Defense Transportation Journal

The Official Publication of the National Defense Transportation Association

December 2023

www.ndtahq.com

The Fall Meeting Wrap-Up

2 | Defense Transportation Journal | DECEMBER 2023

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December 2023

REGISTER NOW February 26-28, 2024

Hilton Alexandria Mark Center, Alexandria, VA www.ndtahq.com/events/gov-travels/

FEATURES December 2023 • Vol 79, No. 6 PUBLISHER

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

Sharon Lo | slo@cjp.com CIRCULATION MANAGER

Leah Ashe | leah@ndtahq.com

AIR MOBILITY’S LEFT TACKLE – THE C-5M SUPER GALAXY

14

By Bruce Busler

UNITING FORCES

19

United’s eyes are set on the future as it invests in military professionals, new aircraft, and sustainable aviation

By Micayla Shevlin

PUBLISHING OFFICE

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

NDTA-USTRANSCOM FALL MEETING WRAP-UP

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DEPARTMENTS NDTA FOUNDATION HALL OF FAME.................................................................................... 12 Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association (NDTA), a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

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

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

PRESIDENT’S CORNER | VADM William A. Brown, USN (Ret.)............................................... 13 CHAIRMAN’S CIRCLE............................................................................................................ 32 HONOR ROLL......................................................................................................................... 33 INDEX OF ADVERTISERS........................................................................................................ 34 We encourage contributions to the DTJ and our website.

To submit an article or story idea, please see our guidelines at www.ndtahq.com/media-and-publications/submitting-articles/.

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

FOUNDATION

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

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: • News and information about defense logistics and transportation issues • New theories or techniques • Information on research programs • Creative views and syntheses of new concepts • Articles in subject areas that have significant current impact on thought and practice in defense logistics and transportation • Reports on NDTA Chapters EDITORIAL POLICY The Defense Transportation Journal is designed as a forum for current research, opinion, and identification of trends in defense transportation and logistics. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. EDITORIAL CONTENT Archives are available to members on www.ndtahq.com.

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

12 | Defense Transportation Journal | DECEMBER 2023

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

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DEFENSE TRANSPORTATION JOURNAL Statement of Ownership, Management, and Circulation as required by the Act of August 12, 1970; Section 3685, United States Code, for Defense Transportation Journal, published bi-monthly at Alexandria, Virginia, for September 2023.

1. Location of known office of publication: 50 South Pickett St., Suite 220, Alexandria, VA 22304.

2. Location of the headquarters of general business office of the publisher: 50 South Pickett St., Suite 220, Alexandria, VA 22304.

3. Publisher: National Defense Transportation Association, 50 S. Pickett St., Suite 220, Alexandria, VA 22304; Publisher, VADM William Brown, USN (Ret.); Managing Editor, Sharon Lo. 4. Owner: National Defense Transportation Association, 50 South Pickett St., Suite 220, Alexandria, VA 22304-7296 (an incorporated association).

5. Known bondholders, mortgages, and other security holders owning or holding 1 percent or more of total amount of bonds, mortgages or other securities: There are none.

6. Average number of copies each issue during the preceding 12 months: Total 4,631; paid circulation by mail, 4,002; sales through dealers, carrier or other means, 117; free distribution by mail or other means, 0; total distribution 4,591; copies not distributed, 40. Percent paid and/or requested circulation: 87%. Sharon Lo, Managing Editor.

PRESIDENT’S CORNER Focused on Working with Allies and Partners VADM William A. Brown, USN (Ret.) NDTA President & CEO This edition of the DTJ provides a wrapup and synopsis of key presentations from the 2023 NDTA-USTRANSCOM Fall Meeting—featuring critical insights on the most significant topics facing the defense transportation and logistics community.

This a must-read issue! In addition, read about important topics in aviation from both military and industry perspectives.

Many thanks to all who played a part in making the 2023 NDTA-USTRANSCOM Fall Meeting such a success.

Thank you to USTRANSCOM, the USTRANSCOM Component Commands, the Services, NDTA Board Members, our speakers, Rosen Shingle Creek Hotel, and all attendees who made this Fall Meeting (indeed) one to remember! I have received

many positive comments with regard to the event—the content, education opportunities, collaboration, mentoring and networking—all top notch. Please refer to, and utilize, the content from the 2023 NDTA-USTRANSCOM Fall Meeting which is posted on the NDTA website!

One of the key differences this year was the focus on our allies and partners from around the world. We had important ally representation from the UK, Australia, South Korea, Germany, and NATO. These allies represent a team of military veterans with whom we’ve fought and continue to fight alongside. Given the nature of conflict around the globe today, our allies and partners are evermore vital to collective credible deterrence, posture, and force projection.

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Clearly, current operations around the world are requiring strong support for DOD from industry. NDTA Committees, Subcommittees and ad hoc committees are fully engaged. Here are just a few insights from committee meetings held during the Fall Meeting: Military Aviation Advisory Committee (MAAC) – A report was received from the ad hoc committee regarding the Indo-Pacific.

The tempo of conflict will require speed— which may lead to a requirement for more wide-body aircraft.

See Pres. Corner pg. 34

www.ndtahq.com | 13

Air Mobility’s Left Tackle –

The C-5M Super Galaxy

By Bruce Busler, Director, USTRANSCOM Joint Distribution Process Analysis Center

M

ost casual sports fans who watch American football marvel at the quarterback who can run and throw to keep his team moving forward, or the wide receiver who swiftly outpaces the backfield and the capable running back who can plow through the line and cut with agility to avoid defend-

become one of the most valuable players on a team’s roster because he protects the quarterback’s blind side allowing effective passing and run plays to gain advantage without being hampered. The attributes of a capable left tackle require a large stat-

in the US military’s inventory. The C-5M is an updated version of the original C-5 modernized by Lockheed Martin with the first C-5M flight in 2010 and the last of 52 C-5Ms delivered in 2018. The upgrade included an Avionics Modernization Program (AMP), and

The air mobility equivalent of the left tackle is the C-5M Super Galaxy, the largest aircraft in the US military’s inventory. ers. However, anyone who really knows football and can see across the entire field of play will acknowledge one of the most crucial positions is the offensive line’s left tackle. His work is often not in the camera’s view or is overlooked by those myopically watching the football, but his heavy effort on the line is what allows the offense to produce results and avoid crippling impacts that would undermine the team’s effort. You see, the left tackle has 14 | Defense Transportation Journal | DECEMBER 2023

C-5M Super Galaxy takeoff (US Air Force photo).

ure and exceptional strength to do his job well, and top tier left tackles command a premium salary to fill the team’s critical position.

The air mobility equivalent of the left tackle is the C-5M Super Galaxy, the largest aircraft

Reliability Enhancement and Re-engining Program (RERP) and was intended to allow the C-5 Galaxy fleet to remain in service at least until 2040.

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records to date. The C-5M’s four GE CF680C2 turbofan engines each develop 50,580 pounds of thrust allowing the aircraft to operate with 22% more thrust, 30% shorter takeoff roll, and 58% higher rate of climb than the original C-5A/B. It can haul 120,000 pounds more than 5,500 miles—the distance from Dover Air Force Base in Delaware to Incirlik Air Base in Turkey, or Offutt Air Force Base Nebraska to Yokota Air Base Japan—without refueling. Without cargo, that range is more than 8,000 miles. The C-5M provides 21% of the Department of Defense’s organic strategic airlift capacity and delivers over-/out-size cargo that encompasses many critical warfighting capabilities for delivery to airfields in the combat area of operations. One Department of Defense historian described the C-5 as being “as long as a football field and as tall as a six-story building.” Its vast cargo compartment “is comparable to an eight-lane bowling alley.”

It has twice the cargo capacity of a C-17 and can kneel to efficiently load large equipment from either the nose or the tail. In the Indo-Pacific, the C-17 will likely be used for a variety of missions beyond strategic airlift to include onward movement of forces and sustainment from transload locations and intra-theater lift over the “last tactical 1,000 miles.”

C-17 loading evacuees from Hamid Karzai International Airport, Afghanistan, on Aug. 24, 2021 (US Air Force photo by Master Sgt. Donald R. Allen).

to allow nimble C-17s to operate strategically and fluidly over extended intra-theater mission areas best suited to that platform. This was illustrated recently, in the withdrawal of forces from Afghanistan and the movement of 79,000 people from Kabul airport on C-17s

C-5M undergoing depot-level maintenance at Robins AFB, Georgia (US Air Force photo by Joseph Mather).

The C-5M will have to continue to carry the brunt of the strategic airlift effort for movement of large combat systems and bulky aviation support equipment, as well as priority munitions and time-sensitive sustainment 16 | Defense Transportation Journal | DECEMBER 2023

in August 2021, which gained world-wide attention for the high-intensity operations in Afghanistan. What was veiled in the background was the C-5M fleet doubled their normal airlift contributions taking on much of the resid-

ual airlift workload globally, allowing the C-17 to focus intensely on the mission area that was best matched to that aircraft.

Again, in the effort to support Israel and operations in the Middle East in the Fall of 2023, C-17s were prominent in the movement of critical materials and humanitarian support where the C-17 was the most suitable platform for those missions. What was unseen was the increased use of C-5Ms to minimize the “broken glass” of delayed and deferred global airlift missions in the aftermath of injecting high-priority, short notice demands into an already constrained Defense Transportation System. When put to the test under these surge conditions in 2023, the C-5M fleet doubled the number of normal daily missions and the operational reliability actually improved in terms of required post-mission maintenance corrections. The challenge, therefore, is the perception of frequently broken aircraft coupled with episodic accounts of C-5M lack of reliability confounded with the trials of supplying and maintaining a relatively small fleet of 52 aircraft.

While strategic airlift at current levels is clearly a necessary element in the power projection context, it is evident the C-5M is operating with some injuries that undermines its ability to be a reliable player on the strategic mobility team. It is a big, complex aircraft and, like the left tackle, is oversize in its impact but also the necessary maintenance and depot-level repair to keep it in the air. Recent readiness is

www.ndtahq.com | 17

not where US Transportation Command (USTRANSCOM) needs the C-5M to be as an integral player on the strategic airlift team. C-5M aircraft fleet availability is under 40%, reflecting extended depot workflows that exceeded two-years and exhibits a mission capable rate hovering around 50%. Recent improvements in depot flow have reduced the time C-5Ms are unavailable and the Air Force’s recent addition of a third depot line should continue to improve availability. Air Mobility Command has initiated a “Drive to 55” effort to target improved aircraft availability rates across the fleet within the next two years to a 55% level or better, which will significantly enhance confidence in the C-5M’s experienced reliability.

The point being: the C-5M fleet can—and must—perform at levels necessary to provide the responsive heavy-lift capability inherent in the National Defense Strategy demands, it just needs targeted investments and a reinvigorated sustainment approach to fully realize its potential. When we put the C-5M to the test and fly it on a regular basis it performs, and that should provide confidence that the necessities

18 | Defense Transportation Journal | DECEMBER 2023

required to keep it healthy are not only prudent, but wise investments.

Some have opined that the C-5M, which underwent a $10B investment completed just five years ago to make it last to 2040, should be retired as an expensive and troubled weapon system. Those that know the aircraft have confidence it can continue to perform at levels necessary to last another 20 years, but it will require some Weapon System Sustainment investment and use of prudent practices such as Conditioned Based Maintenance, with robust sustainment engineering to target those subsystems that are placing drag on the aircraft’s readiness. The reality is we can’t afford to not have the C-5M as part of the strategic airlift mix. The long-distance, high-velocity effort to deploy and sustain joint forces for a potential Indo-Pacific conflict requires all the strategic airlift we can produce across a contested battlespace that is twice the airlift cycle time than that of a European scenario. Equally important, to maximize the flexibility of the entire airlift fleet, we need the C-5M to hold the line on the strategic airlift effort to use C-17s across

a range of emerging missions.

Fiscal reality indicates that constraints on availability of significant resources necessary to develop a Next Generation Airlift aircraft, or C-X, will limit our ability to replace the C-5M until at least the 2040s, which is the timeframe targeted in the C-5M AMP/RERP investments to keep this workhorse contributing to the strategic airlift mission. Great football teams realize the contributions of players in the trenches, like the left tackle, are necessary to win football games and especially win in the post-season when it counts. USTRANSCOM needs the C-5M to be an effective member of the mobility team and its contribution, when we need it the most, will be consequential and the gameplan now in motion will keep it healthy with the readiness inherent in this mighty airlifter over the next decades. DTJ

Bruce Busler is the Director of USTRANSCOM’s Joint Distribution Process Analysis Center and was the Vice Wing Commander at Dover AFB, Delaware, where he flew the C-5A/B.

Uniting Forces

United’s eyes are set on the future as it invests in military professionals, new aircraft, and sustainable aviation

By Micayla Shevlin, Associate Marketing Editor at United Airlines

U

nited Airlines is not just navigating the skies; it’s forging a path that values diversity, sustainability, growth, and the unique contributions of military professionals. It’s all made possible by emphasizing progress and inclusivity as United expands its workforce and remains dedicated to military personnel with programs designed to facilitate their transition into roles within aviation.

THE CALIBRATE TECHNICIAN PATHWAY PROGRAM

One way that United is committed to supporting military personnel is through innovative programs that ensure a smoother transition into civilian aviation careers. The Calibrate Technician Pathway Program, in partnership with the US Army Reserve’s Aviation Command Unit, National Aviation Academy, Aviation Institute of Maintenance, and Pittsburgh Institute of Aero-

nautics, serves as a direct pathway for US Army reservists and students to embark on lucrative careers as technicians.

“Calibrate is committed to helping reservists find jobs at United,” said Calibrate Senior Manager Joe Beyer. “As the only airline working with the US Army Reserve

The new Calibrate Technician Pathway program gives reservists the opportunity to obtain lucrative technician jobs, contributing to United’s ambitious growth plan.

in their Aviation Command Unit and strategic base locations, we are uniquely positioned to recruit the best talent from the Army Reserve into United. We will also help the reservists who have the technical

skills and knowledge to become technicians but don’t know where to go to obtain their Airframe and Powerplant certificates.

We look forward to this partnership and to helping active reservists and veterans across America.”

The new Calibrate Technician Pathway program gives reservists the opportunity to obtain lucrative technician jobs, contributing to United’s ambitious growth plan.

Recruiting through the US Army Reserve Aviation Command Unit will also help support United’s hiring goals for ground service equipment and facilities technicians.

THE UNITED MILITARY PILOT PROGRAM

Additionally, the United Military Pilot Program (UMPP) offers active-duty US military pilots the unique opportunity to secure conditional job offers as First Officers. This program provides eligible pilots a direct path to United, the carrier with www.ndtahq.com | 19

the largest widebody fleet in the US, most comprehensive global network, and unparalleled growth and opportunity.

“What inspired me to join United was the company’s connection to and understanding of the military culture,” said Kenneth Kirkpatrick, Assistant Chief Pilot and Boeing 737 Captain at United and Lieutenant Colonel with the US Air Force. “The transition from the Air Force to United was seamless. They were very flexible in allowing me to continue serving our country while also fulfilling all my requirements at United.”

As United propels forward, it will need to hire thousands of pilots over the next decade to accommodate its historic aircraft purchases and unprecedented growth, and the company believes its steadfast commitment to military personnel remains a cornerstone of its vision for the future.

“As a former military pilot, I know firsthand how challenging it can be to transition to a civilian commercial pilot, but through this new program we’re providing the necessary tools, resources, and support system to ensure a direct path to the United flight deck,” said United Captain Michael Bonner, Managing Director of Aviate and Pilot Strategy and a former US Air Force and Navy pilot. “Whether you are an active-duty pilot or approaching retirement, I encourage you to join the largest widebody fleet in the US.” UNITED NEXT

United’s recent order of 110 new aircraft, including 50 Boeing 787-9s and 60 Airbus 20 | Defense Transportation Journal | DECEMBER 2023

A321neos, follows its record-setting purchase of 100 Boeing 787 aircraft in 2022 and reflects the airline’s commitment to enhancing the operation, expanding the fleet, and delivering on its United Next strategy. In total, United plans to introduce 800 new planes into its fleet between 2023 and 2032. With this historic aircraft order, United also plans to hire new talent, including 50,000 people by 2026. Last year, the airline hired over 15,000 people and is set to hire another 15,000 this year.

In total, United plans to introduce 800 new planes into its fleet between 2023 and 2032. With this historic aircraft order, United also plans to hire new talent, including 50,000 people by 2026.

“We’re building a bright future at United, and this order takes our already successful United Next plan into the next decade and beyond,” Kirby says. Our planning and focus on the long term have helped us surge past other airlines that stood still.

I’m convinced our strategy is the right one as we continue to add new, larger aircraft to take full advantage of our growing flying opportunities both internationally and domestically.”

The fleet’s flexibility allows United to simplify its international operations, contributing to both cost savings and enhanced customer experiences as United

continues to grow its role as the largest carrier across both the Atlantic and Pacific. United’s additions to the fleet, equipped with advanced amenities and lower carbon emissions, play a pivotal role in achieving sustainability, efficiency, and customer satisfaction.

Sustainability continues to play an integral role in United’s mission to connect people and unite the world. To achieve the ambitious goal of being 100% green by 2050, the airline prioritizes the use of sustainable aviation fuel (SAF), which boasts up to 85% lower greenhouse gas emissions than conventional jet fuel throughout its lifecycle. United’s dedication to increasing SAF usage aligns with its broader plan to decrease carbon intensity by 50% from 2019 to 2035. Marking significant milestones, United has been a pioneer in sustainability efforts, including being the first US airline to invest in a SAF company in 2015 and announcing the expansion of SAF use at an international airport in 2022.

At United, nearly 100,000 employees are on a mission to do good in the air and on the ground, working to make the world a happier, more inclusive, and more fascinating place. DTJ More information on the Calibrate Technician Pathway Program is available at https://careers.united.com/us/en/calibrate.

Or, to learn more about the United Military Pilot Program and all United pilot paths, visit https://careers.united.com/us/en/ pilots.

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WHERE HERoeS HEROES SHOP All honorably discharged Veterans can shop tax free at shopmyexchange.com. In addition, the Department of Defense expanded in-store military exchange and commissary shopping privileges as well as MWR resale facility use to all Veterans with service-connected disabilities.

The Exchange is a Department of Defense Organization 22 | Defense Transportation Journal | DECEMBER 2023

aafes.media/vets

Find videos of Fall Meeting presentations and much more in NDTA’s educational library!

NDTA-USTRANSCOM Fall Meeting summary material is intended to provide an overview of presentations and should by no means be considered verbatim. This information does not necessarily represent the official position of the US government or any of its entities, NDTA or any of its corporate members. We regret any errors or omissions. For more information regarding the meeting please visit NDTA’s website at www.ndtahq.com. www.ndtahq.com | 23

Strengthening the Defense Transportation and Logistics Enterprise

By Sharon Lo, Managing Editor, DTJ & The Source

T

he 11th Annual NDTA-USTRANSCOM Fall Meeting took place from October 31 through November 3, 2023, at the Rosen Shingle Creek Hotel in Orlando, Florida. Attendees from government, military, and industry convened to identify and solve logistics and transportation issues together, learn about new technologies, develop best practices, and build professional and personal relationships.

The theme for the meeting, Advancing US Power Projection with Allies & Partners, explored the global strategic competition occurring in a highly contested environment, as well as the need to provide leadership in close coordination with allies and partners to provide the logistics and transportation capability and capacity to globally support US national security interests.

NDTA President & CEO VADM William A. Brown, USN (Ret.), served as Master of Ceremonies during the event.

During the opening ceremony, NDTA Chairman, and Executive Vice President and Chief Financial Officer at FedEx, Mr. John Dietrich, commented on the co-sponsor partnership between the two organizations, “our collective ability to bring together a wide range of groups from government, industry allies, and academic experts helps to build stronger relationships between us all.”

“For nearly 80 years, NDTA has brought us together to share expertise, solve problems, and encourage continued collaboration. The generation of ideas and action24 | Defense Transportation Journal | DECEMBER 2023

able service from this group have impacted communities spanning the globe during both times of peace and times of turmoil— exemplifying what it means to be an ally and partner,” said Dietrich.

“There is no more time for us to work together collaboratively than there is today. The security environment around the world continues to rapidly evolve. Every single group here has had to adapt to the changing geopolitical landscape over the last number of years. While the challenges are always changing, one thing [sic] does not change—and that is NDTA’s dedication to serving as a trusted environment to address the Nation’s needs in the fields of logistics, transportation, and passenger travel services,” Dietrich declared.

Brown added that, “Our world continues to place demands on our military, as recent events have proven to be true. Our theme and our planning efforts are tied to our National and military security strategies, along with the USTRANSCOM Commander’s strategy and priorities.”

Developed in support of these strategies, the Fall Meeting agenda included plenary sessions with five keynote speakers, as well as two moderated roundtable discussions.

The first of the two roundtables focused on the unique challenges faced in deploying to and sustaining forces in austere locations, including advance planning requirements and execution dynamics for both large and small-scale operations in austere locations.

Joining moderator Dr. Dennis Walters, Director, Irregular Warfare Center (IWC) were panel members COL Paul Nelson, CSC, Australian Liaison Officer to the US Joint Staff J4 and USTRANSCOM; RDML George Bresnihan, USN, Director of Logistics, J4, US Africa Command; BG Steven Allen, USA, Chief of Ordnance, US Army Ordnance School and Deputy Commanding General for Readiness, Combined Arms Support Command (CASCOM);

and Ms. Anne Bradley, CEO, Agility Defense & Government Services.

The second roundtable, led by Lt Gen Leonard J. Kosinski, USAF, Director for Logistics, The Joint Staff/J4, focused on exploring our ever-increasing global mobility requirements, our capabilities and capacity to respond, and examining the strength of our global mobility posture including relationships with allies and partners. Panelists included LTG Alexander Sollfrank, Commander, Joint Support and Enabling Command (JSEC), NATO/Germany; Mr. Alan Gorowitz, SES, Senior Strategy Advisor, Defense Security Cooperation Agency (DSCA); and Mr. Jan Krems, President, United Cargo and Vice President, United Airlines.

The annual Transportation Academy, another key facet of the professional program held in conjunction with the conference each year, consisted of 67 interactive classes taught by subject matter experts ranging from tactical experts to geopolitical strategic thinkers. In addition, NDTA’s annual Expo Hall and Resource Center facilitated valuable networking and information sharing.

Fall Meeting attendees encompass a wide range of military, government, industry, and academic leaders who come together with the shared goal of strengthening the Defense transportation and logistics enterprise. The meeting agenda also featured a wide variety of valuable meetings for each of these groups, including meetings of the Association’s committees and subcommittees.

NDTA’s six functional committees—the Military Aviation Advisory, Military Sealift, Surface Transportation, Logistics & Distribution, and Cybersecurity Best Practices—meet during the conference. All attendees of the Fall Meeting have the opportunity to attend these meetings as observers.

One other committee that meets several times during the Fall Meeting is the NDTA Young Leaders Committee, which held both a networking social as well as a riveting fireside panel discussion and luncheon. The fireside chat was moderated by Mr. Paul Mayer, Deputy Foreign Policy Advisor (POLAD), USTRANSCOM, and featured panelists Colonel Paul Nelson, Australian Liaison Officer to the US Joint Staff J4 & USTRANSCOM; and Colonel Angel Santiago, USAF, USTRANSCOM LNO to US Southern Command.

More information on the NDTA-USTRANSCOM Fall Meeting—and from past Fall Meetings—including additional articles, videos, and slides, can be found on

NDTA’s website at www.ndtahq.com. Next year’s conference will take place October 7-10, 2024, in St. Louis, Missouri. Please mark your calendar and make it a priority to join us for this critical event.

USTRANSCOM Commander Emphasizes Decision Advantage

leaders at all echelons preserve time and create better options—a decision advantage.”

Van Ovost cited teamwork between the military, commercial industry, and our nation’s allies and partners as a critical piece to affecting change.

“The underlying might to accelerating change through the inflection point is all of us,” she said. “By, with, and through

By USTRANSCOM Public Affairs

D

uring the NDTA-USTRANSCOM Fall Meeting, Gen Jacqueline Van Ovost, USAF, Commander, USTRANSCOM, delivered a keynote speech that addressed current threats to logistics, emphasized readiness, and stressed the importance of creating decision advantage to successfully operate in a contested logistics environment.

“To remain effective in the future, we must adapt now while we have the opportunity to act,” said Van Ovost. “We must help

our commercial teammates, and allies, and partners, we are underwriting the lethality of our combined forces.”

Continuing to stress the importance of collaborating, Van Ovost said, “government and industry collaboration is needed to accelerate [change]. Our collaboration is at the heart of acceleration or stagnation—it’s the heart of whether we achieve a decision advantage.”

Van Ovost also highlighted the need for fleet recapitalization, noting the aging state of the US Government’s surge sealift ships, saying, “in ten years, more than 50% will reach their end of service life.”

Patient movement, the Joint Transportation Management System, and USTRANSCOM’s new role as the Department of Defense’s single manager for global bulk fuel were also key topics during the keynote remarks, during which the General encouraged innovation and new thinking at every opportunity.

Van Ovost said that people with “innovative visions, passion to fulfill them, and fearless dedication to win are the ones who will help us achieve the impossible,” and proceeded to recognize Mike Sacco, former president of the Seafarers International Union (SIU) of North America.

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“[Mike Sacco] is one of those people who has been critical to all of us in achieving the impossible,” Van Ovost said. “Mike is a true American Patriot…Thank you for being a terrific team player to USTRANSCOM, the [Joint Deployment Distribution Enterprise], and our nation.”

For his contributions, Van Ovost presented Sacco with the Pegasus Award, which honors individuals or groups as strong proponents of US Transportation Command and its mission. Though he was unable to receive the award in person, the current SIU President, Dave Heindel, accepted it on Sacco’s behalf.

In closing, Van Ovost reiterated the words of Air Force Gen Charles Q. Brown, Chairman of the Joint Chiefs of Staff, “our nation needs us ready to fight today’s battles while preparing for tomorrow’s war.”

In these words lay the essence of her message: A call for readiness, resilience, and the critical role of trust in shaping a formidable defense posture.

Advancing U.S. National Security, Foreign Policy, Supply Chain and Economic Objectives

By Sharon Lo, Managing Editor, DTJ & The Source

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uoting National Security Advisor Jake Sullivan, the Honorable Alan F. Estevez, Under Secretary of Commerce for Industry and Security, Bureau of Industry and Security (BIS), US Department of Commerce, explained that, “export controls, if implemented in a way that is robust, durable, and comprehensive, can be a new strategic asset in the US and allied toolkit to impose costs on adversaries and even over time, degrade their battlefield capabilities.” And that, according to Estevez, is exactly what the Department of Commerce is doing.

But deterring adversaries is only one reason the use of export controls is important.

“It’s not just the malign actors in the world.

It’s actually the pace of technology and the way technology is operating,” said Estevez.

To that end, President Biden had recently signed an executive order that assigned several tasks, such as determining 26 | Defense Transportation Journal | DECEMBER 2023

how to utilize export controls on technologies, such as Artificial Intelligence (AI) applications, to Estevez’s office. In addition, Estevez shared he had been utilizing export controls to regulate the pace of moves of semiconductors between the US and China. While these technologies provide great benefit and great risk, ultimately, their use makes the threat environment more dangerous.

BIS has done export controls since its inception in the 1980s. However, until more recent years, it had focused those efforts on weapons of mass destruction—working

processing required leaves the US without the capacity to mine them. The US needs to work with allies to improve its capacity and capability in this space, and to reduce its reliance on China. Currently, when the US implements export controls on China, it has the means to hit back by bans or taking other measures against US interests.

While the US wants to maintain dialogue with China, the country’s military-civil fusion requires highly strategic interactions.

Commerce Secretary Gina Raimondo visited China in August for some very frank, productive conversations. But, when those she was meeting with wanted to discuss export controls she put a stop to it. “She said that’s not on the table. We do export controls for national security.

National security’s not negotiable,” said Estevez. “So, that’s where we are on that.”

You Can’t Surge Trust in a Crisis through multilateral regimes. But those regimes are proving too slow to keep up with the pace of technology. “If you wait a year to do something on artificial intelligence, the genie’s way out of the bottle and you won’t be able to go back,” said Estevez.

As part of its efforts, the Commerce Department employs what it refers to as “offensive programs,” which seek to strengthen the US industrial capacity. This includes working with allies on securing semiconductors, rare earth minerals, and other things for which the US currently relies on other countries. The CHIPS and Science Act which allocated $52 billion to the Commerce Department is a major resource being used to work on these tasks.

But, these investments will help to provide assured access to chips for the US, but will not provide sufficient capability. The US will still rely heavily on Korea, Taiwan, and to some extent, China for these items.

Today, 100% of advanced semiconductor production is done overseas, with 90% of that taking place in Taiwan. A Commerce Department study revealed that if conflict caused Taiwan’s major semiconductor company TSMC to disappear, global GDP would drop 3% in the first year and 30% in six years.

While the US has some rare earth minerals, the ecologically unsound mining and

How to Deliver Against the Pressing Imperative for Closer and Deeper Allied Interoperability and Interchangeability to Meet the New Realities of Increased Global Threats and Disruption

By Sharon Lo, Managing Editor, DTJ & The Source

I

n February 2022, countries around the world were monitoring and analyzing intelligence about the Russian buildup of forces in Eastern Europe, explained VAdm Andy Kyte, CB, Chief of Defence, Logistics and Support, Ministry of Defence, United Kingdom. Based in part on what materiel the Russians moved to the front lines, it became clear mid-month that this was not a big exercise as the Russians had said, but rather, it was going to be an invasion.

Upon this realization, Kyte immediately called US European Command (EUCOM) Director for Logistics RADM R. Duke Heinz and within 24 hours the two men were on a teleconference.

“And at that point, we were sharing the situation awareness, what we knew, what we didn’t know, sharing our respective governments’ intent, what we were seeing,

what we were thinking, and, more importantly, we were able to agree what the next steps were going to be,” said Kyte. “And that really sets the tone for the delivery of support to Ukraine, which frankly endures to this day.”

The two countries were able to form a united response so rapidly because of a memorandum of agreement they had signed years earlier in which they agreed to work collaboratively on a range of logistics issues related to the European theater.

“So, as this Ukraine crisis developed, we had the connectivity, we had the personal relationships, and—more importantly— we had that trust that was needed to respond seamlessly and swiftly to the emerging crisis,” commented Kyte. “In other words, there was no need to surge trust because, frankly, it was already there.”

The challenges faced by Western nations stemming from Russia’s threat to Euro-Atlantic regional security, China’s

rapid military modernization and growing assertiveness in the Indo-Pacific, and turmoil in the Middle East create an environment that is as dangerous and dynamic as the world has ever seen.

It is against this backdrop that logisticians, engineers, and support professionals are faced with the critical tasks of right-sizing inventories and stockpiles, modernizing business processes, becoming digitally driven enterprises, strengthening resilience, and optimizing materiel.

Recent global events like the COVID-19 pandemic and a ship getting stuck in the Suez Canal have demonstrated how fragile some of the world’s networks can be, while events in the Middle East have underscored how all regional theaters are connected in one way or another.

The logistics battlefield now—and into the future—is contested, competed, and congested. Ensuring resilience, agility, and survivability will require a focus on adap-

tive logistics, information dominance, clear command and control, and high levels of integration with allies and partners.

Kyte shared that in addition to support to operations, his priorities include digital modernization, upskilling the people that make up the logistics enterprise, as well as thickening supply chain resilience within his organization and across the enterprise, including exploiting green technology when possible.

Another priority is deepening interoperability and interchangeability to fuse collective efforts with partners, allies, and industry. To this end, Kyte described five critical constituent parts. First, there must be formal structures on which trust can be built. Second, those involved must be willing and able to share data. Third, regional sustainment frameworks must be built. Fourth, allies must train and exercise logistics together across all domains.

Finally, said Kyte, “we must become interoperable by design.”

“We are faced with an almost unprecedented strategic challenge and multiple threats that no nation can meet alone.

Our collective history shows that we stand stronger together and our deterrence effect is multiplied immeasurably by committing to and demonstrating that we will mutually support each other, come what may,” said Kyte. “But such mutual support can only be achieved through a conscious and deliberate approach, which needs us to be clear who we are going to fight alongside in the future and then take tangible action to align our logistic enterprises.”

Industrial Competitiveness, Globalization and Supply Chains

By Sharon Lo, Managing Editor, DTJ & The Source

I

n recent decades, China has emerged as a major world economic power—prompting many to wonder just how they did it.

Dr. Willy Shih, Robert & Jane Cizik Professor of Management Practice, Harvard Business School, shared insights into how China was able to accomplish this feat.

As an example, China entered into motorcycle manufacturing following the end of the Cold War. But that entry, Shih

explained, began with counterfeit parts.

Hundreds of companies were set up, each manufacturing one component of a motorcycle. The Chinese were able to make such a vast and disjointed network of suppliers work because each one was working from standards. Those standards came from stealing designs from several Japanese manufacturers.

Even if the Chinese products were not very good at first, someone was willing to pay for them. This created cash flow and provided valuable time to learn and practice. Operational investments, including bringing in expertise from other nations, allowed the Chinese motorcycle industry—like many other industries in China—to flourish. “The learning curve is extremely valuable,” said Shih.

Early industrialization in Taiwan began with import substitution and exchange and import controls in the 1970s, before moving into more export-oriented activities such as low-cost assembly. Early on the Taiwanese began to focus on cloning products like computers. By the 1990s this led to Taiwan setting up manufacturing infrastructure in China.

The Chinese are able to adopt new technologies quickly due to the nature in which technology is often made. For example, Apple made the iPhone, for which Google made the Google Maps app, and then Uber built an app on Google Maps.

In this same way, China is able to build its technology by putting together what others have already done.

But, it’s not just technology where China can build on the work of others. Many advanced manufacturing or design tools are embedded with knowledge that makes them easy to use. This can allow new players to capitalize on years’ worth of research and development, and level the global playing field.

The effects of these tools are amplified by the fact that many of China’s factories are new. Their factories therefore have the latwww.ndtahq.com | 27

he speed of change is not going to slow down. “We’ve seen more technological change, we’ve seen more unlocking of opportunities through technology tools in the last three years—and I’ve been at this for

learning. We have to expose them to the new tools and capabilities. We have to enable them to be able to use those capabilities—test and learn and iterate in a safe and appropriate way—delivering those tools and capabilities to enable those decision-makings,” he said.

When it comes to decision-making in the worlds of both banking and military logistics, the stakes are high and hold huge implications for the economy, as well as the well-being of the Nation, government, and military.

When combined, technology and data can enable better decision-making. But, to do so requires thinking about who will use the information, how they will use it, how to protect it, and more.

Like logistics, much of the work in banking occurs behind the scenes. Empowered by enormous data marts, APIs and external data sources, internal and external intelligence partnerships, and situational awareness from the government, U.S. Bank monitors for human trafficking financial activity, financial crimes such as money laundering, terrorist financing, and more.

All of this capability is brought to life by its people. And, as these activities occur in the background, the bank’s customers are just experiencing easy-to-use tools.

“Ultimately, technology and data help with smart decisions,” said Venturo. “But what it really does is it just lets us do the job that we’re hired to do. It allows us to accomplish the mission that we have.”

a long time—than we’ve seen in the last 20 years,” shared Mr. Dominic Venturo, Chief Digital Officer & Senior Executive Vice President, U.S. Bancorp.

“So, what does that mean? That means we have to have the teams continuously

That mission includes enabling and making customers’ lives simpler so that they too can make better, faster decisions.

Another commonality between banks and military logistics is constant targeting by a variety of malicious actors. Venturo

est and greatest manufacturing and design equipment, rather than continuing to rely on older machinery like many other countries tend to do. And, as Shih explained, many Chinese companies benefit from building these factories utilizing extensive government subsidies.

“It’s really a good time to get serious about rebuilding capabilities in the US and we have to think about how do we leverage demand and consumption to try to drive that learning,” said Shih.

Whether or not it was deliberate, the Chinese have been able to find success because they have a large market where “they’ve benefitted by having low-end products that drove practice and enabled them to get paid while they’re learning,” said Shih. “The other message here is don’t assume any of our competitors is standing still.”

Empowering Decisions and Solutions for a Strategic Advantage

By Sharon Lo, Managing Editor, DTJ & The Source

T

28 | Defense Transportation Journal | DECEMBER 2023

shared that the immense volume of attacks they face necessitates the use of AI automation, machine learning, and automated systems. Utilizing these tools provides employees with the advanced decision-making capabilities they need to respond to the barrage of threats.

But security is just one way and one reason U.S. Bank constantly explores new and innovative technologies. Other technologies the company is looking at are Virtual Reality for training purposes, natural language processing for contract reviews, distributed ledgers for transaction assurance, and technology that finds connections between information and people that may be bad actors running a more longterm scam, among others. Exploration of these technologies can and do produce meaningful change for people and organizations over time.

Banking and military logistics have much in common. Central to both is the critical nature of decision-making. And, Venturo encouraged the audience to act.

For his team this starts with design thinking—determining what the problem is that needs to be solved.

“In my view, the most important thing is doing something versus studying everything,” said Venturo. “So, identify the first thing you’re going to try and test, and then go try and test it. See how it works and then iterate on that because I don’t know about all of you, but I will tell you there are many bankers that like to study things for a real long time. And, if you don’t stop studying and start doing, bad things happen.” DTJ

PLATINUM SPONSORS

GOLD SPONSORS

SILVER SPONSORS

DataRobot • EASE Government Operations • Freeman Holdings Group Kalitta Air, LLC • The Port of Virginia • Transportation Institute • U.S. Bank BRONZE SPONSORS American Maritime Congress • Baggett Transportation Company CGI Federal • Port of San Diego Proceeds from the NDTA Sponsorship Program will support the NDTA general operating fund. Participation in the NDTA Sponsorship Program does not imply support or endorsement by USTRANSCOM, its component commands, or any other US government entity.

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The 2023 NDTA Exposition NDTA’s Annual Exposition has become an essential facet of Fall Meeting Week. The exhibit hall features booths, vehicles, and demonstrations from government, military, industry, and academia. The expo is a key opportunity for attendees to network, share ideas, and hear about the latest advances in transportation and logistics. Thank you to all the exhibitors and attendees for helping to make the expo a valuable experience for all. We look forward to seeing you again next year in St. Louis!

30 | Defense | DECEMBER 2023 Participation andTransportation attendance at Journal the NDTA Exposition does not imply support or endorsement by USTRANSCOM, its component commands, or any other US government entity.

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CHAIRMAN’S CIRCLE

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

AAR AAT Carriers, Inc. Accenture Federal Services Agility Defense & Government Services Air Transport Services Group (ATSG) AIT Worldwide Logistics, Inc. Amazon American President Lines, LLC American Roll-On Roll-Off Carrier Atlas Air Worldwide Holdings Bennett Family of Companies C5MI Carlile Transportation Systems, LLC CGI Federal Chapman Freeborn International Ltd. Corporate Travel Management (CTM) Crowley Deloitte DHL Express Enterprise Mobility FedEx Freeman Holdings Group Hapag-Lloyd USA, LLC HomeSafe Alliance

International Auto Logistics, LLC Kalitta Air, LLC Landstar System, Inc. Leidos Liberty Global Logistics LLC Maersk Line, Limited Matson Naniq Government Services, LLC National Air Cargo, Inc. Omni Air International, LLC Patriot Maritime Reify Solutions, LLC Salesforce SAP Schuyler Line Navigation Company LLC Sealift, Inc. Sixt Rent a Car LLC Southwest Airlines The Pasha Group TOTE Tri-State Motor Transit Co. United Airlines US Ocean, LLC Waterman Logistics

PRESIDENT’S CIRCLE 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 CSX Transportation 32 | Defense Transportation Journal | DECEMBER 2023

CWTSatoTravel EASE Logistics Services LLC Echo Global Logistics, Inc. Ernst & Young Global Logistics Providers ICAT Logistics KGL National Air Carrier Association Norfolk Southern Corporation Ocean Shipholdings, Inc. PayCargo LLC

SAP Concur Sikich LLP Sonesta International Hotels Corporation The Port of Virginia Transportation Institute U.S. Bank Union Pacific Railroad US Marine Management Western Global Airlines Wyndham Hotels & Resorts, Inc.

HONOR ROLL SUSTAINING MEMBERS REGIONAL PATRONS OF

AND

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS 3Sixty Able Freight Admiral Merchants Motor Freight, Inc. ALARA Logistics All Aboard America Holdings American Bureau of Shipping American Maritime Officers American Trucking Associations Apex Logistics International Inc. ArcBest Army & Air Force Exchange Service Arven Services, LLC ATS Secure Avis Budget Group Baggett Transportation Company Beltway Transportation Service Benchmarking Partners, Inc. Bridgeway Connects, Inc. BWH Hotels Coleman Worldwide Moving Cornerstone Systems, Inc. Council for Logistics Research CPKC Cypress International, Inc. Dash Point Distributing, LLC Delta Air Lines Drury Hotels Company, LLC Duluth Travel, Inc. (DTI) Estes Forwarding Worldwide Europcar Mobility Group Eyre Bus Service, Inc. Gallantry Global Logistics GeoDecisions Global Secure Shipping Green Valley Transportation Corp.

Groundswell Hilton Worldwide Holland & Knight Hyatt Hotels IHG Army Hotels REGIONAL PATRONS ACME Truck Line, Inc. Amyx C5T Corporation CakeBoxx Technologies, LLC Cartwright International Dalko Resources, Inc. Delaware River Stevedores, Inc. Enterprise Management Systems

Intermodal Association of North America (IANA) International Association of Movers International Longshoremen’s Association (ILA) Interstate Moving | Relocation | Logistics Isaac Instruments J.B. Hunt Transport, Inc. Jacksonville Port Authority (JAXPORT) JET Infrastructure Juvare Federal & Defense K&L Trailer Sales and Leasing Keystone Shipping Co. LMI LMJ International Logistics, LLC Marine Engineers’ Beneficial Association Mayflower Transit McCollister’s Global Services, Inc. Mercer Transportation Company mLINQS 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 Paxton Van Lines Perfect Logistics, LLC Pilot Freight Services, a Maersk Company Plateau GRP PODS Enterprises LLC Port of Beaumont Port of Corpus Christi Authority Port of San Diego Prestera Trucking, Inc. Procharter Prosponsive Logistics PTS Worldwide Radiant Global Logistics

Gridiron Forwarding Co., Inc. HLI Government Services JAS Forwarding John D. Odegard School of Aerospace Sciences Kalitta Charters, LLC Lineage Logistics Lynden, Inc. Move One Logistics

Ramar Transportation, Inc. Rampart Aviation Red Roof Inn ReloQuest Sabre SAIC Savi SeaCube Containers Seafarers International Union of NA, AGLIW SEKO Logistics Selsi International Inc Signature Transportation Group SSA Marine St. Louis Union Station Hotel a Curio Hotel Collection by Hilton StarForce National Corporation Steam Logistics, LLC Stevens Global Logistics, Inc. Swan Transportation Services The Flight Lab Aviation Consulting LLC The Hertz Corporation The MITRE Corporation The Suddath Companies Thinklogical TLR - Total Logistics Resource, Inc. TMM, Inc. Toll Group Trailer Bridge Transportation Intermediaries Assn. (TIA) Travelport Triangle Bus Charters Inc TTX Company Tucker Company Worldwide, Inc. Uber for Business UNCOMN United Van Lines, Inc. UPS US1 Logistics Women In Trucking Association, Inc. World Fuel Services - Defense Solutions Xwing

North Carolina State Ports Authority NovaVision, LLC Overdrive Logistics, Inc. PITT OHIO Port Canaveral Port of Port Arthur Priority Worldwide Seatac Marine Services Trans Global Logistics Europe GmbH

UNIVERSITIES McKendree University

www.ndtahq.com www.ndtahq.com| | 33

Join the Conversation — REGISTER TODAY!

2024

The Future of Government Travel: Trends in Sustainability, Innovation, and Evolving Technologies

February 26-28, 2024 • Hilton Mark Center Alexandria, VA www.ndtahq.com/events/gov-travels/

Cont’d from President’s Corner pg. 13 Sealift Committee – Reported on the significant progress on Operation Mariner to increase the mariner pool in the US flagged vessel fleet. Also highlighted were lower demand challenges in container demand. Roll-on Roll-off demand is steady and high.

Surface Committee – Industry absorbed the loss of Yellow’s less-thantruckload (LTL) capacity in six weeks.

Industry is feeling the economic pressure from emissions regulations on trucking and rail. Electric vehicles reduce truck capacity by 20% due to weight increases.

DOD demand for commercial logistics will remain steady over 2024. DOD wants to continue to involve industry in exercises and Joint Force Rehearsal Exercises are planned in FY 24-27.

Logistics and Distribution Committee – Industry highlighted that 30-80% of unit moves have bad data especially with regard to hazardous material—creating risk and liability for industry. This issue needs to be addressed and is something the committee will work on in 2024.

34 | Defense Transportation Journal | DECEMBER 2023

In summary, please do contact the NDTA Headquarters if you have any questions, suggestions, or issues we can assist you with. Have a great Holiday Season—we shall all keep US and allies who are deployed in our thoughts and prayers. I hope everyone has a safe, healthy and happy Holiday Season with your loved ones.

We at the NDTA Headquarters are grateful for a truly outstanding year in 2023 and we appreciate all that the membership has done to ensure a strong logistics and transportation enterprise. I cannot say thank you enough to our staff and all of our members who are volunteers, all of whom contribute to our Nation’s security in tenuous times. We are equally thankful for the strong partnerships we have with various government entities such as USTRANSCOM and its components AMC, MSC, and SDDC, and the Joint Enabling Capabilities Command (JECC) as well as DLA, DTMO, GSA, the Joint Staff, MARAD, OSD, and others. We hope 2024 brings each of you success. As always: Expect the Best! DTJ

DTJ INDEX OF ADVERTISERS American President Lines, LLC...................................2 American Roll-on Roll-off Carrier (ARC).................. 35 Bennett Motor Express, LLC........................................5 Crowley Logistics, Inc..................................................7 EASE Logistics Services........................................... 15 FedEx Government Services.................................... 36 Freeman Holdings.......................................................6 Kalitta Air LLC........................................................... 13 Landstar Transportation Logistics, Inc.......................3 Liberty Global Logistics, LLC................................... 10 Maersk Line, Limited...................................................4 Matson Navigation Company.....................................9 National Air Cargo.......................................................8 Port of San Diego...................................................... 18 SeaCube Containers................................................. 21 The Exchange – AAFES............................................. 22 Transportation Institute........................................... 17 United Airlines.......................................................... 25

U.S.-flag shipping and logistics solutions from America’s leading Ro-Ro carrier

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Delivering what’s next. ©2023 FedEx. All rights reserved.

©2021 FedEx. All rights reserved.

36 | Defense Transportation Journal | DECEMBER 2023