritime Administration (MARAD)

he Honorable Mark H. Buzby, Rear Admiral, USN (Retired) is hereby presented the NDTA Distinguished Government Service Award for his truly inspirational leadership serving as the Administrator of the United States Maritime Administration from August 2017 to January 2021. His strong leadership at MARAD advocating to Congress for support for the Jones Act, the Voluntary Intermodal Sealift Agreement (VISA), and the Maritime Security Program (MSP) were of particular importance to the Nation. Likewise, during the COVID-19 pandemic of 2020-2021, he focused on removing barriers for continued maritime operations and communicating a strong relationship with the maritime industry. Under his leadership, he and his team were able to keep the relationship with industry open through fostering the use of the NDTA. Prior to becoming the Administrator at MARAD, Admiral Buzby served with distinction as the President and CEO of NDTA. For his exceptional inspiration and leadership, the Honorable Mark H. Buzby is presented the NDTA Distinguished Government Service Award. |



T Jeff Olenick

Chief, Movement Support Division Military Surface Deployment and Distribution Command (SDDC)

he NDTA Board of Directors has selected Mr. Jeffrey Olenick for the National Defense Transportation Association President’s Award for his incredible contributions to the Department of Defense transportation and supply chain communities, as well as the transportation service providers across the full spectrum of sealift, rail, and motor freight and line haul carriers. As the Chief, Movement Support Division, Headquarters SDDC, Jeff ’s extensive knowledge of Department of Defense (DOD) organic and commercial sector transportation capabilities, capacities, rules, and regulatory requirements have proven invaluable to the Joint Deployment and Distribution Enterprise (JDDE). Under his superb leadership, his team’s daily contact with customers and our much heralded “Fourth Component” industry partners have been key to the successful movement of myriad large unit deployments, as well as hundreds of thousands of sustainment cargoes (containers) across the globe. A dynamic forward thinker, Mr. Olenick’s ability to quickly analyze and provide supportable solutions across the JDDE have been instrumental in forecasting and moving DOD materiel from the onset of the COVID-19 pandemic through the most recent Executive Order 14042 directing testing and vaccine requirements for rail and truck operators entering military installations. Likewise, his uncanny knowledge of transportation contracts (including the Universal Services, Guantanamo Bay, and Multi-Modal contracts, over 50 worldwide Stevedoring and Related Terminal Services contracts, and thousands of tenders of service) ensure customers have the right tools in place to execute efficient and effective transportation across the globe. With an undisputed reputation for delivering factual and actionable solutions, he is clearly the “go to” person for all things surface transportation within SDDC. Mr. Jeff Olenick’s many achievements and contributions to NDTA and the DOD community are exceptional and richly deserving of this prestigious recognition.

T Mr. Philip Benjamin

(Former) Director Defense Travel Management Office (DTMO)

he NDTA Board of Directors has selected Mr. Philip Benjamin, former Director of DTMO, as a recipient of the 2022 NDTA President’s Award for his dedicated support to NDTA. Mr. Benjamin is a Life Member of NDTA and, since 2015, has been vital to the success of the NDTADTMO GovTravels Symposium. During his time at DTMO, Mr. Benjamin played key roles in both the establishment and evolution of DTMO as the single focal point for commercial travel, managing the Department’s $10B travel enterprise. He recognized the importance of building trust and close working relationships between government and industry commercial travel experts and the need to bring the community together to achieve the best results. With that in mind, he worked closely with NDTA to develop the annual GovTravels Symposium. Along with the GovTravels Symposium, Mr. Benjamin represented DTMO in Government Passenger Travel Advisory Council and NDTA Board meetings. He moderated GovTravels panel discussions and was a strong advocate for education and professional development of the government and industry passenger travel community. Mr. Philip Benjamin is a credit to himself, the US Government and NDTA, and deserves our thanks and recognition for his efforts to maintain a strong US national defense.

T COL George Topic, USA (Ret.)

Vice Director Center for Joint & Strategic Logistics


he NDTA Board of Directors has selected Mr. George Topic, COL, US Army (retired) as a recipient of the 2022 NDTA President’s Award. While working at the Joint Staff ’s Center for Joint Strategic Logistics, COL Topic has been an ardent supporter for Joint Warfighting concepts, which include Contested Logistics. Possessing valuable insights and working behind the scenes, COL Topic advocated for the furtherance of a strong relationship between industry and government to inform the discussion regarding Contested Logistics. To that end, he encouraged NDTA’s President to become involved in a Joint Staff exercise regarding Contested Logistics, which included industry participation at higher classification levels. COL Topic has displayed this type of leadership and initiative for many years. For his insights, advice and persistence—along with his love for logistics—COL George Topic is presented the NDTA President’s Award for 2022.

| Defense Transportation Journal | OCTOBER 2022


T Mr. Adam T. Yearwood

Director, Transportation Office of the Deputy Assistant Secretary of Defense (Logistics)

he NDTA Board of Directors has selected Mr. Adam Yearwood, Director of Transportation, Office of the Assistant Secretary of Defense for Logistics, as a recipient of the 2022 NDTA President’s Award. During his government career, Mr. Yearwood has distinguished himself by repeatedly identifying and solving difficult logistics and transportation problems for our government and industry. To do this, he brought together government and industry leaders to observe, orient, decide and act. Mr. Yearwood co-established and collaborated with the US Air Force on a managed spend request for the National Security Space Launch (NSSL) program, which resulted in the realignment of roughly $700 million in obligations to managed spend. Considering the Department of Defense’s (DOD) response to COVID, Mr. Yearwood actively campaigned for inclusion of NDTA in the weekly Office of the Undersecretary of Defense for Acquisition & Sustainment (OSD A&S) industry calls expanding and improving the interaction between the logistics and transportation industry and the government on important issues. Mr. Yearwood provided DOD decision makers with information regarding commercial transportation capabilities and advocated for the Maritime Security Program (MSP) and Voluntary Intermodal Sealift Agreement (VISA) as critical components of the DOD’s ability to deploy around the globe. He served as the DOD’s Jones Act expert, ensuring that policies were appropriately applied in response to COVID-19, energy, and other crises. For over 27 years, Mr. Yearwood has distinguished himself as an NDTA member, speaking, engaging and participating. Mr. Adam Yearwood is a credit to himself, the US Government, and the National Defense Transportation Association and deserves our thanks and recognition for his efforts to maintain a strong US national defense.

T Mr. Larry Larkin

Principal, Stratvantis LLC and Chair, NDTA Foundation

he NDTA Board of Directors has selected Mr. Larry Larkin, Chairman of the NDTA Foundation, as a recipient of the 2022 NDTA President’s Award for his dedicated support to NDTA and the NDTA Foundation. Mr. Larkin has served as a member of the Board of Directors for the National Defense Transportation Association for over 13 years and, during that time, also served as the NDTA Foundation Chair. In this role, he has been responsible for raising and providing funds for the scholarships that NDTA provides each year for college students pursuing an education in logistics and transportation. Mr. Larkin’s passion and desire to help students solve the challenges associated with paying for the increasing costs of college tuition led him to producing and implementing the “NDTA Foundation Fundraising Campaign Plan” and the development of the NDTA Foundation Strategic Plan, “A Bridge to the Future.” Through these programs and Mr. Larkin’s individual efforts, the NDTA Foundation has grown and is positioned to achieve higher scholarship giving levels, helping NDTA achieve its goal of developing future logistics and transportation leaders. Mr. Larry Larkin’s accomplishments as the NDTA Foundation Chair are in keeping with the finest traditions of the National Defense Transportation Association and he deserves to be recognized and honored for all that he has personally done to advance education and to develop our future leaders.

T Mr. John Becker

(Former) Interim President American Moving and Storage Association (AMSA)

he National Defense Transportation Association Board of Directors has selected Mr. John Becker for his dedication and devotion to the United States during more than 30 years of combined service in the Department of Defense (DOD), government, and private sector transportation industry. Mr. Becker started his transportation career as a US Air Force active-duty traffic manager with overseas assignments in the United States Pacific Command and was deployed to Afghanistan. After a distinguished active-duty military career, John began a civil service career as the Personal Property Rates Team Lead in the Business Management Office, Headquarters Military Surface Deployment and Distribution Command (SDDC), US Army. Mr. Becker’s knowledge and expertise in the Defense Personal Property Program (DP3) helped improve the moves for all military members with advances in a rate-filings, data analysis, special solicitations, and other DP3 enhancements. His extensive experience in the DP3 led to his selection as the Vice President of Military Policy for the American Moving and Storage Association (AMSA) developing policy and procedures to support both DOD and General Services Administration personal property programs. Mr. Becker’s career culminated as the Interim President for AMSA overseeing legislative affairs, regulatory initiatives, membership benefits, education, training, and military policies. He made great strides in educating consumers on the moving industry. Throughout his career and his long-standing NDTA membership, Mr. Becker directly contributed to the NDTA mission by fostering productive, solution-oriented efforts to build bridges across the diverse transportation requirements of the US Military, Government, and industry. |




Andrew Artaserse, CSU Maritime Academy Taylor Cross, The Pennsylvania State University Benjamin Davis, Berkeley University of California Abigail Freeman, The University of Tennessee Lucca Martin, West Virginia University Lilly Svenningsen, The University of Tennessee Teleri Wilt, Massachusetts Maritime Academy Ms. Tara Feilmeier-Novak


Chief, Movement Support Division Logistics Management Specialist US Transportation Command (USTRANSCOM)

s. Tara Feilmeier-Novak is awarded the Distinguished Service Award for her dedication in furthering the aims and objectives of the National Defense Transportation Association. She distinguished herself as the Programs Director with the Scott-St. Louis Chapter of the NDTA and was instrumental in maintaining the continuing successful operations of the Chapter. During her twenty plus years with the Chapter, primarily as the Programs Director, Ms. Feilmeier-Novak actively coordinated 150 lunches, social events, speaking engagements, and mentoring opportunities, while also supporting golf tournaments, conventions, and National Transportation Week. As the longest standing member serving a position, Ms. Feilmeier-Novak has been the bedrock of the organization. Her dedication and enthusiasm spanned numerous tenures of Presidents, Vice Presidents, Treasurers, Secretaries and even positions that have been integrated and disestablished. She advised them all with the same care and unwavering support that has ensured the survival of this organization. Her genuine concern for the partnership between military and commercial transporters and logisticians has had untold positive results around the globe and continues today in the spirit of people in which she has fostered the same dedication and understanding. Such volunteerism is critical to the successful operation of an all-volunteer organization. Ms. Feilmeier-Novak dedication to the Scott St. Louis NDTA Chapter and her willingness to serve others is in keeping with the highest of standards and reflect most favorably on the NDTA. In recognition of these accomplishments, Ms. Tara Feilmeier-Novak is hereby awarded the National Defense Transportation Association’s Distinguished Service Award.


Jasper Byrne, University of California, Santa Barbara Eleanor Eungard, Christopher Newport University Carson Freeman, The University of Tennessee Blanca Inosencia Negrete, California State University, Long Beach Mattelyn Meeks, University of Arkansas Daniel O’Leary, Maine Maritime Academy Geneice Thompson, University of Wisconsin-Green Bay William Russell Woodhour, University of Delaware PROGRAM C

Esther Erby, The University of Arizona Global Campus PROGRAM D

Kyla Elzinga, George Mason University Nina Roche, University of Maryland CHRISTOPHER NEWPORT UNIVERSITY NATIONAL SECURITY SCHOLARSHIPS

Hope Hunter • Daniel Shelton • Corrine Ruocco NDTA ACADEMIC SCHOLARSHIP PROGRAMS NDTA offers four scholarship/tuition assistance programs to NDTA members and their financial dependents, as well as one scholarship for students at Christopher Newport University. • •

• •

ACADEMIC SCHOLARSHIP PROGRAM A: To encourage good college students to study the fields of logistics, transportation, supply chain, physical distribution, and passenger travel services. ACADEMIC SCHOLARSHIP PROGRAM B: To assist high school graduates achieve their academic goals in the fields of business/ management, logistics, transportation, supply chain, physical distribution, and passenger travel services. ACADEMIC SCHOLARSHIP PROGRAM C: To encourage good distance learning college students to study the fields of logistics, transportation, supply chain, physical distribution, and passenger travel services. ACADEMIC SCHOLARSHIP PROGRAM D - The Denny Edwards Graduate Scholarship: For graduate degree students majoring in the fields of logistics, transportation, supply chain, physical distribution, and passenger travel services; to provide college scholarship opportunities for NDTA members. CHRISTOPHER NEWPORT UNIVERSITY NATIONAL SECURITY SCHOLARSHIPS: This scholarship will provide financial assistance to students studying in a field that supports the US national defense. Up to three scholarships will be awarded annually to students studying in US national security studies and are junior fellow in the Center for American Studies at Christopher Newport University.

NDTA scholarship/tuition assistance funds can only be disbursed to an academic institution on behalf of the successful applicant. If the institution is not known at the time an application is submitted, the successful applicant must submit documentation showing that he/ she has in fact been accepted by an institution as a full-time student before disbursements can be made.


| Defense Transportation Journal | OCTOBER 2022

NDTA CORPORATE DISTINGUISHED SERVICE AWARDS This award is presented annually to corporate members that have provided outstanding service in support of NDTA’s goals and programs at the local and national levels.

Accenture Federal Services Agility Defense & Government Services AIT Worldwide Logistics, Inc. American Maritime Congress American President Lines, LLC American Roll-on Roll-off Carrier ArcBest Atlas Air Worldwide Holdings Bennett BNSF Railway Co. CakeBoxx Technologies LLC Cervello Global Corporation CGI Federal Choice Hotels International Crowley CWTSatoTravel Deloitte DHL Enterprise Holdings Ernst & Young FedEx Freeman Holdings Group Global Logistics Providers Hapag-Lloyd USA, LLC IHG Army Hotels International Auto Logistics Kalitta Air Landstar Liberty Global Logistics Maersk Line, Limited Matson McCollister’s Global Services, Inc. Microsoft Federal National Air Cargo Norfolk Southern Corporation Omega World Travel Omni Air International One Network Enterprises, Inc. Plateau GRP Port of Beaumont Port of Port Arthur PTS Worldwide Radiant Global Logistics SAP SAP Concur Schuyler Line Navigation Company Southwest Airlines The Pasha Group The Port of Virginia The Suddath Companies TOTE Transportation Institute Tri-State U.S. Bank Freight Payment United Airlines US Ocean Waterman Logistics Wyndham Hotels & Resorts, Inc. Yellow

NDTA FOUNDATION AWARDS The NDTA Foundation fosters the growth and development of our next generation of logistics and transportation professionals by providing annual academic scholarships. The NDTA Foundation Awards recognize corporate and individual donors who have made a significant and lasting investment in the NDTA Foundation, as well as for contributions on an annual basis. The 2021/2022 award winners are: PATRON

Atlas Air Worldwide Holdings American Roll-On Roll-Off Carrier Group Inc. Matson, Inc ADVOCATE

Suddath • Mr. Steven Kraabel Kalitta Air LLC • Crane Worldwide Logistics

NDTA INSTRUCTOR OF THE YEAR AWARD In conjunction with the senior logistics chiefs from each of the Services, the NDTA Instructor of the Year Awards honor instructors from the service transportation schools. Criteria for award selection are established by the military services and include such measures as the individual’s technical knowledge, teaching skills, selfdevelopment, and general leadership abilities.


CW3 Sarah Stone

United States Army Transportation School’s Marine Warrant Officer Advanced Course, Marine Intermodal Training Department (MITD) Fort Eustis, Virginia


Mr. Tyler Ward

Navy Supply Corps School Newport, Rhode Island |



Since 1966, NDTA has honored units of the military services that have performed outstanding service in transportation or a related field. These units are selected for this recognition by each of the services.


Charlie Company (C. Co) 524th Division Sustainment Support Battalion 25th Division Sustainment Brigade Schofield Barracks, Hawaii

Charlie Company (C. Co), 524th Division Sustainment Support Battalion, 25th Division Sustainment Brigade, provides personnel, convoy security, containerized and break-bulk cargo transportation of multiple classes of supply support to United States Army Pacific (USARPAC), and regional partners to enable operational freedom of action throughout the United States Indo-Pacific Command Area of Responsibility. Over the past year, C. Co, stationed at Schofield Barracks, Hawaii, has been the driving force enabling the entire 25ID to train, fight, and win, accruing unsurmountable statistics during the globally affecting pandemic of COVID-19. Despite the pandemic C. Co completed over 300 missions with a rotation at JRTC. At JRTC alone they completed 67 missions transporting over 4,026 PAX with zero incidents, 55,000 gallons of Class I (B), 264 Pallets of Class IV, and 16,896 cases of Class I (Rations). The company also assisted with the upload, offload and transportation of 100 pieces of rolling stock. At home, C. Co supports a reoccurring USARPAC ammunition mission moving various amounts of ammunition containers from Waipio Point on the island of Oahu. This supports every division field level exercise leading up to the culminating JRTC or JPMRC rotation. C. Co is also the primary transportation resource that is utilized to move equipment and containers from Schofield Barracks to the port located at Joint Base Pearl Harbor Hickam. In the last year alone, they have moved over 400 containers to aid in training exercises taking place in the Philippines, Thailand, and Indonesia. Their most recent assignment was supporting Operation Ohana with the main mission of responding to the Red Hill Fuel Leakage Crisis. Their response was picking up water and transporting HIPPOs and water buffalos to various water points. Working as a 24-hour operation, C. Co was able to deliver over 550,000 gallons of bulk wa32

| Defense Transportation Journal | OCTOBER 2022

ter and 200,000 gallons in palletized bottled water to the Aliamanu Military Reservation. C. Co’s impact has also been felt through the Brigade as they make up 65% of the total amount of gun crews in the brigade with 24 qualified crews. C. Co leads the Battalion and Brigade in all transportation missions with excellence, they plan, train, and execute all efforts with attention to detail, discipline, passion, and flexibility according to US Army Doctrine.

Marine Corps

as the primary logistical connector of choice for III MEF and MCIPAC operational units throughout Japan, Korea and the Philippines. The year 2021 was a dynamic, challenging, and rewarding one for “MAGIC.” The unit excelled in its primary mission, provided a service to the warfighter, and lived up to its motto ‘’Servire Existamus – We Exist to Serve”. For the many accomplishments listed above and due to the individual contributions of its personnel, Headquarters and Headquarters Squadron, Marine Corps Air Station Futenma, has set itself apart as a unit worthy of selection as the 2021 National Defense Transportation Association Military Unit of the Year.


Headquarters & Headquarters Squadron Marine Corps Air Station Futenma Okinawa, Japan

Through exceptional mission accomplishment and commitment to Marine Corps Installations Pacific (MCIPAC), III Marine Expeditionary Force (III MEF), and United States and allied partner forces throughout 2021, the Marines and Civilians of Headquarters and Headquarters Squadron, Marine Corps Air Station Futenma distinguished themselves not only as the premier Operational Support Airlift (OSA) squadron in the Marine Corps, but also as one of our Nation’s foremost operational aviation transportation providers. Operating two UC-35D (Cessna Citation Encore) and a single UC12W+ (Beechcraft King Air 350) based out of Marine Corps Air Station (MCAS) Futenma, Okinawa, Japan, “MAGIC” flew an estimated 440,000 nautical miles, transporting 1,484 passengers, and 34,569 pounds of cargo to more than eight countries. In the midst of high-uncertainty and the global volatility of the COVID-19 pandemic, a large number of military and commercial logistical connectors were severely limited or completely halted, preventing normal movement of personnel, cargo, and supplies. From 01 January 2021 to 31 December 2021, “MAGIC” aircraft and aircrew rose to the occasion filling the void. During this period, “MAGIC” relieved burdens on US Transportation Command (USTRANSCOM) with bottlenecked Department of Defense (DOD) travel and provided time-sensitive rescue mission support to multiple squadrons


Naval Supply Fleet Logistics Center Sigonella, Italy Naval Supply Systems Command (NAVSUP) Naval Air Station Sigonella, Sicily, Italy

NAVSUP Fleet Logistics Center Sigonella (FLCSI) is the designated lead for Naval Forces Europe and Africa global logistics and husbanding services, traffic management, ocean terminal operations, postal/fleet mail centers, household goods, and other services related to transportation, such as accountability for material handling equipment and border clearance and customs, covering 29 million square miles of land and sea operating spaces. With this designation, FLCSI aligns operational logistics and transportation strategy through robust communications and deliberate planning with area logistics stakeholders and deployed units. By these links, it delivers combat capability to the warfighters and their families, while sustaining efficiency and effectiveness through continued process improvements. FLCSI’s logistics and transportation missions enable warfighter and warfighting capabilities and fulfill full-range maritime support operations and theater security cooperation throughout our area of responsibility. From the High North, encompassing the Greenland-Iceland-United Kingdom gap, and the Baltics; from Redzikowo, Poland, and Deveselu, Romania, to the Black Sea, and across the whole expanse of Mediterranean Sea; and from the Horn of Africa

stretching throughout the littoral countries of the Africa continent to the Iberian Peninsula, FLCSI’s highly diverse and inclusive teams magnificently delivered NAVSUP products and services to the warfighters 24/7. Operating with a workforce comprised of over 600 military, host nation partners, US civil service personnel and contractors, FLCSI has collaborated with NAVSUP Weapons Systems Support Transportation, US Transportation Command (USTRANSCOM), US Postal Service, Joint Military Postal Agency, US Sixth Fleet area logisticians, and Third-Party Logistics transportation providers in executing operational logistics and transportation missions, resulting to increased warfighter readiness during Phase 0 to Phase 1 operations and, when required, to Phases 2 and 3. In summary, the tactical execution of FLCSI’s logistics missions has led to operational and strategic accolades for NAVSUP and noteworthy successes for FLCSI in Calendar Year 2021.

load of improved Navy lighterage onto a USNS ship, enabling the ship to sail on time. In total, NCHB-5 Sailors provided 12,670 personnel days supporting operations and exercises worldwide. The Battalion is poised to continue momentum for years to come. For Calendar Year 2021, the levels of readiness achieved and support provided were exceptional. These accomplishments prove the Battalion’s merit and are worthy of being recognized as the 2021 National Defense Transportation Association Military Unit Award.


The 379th Expeditionary Logistics Readiness Squadron at Al Udeid Air Base, Qatar, enables combat airpower for the United States Air Force’s largest expeditionary wing. Comprised of 420 Total Force Airmen and 20 contractors, the Squadron serves as United States Central Command’s busiest logistics hub for joint reception, staging, onward movement and integration. In 2021, the Squadron guided 144 missions supporting over 22,000 personnel while serving as a linchpin for the Afghan retrograde, earning the United States Air Force Air Combat Command’s Maj. Gen. Warren R. Carter Logistics Readiness Daedalian Award. The 379th “One-Eyed Jacks” are home to the Air Force’s largest ground transportation section and the service’s only munitions movement cell. This team generated over 56,000 missions moving 621,000 passengers and 99 million pounds of cargo while also delivering 1,700 munitions to eliminate 488 enemy targets. In addition, the Vehicle Management Flight oversees the Air Force’s largest vehicle lease contract valued at $95 million. In 2021, this team completed 347 audits, cutting a five-year invoice backlog and saving $2 million. These mechanics completed over 2,500 repairs servicing the Air Force’s second-largest vehicle fleet and they achieved a 94% mission capable rate, a three-year high! Furthermore, the Fuels Management Flight innovated specialized fuel operations. During the theater-wide Operation AGILE SPARTAN, this team achieved the Air Force’s first ever operational use of the fluid powered additive injector cart, powering eighty air

Navy Cargo Handling Battalion FIVE (NCHB-5) Fifth Navy Expeditionary Logistics Regiment Joint Base Lewis-McChord, Washington

For Navy Cargo Handling Battalion FIVE (NCHB-5) Calendar Year 2021 started with much hope and optimism as a vaccine for COVID became available. Inability to train together had posed a significant challenge to maintaining operational proficiency. With inperson events becoming a reality, key surface and air events were executed that provided refresher training. Building on a solid foundation that had been laid over years of effort, the Battalion executed a readiness assessment in June with an overall score of 98.41%, while certifying ten surface cargo hatch teams, a first for any reserve Cargo Handling Battalion. Immediately following the readiness assessment, 70 NCHB-5 Sailors deployed to five locations spanning two global Areas of Responsibility. These Sailors provided critical support to 2,534 Combatant Commander missions, proudly representing NCHB-5 and FIRST Navy Expeditionary Logistics Regiment. In total the members moved 3,146 military personnel, 7,079 evacuees, 3,021,021 pounds of cargo, 240,799 pounds of mail, and issued and received 4,501,316 gallons of fuel. In addition to the efforts of NCHB-5’s mobilized Sailors, non-mobilized Sailors provided subject matter expertise to exercises and operations. Highlights included participation in a Naval Integrated Exercise (NIEX), resulting in the supported command’s certification to deploy and the back


379th Expeditionary Logistics Readiness Squadron Air Forces Central Command (AFCENT) Al Udeid Air Base, Qatar

tasking order sorties. Moreover, as the only squadron in Air Forces Central with an aerial bulk fuel delivery system, it engaged in multiple events with three other expeditionary wings to advance agile combat employment. Lastly, the Squadron served as a critical node in marking the end of the United States’ 20-year presence in Afghanistan. During Operation ALLIES REFUGE, the Squadron enabled the inbound and outbound movement of over 124,000 evacuees escaping tyranny, distributed over 16 million gallons of fuel (1.23 million gallons in one day—a base record!), and repaired 2,800 mission critical vehicles. They facilitated the drawdown of three forward operating bases, receiving 13,000 assets worth $263 million. The 379th Expeditionary Logistics Readiness Squadron powered the largest humanitarian airlift in Air Force history and is well deserving of recognition as NDTA’s Military Unit of the Year.


Coast Guard Air Station Clearwater US Coast Guard District Seven USCG Air Station Clearwater, Florida

Coast Guard Air Station Clearwater had an exceptional 2021 supporting defense transportation. Utilizing four highly capable and meticulously maintained HC-130H aircraft, the air station provided on-time and impactful logistics support over a vast area of responsibility that included the southeastern United States, Caribbean, and Central America. Over the course of 2021 the air station flew over 1,200 hours and transported over 2.3 million pounds of cargo to support logistics requests for missions which included resupply of five aviation forward operating locations, regular transport of port security unit equipment and personnel, long range logistics for the Coast Guard cutter fleet, and assistance with earthquake and hurricane relief at home and abroad. All of this was in addition to supporting the air stations primary missions of search and rescue and law enforcement, while balancing the requirements of an aging airframe and its associated challenges of limited parts and qualified crew. In order to accomplish all of these tasks the aircraft were frequently launched on multimission flights, combining logistics with law See Awards pg. 38 |


CYBERSECURITY LESSONS FROM THE FIELD Reversing a Streak of Unforced Errors in Mobilizing Cyber Readiness By Ted Rybeck Chair, Benchmarking Partners, & Chair, NDTA Cybersecurity Best Practices Committee TAKEAWAYS

1. Russia’s ongoing war on Ukraine foreshadows cyber threats worldwide. 2. Effective DOD cyber offensive and defensive strategies depend on public-private sector mobilization for improved cyber readiness that has yet to be formulated, let alone implemented. 3. America and its allies failing to unite behind sensible cyber readiness mobilization in a world of ongoing cyber conflict invites penetration by international adversaries and bad actors. 4. As pacesetters for Critical Infrastructures Protection, United States Transportation Command (USTRANSCOM) & the Defense Logistics Agency (DLA) logistics and transportation providers can proactively take four steps aligned with Cybersecurity and Infrastructure Security (CISA) Agency Director Jen Easterly’s recommendations1.


ong before the February 24, 2022, invasion of Ukraine provoked international outcries and commercial boycotts, Russia attacked the foundations of Ukrainian society without stirring much attention. On December 23, 2015, the world allowed Russia to go unpunished for a first-of-its-kind cyber blitzkrieg. Without warning, 230,000 Ukrainians suddenly lost all power when three of Ukraine’s energy grid operators were shut down by the cyber warfare unit (aka Sandworm2) of the Russian Military Central Command’s Chief Intelligence Agency or GRU (Glavnoye Razvedyvatelnoye Upravlenie).3 Two years later, rogue hackers in Iran were able to follow in Russia’s path shutting down services for millions in Atlanta, Georgia, with a ransomware attack noticed by authorities first on March 22, 2017. By June, a third of Atlanta’s software was still non-operational, not to even get into the 34

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city’s permanent loss of legal documents and police dashcam videos. The mounting frequency and severity of attacks worldwide have increased awareness that US critical infrastructure and “smart cities” face Ukraine/Atlanta-like vulnerabilities nationwide. Despite the increasing threat, the US still lacks a coherent cyber-readiness strategy. Former National Security Administration (NSA) General Counsel Glenn Gerstell was still echoing the same alarms in a March 5, 2022, New York Times op-ed titled I’ve Dealt With Foreign Cyberattacks. America Isn’t Ready for What’s Coming.4 Gerstell highlights the problem with the simple factoid that “there are approximately 80 committees and subcommittees that claim jurisdiction over various aspects of cyberregulation [sic]. These scattered efforts are unlikely to reduce, let alone stop, cybercrime.” Despite a disunited US Congressional strategy, the US Government maintains extraordinary talent in its military/civilian offensive and defensive ranks from the US Cyber Command, the National Institute of Standards and Technology (NIST), CISA, and across the DOD and other departments/ agencies. The level of US Government talent is a testament to the mission and commitment of these public servants who could earn multiples of their current salaries by entering America’s private sector cybersecurity firms. Without the cyber capabilities of the US and NATO partners, Russian cyber forces might have more successfully5 driven the uncontested lightning invasion that President Vladimir Putin had planned. However, at the highest echelon of mobilizing American cyber readiness, the US has been on a streak of unforced errors defined as errors we make without any op-

ponent playing well enough to force the mistake; we simply come up with the error on our own. That phrase describes the stalled implementation of the country’s Cybersecurity Maturity Model Certification – CMMC 2.0.6 The CMMC’s basic upskilling program has yet to be solidified despite a fundamental agreement with NIST on baseline controls that go back nine years7. Instead of getting to a minimum viable rollout of sensible cyber-readiness standard operating procedures, the Federal Government remains mired in a multi-year dispute over organizing principles and an economic model for publicprivate mobilization. The result, including internal government lawsuits, has been a techno-political soap opera so far-fetched that it could only have been written by a Hollywood screenwriter on assignment from the Chinese Government. Bureaucratic reorganizations and mixed signals on America’s whole-of-nation cyber readiness strategy stunt the momentum of a joint mobilization. A recent blog post by an Aerospace & Defense Industry executive accurately reflects the private sector’s reaction to the chaos. The February 2022 post was titled CMMC 2.0: Pumping the Brakes, or Hitting the Gas. It began: “Whew! The Department of Defense (DoD) just handed you a reprieve. Accompanying its release of the Cybersecurity Maturity Model Certification (CMMC) version 2.0 in November 2021, the DoD announced it would not include a CMMC compliance requirement in any new contract solicitations or renewals until the completion of a formal rulemaking process. That process likely will take between 9 and 24 months.”8 Anyone who read the full post would see that the author rightly went on to encourage suppliers to ignore the governmental mixed signals and move fast forward based on protecting their businesses. However, the national message of inaction came through loud and clear: the DOD has yet to lock in any CMMC standards for cyber protection of the Defense Industrial Base (DIB) despite continual calls to action. Winston Churchill’s 1938 book, While England Slept9, summarized Britain’s pre-World War II failure to ready itself for new

threats from fast moving adversaries during the 1930s. His book went on to inspire the title of John F. Kennedy’s 1940 best seller, Why England Slept. Today, we could easily update Churchill’s point to describe America’s failure so far at wholeof-nation cyber readiness. DIB-Co’s CEO spoke to this issue directly: “As one small company, we’re making a big investment to protect ourselves and our customers. When we were briefed on what government and higher ed leaders are planning for our digital future including cybersecurity, I was struck by how out of touch they are with the help we need.” WHAT DOES ALL THIS MEAN TO US DEFENSE LOGISTICS & TRANSPORTATION?

The DIB Transportation Sector offers a particularly focused opportunity to be a pacesetter for a unified cyberstrategy going forward. The USTRANSCOM’s relatively small number of suppliers can rally together as pacesetters for adopting the NIST controls based on the leadership of key sup-

pliers for land, air, sea, and space. Larger suppliers have been consistently willing to share their expertise with smaller carriers. Deputy Assistant Secretary of Defense for Logistics Leigh Method underlined that point in a recent cyber strategy discussion with the NDTA Cybersecurity Best Practices Committee: “The defense logistics and transportation sector includes a digitallybased logistics service as part of the full solution for any product delivered to the warfighter. The sector recognized early that digital systems are a critical enabler, informing and connecting the five modes of transportation [trucking, rail, marine, air, and space]. The network lessons learned by pacesetting logistics and transportation providers should be increasingly useful to producers of physical products across the DIB.” Regardless of any national cyber-readiness mobilization, the DIB logistics and transportation sector can already strengthen its role as a pacesetter. Specifically, each

DIB logistics/transportation provider can run exercises (Red Team & Blue Team10) on their incident response protocols to ensure that no one needs to exchange business cards during an emergency. That starts with even the smallest DIB logistics/transportation providers and sub-suppliers answering four key questions emphasized by CISA Director Easterly. DIB progress nationwide, like answering ‘yes’ to each of these questions, will help reverse the streak of unforced errors in America’s cyber strategy. FOUR KEY QUESTIONS FOR EVERY MEMBER ORGANIZATION OF THE DIB TRANSPORTATION SECTOR

1. Do you participate in the US DOD-Defense Industrial Base Collaborative Information Sharing Environment (DCISE) DISE/DOD Cyber Crime Center (DC3)? 2. Do you have a designated Chief Information Security Officer who has connected with their counterpart personally at USTRANSCOM & DLA? 3. Does your incident response plan currently include outside technical and See Cyber pg. 38

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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 + 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 Reify Solutions, LLC + PLUS Salesforce + PLUS SAP + PLUS Schuyler Line Navigation Company LLC + PLUS Sixt rent a car + PLUS Southwest Airlines + PLUS TOTE Group Companies + 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 36

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CSX Transportation CWTSatoTravel EASE Logistics 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.





SUSTAINING MEMBERS 3Sixty 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 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. Dalko Resources, 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 Jacksonville Port Authority (JAXPORT) Kansas City Southern Railway Company K&L Trailer Sales and Leasing Keystone Shipping Co. Langham Logistics, Inc. LMI Marine Engineers’ Beneficial Association Martin Logistics Incorporated 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 Prestera Trucking, Inc. Procharter Prosponsive Logistics

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

PTS Worldwide Radiant Global Logistics Radisson Hotel Group Ramar Transportation, Inc. Rampart Aviation Red Roof Inn RedStone Logistics 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 World Fuel Services – Defense Solutions Yellow

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| | 37

Cont’d from President’s Corner pg. 13 manding General, Military Surface Deployment and Distribution Command (SDDC); Maj Gen Laura Lenderman, USAF, as Director of Operations, USTRANSCOM; RDML Philip Sobeck, USN, as Director of Strategic Plans, Policy and Logistics, USTRANSCOM; and Maj Gen Corey Martin, USAF, as Commander, 18th Air Force.

One hundred percent of every dollar donated to the NDTA Scholarship Foundation goes to the intended target— scholarships for deserving young leaders.

Regarding the NDTA Board of Directors, we welcome Mr. Eric Ebeling as the Finance Committee Chairman, replacing Hon. Estevez (Thank you Mr. Estevez for your service to NDTA.) Again, this is an excellent lineup of senior influencers. There is no doubt they can rely on the membership at NDTA for our support! We look forward to working together and helping them in every way possible. The NDTA Scholarship Foundation Campaign has been successful in generatCont’d from Cyber pg. 35 legal resources with other DIB transportation partners who can join forces when an incident outstrips any single organization’s internal capabilities? 4. Do you exercise the steps above on a regular schedule and as needed given emerging threats? DTJ


6. readout-cisa-call-critical-infrastructure-partnerspotential-russian-cyberattacks Greenberg, Andy (2019). Sandworm: a new era of cyberwar and the hunt for the Kremlin’s most dangerous hackers. Knopf Doubleday ive-dealt-with-foreign-cyberattacks-americaisnt-ready-for-whats-coming.html


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2. 3. 4. 5.

ing needed funds for scholarships—more than any previous year—but there is still opportunity for industry or individual donations. One hundred percent of every dollar donated to the NDTA Scholarship Foundation goes to the intended target— scholarships for deserving young leaders. When you see Mr. Larry Larkin at the Fall Meeting, please thank him for his leadership as the Chair of the Foundation Committee. Let’s keep the ball rolling! Congratulations to our 2022 Corporate and Individual NDTA awardees! This year’s award recipients are profoundly worthy of recognition. The NDTA Board of Directors takes these awards very seriously. When you greet the awardees at the Fall Meeting, please tell them BRAVO ZULU—well done—for their proactive leadership! From everyone at NDTA, including our sponsors and exhibitors, I want to thank USTRANSCOM for an outstanding partnership to extend the global reach of the Joint Deployment and Distribution Enterprise (JDDE), as well as the logistics enterprise writ large. The NDTA-USTRANSCOM Fall Meeting has become the premier event for all aspects of global logistics and supply chain education and networking. By Land, by Sea, by Air—by Space. Stay ready! Best regards always, Andy Brown wp-content/uploads/sites/447/2021/12/ DOD-Retreats-While-Revealing-Plans-ForCMMC-2.0-1.pdf 7. 8. 9. Photo Source: https://www. 10. blue_team_approach 11. 12.

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

Cont’d from Awards pg. 33 enforcement patrols, resulting in multiple stop-over flights with changing configurations and cargo, requiring precise planning and teamwork for seamless execution. The most substantial impacts made by Air Station Clearwater this year occurred in late 2021. When a 7.2 magnitude earthquake struck Haiti in August 2021, Air Station Clearwater responded immediately and was first on scene to the devastated country. At short notice and with no standardized action plan in place, the air station’s HC-130Hs took to the skies to deliver over 34,500 pounds of critically needed medical aid, transported 466 first responders and patients, and brought replacement crews and equipment for the air station’s MEDEVAC helicopters in country. By the time the situation stabilized the air station saved or assisted over 381 people. In December 2021, Air Station Clearwater was once again relied upon in Haiti, responding to 15 American missionaries taken hostage by gangs. When the call came to evacuate the freed hostages, the air station maintained a crew and aircraft on standby for 52 days, then launched an HC-130H on a moment’s notice to discreetly and professionally conduct a medical evacuation of all hostages, safely returning them to their families on US soil. These responses are a testament to Air Station Clearwater’s dedication to its logistics responsibilities. Its repeated successes in accomplishing short notice and complex transportation missions that had a high impact on US strategic objectives and force effectiveness are in keeping with the highest traditions of our armed forces, and deserving of the 2022 National Defense Transportation Association Military Unit of the Year Award. DTJ

DTJ INDEX OF ADVERTISERS American President Lines, LLC................................ 39 American Roll-on Roll-off Carrier (ARC).................. 24 Amtrak...................................................................... 20 Bennett Motor Express, LLC........................................2 Carlile........................................................................ 21 Crowley Logistics, Inc..................................................7 FedEx Government Services.................................... 40 Kalitta Air LLC........................................................... 23 Landstar Transportation Logistics, Inc.......................5 Liberty Global Logistics, LLC......................................4 Maersk Line, Limited................................................ 10 Matson Navigation Company Inc............................ 17 National Air Cargo.......................................................8 PODS......................................................................... 35 Port of San Diego...................................................... 13 PTS Worldwide, Inc................................................... 22 SAP...............................................................................6 The Exchange – AAFES................................................9 Trailer Bridge............................................................ 15 Transportation Institute..............................................3 United Airlines.......................................................... 21 |


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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