Defense Transportation Journal

From Battlefield to Board Game | 61ST ANNUAL FORUM WRAP-UP

December 2007

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CONTENTS

December 2007

FEATURES Operation Backpack December 2007 • Vol 63, No. 6 PUBLISHER

LTG Ken Wykle, USA (Ret.) EDITOR

Kent N. Gourdin MANAGING EDITOR

Karen Schmitt | karen@ndtahq.com

at Camp Alamo Afghanistan

8

By Karen Schmitt

From Battlefield to Board Game Jingle Truck Logistics of Operation Enduring Freedom

15

CONTRIBUTING EDITOR

By Major Jason J.F. Murphy and Mr. V-Khye Gideon Fan

CIRCULATION MANAGER

61st Annual Forum Wrap-Up

21

Forum Awards Photo Album

47

Denny Edwards Leah Ashe

PUBLISHING OFFICE

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

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Defense Transportation Journal (ISSN 0011-7625) is published bimonthly by the National Defense Transportation Association, a non-profit research and educational organization; 50 South Pickett Street, Suite 220, Alexandria, VA 223047296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

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

**Cover Photo: Chief Petty Officer Michael Ploeger, Camp Alamo

DEPARTMENTS A-35 NEWS | Ms. Lori Leffler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 EDITORIAL | Dr. Kent N. Gourdin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 PRESIDENT’S CORNER | LTG Ken Wykle, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 CHAPTER NEWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 GOVERNMENT NEWS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 WELCOME | Ms. Sharon Lo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 INDUSTRY NEWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 FAREWELL | Mr. Ken Massey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 PROFESSIONAL DEVELOPMENT | Mr. Irvin Varkonyi, CSCP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 IN MEMORIAM | Wellington Powers Arnold, CW04, USAF (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . 61 INDUSTRY INROADS | Ms. Denise Bailey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 HOMELAND SECURITY | Mr. Lee Jackson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 PAGES PAST | COL Denny Edwards, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 HONOR ROLL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 CHAIRMAN’S CIRCLE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 BOOKSHELF IDEAS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 INDEX OF ADVERTISERS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

A-35

EDITORIAL REVIEW BOARD AND EDITORIAL OBJECTIVES

Win-Win All The Way Around

Dr. James M. Daley, Dean, Helzberg School of Management, Rockhurst University, Kansas City, MO Dr. Kent N. Gourdin, Director, Global Logistics and Transportation Program, College of Charleston

Ms. Lori Leffler, A-35 Chair

Maj Gen John E. Griffith, USAF (Ret.), Transportation Logistics Consultant Richard H. Hinchcliff, Consultant Brig Gen Malcolm P. Hooker, USAF (Ret.), Member, Board of Directors, NDTA Dr. Joseph G. Mattingly, Jr., R.H. Smith School of Business, University of Maryland Prof. Gary S. Misch, US Naval War College (Ret.) Lt Col Anne T. Peck, USAF (Ret.) Dr. Richard F. Poist, Jr., Professor, Transportation and Logistics, Iowa State University MG Harold I. Small, USA (Ret.), Consultant COL Joseph A. Torsani, Jr., USA (Ret.) Dr. David Vellenga, Director, Carl A. Gerstacker Liberal Arts Institute for Professional Management, Professor of Economics and Management, Albion College

EDITORIAL OBJECTIVES The editorial objectives of the Defense Transportation Journal are to advance knowledge and science in defense 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 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 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. The opinions expressed are those of the authors and not necessarily of the Editors, the Editorial Review Board, or NDTA. EDITORIAL CONTENT For correspondence including feature manuscripts and books for review, write: Dr. Kent N. Gourdin, Editor, DTJ Director of the Global Logistics & Transportation Program, College of Charleston, Charleston, SC 843-953-5327 • F 843-953-5697 gourdink@email.cofc.edu

Manager, US Government Sales, The Hertz Corporation

I

n October, NDTA participated in the Industry Day and Career Fair hosted by the University of Maryland’s Logistics, Transportation, and Supply Chain Management Society (LTSCM). Keynote speaker was John Porcari, Maryland Secretary of Transportation, who delivered remarks prior to a “meet ‘n greet” luncheon in the Colony Ballroom on campus. The event, which targets students majoring in logistics and related studies, is totally orchestrated by the student members— future leaders of our industry. They even help pack up display items and lug it all to cars waiting in the parking lot at day’s end. Having just returned from V-Khye Gideon Fan Charleston and our (L) and Major Jason own NDTA annual J.F. Murphy AfghaniForum and Expo, stan Detachment OpI truly appreciate erations Officer (R). their efforts.

The event gives student attendees a chance to explore employment and internship options with various exhibitors; at the NDTA booth, they discover something equally important—a significant network of member companies and organizations dedicated to transportation and logistics all in one place! Since LTSCM students are automatic A-35 members of NDTA upon enrollment in the Society, this roster of corporate NDTA

Government, Corporate, NDTA and Chapter News, Almanac Input, Mini-features, and all other departments, send news and photos to: Ms. Karen Schmitt, Managing Editor, DTJ NDTA 50 South Pickett Street, Suite 220 Alexandria, VA 22304-7296 703-751-5011 • F 703-823-8761 karen@ndtahq.com

4 |

Defense Transportation Journal

members, along with programs for professional growth and mentorship, is a practical tool they can employ while pursuing career paths now and also down the road.

LTSCM students have gone on to do some pretty exciting things. V-Khye Gideon Fan, a former University of Maryland LTSCM member and recipient of a 2003 NDTA Scholarship Award presented at the Forum in Kansas City, shares some learning experiences in this issue of the DTJ (See “From Battlefield to Board Game— Jingle Truck Logistics of Operation Enduring Freedom”). Under Professor Bill DeWitt’s tutelage, former LTSCM Advisor, V-Khye started working for the Army as part of the Co-Op Program in June 2003; he volunteered for the 831st Transportation Battalion headquartered in Bahrain but upon arrival was sent to Afghanistan. The biggest surprise, he says, was the lack of established deployment and redeployment operational systems. V-Khye and MAJ Murphy, co-author, had to formulate basic standard operating procedures (SOP) quickly!

I encourage our NDTA Chapters to visit local colleges and universities and to participate in similar campus events. Get to know the students and introduce them to NDTA— you’ll beef up your membership, and they will be available to contribute to the greater cause.

It’s a win-win all the way around. DTJ

“It appears we have appointed our worst generals to command forces, and our most gifted and brilliant to edit newspapers. In fact, I discovered by reading newspapers that these editor/geniuses plainly saw all my strategic defects from the start, yet failed to inform me until it was too late.”

“Accordingly, I am readily willing to yield my command to these obviously superior intellects, and I will, in turn, do my best for the Cause by writing editorials—after the fact.”

Find the ANSWER on page 61 |

DECEMBER 2007

EDITORIAL Post-Forum Thoughts 2007 Dr. Kent N. Gourdin, Editor DTJ Director, Global Logistics and Transportation Program College of Charleston

I

don’t know where the time goes. Another Forum has passed, the weather has turned, and (at the time of this writing) holiday displays are already appearing in the stores. I hope everyone enjoyed their time here in Charleston. As always, I found the general and professional sessions to be informative and interesting. I do have to admit that it was a little strange having the Forum in my own backyard, so to speak. I just couldn’t quite turn things off at work and at home like I have to when I travel.

When you stay in town, you’re fair game; my boss couldn’t accept the fact that I really wasn’t here. At any rate, I managed to attend most of the activities and, as always, had a great and productive time.

The focus on lean supply chain management was particularly timely from both a commercial and military point of view.

Companies have focused on lean logistics as the way to maintain customer satisfaction and lower costs. In a sense, those are mutually exclusive goals. Higher levels of customer satisfaction imply shorter production runs to quickly adapt to changes in the marketplace, smaller shipments moved via expensive forms of transportation, and even the storage of inventory close to the final user to guard against stockouts. In short, raising customer service levels leads to significant upward pressure on the costs associated with providing it. Similarly, efforts to drive down supply chain costs can lead to lower levels of customer satisfaction. Low production costs, for example, result from long production runs of the same item; cheaper forms of transportation are slow and more likely to cause damage to shipments; the elimination of inventory can lead to stockouts, lost sales, and disgruntled customers.

Balancing these seemingly disparate objectives is what lean logistics is all about, but there are risks associated with embracing that concept as well. There is simply no margin for error now. If dockwork-

ers go on strike, suppliers are unable to provide necessary parts; if information systems crash, the supply chain stops.

When the customer is a military member in harm’s way waiting on ammunition, food, or spare parts, delivery delays are simply not an option. Even businesses can find themselves in dire straits. Airbus’ well-publicized problems with their new airplane, the A380, are largely supply chain related. Now Boeing has announced that they, too, will have to delay the delivery of the first Dreamliner, their new aircraft, because of their inability to source a sufficient number of fasteners.

Imagine: the entire process halted because of fasteners! No doubt these world-class firms will sort out their problems and, in due course, provide the world’s airlines with top-notch, state-of-the-art airplanes.

However, lives are at stake when the customer is a warfighter on the front line, so flexibility to deal with problems like those

encountered by Boeing and Airbus must somehow be built into the supply chain.

Many of the sessions at the Forum dealt with various aspects of lean logistics/lean supply chains; in fact, I know a lot more about the topic than I did before the event started. I am often struck by how advanced the DOD is in embracing of concepts like this. I feel sure most of the civilian sector lags well behind in its understanding and adoption of these same principles. In fact, it may be doing business with the DOD that provides the impetus for companies to get on the bandwagon. But the Forum is all about providing a venue for sharing not only where we are in defense logistics and transportation, but where we are going as well. Given the civilian/military partnership that makes up the Defense Logistics System, we can all learn from each other. Indeed, the opportunity to share ideas and grow as a result is the true value of attending the Forum.

Let’s do it again in Reno in 2008! DTJ

ERRATA: Bill Deaver, Totem Ocean Trailer Express, Inc. In “Turf | Tundra | Teamwork” September 2007 DTJ

www.ndtahq.com | 5

PRESIDENT’S CORNER LTG Ken Wykle, USA (Ret.) NDTA President

I

n this issue of the DTJ, we provide an summary of the Forum events. It includes pictures of exhibitors, award winners, and recognition of our sponsors.

I want to say THANK YOU for your great support and participation in the 2007 Forum. It was an outstanding success. To all who attended, the speakers, the roundtable participants, the breakout session leaders and participants, our exhibitors and sponsors, the hotel staff, the NDTA staff, our Destination Management Company, our show decorator, the volunteers from our chapters, and others, thank you for a super Forum.

Talk to your friends and associates and encourage them to attend the Forum in Reno/Tahoe, 20-24 September 2008.

Each year is different, and the program varies depending on location and availability of speakers and facilities. This year we had two “off-site” tours—one to the aerial port, and the other to the ocean terminal as an option to professional sessions. Please provide me with your thoughts on the value of these two tours. I received many positive comments on Downtown Charleston, the historical area, market, and the number of quality restaurants. The convention facilities were first class; however, the five hotels made it more difficult to network, move between events and the hotel, and limited the value of the spouse hospitality

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suite. The venues for future Forums will be in one hotel.

We had senior leaders from industry, DOD, and the Military as keynote speakers. Mr. John Clancey, Chairman of Maersk, Inc., opened the Forum by discussing the challenges of the industry/ government partnerships. He provided insights into the maritime industry, their global networks, and current investments in new infrastructure. LTG Honoré recognized our outstanding Transportation and Logistics units at the Military Awards ceremony. His presentation had attendees on the edge of their seats as he mixed humor with praise for our military forces and the importance of logistics to battlefield success, saying that, “If logistics was easy, it would be called tactics.”

The Honorable Jack Bell discussed the need to not only sustain our forces, but to “reset” returning equipment in preparation for the next mission and to begin planning for the large amount of retrograde equipment that must be removed from the operational area. LTG Robert Dail addressed DLA’s support to the warfighter, the focus on extending the enterprise to the retail level, and DLA’s role in working with the Service Materiel Commands. General Schwartz closed the Forum on Wednesday by emphasizing the importance of “a promise given is a promise kept” in support of the combat-

Chairman’s Circle Plus+

ant commander; the need to evaluate the economics and other tradeoffs between military capability and commercial capability when responding to the needs of the combatant commander; and TRANSCOM’s focus on metrics to improve responsiveness, efficiency, and effectiveness in support of the warfighter.

These outstanding speakers were augmented by roundtable discussions led

by VADM Ann Rondeau, focusing on DOD’s Distribution System Transformation, and Maj Gen Art Morrill, leading an exchange on Lean/Six Sigma Success Stories. The afternoon’s schedule provided attendees an opportunity to choose from ten different breakout sessions or the two tours mentioned above. Learn more about all of the presentations by reading the summaries in this issue of the DTJ. Many of you provided feedback by completing the survey available in the foyer. I want to briefly share some of the results. First, the participation was superb—about 40 percent of the attendees responded.

• 43 percent of the attendees were senior leaders/managers.

• 74 percent had attended previous Forums, and 51 percent attended last year’s Forum.

• 70 percent prefer breakfast in their hotel over a planned breakfast in the convention center.

• 82 percent selected the fall as the best time of the year for the Forum.

• 66 percent prefer “add on” sessions/ workshops/training be scheduled the day before the Forum starts versus the last afternoon or the day after it concludes. continued on page 68

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at Camp

Alamo Afghanistan

By Karen Schmitt Photos by: Captain Scott Delius and Chief Petty Officer Michael Ploeger – Camp Alamo, and Andy Burriss – Herald News, Rock Hill, SC

The press describes the area around Camp Alamo, which is located inside the walls of the Kabul Military Training Center (KMTC), as “home to blood thirsty drug gangs, al-Qaeda suicide bombers, floods, and flesh-eating scorpions,” yet this does not deter our troops from venturing beyond the confines to distribute school supplies to needy children. Sometimes, the people coordinating the effort do not have specialized training in distribution or logistics—but they do have heart. And that’s what it takes when the destination involves “one of the most dangerous places on earth.”

What follows are two separate accounts from Captain Scott Delius, US Army National Guard, and Chief Petty Officer Mike Ploeger, US Navy Reserve. They both were moved by the children; they both found solutions to deliver help in resourceful ways. Their mission is informally known as “Operation Backpack” and is sustained today through a resilient network of friends and comrades.

F

rustrated, and in response to the extreme poverty he encountered in surrounding villages outside Camp Alamo, Captain Scott Delius set about collecting clothes, shoes, notebooks, and backpacks in his spare time for the youngsters. He appealed to family and friends back home in Atlanta, Georgia, and soon donations came pouring in. “I was overwhelmed by the response of my family, friends, and complete strangers. I received 200 large boxes of pre-sorted clothes, and almost $4000 in donations. Much of that money was used to ship

things over to me.”

Captain Delius arrived in Kabul in late November 2006 after a month’s training in Mississippi and was assigned as the Judge Advocate General (JAG) officer attached to the Kabul Military Training Center (KMTC). It is the country’s largest base, with about 8000 new recruits in training at any one time. He worked with the base’s top Afghan legal officer to establish a military justice system, and he helped US soldiers with legal problems

when, they were raised in the same neighborhood and grew up to own and operate their own trucks for the same companies, spending many long stretches on the road together. That was 30 years ago, and now Chief Ploeger was calling for help. Coordination was needed to collect a barrage of donations earmarked for Afghanistan; goods were coming from around South Carolina in response to communications from the 218th National Guard out of Columbia and the 178th Combat En-

EXCERPTS FROM CAPTAIN DELIUS ONLINE JOURNAL >> “My Afghan colonel told me about a village that was in desperate need of humanitarian assistance.

Unfortunately, you can’t just jot down an address and run out and start distributing aid. You must always recon the area first.

We mounted up in uparmored humvees with gunners in the turrets. I put my Afghan colonel and an interpreter in the back seat.

Everyone was in full body armor with weapons locked and loaded.” >> “The village itself was everything the colonel said and more. Trash everywhere . . . mud huts with plastic sheeting for roofs and windows.” >> “It was obvious that the area was completely unsafe. Tall buildings.

Tight and narrow streets with no room for maneuverability. Crowds.

Cars, trucks, bicycles, and motorcycles all over the place.

Way too many variables. In short, this area was a complete ‘no go.’”

that came up back home. His role didn’t require expertise in transportation or logistics, but when facing mountains of donated supplies—enough to fill two seventon trucks after all was said and done—he was forced to assume a new mind set and develop additional problem-solving skills.

Other opportunities for hands-on learning surfaced from time to time, like the time a devastating flood swamped Kabul. Shovels, tarps, saws, and hammers were delivered along with food and clothing. “More than 6000 people [in Kabul] lost their homes. A police chief contacted our intelligence officer and asked for assistance,” Captain Delius remembers. The supplies were critical in rebuilding homes and lives.

In May of this year, he returned home to rekindle his law practice, but the legacy of good will lives on at Camp Alamo— and in surprising ways.

One day, out of the clear blue, NDTA member Mike Meyer received a call.

It was from his longtime friend Mike Ploeger, now a Chief Petty Officer with the Naval Reserves and stationed at Camp Alamo as Public Affairs Officer. Way back

gineers out of Rock Hill and Fort Mill armories, both units deployed to Camp Alamo. Chief Ploeger had to get the word out. After all, winter was approaching and the kids needed coats and shoes!

Meyer stepped up to coordinate the necessary stateside logistics. “I contacted trucking companies and others in the industry to assist with transport. Ana Bundy, with Blackwater, a private security firm, agreed to offload and warehouse items, as well as provide airlift to Afghanistan.” He continues, “Some aspects [of this effort] are easier than others, and having a private company on board to handle shipment over to Afghanistan can speed up the process. It hasn’t been hard to get others involved— there are many people with connections to someone over there [at Camp Alamo], and they want to contribute.”

Volunteers in South Carolina sorted and boxed the goods, which even included old military uniforms for the Afghan trainees at KMTC; the American soldiers’ names were taken off garments that were no longer standard issue. The domestic trucking was arranged through Andy

>> “The lesson learned is that we simply cannot pull off a humanitarian mission in a heavily populated urban area. I will look for something closer to home, with better ground to defend. The reality is that we can’t help others if we can’t be assured of our own safety.”

Captain Scott Delius Thursday, April 5, 2007

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COMMENTS FROM CHIEF PETTY OFFICER MICHAEL PLOEGER >> The Arzon Kimont School is located about six miles from Camp Alamo and set up in what was a private home. The building is three stories tall, the rooms are about 15ft x 20ft and each has 30 to 50 children in it. There are no desks or chairs.

They sit on a carpet, shoulder to shoulder, row after row. The rooms have no air-conditioning or circulation, so it’s very stuffy. >> The excitement on the children’s faces is priceless. The school has two sessions; the younger children attend three hours in the morning and the older children attend the next three hours. >> We finish the distribution. It has taken us about three hours total.

We even had enough to leave extras for those students that were absent. We prepare for the convoy back; we now have to become soldiers, weapons loaded, very alert. We return to Camp Alamo. The whole mission goes without incident. Everyone involved has a tremendous feeling of fulfillment.

Chief Petty Officer Michael Ploeger CJTF Phoenix TAB VI PAO Sunday, May 27, 2007

Clarke and provided by his firm, Panther Expedited Services. Chris Koehring of Panther coordinated the multiple pickups and the delivery without delay. The Herald News in Rock Hill, SC, reported that the truck drivers from Panther were so impressed with the humanitarian effort that they donated mileage from part of the trip—which translates as money that they would normally earn.

Friendships, whether casual or workrelated, help build the bridges that move things along . . . in this case, to Camp Alamo, and thanks to two old friends. By October, enough shoes, coats, hats, gloves, and clothing were collected to warm the kids (who play barefoot in the snow), their mothers (whose husbands and fathers were killed in war), and the aged village farmers (who till the fields by hand). www.ndtahq.com | 11

LESSONS IN LOGISTICS Captain Delius kept an online journal; portions have been adapted to provide some “Lessons Learned.”

➊

IDENTIFY NEEDS FIRST HAND Recon missions give a chance to size up the situation and learn what items are needed most. A visit to a village school, for example, gave a glimpse at what was lacking in the classroom and it also helped establish trust with the children.

Scheduling “stuffing sessions” around Muslim holidays proved effective; more hands were available since soldiers also had time off and could help get the job done.

WITH AN EYE TO CONSTANT THREATS It took ➍ DELIVER about two weeks to pre-plan the delivery trip. Sometimes as many as three trips were made to the village to check things out and calculate possible rough spots. Sorties provided information about the best route and the appropriate personnel, weaponry, and vehicles to accomplish the mission.

UP FRONT Donations that arrived at Camp Alamo from ➋ SORT THE CROWDS This was a big task since villagers the US were labeled and sorted by size and gender, which ➎ CONTROL jockeyed for better spots in line to grab clothing and shoes. facilitated distribution—a definite plus when under the risk of enemy attack.

A SUITABLE STAGING AREA AND CREATIVE ➌ EMPLOY SCHEDULING Filling 2000 backpacks and duffel bags was

one of the biggest logistical challenges since the task was accomplished during “down time,” and there wasn’t much of that. Each pack or duffel had to be unwrapped from its packaging, unzipped, and then passed assembly line style among “stuffers” who inserted pens, crayons, and notebooks. Finally, someone had to zip it all up and box it for surface transport. Internal packaging resulted in lots of useless cardboard and plastic that required disposal.

Things were distributed inside the village courtyard with a controlled entry point, which was key. A soldier escorted each person through every station to make sure they got a fair amount of clothes that fit them.

THE NEXT GENERATION OF TRANSPORTERS/ ➏ GROOM LOGISTICIANS “We should give the Afghans the goods

and let them distribute them. Although they don’t have the resources such as abundant food and clothing, they do want to help their fellow citizens. We should therefore strive to let them organize the mission and conduct the delivery more often in the future.”

“Like all kids, they were a bit shy. I guess I would be too if a couple of fully armed soldiers walked into my classroom. That can’t be helped because we were required to stay in our body armor. Despite our appearance, the kids opened up to us.”

“Crowd control became the biggest task as the villagers began lining up. We helped to placate the villagers and assure them that there was plenty for everyone. You will notice that there are no women in line. Young girls showed up, but they had to fend for themselves. Unfortunately, they couldn’t do much. The men and boys kept pushing them aside.”

EPILOGUE Chief Ploeger joined Camp Alamo just as Captain Delius was preparing to leave in May. They became quick friends. They didn’t spend much time together in transition, and they were not related by either their uniform or by their profession. But they shared a strong commitment, a resourceful spirit, and an “army” of friends back home that keeps “Operation Backpack” alive. So far, six Humanitarian Aid (HA) missions have taken place with almost 2000 man hours of off duty time 12 |

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contributed by the coalition soldiers. The missions include three schools in an area that sustained several IED strikes, two village clothing distributions, and a distribution of food and clothing to the families of Afghan National Army (ANA) soldiers that were killed this past July in a mortar training accident. DTJ

contacted at OperationBackpack@ndtahq. com, and Chief Ploeger is at michael.ploeger@ us.army.mil. He can bring you up to speed with goings on at Camp Alamo. He has six months to go in Kabul and will be working hard on humanitarian aid mission operations.

Scott Delius hopes to continue helping from afar.

He can be reached in Atlanta at sddarmy@yahoo.com. If you would like to contribute from the industry standpoint, Mike Meyer may be

WIRED – BATTLEFIELD BLOGS

DECEMBER 2007

>> in the November NDTA Gram >>

Jingle Truck Logistics of OPERATION ENDURING FREEDOM

By Major Jason J.F. Murphy and Mr. V-Khye Gideon Fan 831st Transportation Battalion, Afghanistan Detachment Surface Deployment and Distribution Command (SDDC)

OEF≠OIF (Operation Enduring Freedom [OEF] is not Operation Iraqi Freedom [OIF]). Afghanistan is not Iraq, and Pakistan is most Make plans by seeking advice; if you wage war, obtain guidance.

certainly not Kuwait. We have chosen to put this BLUF (Bottom

- Proverbs 20:18

this truth, the easier one will be able to realize that there have

Line Up Front) statement because the faster one acknowledges been very few practices in place for moving cargo efficiently and effectively into and out of Afghanistan. That is, until now.

The SDDC Afghanistan Detachment is truly at the Tip of the Spear because it has secured key ground, with the assistance of our commercial partners, from which to launch a continuous offensive on the battlefield of strategic movement. With only a handful of personnel and visionary leadership, the Afghanistan Detachment has overcome challenge after challenge in a geo-political environment that is as ever changing as the mountain caps and desert dunes we live in.

• NO Military Sealift Command (MSC) vessels are allowed at the Ports of Karachi, Pakistan—the primary SPODs (Sea Port of Debarkation) for OEF. • NO US military presence is allowed at the Ports of Karachi—by authority of the State Department.

• NO Strategic Surface Lift, sealift with inland movement, will be conducted outside the Universal Services Contract (USC-05).

Despite these many challenges, the one thing not lacking is hope. At the very heart of all we do for Strategic Surface Lift, we must never forget that the importance of a process is directly tied to the importance of people—our brave Soldiers and Civilians who are shaping a new world every single day.

• NO Strategic Surface Lift or associated movements will be authorized without budget and cost considerations.

• NO specific commercial carrier, transit route, or vessel can be chosen for sealift.

• NO secured or safe line-haul routes between Afghanistan and Pakistan.

• NO control over the terrain, weather,

REALITIES OF THE BATTLEFIELD Fighting on today’s battlefield requires everything from heavily armored trucks to single-ply toilet paper. Linear battlefield operations allow for logistics to be done within a Green Zone or at least safely behind the front lines, out of the immediate Combat or Hot Zone. With the advent or, some may argue, revival, of non-linear battlefields, this no longer holds true. We stated at the beginning that OEF is not OIF, and this is why.

Unlike Kuwait, where OIF has militarily secured SPODs and staging areas, we in OEF are forced to rely on the commercially secured terminals at Karachi, Pakistan. We rely heavily on our US Consulate, commercial partners, and 3PL Raith-Tareen to provide us with command and control.

In OIF, cargo is unloaded in the Green Zone (Kuwait) and makes its dangerous way north through and to the Red Zone (Iraq). Within an hour, military escorted convoys can cross into Iraq and move toward their final destination. As an added advantage, Kuwait and Iraq enjoy good infrastructure, especially their highway systems. OEF has it somewhat backwards as cargo begins 850 miles away from the Green Zone in the Pakistani Red Zone and transits north through yet another dangerous area, the Afghani Red Zone.

The cargo transits through perilous and narrow mountain passes, tunnels, and dirt roads before reaching the Green Zone (US Bases). Take into account that there are no military escorts, several mountain passes, only two border crossing points (Torkham and Chaman), which are subject to the harsh weather conditions, and an ever changing policy on border crossings and tariff exemptions—and we see how challenging OEF logistics can be.

For good measure, throw in the 10-day average land transit time between Ka-

Photos this page from top: Afghanistan Detachment – Christmas 2006; Jingle Truck (These are the trucks used to transport US cargo in OEF. The jingling sound and decorations are for good luck during the perilous journey); Truck drivers sleeping in the staging yard: Strategic Surface Lift is carried out by commercial carriers. These drivers bravely make the dangerous journey and survive in difficult conditions.

DETACHMENT PHILOSOPHY The age old concept that one of the few constants in life is change holds much water in OEF. Instead of fighting futilely against change, we embrace change itself as a powerful ally. We do not strive to be flexible; instead we choose to be fluid.

Given time and perseverance, water will always find a way. No stubborn mountain can say the same for itself!

NO, NO, AND NO! While many units and organizations demand a “yes” answer, we have had to adapt to the following “no-no’s” of our operational environment: • NO seaport in Afghanistan. It is a land-locked country.

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DECEMBER 2007

governments, and geo-political situation of Afghanistan and Pakistan.

rachi, Pakistan, and final destinations in Afghanistan, and we find ourselves at the mercy of the local tribes and warlords that control the mountain passes and key routes. Our cargo is subjected to either pilferage or outright destruction during this arduous journey. We have taken off packing lists, hidden the radio frequency identification tags (RFID tags), added bolt seals, tied on multiple cable seals, removed unit or US markings—and still our enemies find ways to penetrate our preventive measures. Anyone dreaming of M915s dragging M872s with escorting M1114s pounding away with blazing .50 calibers and Mark 19s through the streets of Pakistan and Afghanistan needs a serious reality check.

As if these challenges were not enough, a difficult reality to swallow is that we are subject to Afghanistan’s tariff exemption process. All OEF cargo exported out of Afghanistan requires tariff, tax, and duty clearance from the Afghanistan Government. An official letter head memorandum listing key information must undergo scrutiny in Kabul that lasts anywhere from 7 to 12 days. Parallel to this tariff

Photos this page left to right: MAJ Murphy checking paperwork and talking to the driver.

The young boy’s name is “Tac-Tac,” and he acted as our translator; Concrete barriers, barb wire, and a nice view of the surrounding mountains. Welcome to Bagram Ski Resort.

are constantly at risk of being lost or destroyed. They are the ones who are on the line each day, sacrificing their comfort and lives so that we may enjoy unbelievable freedoms. It is with this in mind that we continue to ply the dangerous waters in search of better Strategic Surface Lift operations, for without the supply line, combat operations will cease.

Truly, we are in uncharted logistics waters, but thanks to the faithful efforts of

This is a good process today, but it may not be the right process tomorrow. We must be ready to meet the changes thrown at us.

— COL Robert Oliveras, 595th TTG Commander memo processing period, commercial carriers need just as much time to stage critical line-haul and conveyance equipment at our bases in Afghanistan.

Our Soldiers and Civilians require their trucks, repair parts, toilet paper, food, sundries, entertainment, and personal goods on a daily basis. The cargo must keep flowing, both on the import and export side, to ensure continued operations in the area. Our cargo has been pilfered, damaged, and in some cases even burnt.

Despite these setbacks, these are the realities of the battlefields within OEF that we must not only accept and understand, but also courageously face each and every day.

The ultimate reality of the battlefield lies not in the fact that cargo will be lost or destroyed, but that the lives of our Soldiers and Civilians—our Warfighters—

the Afghanistan Detachment and its commercial partners, we now have a map by which to steer a steady course.

SDDC-OPOLY—STRATEGIC MOVEMENT IN A BOARD GAME! If initial education is challenging, then re-education in OEF is just shy of blatant brainwashing. Business is never as usual for us, and neither are the methods by which we conduct operations and education.

With as much ingenuity as we can muster, we thus proudly present SDDC-OPOLY, a board game that accurately reflects the current process required to conduct proper strategic movement in OEF. SDDC-OPOLY maps out the average 36 days required to source line-haul and sealift for export cargo leaving Afghanistan. The idea behind SDDC-OPOLY is

to provide a visual guide for those unfamiliar with OEF Strategic Surface Lift, and show that there are multiple events required to occur in a certain order to ensure proper movement. Skipping is not allowed, and going back a few spaces does happen. If steps are not done properly, going back to “GO” without moving your cargo (or collecting $200 for that matter) is likely to happen as well. Jingle truck parking is generally free, if you can find a mine-free area. As for going to jail, any attempt to bypass USC-05 is sure to guarantee you a cell!

SDDC-OPOLY takes you through 36 days that cover the 6 main portions of the Strategic Surface Lift export process.

1. Document Submission 2. Integrated Booking System (IBS) 3. Cargo Lift Plan 4. Carrier Coordination 5. Carrier Pick Up 6. In Transit Visibility (ITV) Accurate and timely submission of documents is vital in commencing export cargo movement. For us, we have dubbed the Transportation Control Movement Document (TCMD) as the “Golden Ticket,” in honor of Willy Wonka and the Chocolate Factory. Those familiar with the book or movies know that without the “Golden Ticket,” there is no entry into Willy Wonka’s chocolate factory. In the www.ndtahq.com | 17

same manner, without the TCMD, there is no entry into the Defense Transportation System (DTS).

IBS is the system that we use to book cargo on commercial vessels. Based on flag, rate, and schedule, the Ocean Cargo Clearing Authority, Southwest Asia (OCCA-SWA), located in Bahrain, will determine which carrier receives the cargo booking. This ensures that bookings accurately reflect the actual cargo and that

our commercial carriers are given an opportunity to partake in this business.

The TCMD is the key in providing the military cargo information, but fails to provide the booking information it necessary for manifesting in Worldwide Port System (WPS) and subsequent cargo clearance and prompt payment. With the advent of the Murphy Stamp, affectionately named after its creator, Major Murphy, the TCMD has now been brought into

the 21st Century. The Murphy Stamp essentially provides key information for both the commercial carrier and the WPS operator, resulting in proper loading, movement, clearing, and payment. We have

Mission First, People Always!

— MG Kathleen Gainey, SDDC Commander further transformed the TCMD into the E-TCMD as scanned copies are now kept on file. These E-TCMDs are then packaged with the tariff memo and spot date information, creating a Cargo Lift Plan that is electronically sent to key military organizations and commercial partners.

Coordinating with the carrier requires constant communication between the Afghanistan Detachment and our commercial partners. From receiving conveyance numbers to arranging for physical pick up, it cannot be overemphasized that communication is vital in ensuring successful Strategic Surface Lift operations.

Our commercial partners are indeed partners in that we are working side-by-side to accomplish our respective missions— to move cargo or to be profitable.

Physical pick up of the cargo is truly an adventure in itself as some trucks do not survive the arduous journey, and others arrive with damaged conveyances—such as holes caused by rocket propelled grenades (RPGs). Further force protection measures add more time to an already time consuming process, forcing carriers to ensure timely truck and asset arrivals.

Last, but by no means least, is the in transit visibility (ITV) tracking from our hubs in Afghanistan to the sailing of a commercial vessel. With a variety of reports provided by the commercial carrier (under USC-05) and 3PL Raith-Tareen, the Afghanistan Detachment has worked tirelessly to accurately track cargo as well as keep the commercial carrier accountable for timely land transit and vessel sailings.

SDDC-OPOLY is our way of educating the masses about the messes faced in OEF. We do not believe there is ever going to be a 100% solution, but we are confident that we have a 95 percent solution that has proved to be successful in re-

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DECEMBER 2007

cent months. It is the continued support of our commercial carriers and the tireless efforts of Soldiers and Civilians that will translate the process on the board game into success on the battlefield.

SO, YOU WANT TO MOVE YOUR CARGO The Afghanistan Detachment is unique in that it combines the characteristics of the SDDC operations center, an installation transportation office (ITO), a household good and personal property office (HHG), and a help desk. Our mission is to move and deliver cargo on time, every time in OEF, but as MG Kathleen Gainey has emphasized: Mission First, People Always. We are customer centric and will do all that is within our power to ensure cargo movement as well as educate the customer. We will not always say “yes” to customer demands, but we will always say “yes” to an all out assault on challenges and obstacles.

LOGISTICS IS LIKE THE WEATHER The sun may beat down relentlessly on us in Afghanistan, or the rain will pound

the Earth until she gives up her landmines to the surface. The simple “move from point A to point B” may be at the root of logistics, but what lies between

improving our processes and products, and we will continue to do so as long as we are in OEF. As long as our Warfighters continue to bring the fight to the enemies of freedom, we as Soldiers and Civilians will continue to support them with as many rolls of toilet paper and armored trucks as they need—and make sure that they and their equipment all make it safely to the homes they have valiantly fought for. DTJ

Afghan Det, Task Force Blackbeard Bagram—Trucks lined up and ready to enter. Notice the unpaved/muddy ground. Trucks occasionally get stuck and must be towed out by a humvee.

those points is not at all close to simple.

As stated, we are confident of our 95 percent solution, but we are not arrogant in thinking that more changes will not surface. A non-linear battlefield requires non-linear options. We are continually

MAJ Jason J.F. Murphy is the Executive Officer of the 831st Trans Bn, Afghan Det (Task Force Blackbeard) who recently served as the Southern Command Team Chief in the SDDC Operations Center at Ft. Eustis, VA. Mr. V-Khye Gideon Fan is the Assistant Operations Officer of the Afghan Det on loan from the 831st Trans Bn, Bahrain. He is a 2005 graduate of the Transportation Intern Program at Ft. Eustis, VA.

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for helping to make the 61st Annual

NDTA Forum such a success!

22 |

A-35 / NDTA AAR Mobility Systems ABF Freight System, Inc. Ace Doran Hauling & Rigging Advantage Rent-A-Car Agility Defense & Government Services Air Tran AIT Worldwide Logistics, Inc. American Military University AmSafe Defense APL Limited ASL Group Associated Global Systems, Inc. ATA Airlines, Inc. Avis Budget Group BAX Global Bearing Point Bennett Motor Express Boyle Transportation C-2 Freight Resources C.L. Services Calhoon MEBA Engineering School Cavalier Logistics Charleston Marine Containers, Inc. Choice Hotels Comtech Mobile Data CorTrans Logistics Crowley Maritime Corporation CRST Logistics Computer Sciences Corporation CSX Transportation Defense Travel Management Office Delaware River Maritime Enterprise Council DHL DLA EGL Eagle Global Logistics Efficient Hauling Systems (EHS) Enterprise Rent-A-Car Europcar Car & Truck Rental

Defense Transportation Journal

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DECEMBER 2007

Evergreen International Airlines Extended Stay Hotels FedEx Flight Works, Inc. FSO TO GO, Inc. General Dynamics General Freight Services GEODecisions Hershey Resorts/CVB The Hertz Corporation Hilton Hotels Holiday Inn Express Horizon Lines HudsonMann, Inc. IBM ITLT Solutions, Inc. InterContinental Hotels Group IOMM&P JAS Forwarding Kalitta Charters KGL Transportation Korea Express Co., Ltd./ GFEZ Authority Kuehne + Nagel, Inc. Landstar System Lexington C&VB LMI Government Consulting Lockheed Martin Systems Maersk Line, Ltd. Matson Integrated Logistics Mayflower McCollister’s Transportation Group MechSim Inc., Defense Transportation Technologies Medal of Honor Menlo Worldwide Mercer Transportation Microtel Inns & Suites, Hawthorn Suites, Hyatt Mi-Jack Products, Inc. Military Living Publications Military Sealift Command

National Air Cargo National Car Rental NYK Logistics (Americas) Inc. Old Dominion Freight Line, Inc. Omega World Travel Palladian International Panther Expedited Services Pasha Hawaii Transport Lines Phoenix C&VB Pilot Freight Services PM J-AIT Positive Edge Technologies Powersource Transportation.Com PowerTrack, U.S. Bank R&R Trucking Ridgeway International USA Inc. Ryder Savi Technology SDDC Sealed Air Corporation SGTP SkyBitz, Inc. Super Clubs Taylor Data Systems Total Quality Logistics Totem Ocean Trailer Express, Inc. Transportation Corps Foundation Tri-State Expedited Service TTX Company U.S. Maritime Administration United Seamen’s Services United Van Lines UPS USO USTRANSCOM USTRANSCOM JPMO, HHGS UTI Worldwide – Defense Group UTSI XIO Strategies, Inc. The Brands of YRC Worldwide

Opening Ceremony Remarks September 17, 2007

Continuing the Investment Cycle

John Clancey, Chairman, Maersk, Inc.

I

t’s a pleasure to have the opportunity to speak in front of the many distinguished military and civilian leaders and colleagues in the transportation industry. This morning I would like to discuss the investment cycle in transportation. It’s a timely discussion, especially for those of us in industry that are currently in the process of preparing budgets for next year.

We have to plan our spending, based on market trends, our competition, and, most importantly, our customers’ plans. This allows us to look at the subsequent five years and make the appropriate decision on capacity, equipment, and infrastructure requirements. While budgets are an annual event, we have to think about spending over the long term.

In September, I participated in the opening of the new Maersk terminal in Portsmouth, VA. The speed at which the terminal evolved—from idea to accepting the first vessel—has been recognized as an anomaly in the business. It took four years to complete and Maersk invested $450 million into the project, making the terminal one of the largest private investments in Virginia’s history and the largest investment in a company-owned container terminal in the United States. Should this decision have been wrong, obviously, I would not be standing before you today.

Long-term and right decisions have conse-

quences. Correct information and a clear understanding of everyone’s objectives are critical for success. Yet, I hope the terminal is not an exception to the rule, but rather the model for investment going forward. I mention the Virginia Terminal to raise the issue of investment and commitment to the intermodal network and the transportation network that the men and women in our Armed Services rely on.

I’m an unwavering advocate of the partnership that has been created over many years between commercial industry and the military. Continuing the investment cycle requires that both parties are committed to it. I’ve been on the battlefield and I’ve been in the boardroom and I realize that there are different perspectives of the same issue—and that those perspectives constantly change.

We are challenged to foster an environment in which innovation is rewarded, but that requires a full understanding of where the DOD is going—and how to plan infrastructure and assets. There are occasions when issues arise that come as surprises.

In the commercial world, we plan investments with our customers and they plan with us, and this partnership provides us with an understanding of the direction we should take. This partnership, with clear concise metrics, allows us to time and manage our capital investments.

Dwight Eisenhower once said, “Farming looks mighty easy when your plow is a pencil and you’re a thousand miles from the corn field.” We need to make certain that plans and investments consider the effects on the global, intermodal network.

I am not entirely certain that this is occurring across the government and industry transportation community today.

This process requires insight into Defense Department intentions. It is as essential for our long-term capital plan to have insight into the Department of Defense’s intentions because it is with our commercial customers on an on-going basis. And

Keynote Speakers Mr. John P. Clancey

Chairman, Maersk, Inc.

The Honorable P. Jackson Bell

Deputy Under Secretary of Defense for Logistics and Materiel Readiness, OSD

LTG Robert T. Dail, USA Director DLA

General Norton A. Schwartz, USAF Commander USTRANSCOM

Special Guest Presenter (Military Units Awards Ceremony)

LTG Russell L. Honoré, USA

Commanding General, First US Army, Ft. Gillem, GA

investment is what I want to discuss with you this morning: investment in the global, intermodal network to support our military interests and defend our nation and the cycle that must be continually revamped, planned, and improved. The transportation of US military cargo depends on commercial capacity, and it should. Replicating the capability, we—as commercial transporters—provide what would be difficult if not impossible. TRANSCOM has estimated that it would cost $52 billion dollars to replicate the “global intermodal system” made available through commercial providers in the Voluntary Intermodal Sealift Agreement (VISA).

It is no secret that commercial assets and capability are a vital part of the defense transportation system. By many measures, the partnership of US government and commercial entities has worked very well. But even when it does, there are critics who focus on specific points in time. As a result, we have partners on both sides looking at a snap shop rather than a

www.ndtahq.com | 23

movie that clearly describes a success of 1000 days and not of just one day.

We sometimes focus too much on the moment and not the journey. And it has been a successful journey. Can it be improved? Yes, and although missteps are easy to call out, I’ll offer a recommendation that can move us forward.

RECENT ACCOMPLISHMENTS TRANSCOM estimates that it relies on its US commercial partners to provide 88 percent of land transport in the continental US, 64 percent of worldwide sealift capability, and about half of the global airlift.

Asset assurance programs such as Maritime Security Program (MSP), Voluntary Intermodal Sealift Agreement (VISA), and Civil Reserve Air Fleet provide the government with access to 360 vessels and more than 1000 aircraft for a fraction of their acquisition and annualized operating costs. While we, as commercial partners, receive revenue from our participation in these programs, we provide assured strategic transportation at an extraordinary value. Take, for instance, the 60 US flag container and roll-on/roll-off ships enrolled in MSP. All of these ships are less than 15 years old and normally deployed in commercial trades; however, in time of need, any or all of these vessels are guaranteed by their owners to be available to the US government.

Assured access to all of these vessels, a combined capacity of more than 20 million square feet, costs the government approximately $150 to $160 million annually.

Compare this to the cost of about $1.7 billion that the government would incur each year to acquire and sustain a similar amount of government-owned capacity, and the value of the MSP program is quite evident.

But a solid surge transportation capability is not the only area where commercial and government partnerships pay off.

Since the beginning of operations in the Middle East, the defense transportation system has achieved much to be proud of.

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In 2006 alone, AMC airlifted more than one million personnel and 450,000 tons of cargo. Commercial aircraft carried most of those passengers and about half of the cargo. SDDC and its commercial ocean transport partners carried almost 250,000 FFE of dry cargo, of which about 123,000 FFE moved on commercial liner vessels.

These services are also an excellent value to the government, with an average annualized cost of $173 per square foot on a commercial liner vessel versus more than $2000 per square foot on a governmentowned vessel. This is an incredible value.

These numbers, however impressive, are substantiated through a sustained effort stretching for more than five years since the outset of Operations Enduring Freedom and Iraqi Freedom. From 2001 to the present, MSC has moved 91 million square feet of combat equipment, almost exclusively on government and chartered ships sailed by American merchant mariners. SDDC has shipped more than 1.3 million FFE of containerized cargo around the world. Commercial carriers have moved nearly half of that.

This is not a snapshot. This would not have happened without a commitment by both sides, industry and government, to reinvest in the network. The execution of the defense supply chain has truly been remarkable. It behooves us to take a moment from the daily challenges to explore what will impact the defense transportation system of the future. We have done well to serve the men and women fighting currently, but how will we derive the capability to serve our military in the future, and what will these capabilities look like?

THE INVESTMENT CYCLE With these questions in mind, let’s begin with an observation. Many aspects of defense transportation are cyclical in nature, and the cycle takes time. Budgets must consider returns 5 to 10 years into the future, integrating the many factors I men-

DECEMBER 2007

tioned—market, competitive, customer.

It’s up to leaders to make judgments based on these factors. The cycle is manifested in many ways. There is the cargo cycle, which encompasses the process of deployment and redeployment of military equipment. Military missions and operational tempo are its key drivers.

There is also the cycle of leadership, with which we are all familiar, that occurs as staff and field-level leaders rotate through and among military commands and commercial organizations. This cycle is influenced primarily by individual career paths and organization needs. We all experience this, and it takes a lot of time to manage this process. Every good leader should come into a new position with ideas on improving the system, although sometimes the initiative comes before a full understanding of the interdependence of systems.

The two primary actors in this cycle are, obviously, the US government and especially the military—namely, TRANSCOM and its components—and the US commercial transportation industry.

Many of its outcomes are nearly common knowledge in our community: the US interstate highway system, our airports and seaports, CRAF, VISA, MSP, advances in cargo security/tracking—all of which support our ability to project and sustain US military power anywhere in the world.

Indeed, the global nature of the intermodal capability is a unique and important feature, and is a characteristic that will be invaluable as the DOD develops more resilient end-to-end supply chains.

Inside a company, the key feature of the transportation investment cycle is time.

Simply put, it takes a lot of it. In order to introduce a new capability in our business, it can take many years to plan it and get permits, build it, and deploy it. The long durations create risk, making risk mitigation a key factor in determining modernization and growth plans. And we, as industry, calculate risk factors in our finan-

cial deliberations. And in many ways, it is easier in the commercial market. We generally can rely on three percent increases to GDP and our global customers will likely grow somewhere between five to ten percent. Container flow is increasing at five to seven percent annually. We then use these factors in deliberating and developing our budget for long-term capital planning.

It is important that we recognize that we are in this journey together. To this end, the government contributes funding for research and development, assets and infrastructure, and a steady market structure. On the commercial side, we also invest in long-term assets and infrastructure across the intermodal network, in the

capability can influence our military’s ability to project power. Because of this, it’s important to examine the drivers of investment today and examine areas where government and industry must invest to properly prepare for the future. I’ll offer three key factors that are affecting investment today: infrastructure, security, and customer requirements.

INFRASTRUCTURE Let me start by discussing infrastructure and assets. The infrastructure problem is one where our interests truly intersect.

Investment in infrastructure and assets is critical to move our troops, business, and mutual objectives forward.

The challenge is in making necessary improvements without compromising investments in the current system. Open communication and the clarification of intent and objectives between industry and government are critical, and I applaud the NDTA for its ongoing commitment to this aim.

Merchant Mariners that sail commercial and military ships, in expertise to design and operate global supply chains.

The commercial carriers must also be recognized for their investment in our Merchant Marine. Without us, our nation would not have the US mariner base that has proven to be so critical to move cargo—on commercial, MARAD, and US Navy vessels. It is also critical that both commercial carriers as well as the Department of Defense recognize the importance that Merchant Mariners play in our success. We very seldom understand the critical role they play in our planning.

We should not lose sight of the requirements to recruit, train, and reward the men and women of our mariner base.

The result of mutual investment is logistics capability, and, consequently, this

Our military is an expeditionary force, and this means we are extending our supply lines further from the continental United States than we ever have. Yet, the military is seeking to reduce its logistics footprint and associated cost, and these goals are manifest in BRAC and foreign base consolidation. In short, the DOD wants to be leaner and meaner—do more with less. Business leaders can certainly relate. The global economy is driving us in the same direction. More with less, even as globalization and the freer flow of trade has created a greatly expanded marketplace for goods and services and is driving higher volumes of containerized trade.

We all are trying to do more with the assets we have, yet our economy and our military must have sound infrastructure to do the work. Seaports, airports, rail, and

highway systems are critical features of the economic landscape that are also critical to our national security. This overlap forms the basis on which several key commercialmilitary partnerships are based.

We rely on the same infrastructure all over the world to do our jobs—getting our troops the material they need. But the economics to afford the development of infrastructure is almost always based on commercial factors. Ensuring that the commercial entities that provide the basis for infrastructure investment remain fully integrated in the defense transportation system is critical to the long-term soundness of national and international infrastructure. This requires communication, commitment, teamwork, and no surprises. Infrastructure is expensive and a difficult process and the less uncertainty the better off we are.

SECURITY Supply chain security is multi-faceted, and for our discussion today, we’ll focus on two key issues. First is international, intermodal trade. There has been an extraordinary push to introduce regulatory measures that provide assurances that the freight moving through intermodal networks is legal and legitimate.

The industry now faces 100 percent scanning requirements. Congress passed and the president signed into law a bill that sets annual benchmarks on the percentage of containers headed to the US scanned, with the intent of meeting 100 percent scanning within five years. This is a difficult requirement and one that could have detrimental effects on the economy.

Scanning is essentially a technology-based solution, which can sound reassuring. Our society trusts that technology brings progress—and this is not necessarily misplaced— but in this case, I am concerned that the effect of this mandate may prove much more difficult to achieve than thought.

These changes will obviously have an impact on our commercial volumes and

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I’ve been on the battlefield and I’ve been in the boardroom and I realize that there are different perspectives of the same issue—and that those perspectives constantly change. also the DOD moves. Collectively we must attempt to manage the impact as we go through this process. At the present time the only solution is long lines at our gates or significantly adding to our acreage. Neither are acceptable solutions to our customers or the Defense organization. Military cargo will be caught in the morass that could take place. New terminal facilities and new scanning technology—even if it can do on the move scans— will not be enough to push long lines of trucks waiting to enter terminals onto our highways. And the space at terminals is simply not sufficient to handle all the containers that could pile up there.

The global transportation providers, users, and facilitators have much to do to improve the integration of processes and information that improve security and efficiency, which can protect our supply chains and mitigate the impact on trade flows. We are working together in this regard and continuous effort and oversight will be required.

Second, we should think of supply chain security in terms of the ability to move materiel for our troops while protecting their safety. This is an ongoing problem that will continue to challenge us as a transportation community, and the severity of the problem will drive investment in the future.

It’s important to explore viable options, and one worth further exploration is seabasing. Sea-basing of some incarnation will be a key mechanism for fundamentally changing the supply lines and moving logisticians safely off the battlefield. As sea-based nodes continue to develop—a skeletal system already exists through traditional Navy operations (eg, the amphibious task force) and the military’s various afloat prepositioning programs—they must be

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integrated into the carriers’ global logistics networks and optimized. Optimization through integration will produce the greatest benefit and return on an investment that will facilitate the transformation in military capabilities that the Department needs. The problem is that we cannot invest in these long-lead technologies and assets if we do not know what is required.

CUSTOMER REQUIREMENTS The final factor impacting investment and innovation in defense transportation is customer requirements. In our community, there are a variety of customers, but I think we would all agree that the ultimate customer is the Soldier, Sailor, Airman, and Marine. He or she depends on us as transporters to feed, clothe, equip, and generally support them. Their mission is national security in its purest form.

Understanding and meeting customer demand is paramount, and metrics are a key communicator of customer requirements. Many of the requirements center on the ability to control and make on-themove adjustments to the supply chain.

Decision-making ability, “sense and respond,” and command and control will continue to drive customer demand and affect industry and government investment.

Exploring new ways of doing business that meet customer demand is, of course, necessary and needed, but new approaches that undermine the basis for investment can erode capability in the long run. Sustaining the cycle of investment that grows and advances the defense transportation system must be grounded in long-term perspectives. The challenge comes when planning major investments in transportation assets, be it ships, warehouses, or information sys-

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tems, without adequate transparency into future needs. Companies must have the commitment from the military and government that they will continue to abide by the framework that supports the system and sustains investment of past magnitudes.

CLOSING As transportation providers, we are deeply invested in the Defense Transportation System. The foundation that creates the basis for mutual investment and innovative, customer-focused solutions must remain intact. It’s vital to our national security and the strategic partnerships that form the basis of the intermodal network.

The myriad of factors that influence the investment cycle that I have discussed today are bound to change. Several years ago the thought of inspecting all imported containers would have been thought absurd, but now some level of security enhancements is a mandate. Somehow, some way, we will figure out a process that will meet the necessity to balance security and commerce. (I don’t, however, underestimate the difficulty to get there.)

The challenge is in making necessary improvements without compromising investments in the current system. Open communication and the clarification of intent and objectives between industry and government are critical, and I applaud the NDTA for its ongoing commitment to this aim.

I also believe there is more we can do to foster coordination and propose that, through NDTA, senior leaders in the military and industry should come together to begin dialogue on the investment needs of the future. This small, senior-level executive planning group is needed to collaborate, as industry and government, on actionable ideas that will create sustainable investment programs that will meet the challenges of the future. I will leave this as a suggestion—a challenge—to the leaders within the defense transportation community to consider. DTJ

General Schwartz “TRANSCOM has made a career of listening to NDTA”

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losing remarks made by General Schwartz in Memphis last year inspired this year’s Forum theme, “Better Together,” a sentiment that was echoed throughout the five-day event in Charleston, South Carolina.

In his keynote address, Schwartz spoke of the rapidly changing environment in information technology and within the defense transportation industry. He referenced a study that stated that the top ten jobs available for graduates in 2010 did not exist in 2004. Schwartz said he is sure his enterprise will experience change, and that change will be continuous and rapid. He also assured the audience that his enterprise will respond to these changes in the right way.

The enterprise has moved more stuff, more reliably, and faster than any time since WWII. Explaining USTRASCOM’s responsibility to provide reliable, timely, visible, and secure service to its customers, he stated, “The enterprise has moved more stuff, more reliably, and faster than any time since WWII. It has moved approximately four million passengers and nine million tons of cargo.” Schwartz then highlighted some exciting programs at his command.

He said that the Defense Transportation Coordination Initiative (DTCI) is

the first ever contract awarded to a third party logistics company to manage all CONUS freight movements for DOD. The program aims to improve the reliability, predictability, and efficiency of DOD material.

USTRANSCOM has moved, to date, 630 Mine Resistant Ambush Protected vehicles (MRAP) to the war theater. While all but 40 were moved via air, Schwartz said USTRANSCOM will soon begin a mixed mode operation to move the lifesaving vehicles to US troops.

USTRANSCOM has also played a role in the development of the Families First Program and the resulting Defense Personal Property System. Schwartz said the enterprise is also working to integrate systems to more effectively manage port operations.

In closing, Schwartz offered, “I think we should all have a great sense of commitment and pride in what we do. It may not be glamorous, but it is truly fundamental. Let’s rock and roll together.”

Prior to assuming his current position, Schwartz was Director, the Joint Staff, Washington, DC. He has served as Commander of the Special Operation Command–Pacific, as well as Alaskan Command, Alaskan North American Aerospace Defense Command Region, and the 11th Air Force. Schwartz is a command pilot with more than 4200 flying hours in a variety of aircrafts.

Schwartz’s major awards and decorations include the Defense Distinguished Service Medal with oak leaf cluster, the Distinguished Service Medal, the Defense Superior Service medal with oak leaf cluster, the Legion of Merit with two oak leaf clusters, the Defense Meritorious Service Medal, the Meritorious Service Medal with two oak leaf clusters, the Air Force Commendation Medal with oak leaf cluster, and the Army Commendation Medal.

LTG Robert T. Dail, USA “I don’t want change for the sake of change.

I want change because the troops deserve better. The status quo is not good enough.”

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he keynote presentation delivered by LTG Robert T. Dail, USA, Director of the DLA, entitled “Extending the Enterprise,” provided insight to the past, present, and future of his agency. When he first began at DLA, there were many business units involved. However, the Enterprise Resource Planning System (ERP) is now making the business units more effective and improving the linkages between supply and demand.

Dail described the many challenges on which he has worked at DLA, including divesting inventory, mitigating government risk, transferring some of that risk to industrial suppliers, and improving information sharing. He also worked on populating a common operating picture, so that customers would have more confidence in the supply chain. And though the focus had previously been on managing supplies, today it is on linking supply and demand.

Dail has moved toward transformation and growth within DLA, as well as the entire industry, to create a more adaptable and agile network.

He stressed the importance of a twoway relationship between DLA and its warfighter clients. He said that in this relationship, it is essential for DLA to provide the warfighter with a level of confidence in the system; in return, the warfighter must offer feedback in order to improve the process.

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Dail said his top five priorities for the upcoming year include: • Continued support of the warfighter; • Executing the 2005 BRAC process, which for DLA means extending the agency out to all levels of the supply chain; • Joint Regional Inventory and Materiel Management; • The Defense Transportation Coordination Initiative; and • Convergence of the integrated data environment/global transportation network.

The DLA is responsible for providing the Army, Navy, Air Force, and Marine Corps and other federal agencies with a variety of logistics, acquisition, and technical services in peace and war, including everything from food, medicine, and clothing to construction materials, weapons, and ammunition. The DLA Business Model emphasizes being connected to the warfighter, single point accountability, standard processes and systems, developing a customized solution, and providing low costs.

Prior to joining DLA, Dail was the Deputy Commander, USTRANSCOM, Scott Air Force Base, IL. He has commanded and led logistics and transportation units at every level, from platoon to corps, across a full range of Army combat capabilities. He also has extensive experience in operational and strategic level logistics.

Dail’s awards and decorations include the Distinguished Service Medal, Defense Superior Service Medal, the Legion of Merit, the Bronze Star Medal, the Meritorious Service Medal, the Army Commendation Medal, the Army Achievement Medal, the Ranger Tab, the Master Parachutist Badge, the Australian Parachutist Badge, and the Army Starr Identification Badge.

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Honorable P. Jackson Bell “Logisticians must also be our Warfighters”

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n Tuesday, the Honorable P. Jackson Bell, Deputy Undersecretary of Defense for Logistics and Materiel Readiness, OSD, delivered a keynote address to NDTA Forum & Expo attendees in Charleston. He opened by thanking the commercial transportation sector for its continued support of the warfighter and recognizing key Department of Defense leaders in attendance, including General Norton A. Schwartz, Commander, USTRANSCOM. Bell’s address centered on current issues and challenges of DOD logistics enterprises. While ongoing operations in Iraq and Afghanistan are at peak levels, DOD continues to find additional capacity to meet mission requirements.

However, as operation timelines and future force projections remain unclear, the ability to meet future capacity needs will be a challenge.

Another significant challenge DOD faces is the difficult operating environment overseas due to such unprecedented conditions and unreliable communications capabilities. He went on to discuss other significant DOD programs and challenges including RESET, Disaster Relief Assistance, ongoing distribution transformation efforts, and the Mine-Resistant AmbushProtected (MRAP) vehicle program.

The MRAP vehicle has been the focus of recent DOD and industry news as a

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critical protection solution to IED and RPG attacks in Iraq. Bell emphasized that MRAP production is unprecedented in terms of the scale of fielding and manufacturing, and responded to media statements that vehicle production was slow.

While recognizing that the industrial base on which we depend has limited capabilities, he said DOD would continue to provide necessary funding to sustain the MRAP program.

Several MRAP related questions were raised following Bell’s speech. He provided further insight by stating that while the supply chain implications of sustaining and supporting vehicles in-theater is extremely complicated, DOD is developing standardized equipment add-ons to mitigate repair and sustainment challenges.

Bell concluded his presentation by fielding audience questions regarding the anticipated draw-down of troops in Iraq and Afghanistan, and the realignment of troops in the Pacific Theater to Guam. Advanced planning and consideration of available capabilities were sited as key to the logistics success of both operations. DTJ Bell was sworn in as Deputy Undersecretary of Defense on August 8, 2005. In this role, he is the principal advisor to the Secretary of Defense, the Deputy Secretary of Defense, and the Undersecretary of Defense for Acquisition, Technology and Logistics on logistics and materiel readiness in the Department of Defense. He is the principal logistics official within the senior management of the Department of Defense. Bell began his career as an officer in the US Marine Corps, and served tours in Vietnam, Okinawa, and the Caribbean—rising to the rank of Captain.

He was awarded the Navy Commendation Medal with Combat “V,” the Presidential Unit Citation, the National Defense Service Medal, the Armed Forces Expeditionary Medal, the Vietnam Service Medal, and the Republic of Vietnam Campaign Medal.

Bold Leadership Needed for Lean/ Six Sigma Success

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he great potential for improvement in productivity and efficiency in defense logistics was the key theme in Wednesday’s “Lean/Six Sigma Success Stories” roundtable discussion, held at the NDTA’s Forum & Expo in Charleston.

MajGen Arthur B. Morrill III, USAF, the Vice Director of the DLA, led the roundtable event. Brian Taylor, Forum Co-Chair and President, Horizon Logistics, introduced Morrill.

MajGen Arthur B. Morrill III, USAF

Morrill argued for bold and visionary leadership in defense logistics. “If it’s impossible, it can be done. Given the accelerating cycle time of change, an organization that wants to be relevant if not a leader will have to have continuous process improvement as a central cultural ingredient. Nothing great ever came from staying with the status quo. Inventing a dripless candle is neither progressive nor transformational. Organizations don’t become a market leader by exemplifying the status quo,” said Morrill. Morrill added that risk-taking was necessary at every level if Lean and Six Sigma (LSS) processes were to be implemented effectively.

Other roundtable participants included: Col Ron Alberto, Commander,

Tobyhanna Army Depot; Chris Knaggs, DSCR Lean/Six Sigma Program Manager, DLA; James W. O’Neill, Vice President, Integrated Logistics Support Systems, Integrated Defense Systems, Boeing; and Allen Russ, Traffic Manager, Joint Munitions Command.

Benefits attributed to LSS strategies in the roundtable discussion included reducing overproduction, eliminating excess inventory, and using human assets more effectively. Participants emphasized that LSS strategies were not a managerial “fad.”

Instead, process mapping and engineering were a part of every facet of the successful organization.

While Lean and Six Sigma thinking is not new, many opportunities remain for implementation of these processes. According to Alberto, for example, about 85 percent of processes at Tobyhanna are Lean, while 15 percent are at Six Sigma.

There are “tremendous opportunities as we move from Lean to Six Sigma,” Alberto said. At Boeing, O’Neill said Six Sigma was being used to “tweak” Lean operations.

In meeting challenges of alignment and creating both common language and common activity in operations, O’Neill concluded that LSS “creates capability that grows business.” O’Neill cited recent Boeing successes on this point.

Taylor noted that he was impressed with the quality of the Forum and roundtable sessions. The Lean/Six Sigma roundtable for 2007 was programmed after a session on the same topic in the previous year.

“In following up on a successful session from last year, we hope to steal shamelessly from the successes of other units,” Taylor said. Before the roundtable, LTG (R) Edward Honor, USA, looked forward to a productive session on Lean/Six Sigma. For National Defense Transportation Association meetings, according to Honor, “it’s all about free advice.” DTJ

Roundtables VADM Ann E. Rondeau, USN DOD’s Distribution System Transformation

MajGen Arthur B. Morrill, III, USAF Bold Leadership Needed for Lean/ Six Sigma Success Stories

Forum Roundtable Focuses on DOD Distribution System Transformation

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n Tuesday, Vice Adm Ann E. Rondeau, Deputy Commander, USTRANSCOM, moderated the first roundtable discussion of NDTA’s Forum & Expo. The group was composed of Lt. Gen. Robert T. Dail, Director, DLA; Lt. Gen. Christopher A. Kelly, Vice Commander, AMC; Rear Adm. Robert D. Reilly Jr., Commander, MSC; Ms. Patricia Young, Deputy to the Commander, SDDC; and Ms. Gail Jorgenson, Director of Acquisition, USTRANSCOM, in addition to Rondeau. The group described the way their organizations were working to push the distribution enterprise forward. Items discussed included: • Performance Metrics • Performance Based Logistics • Universal Services Contract 06 • SDDC’s Relocation • Acquisition Consolidation • MSC Transformation • CRAF • Commercial Aircraft into CENTCOM • Fused Operations Center at USTRANSCOM Rondeau opened by affirming that a successful mission requires industry and government to “synergize, harmonize,

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synchronize, and optimize.” She pointed out lessons learned from Operation Desert Storm, in terms of supply chain visibility. She said there were a variety of challenges and obstacles in the return of materiel from the war theater. Rondeau sited IT initiatives as a strategic element to successful distribution transformation efforts.

“Distribution means being able to bring information across the entire enterprise, and the use of IT to make it visible,” stated Rondeau.

The roundtable agreed that collaboration and planning efforts between public and private stakeholders are necessary to ensure integration, reliability, and visibility.

There are a variety of challenges and obstacles in the return of materiel from the war theater. Rondeau sited IT initiatives as a strategic element to successful distribution transformation efforts.

Roundtable participant Dail also highlighted the importance of strategic support of the warfighter and the need for a customized global supply chain. Dail said we must use our background of InTransit Visibility (ITV) technology to create a global common operating picture in support of distribution needs.

The event concluded with panel participants partaking in a spirited question and answer session. In that segment, the concept of a “fusion center” of operational planners was discussed as a tool to leverage necessary capabilities to answer needs and fulfill requirements of ongoing distribution transformation efforts. DTJ

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Professional Dialogue Sessions Panel Participants Performance-Based Logistics PANEL MODERATOR Mr. Eric Stange, Managing Dir., Defense & Homeland Security, Accenture PANEL PARTICIPANTS • VADM (Ret) Keith Lippert, Accenture National Security Services, LLC Chief Strategy Officer • Doug Belair, BAE Systems, President Technology Solutions & Services • Patty Kelly, Army G4, SES Director Force Projection & Distribution • Scottie Knott, DLA, SES Director of Acquisition Management • Bob Barnhart, Principle Logistics and Acquisition Partners

• LtCol Todd Robbins (Ret.) USA, Executive Vice President, American United Logistics (Kuwait) • Phil Tombaugh, Principal, PRTM Management Consultants

Young Leaders in the War on Terror PANEL MODERATOR Major Jeffrey Babinski, USAF, Commander, Det 2, 730 Air Mobility Squadron PANEL PARTICIPANTS • Lieutenant Andy Halvorson, USCG, Charleston, SC • Staff Sergeant Eileen Blanchard, USA, Charleston, SC • Mike Babiak, McCollisters Transportation Group

Agile Warfighter Sustainment: Acquisition Transformation Challenges and Opportunities

A-35 Mentoring Session

PANEL MODERATOR Ms. Jill Kale, VP Enterprise Applications and Systems Infrastructure, Defense Group, Northrop Grumman

SESSION LEADER Mr. Larry Larkin, Director, Defense Supply Chain Management Solutions, Northrop Grumman, Defense Group

PANEL PARTICIPANTS • VADM (Ret.) USN Gordon Holder, Principal, Booz-Allen & Hamilton • LTG (Ret.) USA Roy Beauchamp, Strategic Advisor, The Howland Group, Inc. • C. Redding Hobby, Executive Director for Field Support Army Sustainment Command • MG Charles Fletcher, Jr., USTRANSCOM (J-3)

How To Do Business with the Government Focusing on Customer Service PANEL MODERATOR Mr. William J. Kenwell, Senior VP and CCO Maersk Line, Limited PANEL PARTICIPANTS • Capt. Jerrold Twigg, Director of G3 Operations for SDDC

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Passenger Travel Service PANEL MODERATOR “Rocky” Mobaraki, Director of Government Sales, The Hertz Corporation PANEL PARTICIPANTS • Denny Clifford, Director Military & Government Sales, Northwest Airlines • Scott Lamb, Director Government Segment, Hilton Hotels Corporation • Mark Cronin, Director Government Sales, Dollar Thrifty Automotive Group • Craig Thompson, VP Government Markets, Carlson Wagonlit Travel | Sato Travel

MONDAY SESSIONS Optimizing the Government/ Industry Partnership PANEL MODERATOR Ms. Kirstin Knott, Director of Sales for Government Services, FedEx PANEL PARTICIPANTS • Gail Jorgenson, Director of Acquisition, USTRANSCOM • Fred Baillie, Executive Director, Logistics Analysis and Business Integration, DLA • Andrew Clarke, CEO, Panther Expedited Services, Inc. • Kevin Killoran, Vice President/General Manager, ARC

Infrastructure / Congestion PANEL MODERATOR Mr. Jon Meyer, Sr. Account Manager CSX Transportation PANEL PARTICIPANTS: • Marc D. Boyle, President, Boyle Transportation • John Vickerman, Founding Principal, Tran Systems • Alan Blumenfeld, VP Service Design & Advanced Engineering, CSX Transportation

Defense Personal Property System PANEL MODERATOR LTC William Carberry, USA, Director, Defense Personal Property System

Limiting Liability for Federal Contractors PANEL MODERATOR Joe Hudson, SPHR, CEO, HudsonMann

Continuity of Operations Planning PANEL MODERATOR David H. Krumwiede, Consultant to HudsonMann

Performance-Based Logistics Ongoing maintenance and support contracts help optimize system readiness

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he strategy behind PerformanceBased Logistics (PBL) includes the acquisition of an ongoing maintenance and support contract in addition to the purchase of a product or weapons system.

The contractor, then, becomes responsible for sustaining the weapons system throughout the system’s lifetime. PBL means total support in order to maintain and optimize readiness; PBL goals are met through performance-based agreements (PBAs) with clear lines of authority and responsibility.

The session began by identifying key challenges moving forward and the next generation’s potential. Five key predictions were presented: 1. The next generation PBL environment will be more cross-services oriented; 2. New organizational structures, business models, and capabilities will be required; 3. Major producers will continue to dominate PBL space, but break-out leaders will come from untraditional business models; 4. New incentive models will make tradeoffs across enterprises and between Integrated Logistics Support (ILS) elements; 5. There will be a shift from traditional supply-based PBLs to information and performance management.

Each of the panelists agreed that “jointness”—the need to bring together different, ad hoc systems to improve support, readiness, efficiency, and reliability— is the pivot point. Jointness underscores both the challenge and the solution facing PBL transformation. The silo nature and lack of cross-service and cross-industry collaboration needs to change in order to support customer requirements.

Professional Dialogue Sessions Robert T. Barnhart, Logistics & Acquisition Partners, LLC, highlighted the need for a “program support integrator” to bring together solutions from multiple suppliers that address concerns such as aging weapons systems, increasing obsolescence, and decreasing reliability.

Contract funding and the role of government and contractors as risk sharers were recurring discussion items.

In terms of performance evaluations of PBLs and PBAs, Scottie Knott, DLA, stated, “I hope we never go back to less-cost, but that we continue to improve on best-value.

We need to evaluate drivers other than cost to improve performance. Readiness, not cost, should be the key focus, because we are here to support the warfighter.”

Vice Admiral (retired) Keith Lippert, Accenture National Security Services, stated that one of the intents of the BRAC decision, which transferred the responsibility of procurement of depot level repairables from the Services to the DLA, was to facilitate the Services and DLA working together to award joint PBL contracts.

Agile Warfighter Sustainment: Acquisition Transformation Challenges and Opportunities Unique obstacles to overcome within the business of military logistics

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he session focused on DOD’s sustainment, RESET, and deployment challenges to provide a more efficient, effective, and transparent end-toend distribution system in support of the warfighter. Participants addressed some of the unique obstacles that had to be met

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and identified the greatest challenges facing the distribution system, including:

How to do Business with the Government Focusing on customer service

• Our ability to sustain forces; • Our ability to repair damaged equipment and return it to the warfighter (RESET); and • Our ability to effectively deploy and redeploy troops and their equipment.

According to VADM Gordon Holder, USN (Ret.), the ability to meet obstacles heavily depends on using commercial and military resources in a synchronized fashion. He also explained, “The enemy is different today than ever before. Unlike in previous wars, there is no way of identifying the enemy—it is ever changing.”

All panelists agreed that the defense transportation industry must develop a fully-integrated, fully-transparent, highly efficient and effective, agile distribution system, which serves the entire spectrum of users and reduces costs and lead times.

On the topic of RESET, LTG Beauchamp stated, “Time is a critical resource, and if we don’t move items back from the war theaters better than ever before, we run the risk of not having an army in very few years.”

The panel emphasized, in depth, the importance of looking forward to solve anticipated problems, as well as strategic partnerships among DOD, the industry base, and international markets. In addition, the criticality of IT development, integration of information sharing systems, and education of future logisticians was highlighted.

A series of thought provoking questions were posed to the audience, including: What are we doing? Are we fixing this year’s problems or working on fixing problems of the future? Who has the relationships?

Who are the true players? Is industry a partner or a customer? How do you define success? What are the right metrics? How do we know which topics to include in the education of future logisticians?

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he session highlighted the role of metrics in evaluating performance improvements and the results that implemented changes create “In our customer service world, we employ dedicated teams that are geared specifically toward military needs,” explained William Kenwell in opening remarks.

These teams, he said, also understand the company’s rules and regulations to deliver goods. Realizing that things do not always go perfectly in the world of transportation, Kenwell explained the importance of measuring needs in order to get information to the military customer faster and with more efficiency.

Metrics assess performance and help identify ways to improve; however, the real challenge is developing a metric that will provide constructive useful feedback.

Criteria related to the transportation and delivery process in theater and the unique challenges that are encountered overseas and the importance of the end goal—improving support to the warfighter—were additional discussion items.

In the future, three vectors may take precedence in metrics models:

• Breadth (the many dimensions of performance); • Depth (measuring and identifying areas where improvement is needed); and • Action (whether or not the change resulted in the expected consequences).

During the question and answer period, discussion turned to cargo transportation challenges in war zones. For example: at certain points, security is not allowed to accompany the cargo, and shipments are handled as commercial cargo. Equipment and personnel are compromised due to rough terrain and possible attack.

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Young Leaders in the War on Terror Panelists share perspectives gained through deployment

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ieutenant Andy Halvorson, USCG, began the dialogue with a description of his deployment to Iraq and his various assignments, which included, along with managing 21 patrol crew members, protecting Iraqi oil terminals and territorial waters. He also trained the Iraqi Navy and performed joint operations with Kuwait, England, and Australia. When asked whether he would do anything differently had he known what was in store, Halvorson replied, “Once you have a job, it’s hard to prepare for it. I didn’t understand the full extent of responsibility I’d be given.”

He added, “Experience is a brutal teacher.

But you learn.” He said this famous quote keeps young military leaders motivated, inspired, and willing to move forward.

Staff Sergeant Eileen Blanchard, USA, deployed to Kuwait in December of 2005 where she worked in the information section and also facilitated the movement of more than 300,000 pieces of equipment.

Blanchard explained that the experience she gained was one of the key benefits of joining the military. She believes that young America often takes for granted the fact that there are people fighting for our freedom and that protection is crucial to making our country a better place.

Former Army Officer Mike Babiak discussed his three deployments, including Operation Desert Spring in Kuwait, Operation Iraqi Freedom, and Operation Iraqi Freedom Three. In all, Babiak focused on the adaptability of logistics operations, recognizing that while not all his experiences were positive, they helped shape the person he has become.

“The benefit of joining the military— you can’t replicate the experience, and you can really make a difference. Experiences are the foundation of our future endeavors,” he said.

Mentoring Session Leading the way

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he Mentoring Session hosted by Larry Larkin, Northrop Grumman, counted some “Mentoring Milestones” at the recent NDTA Forum. Attendance set a record at 25 participants; the majority joined the session to learn what the program was all about directly from LTG Honor, namesake of the Washington, DC Chapter’s mentor program. LTG Honor emphasized the value of mentorship, recalling inspirational leaders who helped him during the course of his distinguished career. Rounding out the group of senior mentors were MG Bill Farmen, USA (Ret.); Col Ted Lowry, USAF (Ret.); Col John Race, USA (Ret.); Ms. Mary Ann Wagner, President/CEO of XIO Strategies; and Mr. Fred Gowan, President GTIS. Mentorees represented individuals from the USAF, Federal Government, and private industry. Following the session, two mentorees requested more information in order to start a mentoring program within their local NDTA Chapters.

LTG Honor emphasized the value of mentorship, recalling inspirational leaders who helped him during the course of his distinguished career.

TUESDAY SESSIONS Infrastructure/Congestion Seeking solutions across all modes

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DTA brought together stakeholders representing all modes to discuss the aging US transportation system, which continues to be stressed by greater demands.

“It is the best of times and worst of times,” according to John Vickerman of Trans Systems, who explained that by the year 2020, based on current world forecasts, our transportation system will be at capacity if ongoing challenges are not addressed. In fact, the Port of Los Angeles/ Long Beach currently faces gridlock, and other ports are either at capacity or will be in the next few years. In particular, 85 million ocean carriers are being processed; by 2024, it is projected that 243 million ocean carriers will have to be processed in order to meet the demands. And, as ships are growing—from 5000 TEUs to 14,000 TEUs—oversized vessels will not be able to pass through the Panama Canal by 2014.

Vickerman offered the following solutions: 1. Implementing better IT systems for more efficient pre-positioning information; 2. Improving dwell time to one or two days; 3. Utilizing inland ports to relieve congestion; and 4. Securing government funding for more ports and/or improvements.

Marc Boyle, President of Boyle Transportation, paid homage to Dwight Eisenhower for his 1956 initiative to push for the National Highways Act, which resulted in the US Interstate system. However, there are more vehicles on our roadways now that contribute to congestion, which inturn increases truck carrier costs. Solutions were proposed for consideration that include: increasing capacity by adding more roads; increasing truck size and weights; implementation of real-time highway incident reporting; implementation of congestion fees through High Occupancy Vehicle (HOV) lanes; and increasing fuel tax.

When it came to railroad issues, panelists agreed that anticipated growth in demand will require significant investments

to improve the Nation’s system. While capacity can be expanded on existing tracks, future demand will require investment to ensure high levels of customer satisfaction. Panelists suggested that employing public/private partnerships, avoiding re-regulation, and recovering the cost of capital could alleviate the challenge.

Defense Personal Property System Facilitating a smoother move for military families

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OD is in the process of launching the new Families First Program for Permanent Change of Station moves. To execute the Families First policies, including Full Replacement Value, DOD is developing a new web-based program called the Defense Personal Property System (DPS).

Each year DOD transfers 800,000 military personal throughout the world, with a price tag of more than $1.7 billion.

It has spent more than eleven years trying to improve its efforts through lessons learned from pilot programs. The goals of the new DPS Program include: • Implementing the Families First Program; • Improving the quality of service from moving companies; • Streamlining the claims process for loss or damage incurred during a move; and • Developing an integrated information management system.

“Success is the only option,” said LTC Carberry, Director of DPS and session leader.

Currently, 26 systems are in use worldwide

by DOD’s Personal Property Shipping. The DPS will replace all current systems with a single consolidated system that is more efficient, user-friendly, and traceable.

DPS is a single, web-based, end-to-end solution, which awards traffic to Transportation Service Providers (TSPs) based

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on past performance. DPS will improve visibility of personal property shipments and automated interfaces between TSPs and the government. It will also forecast and report capabilities. The new system is able to connect a US bank payment to TSPs in an average of only 3.9 days, compared to 30 days under the old system.

In addition to greater efficiency, DPS is more cost-effective because it will save DOD millions of dollars in interest.

CSX Transportation’s Alan Blumenfeld, Vice President, Service Design, provided an overview of the rail industry’s response to the supply and demand imbalance. He described the significant capital that the rail industry is investing in incremental capacity during 2007, which exceeds $1 billion. Panelists agreed that anticipated growth in demand will require significant investment to improve the Nation’s system. While capacity can be expanded on existing track, future demand will require investment to ensure high levels of customer satisfaction. Panelists suggested that employing public/private partnerships, avoiding re-regulation, and recovering the cost of capital could alleviate the challenge.

Limiting Liability for Federal Contractors Clarity, simplicity, and total understanding are key in preventing problems

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ccording to Joe Hudson, CEO, HudsonMann, “Federal guidelines affecting personnel are at times complex to understand.” He added, “In our day-today interactions with federal contractors, we see the need for more education and training. We try to simplify these guidelines for federal contractors to ensure that vital issues affecting personnel are performed according to Executive Orders and the law.”

HudsonMann works to identify Human Resource (HR) issues that create li-

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abilities for federal contractors and advise those contractors on best practices so they remain compliant with the law, maintain current contracts, and reduce noncompliance related fines and penalties.

Hudson described various HR functions that present potential liabilities, including hiring, EEOC discrimination issues, Affirmative Action, and Immigration Form I-9, among others. Such liabilities, he noted, have increased tremendously as the federal government implements more enforcement than ever before. He pointed to the fact that in 2006, the Federal Wage and Hour division assisted 246,000 workers in receiving $172 million in back pay including overtime, which represents a 30 percent increase over 2001. Similarly in 2006, the Office of Federal Contract Compliance Programs assisted 15,000 workers in receiving $52 million in back pay, salaries, and benefits—representing a whopping 80 percent increase over 2001.

“The federal government has recouped millions and millions of dollars from federal contractors, and at the end of the day it has an enormous impact on their bottom lines,” said Hudson.

He also said that federal contractors are often vulnerable to such liabilities as early-on as during the hiring process—in the recruitment and interview stage.

Hudson provided attendees with valuable information pertaining to hiring, interviewing, harassment, Affirmative Action, and compensation standards.

He also offered an in-depth review of I-9 Compliance. Specifically, he discussed that in Fiscal Year 2006, the US Immigration and Customs Enforcement (ICE) [formerly the US Immigration and Naturalization Service (INS)] significantly enhanced its worksite enforcement efforts. ICE, he said, is bringing criminal prosecutions and using asset forfeiture as tools against employers of illegal aliens— far more than the INS.

DECEMBER 2007

“ICE believes that criminally charging and seizing the assets of unscrupulous employers will create the kind of deterrence that was previously absent in worksite enforcement efforts,” Hudson stated.

Specifically, in Fiscal Year 2006 alone, ICE arrested 716 individuals on criminal charges (against employers and employees) and more than 3600 on administrative charges. This is seven times the number of arrests completed by the INS. Hudson further explained that in August 2007, Department of Homeland Security Secretary Michael Chertoff issued a news release announcing an acquisition process change that requires new federal contractors to enroll in “EVerify.” Federal contractor compliance results in points toward bid evaluation processes; non-compliance, however, may lead to contract termination for non-performance.

E-Verify non-compliance risks also include federally mandated fines and/or imprisonment for employers in a pattern or practice of knowingly hiring or continuing to employ unauthorized workers.

Hudson recommended several best practices for I-9 compliance, including: • Knowing I-9 verification requirements and penalties for non-compliance; • Establishing a non-discriminatory process that alerts the company to expiring work authorizations requiring verification; and • Developing a process for purging old documents.

Continuity of Operations Planning Ensure your plan before it’s needed

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avid H. Krumwiede, Consultant to HudsonMann, Inc., led a professional dialogue session focused on strategic and operational business continuity planning to protect employees

and corporate property following natural disaster, pandemic flu, or terrorism.

Krumwiede explained the growing importance of a business’s continuity plan, which includes personal security practices, company data security, and techniques used to safeguard personnel working in the US and abroad.

“Business continuity plans are more important than ever, especially after September 11, 2001,” stated Krumwiede. That event, he said, reminded us that any type of disaster can occur at any given time.

According to Krumwiede, the events of September 11 taught businesses the following lessons: • Continuity plans must be kept updated; • All types of threats must be considered; • Dependencies and interdependencies must be analyzed; • Key personnel must be available; • Telecommunications are essential; • Employee support (counseling) is important; and • Alternate IT backup site is critical.

Krumwiede offered that a business’s continuity plan should include an evacuation plan, fire protection plan, security procedures, plant closing policy, employee manuals, hazardous materials plan, process safety assessment, risk management plan, and a mutual aid agreement.

He stated that businesses with continuity plans in place can take control of any hazardous situation, and will therefore not fall apart.

Krumwiede encouraged session attendees to visit www.dhs.gov/xlibrary/ assets/nipp-ssp-transportation.pdf to view “Transportation Systems: Critical Infrastructure and Key Resources SectorSpecific Plan as input to the National Infrastructure Protection Plan.” He said the site may be used as a guideline for businesses interested in developing a continuity plan. DTJ

Special Sessions APICS Workshop

DOD Meets Lean Supply Chain Management

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dozen attendees participated in NDTA’s first professional development pre-Forum workshop, “DOD Meets Lean Supply Chain Management,” in Charleston; it was organized in partnership with the DC Metro Chapter of APICS, The Association for Operations Management. The full-day, interactive workshop focused on the application of best commercial supply chain management practices for DOD logisticians; practical lessons in change management for Transportation Managers, Logisticians, and Readiness and Distribution Officers; and tools to evaluate an individual organization’s capabilities in Lean Logistics.

The instructors, Joni White, CFPIM, CSCP, and Irvin Varkonyi, CSCP, customized APICS’ Body of Knowledge with current DOD Supply Chain practices in this brand new workshop. Participants simulated the experience of being change managers, responsible for managing the process of change within their units and collaboration across service units and outsourced contractors. The Joint Distribution and Deployment Enterprise (JDDE) (See DTJ, Sept 2007) Competency Model was reviewed, and its impact on DOD logistics was assessed.

Supply chain risk pooling, along with the multi-stage evolution of supply chain management was examined. A key component of the workshop was the Six Vs— Visibility, Velocity, Variability, Value,

Vulnerability, and Verdancy—one of the many exercises led by the instructors.

The seven deadly wastes were reviewed— design, overbuilding, processing, motion, defects, and wait.

A key feature of the workshop focused on the Supply Chain Council’s SCOR model, 8.0 (Supply Chain Operations Reference). The exercise below, held in the workshop, was used by attendees to identify lean application opportunities for their DOD units Interested readers may use this form and discuss its implications with the instructors.

For further information and queries, please contact Irvin Varkonyi, ivarkonyi@ scopedu.com, or Joni White, Jwhitewadc@aol.com.

Emergency Preparedness Simulation

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ollowing the Closing Luncheon, the Washington DC Chapter of NDTA sponsored a Simulation on Emergency Preparedness. More than sixty conference attendees registered for the simu-

STEPS TO SECURE THE SUPPLY CHAIN IN EMERGENCY SITUATIONS • Planning • Minimizing operational vulnerabilities • Sharing information among stakeholders • Integrating suppliers • Efficiently handling response and recovery

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lation. The session targeted NDTA local chapter Emergency Preparedness chairs, because this is one of the key components used to evaluate annual Chapter performance. Professionals in preparedness as well as Forum attendees interested in learning about the nuts and bolts of emergency simulation also attended.

The basic tool used at the session was EMST, “Emergency Management Staff Trainer,” a product of ARA. The simulation is scaleable. At the session, attendees dealt with the pending impact of a Category Five hurricane coming toward Charleston. The simulation emphasized the difficulty of preparedness when information is sketchy and the capabilities of transportation stakeholders to simultaneously mitigate the impact of a disaster on their organizations as well as to lend resources to emergency managers.

MILITARY UNITS AWARDS

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n September 17, NDTA recognized and honored outstanding military units from Active, Reserve, and National Guard during its 61st Annual Forum & Expo in Charleston, SC. Major General Charles Fletcher, Forum Co-Chair, reminded the audience of the tough missions accomplished by US Military Services around the world in the Global War on Terrorism, and that they continue to excel in response to an everincreasing operational tempo. He said, “Today we honor the very best of the Ac-

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tive, Reserve, and National Guard military transportation and related logistics units from each of the Services.”

Before presenting the Military Units Awards, Fletcher introduced guest speaker Lieutenant General Russel L. Honoré, Commanding General, First United States Army, headquartered at Fort Gillem, Georgia.

Honoré spoke of the men and women that are voluntarily serving our country and ensuring our freedom. “Let us remember, at this day, in this hour, we have soldiers on the frontline in Iraq, Afghanistan, and here in America, and today let us honor the very best,” he said.

Honoré said that encouraging young people in America to join the military is essential. “We need the support of all of America . . . as it is an obligation of this generation to hand the next generation of Americans a free country.”

According to Honoré, more than 17,000 troops are trained every year and then sent to the war theater. “I’d like for you to go back to your community and seek out those who are deployed. If America is going to live off of volunteers who defend them then America owes a great amount to the families of those who are deployed and those who do not return.”

“The soldier will give his life for those who despise him. May God bless you, and may God bless America,” Honoré concluded.

Fletcher then presented awards to the Army, Marine Corps, Navy, Air Force, and Coast Guard.

The Army, Active Duty award recipient was the 57th Transportation Company, 548th Combat Sustainment Support Battalion, Fort Drum, New York. Second Lieutenant Paul Moeller, USA, accepted the award.

The Army National Guard award recipient was A Company, 53rd Brigade Support Battalion, Pinellas Park, Florida.

CPT Gregory A. Wiggins, USANG, accepted the award.

The Marine Corps, Active Duty award recipient was the Combat Logistics Bat-

DECEMBER 2007

talion 1, Combat Logistics Regiment 1, 1st Marine Logistics Group, Camp Pendleton, California. First Lieutenant Nicolas Gaviria, escorted by Gen David Reist, accepted the award.

The Marine Corps, Reserve Component award recipient was the 6th Motor Transport Battalion, 4th Marine Logistics Group, Red Bank, New Jersey. 1stLt Scott Shinn, USMR, accepted the award.

The Navy Active Duty award recipient was the Fleet and Industrial Supply Center, Pearl Harbor, Commander, Fleet and Industrial Supply Centers. Mr. Peter Pappalardo Jr., Supervisory Marine Cargo Specialist, escorted by RADM Rob Reilly, accepted the award.

The Navy Reserve Component award recipient was the Navy Reserve Naval Air Forces Supply 1086, Naval Operational support Center, Norfolk, Virginia. CAPT Petersen Decker, UNSR, accepted the award.

The Air Force, Active Duty award recipient was 723rd Air Mobility Squadron, 721st Air Mobility Operations Group, Ramstein Air Base, Germany. TSgt Ron Sylvas, escorted by Gen Gary McCoy, accepted the award.

The Air National Guard award recipient was the 118th Airlift Wing/Logistics Readiness Squadron, Air National Guard Air Mobility Command, Nashville, Tennessee. Major Michael Brian, TNANG, accepted the award.

Finally, the Coast Guard award recipient was US Coast Guard Air Station Barbers Point, 14th Coast Guard District, Barbers Point, Hawaii. CAPT Bradley Bean, USCG, escorted by Mr. Art Walz, accepted the award.

Since 1966, NDTA has recognized and honored military units from the Active, Reserve, and National Guard for their accomplishments and skills in transportation and logistics. **Congratulations to all Military Units Award recipients.** DTJ

One-on-One with Major General Charles W. Fletcher, Jr., USA Director of Operations and Plans, J-3 USTRANSCOM

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s Director of Operations and Plans, MG Fletcher is responsible for the deployment of forces and the distribution of supplies and equipment for humanitarian, peace time, and war time operations for the DOD including joint training, exercises, and war planning. He is also responsible for force protection for USTRANSCOM and its Components, and has operational control of the Defense Courier Service and the Joint Operational Support Airlift Center. Additionally, he provides associated policy guidance. MG Fletcher graduated from West Point in 1972. He has held numerous staff positions and has commanded at company, battalion, brigade, and headquarters levels, and prior to his current assignment was Commanding General, SDDC. On September 19, as the 61st Forum was winding down in Charleston, MG Fletcher took a few moments to speak with the NDTA Forum Press Team.

NDTA FORUM PRESS TEAM Thank you for your time today. Could you tell us a bit about TRANSCOM? MG FLETCHER Our job at USTRANSCOM is to take requirements from the customers we support—mostly from the combatant commands, but also from governmental agencies such as FEMA during times of disaster. We go to our Army, Air Force, and Navy components to ensure that transportation is available to meet those requirements. Our greatest capacity is on the commercial side, so we depend heavily upon industry partners and systems to understand their capabilities, to work load them, and then to monitor their performance.

NDTA FORUM PRESS TEAM How has NDTA helped TRANSCOM in its role with the commercial sector?

MG FLETCHER NDTA is invaluable, given the heavy reliance that we have with commercial industry. It provides the forum in which we can work together to improve communications for better understanding. It gives industry the chance to understand how we collect our requirements and how we quantify them. In turn, we learn what industry’s capabilities are so that our expectations don’t exceed their capacity. NDTA also offers a forthright way to discuss ideas for improvement. The Association is a tremendous professional and personal asset as well. We get to know people on the commercial side who we will have to depend upon in times of crisis, and we are able to develop lifelong relationships with industry leaders.

NDTA FORUM PRESS TEAM NDTA has witnessed many success stories.

Can you highlight how the sectors have come together in support of the warfighter?

MG FLETCHER The global war on terrorism has heavily taxed our units and their equipment.

What we have found as we have developed our requirements over time and have come to rely on commercial capability is that we have been able to replace what we have traditionally thought of as a unique military capability with a commercial capability.

We have seen a lot of adaptiveness on the part of the commercial industry. Today, as we look at the way we sustain our forces, both in Iraq and Afghanistan, more than 70 percent of what flies over, flies on commercial carriers. And once in theater, more than 40 percent of the distribution from the air hubs is done by commercial aircraft.

This has allowed us to bring back the Air Force aircraft that traditionally performed

Interviews MG Charles W. Fletcher, Jr., USA RADM Robert D. Reilly, Jr., USN this role for reset—to fix the aircraft, to rest the crews, and to train the crews to the broader missions. This is also happening on the sealift side. We entered the war with a heavy reliance on military sealift command and their vessels; now more than half of what we do is carried out on commercial vessels. The same partnership applies to all we do at TRANSCOM. One of the prime missions we have, and one that we take most seriously, is the return of our fallen heroes. Currently, they are brought back to Dover Air Force Base, where our military mortuary is located.

If we are to move them to a final place of interment, outside a 300-mile radius of Dover, a commercial contractor assists us always with great care and dignity. The response from the families has been positive. So, in every facet of our operation, we are including and become dependent upon the commercial contribution.

NDTA FORUM PRESS TEAM You participated in the “Agile Warfighter Sustainment,” one of the Forum professional sessions where a lively discussion took place on some of the obstacles and challenges that you face in delivery. Can you talk about some of the key challenges that you are now working to resolve?

MG FLETCHER One of the challenges we face in our relationship with commercial industry is that traditionally we have developed our command and control and our monitoring systems within the military community.

We are finding that with our greater de-

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pendence on the commercial sector, that we have to understand their information systems—the way they do their reporting.

Finding standards of information that we can share, and finding control systems that allow each of us to operate our enterprises with visibility over both sides, is a very complex technical challenge that we are working through. It gets down to having common metrics. The establishment of the process and the supporting information technology, and then applying discipline to it is an ever existing challenge that we have. We are working through this. Some of the recent developments in the technology of accessing data offer a real opportunity to allow people to use the systems they are familiar with but that still give visibility of the essential data that we need to monitor. We—industry and the DOD—are largely an “Information Technology Consortium” in which this interdependence has become the critical element to reaching the effectiveness and efficiency that we both seek.

NDTA FORUM PRESS TEAM What will be TRANSCOM’S role as the troops begin to return home?

MG FLETCHER We have to change the model that we have used for many years in deploying forces.

We deploy from fixed installations, largely within the US, that have established capabilities—a hard stand. These installations have the information systems that are needed and they have the people that are needed, many of whom have spent 20 to 30 years doing this business. So it is a robust infrastructure that the military forces use to leverage, to do all the documentation, the preparation, the loading, and the movement to fixed facilities in the United States, our Aerial Ports, and our Seaports.

When you look at the complexity of returning large numbers of forces and great amounts of equipment in a coordinated

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and a unified manner and without an existing infrastructure in Iraq or Afghanistan, it presents a formidable challenge.

We have started training teams to go in and replicate some of the long-standing capabilities that have existed in our stateside installation transportation offices.

We are partnering with the commercial industry so that they understand as we develop our requirements exactly what we are seeing. We look at their capacities. We do the port selection based not only on

Through NDTA we have an outstanding method to get to our industry partners, to talk to them, to find out not only about their challenges, but also how they are building toward the future. ports that we would like to go to, but also on the ports that they can support. We are bringing in our commercial partners and non-asset owners to help manage this. We are bringing in a whole consortium of different commercial entities. We need all of this working together if we are going to be successful given the austere environment and the fact that we are still vulnerable to enemy attack—maybe even more so. It is a much more complex problem than deploying forces into theater.

NDTA FORUM PRESS TEAM The return of hardware and equipment is happening at the same time that the volume of international trade is escalating at an all time high, and also when port congestion is affecting our Eastern ports. Is that something you are looking at right now—the impact of commercial operations at marine

DECEMBER 2007

terminals at the same time as major military operations?

MG FLETCHER Absolutely. This is something that has been in development over the last three or four years. As the Chinese import surge has moved from the West Coast to the East Coast, the traditional ports that we have operated out of—Savannah and Charleston—have become some of the largest port operations in the US. We now compete for pier space against imports from all over the world and exports, too. Charleston, for example, exports a lot of food and commodities. We have to recognize that. Typically we look at capabilities purely in terms of infrastructure; now, we have to look at capabilities in terms of work load as well.

We have port planning orders with the seaports, and we have arrangements through aerial ports. We are now bringing commercial entities into our US Air Force aerial ports to offset the challenge that we have at the seaports. We don’t own many military seaports. In Charleston, we have an ammunition port and pier space open to military use. But we are overwhelmingly dependent upon commercial capability. The vast majority of what we ship is by sea, so we are constantly working this.

This fact alone enhances the importance of NDTA and our ability to dialogue with all of the players in the maritime industry—the maritime administration, the longshoremen, the vessel operators, the personnel on board, the ports authorities.

Through NDTA we have an outstanding method to get to them, to talk to them, to find out not only about their challenges, but also how they are building toward the future so we can build toward the right capability as we look ahead.

NDTA FORUM PRESS TEAM The big talk this year at the NDTA Forum and among the press is the Mine Resistant

Ambush Protected (MRAP) vehicle: the increase in production and the logistics of supplying them to the theater of operations. Can you talk about USTRANSCOM’s plans for the future—for moving MRAPs by sealift or air, and how that will even out.

MG FLETCHER The MRAP is important to the lives of our troops and it is absolutely essential to operations in Iraq, so we currently fly them out to get them there as fast as we can.

MRAP production is a partnership. The commercial side provides carriage manufacture and assembly, and the Charleston Navy facility installs the electronics. The production rate is low but will ramp up over time. And, as we ramp up, we will see that there are opportunities to move to sealift; however, we will never sacrifice the delivery to the soldier, the marine, and the sailor in the process.

We have to adapt our defense to our enemy’s understanding of our capabilities and we will be evolving the protective carriages over time just as we did with other vehicles. There’s an analogy in the up-armored Humvees—we improved the doors, the windshields—and as we did this, we flew kits over to the theater so repairs could be made locally. If we can get the MRAP to them faster by doing modifications over there, then we’ll do that. It’s about getting the vehicle to exactly the right place in time for the user.

We are finding that there is a limited number of commercial options available to fly the MRAPs over, and we are leveraging those options. And there are some limitations in terms of capability and security, but we will work through all of those issues to make sure we get the MRAPs to the troops as quickly as possible. We have ensured that the handoff is seamless from the manufacturer to the modification site to transportation pick up. And we have people in theater to ensure that once the MRAP leaves the aircraft, it immediately

We’re fighting on three fronts—Iraq, Afghanistan, and Homeland Security—and the emergence of information technology and globalization adds a business aspect to everything we do. moves to the user. Right now, the whole supply chain is working . . . and it is improving. It is a classic “Supply Chain Challenge” engaging all communities: manufacturing, delivery, and program management. It is very complex. We have the highest level of visibility on this, and it is not a resource-constrained issue. Everyone is on board and everyone is working as quickly as they can to deliver. DTJ

A Conversation with RADM Robert D. Reilly, Jr. Commander, Military Sealift Command

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uring a break at the NDTA Forum, Rear Admiral Robert D. Reilly, Jr., Commander of the Military Sealift Command (MSC), answered questions facing the transportation industry. The discussion focused around three points— the theme of the National Defense Transportation Association’s 61st Annual Forum and Expo, the DOD Preference Act, and the MRAP program.

Rear Admiral Reilly agreed with NDTA President Ken Wykle that this year’s Forum & Expo’s “Better Together” theme reflects the value of teamwork and leverages the strengths of government and industry to accomplish goals.

He said, “From our perspective, it’s about how we provide value to those who need it. The Department of Defense is large and there are a lot of moving parts.

We’re fighting on three fronts—Iraq, Afghanistan, and Homeland Security—and the emergence of information technology

and globalization adds a business aspect to everything we do.

“There are more effective ways to network and provide service, presenting answers to the issue of who we provide service to.”

He explained that MSC must have a strong working relationship with its industry partners. According to Rear Admiral Reilly, Cargo Preference Laws reflect MSC’s strategic delivery function.

The law requires that Department of Defense cargo should be transported on US-flagged vessels, if available, unless the freight charge is excessive or otherwise unreasonable.

“Ships providing services carry militaryunique cargo and have to move based on separate operational tempos,” he said.

On the subject of how to move MRAPs from the US to the war theater, Rear Admiral Reilly brought up four points relating to the requirement of urgency— industrial capability, how and when to equip vehicles with information technology, how to get the vehicles to war fighters, and how to optimize delivery of MRAPs. “More and more MRAPs are being sent to the war theater by ship, which is significantly cheaper then flying them over.

However, the weight and size of the MRAP, combined with the speed of moving them to the war theater, play a part in the function of cost. We are looking at a variety of transportation options that involve a combination of sealift and airlift.”

Rear Admiral Reilly concluded, “We want to get the effect on the battlefield as soon as possible, but we must be mission-focused and business-aware, which is one of the guiding principles of General Schwartz.” DTJ

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Showstoppers

By Karen Schmitt

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he “Better TOGETHER” partnership theme of the 61st NDTA Forum & Expo was loud and clear at the North Charleston Convention Center! You could hear it in the lively conversations between military and civilian partners who come together once a year to learn about the latest trends in the defense transportation business. And you could see it in the dramatic display of vehicles stationed on the exhibit hall floor.

This year’s NDTA Expo included some real showstoppers!

The Cougar, a rough and ready MRAP (Mine Resistant Ambush Protection) vehicle, first spotted outside the Convention Center on September 15 as it pulled up the drive, drew “oohs” and “aahs” from onlookers at the NDTA Forum. The manufacture of this heavy weight represents a classic case of partnership—the “belly” (full armored carriage) is assembled by private industry (currently, there are five independent commercial companies building carriage parts in the United States) and the “brains” (IT systems and onboard navigational gear) are designed and installed at the Space and Naval Warfare, the Naval Weapons Station (SPAWARS) in Charleston, South Carolina.

The Cougar on display was provided

by Force Protection, Inc., headquartered in nearby Ladson, SC. Tommy Pruitt, Government Communications and Public Relations Director, explained that the company turns out three categories of MRAPs: the Buffalo (at 80,000 lbs max: for detecting explosives and clearing routes); the Cougar (in 4x4 and 6x6 models at 52,000 lbs max: for forward command and control and troop movement);

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and the Cheetah (at 24,000 lbs max: for light tactical operations). The facility was recently expanded for full assembly line production with 90,000 sq. ft. of warehouse space where the company expects to roll out 300 a month by the end of 2007.

Pruitt added that, “Production is personal.

Everyone at Force Protection is invested in the effort to safeguard our troops.”

Jennifer Tarr, Student Forum Press Room Reporter, stands alongside the Cougar during set up in the Expo Hall. See Jennifer’s article, “MRAPs—New Vehicles for the Troops” in the October 2007 NDTAGram online at: http://www.ndtahq.com/NDTAGram.htm.

Inside the Convention Center, the Cougar revealed another form of partnership—the cooperative element required to deliver the MRAP to the theater of operations. If production steps up as anticipated, alternative means of deployment in addition to airlift will become critical.

ITLT Solutions, Inc. and Maersk Line, Limited teamed up with Force Protection to create an impressive display targeting optional means for oversize heavy cargo lift. Contrail®, an invention that was designed, engineered, and patented

by ITL Technologies, was its centerpiece.

The Contrail® requires no special handling equipment, and it can fit inside the cargo hold of a container ship without modification, allowing for stowage below deck. It is an ideal solution when conven-

DECEMBER 2007

To: Force Protection, Inc. From: GYSGT Gabriel Wilson Date: February 23, 2007 I want to send a letter of thanks to all the personnel who work day after day building the Buffalos and Cougars that have saved my life and my Marines’ lives on many separate occasions out here in Iraq.

I know you all go into work with the same reason Marines go to work, and that is to make money. But make no mistake about it, “What you do at any level for Force Protection is making a difference in our lives!” Do not ever question that.

I run a Marine Corps’ route clearance out of Fallujah; there are 26 of us, and we have all taken some pretty bad hits in both the Buffalos and Cougars. Yet through it all I only needed to medically evacuate one of my Marines who had critical wounds, and I am happy to say he is back in the states and is going to recover just fine.

We have been operating for five months now, and with only two months remaining before we push back to California, we can only send our thanks to your craftsmanship, which has without a doubt saved our lives.

Thank you and God Bless!

Gabriel Paul Wilson

Gunnery Sergeant, USMC Task Force Vanguarde, Charlie Company, 1st Combat Engineer Battalion

tional containers just won’t work, According to Glenn Patch, president and CEO of ITLT Solutions, “Contrail® can benefit the military, shippers, and carriers. The military can greatly improve logistics mobility and speed by opening substantial

new capacity and routes via US-flagged commercial containerships. The military and project cargo shippers can benefit from more scheduled services not available with roll-on/roll-off bulk shipping.

Carriers can move cargo they never could before efficiently and profitably.”

There was more good news coming from the Maersk booth: the company announced its new weekly US flag liner service to the Middle East, demonstrating support capability to TRANSCOM in moving vital military equipment (like the MRAP) to the warfighter. Maersk Line, Limited, long time NDTA member and platform provider for the Contrail® demonstration, hosted the Exhibit Hall Opening.

Another operational military vehicle— the Oshkosh M978 HEMMT (Heavy Expanded Mobility Tactical Truck) Fuel Servicing Tanker—was stationed in the Expo Hall, courtesy of McCollister’s Transportation Group, Inc. a first-time exhibitor with NDTA. The M978 model, which refuels tactical vehicles and helicopters in forward locations, was loaded on a single-drop flatbed trailer to showcase the company’s capabilities. “With prior military service in the 82nd Airborne, 3rd Infantry Division and the Navy Supply Corps, our team knows what it takes to support the military,” explained Dan McCollister, President and owner. “The partnership with Oshkosh Truck demonstrated McCollister’s expertise in handling specialized oversized freight, and it also heralds the beginning of a new complement of services in support of the Warfighter,” he continued. McCollister’s has been working with the DOD for more than 50 years, primarily moving Household Goods. In January 2007, McCollister’s Team became a DOD approved carrier for freight and will begin providing Transportation Protective Services including Protective Security Service in 2008.

Efficiency Hauling Systems (EHS) was another newcomer to the NDTA Expo.

Their static display—the “Wingliner”— offered a fresh perspective on transporting cargo, although the concept was actually conceived of in Europe around 1996. The Wingliner employs hydraulic lift sides and top for rapid turn-around distribution vehicles (opening and closing can be accomplished in two minutes or less with finger tip control!), so it has the accessibility of a

flatbed, the security of a van, and greater aperture than curtainside vehicles. For Forum attendees, “seeing was believing” as they watched an operational demonstration. Gavin Worthy, company President and CEO explained, “We have to improve the working environment if we’re going to attract and retain drivers. They’re not paid unless they’re on the road, and the trick is to get in and get out quick. Because of the Wingliner technology, staging shipments and changing dock schedules won’t compromise their drive time.” And unwieldy loads, like military hardware, can be man-

aged more efficiently and safely than negotiating flat beds and tarp tie downs.

The system is in use throughout Europe, Australia, Japan, and South Africa. EHS hopes to bring it to North America thanks to their exclusive licensing rights to the Wingliner patent.

It’s all about delivery when it involves the USO, too. For more than 66 years, the USO has served our troops in traditional fixed facilities as well as on the road. By the end of 1945, USO “clubs-on-wheels” were averaging 3775 visits to troops in remote locations and delivering more than a billion letters from home each month.

Today, the USO is proud to take these programs and services to a higher level, with three new Mobile USOs designed to bring a “home away from home” directly to service members serving in remote and isolated areas throughout the US. These vehicles offer a comfortable retreat where service men and women can relax, have a snack, watch a movie, play a video game, or connect online with family and friends. The vehicles also find application in serving victims of natural disaster, such as Hurricane Katrina. A new Mobile Canteen joined floor exhibits at the NDTA Expo in Charleston. The modern unit certainly has evolved over time, but the spirit of bringing communities together in support of service members or those who have lost home and belongings remains intact.

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That same spirit of support was also seen in a Landstar 18-wheel rig on display. It is emblazoned on both sides with a “moving tribute” to our country’s Fallen Heroes.

Lynn and Shelly Baxter, a husband and wife team from Texas, have spent nearly

(Mortuary Affairs, formerly titled Graves Registration, has been a Quartermaster Corps mission since the Civil War. Training in the specialty is provided by the Mortuary Affairs Center and includes instruction in the areas of search, recovery, and evacuation of human remains;

111th Quartermaster Company members posed in front of the Landstar Truck. The truck brings the message of America’s Fallen Heroes to all who see it—whether traveling on the road or attending the NDTA Forum in Charleston, SC. Photo courtesy of Ft. Lee’s “Traveller.”

15 years on the road making deliveries for Landstar Carrier Group. Together, they drove the distance to the NDTA Forum in Charleston to remind us of the commitment and sacrifice made by our troops. Adorning their freight liner is a mural depicting images familiar to the 111th Quartermaster Company, 530th Combat Sustainment Support Battalion.

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tentative identification and disposition of the remains; and the disposition of their personal effects. Unlike historic training in this area, great emphasis is now placed on the forensics aspects of the process.)

The mural depicts two soldiers kneeling in prayer as God’s hands reach down to protect them. One is Shelly’s son, Staff Sergeant Brian Snook, a mortuary affairs noncommissioned officer in the “11th” who has deployed to Iraq and Afghanistan. SSG Snook sent his photo home to his mother, which in turn inspired the painting. Truck owners, Alvin Mann and his wife, endorsed and funded the project; Shelly’s sister, Judy Privett, is credited with composing all pictorial elements.

This moving tribute was a total team effort to foster respect for those who have paid the ultimate price for our freedom.

DECEMBER 2007

DHL There were lots of show stoppers— even some that were not connected with NDTA’s Expo Hall.

Registrants were greeted at the North Charleston Convention Center by DHL’s first-time ever Registration Pavilion where they were treated to Benne Wafers, a Charleston original, and ice cold lemonade. The Pavilion was festooned with vivid yellow and red banners, DHL company colors, to create a cheery welcoming atmosphere.

According to Ray Donahue, DHL Vice President, attendees commented favorably on the hospitality. “We didn’t expect this,” said an early bird arrival.

“This is certainly one of the friendliest Forums we’ve ever attended!”

The 61st annual NDTA Forum and Expo concluded on September 18, 2007, as booth representatives packed up their gear and bid farewell to friends and colleagues. Chris Alf, President of National Air Cargo, sponsor of Exhibits Revisited, summed up the Expo experience by saying, “All exhibitors are strategic partners with the military in accomplishing their mission at any time, anywhere. At National Air Cargo, Inc. we strive to provide the best customer support and satisfaction, meeting those needs through swift movement of materiel. DTJ

Chairman’s Awards Dinner

FedEx

“We appreciate the opportunity to be a part of the NDTA, and to sponsor the Chairman’s Awards Dinner.”

Flappers draped with beads and feathers and bootleggers carrying machine guns set the stage for the Monday night Scholarship Event.

It was all in good fun! FedEx, event sponsor, set the stage based on the Roaring 20s, a colorful era in our Nation’s history and when the Charleston dance craze epitomized the liberating feel of the times.

“In our audience tonight are the most accomplished national defense transportation professionals— professionals that make our business possible. IHG has the utmost pride and appreciation for you and the job that you do.”

– Mr. Michael Fegley, VP Sales and Marketing Global Sales Americas, IHG

Kirstin Knott, Director of Government Sales, said “We wanted to bring Charleston inside so everyone could experience it.” FedEx presented a check for $10,000 to the NDTA Scholarship Fund. Justin Rashall and Mark Chang, both from Texas A&M University-Galveston and 2007 NDTA Scholarship recipients, were on hand to speak to the audience.

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Off-site Tours

O

ff-site tours were added to this year’s professional line-up for a first-hand look at aerial and marine port operations.

437TH AIRLIFT WING The 437th is known as the Premier Wing within Air Mobility Command (AMC), and has received numerous honors and awards for its ability to rapidly, securely, and efficiently move cargo.

The tour launched with a background briefing by Col. John “Red” Millander, 437th Airlift Wing Commander. As one of the largest employers in the area, the Wing has more than 3800 active duty, 1400 civilian, and 2300 reserve personnel, with an economic im-

pact of nearly $3 billion on the Charleston region. Established in 1952, it is the oldest joint-use airfield within the DOD, and is currently the model for other jointuse initiatives.

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The Airlift Wing has been home to a variety of military and commercial aircraft, but it is best known for the C-17 that participates in Outsized Strategic Airlifts, Strategic Brigade Airdrops, Global Direct Delivery, and Special Operations Support. Col. Millander underscored that the C-17 is the only aircraft to have met every single mission requirement. Since

the beginning of Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF), the number of C-17 missions has doubled from 9500 missions per year in August 2001 to more than 18,000 missions per year in August 2007.

Following the briefing, tour guests were transported to a 437th Aerial Port Squadron warehouse where pallets were being prepared for loading. They were led through a series of presentations that demonstrated the journey of cargo and materiel through the supply chain.

A representative from Defense Depot Susquehanna, Pennsylvania (DDSP) discussed how DDSP is the Consolidation & Containerization Point (CCP) as part of the Pure Pallet Concept (PPC).

At DDSP, cargo is staged and built onto pallets for easier transport and to avoid break-bulk operations that can be cum-

DECEMBER 2007

bersome in-theater. Once completed, the pallets are then loaded on trucks and sent to Charleston Air Force Base.

The SDDC and other DOD representatives led tour guests through the use of RFID tags and computer systems such as the Global Transportation Network (GTN) and Global Air Transportation Execution System (GATES) that provide In-Transit Visibility (ITV) of supply chains. They also discussed how the use of metrics, integrated distribution lanes, and system transparency aid in the improvement of system performance and lead to the 437th Airlift Wing being so strategically significant.

At the tour’s conclusion, guests were taken aboard a C-17 to see how the MRAP (Mine-Resistant Ambush-Protected) vehicles are loaded for transport.

It was truly an exceptional visit, and thrilling to have the opportunity to see excellence in action. NDTA thanks the 437th Airlift Wing at Charleston Air Force Base

for welcoming us to their facility and for their continued hard work and sacrifice.

PORT OF CHARLESTON Blue skies prevailed as NDTA members and friends set out to tour the Port of Charleston. The Port is one of the most efficient seaports in North America and the fourth busiest container port on the East Coast.

The event began with a windshield tour of the Port’s North Charleston Container Facility. The guide explained that the Port is a designated strategic seaport, in that it was selected by the DOD to move military cargo in times of crisis. In 2006, she said, the Port handled 1.96 million 20-ft. equivalent units (TEU). It is served by CSX and Norfolk Southern Railroads. In addition, six US Flag services call on the Port on a regular basis.

The South Carolina State Ports Authority is a self-sustaining agency, which means it owns and operates its own terminals and provides its own capital investment. The port is not required to utilize union labor.

A visit to the USNS Pomeroy, a large, medium-speed, roll-on/roll-off (LMSR) vessel, was an event highlight. Guests toured the Far East–bound vessel during a real-time military deployment of US Army prepositioned cargo for use in the field. This impressive vessel is one of the larger LMSRs, with capacity to transport approximately 395,000 square feet of equipment.

Outfitted in required hard hats and safety vests, guests were invited to step aboard for an informational briefings from Bob O’Brien, General Manager of Army Field Support Battalion Afloat, and members of SDDC’s 841st Transportation Battalion. The tour concluded with a trip to the vessel’s navigation deck.

Thank you, Port of Charleston, for a wonderful day dockside to learn more about your maritime operations! DTJ

On Sunday evening, Military personnel and Forum and Expo attendees were welcomed aboard the Aircraft Carrier USS Yorktown (CV-10), docked in Charleston, SC, for NDTA’s Annual Scholarship Dinner. The event, sponsored by The Brands of YRC Worldwide, honored this year’s scholarship award recipients and emphasized the importance of recogniz-

YRC Salute to Progress vessel—one of the most imposing modern marvels on the planet during World War II,” said Torsani. “We are blessed to enjoy freedom and are mindful just how fragile that can be,” he added.

ing the past and future.

T

he Brands of YRC Worldwide have hosted NDTA’s Scholarship Dinner for four years running. Greg Reid, President and Chief Marketing Officer— Enterprise Solution, said his company partners with NDTA because both sides believe in education as a primary foundation in securing America’s future.

NDTA Scholarship recipient Philip Saccullo, a College of Charleston senior studying political science and global transportation logistics, said the evening was memorable and exciting, and it provided the opportunity to network with industry leaders. “I sat next to the Vice President of The Brands of YRC Worldwide,” said Saccullo. “And I also sat next to some Navy old-timers that advised me to keep my speech short!”

The evening’s theme, “Salute to Progress,” paid tribute to achievements witnessed in military and industry, and to the young people that serve and change our country every day.

After a moment of silence, COL Joseph Torsani, USA (Ret.), Chairman of the Council of Regional Presidents, stated, “It is fitting and an honor for NDTA to meet in fellowship aboard this great naval

During his keynote address, Medal of Honor Recipient Major General James E. Livingston, pointed his finger at Fort Sumter—off Charleston’s shores where the first Civil War shots were fired and where the Medal of Honor began. He explained that the Medal of Honor is more about a spirit, alive in all Americans, than an adornment worn around one’s neck.

“Those who serve today are being transfused by what you sent down in courage,” Livingston assured veterans. “The youth have kept your legacies intact as their legacies are manifested in the new, current generation.”

The evening closed with attendees gathered on the ship’s deck for a spectacular fireworks display. DTJ

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Forum Press Team

N

thank you

DTA members and students collaborated in an innovative partnership to provide up-to-date online reporting from the 61st Annual Forum and Exposition in Charleston, South Carolina. The project was an extension of last year’s approach to the Forum coverage from Memphis, Tennessee, that involved NDTA corporate members, Delaware River Maritime Enterprise Council (DRMEC) and The Howland Group. Some new twists were added, including video stream segments that showcased historic Charleston and surroundings prior to the big event kick off.

Pre-Forum email notices were sent out, a concept that may be developed for future events. LTG Kenneth Wykle, NDTA President, explains, “There is real value in providing information upfront, not only for keeping people informed but also to attract interest.” Wykle added, “DRMEC was an invaluable partner in this effort by providing web hosting and upgraded IT distribution capabilities.”

Brian McGee, Chair of the Department of Communication at the College of Charleston, was grateful for the opportunity his students had to apply their knowledge in a practical setting. “Nothing can substitute for the experience of writing on deadline and creating a story about an unfamiliar topic,” he said. Students from Elizabethtown College and Texas A&M University at Galveston also participated; Mark Chang and Justin Rashall, 2007 NDTA scholarship awardees, shadowed communication students to lend insight into technical vocabulary and industry topics presented at the convention. DTJ

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COLLEGE OF CHARLESTON • • • • •

Caroline Giles, Kennebunk, ME Jennifer Harris, Chesapeake, VA Leah Montgomery, Kingstree, SC Elizabeth Poole, Sandy, UT Stacey Tokarczyk, Mt. Pleasant, SC

ELIZABETHTOWN COLLEGE • Jennifer Tarr, Elizabethtown, PA (see photo, pg. 40)

Jennifer Harris

Elizabeth Poole

Stacey Tokarczyk

Leah Montgomery

TEXAS A&M UNIVERSITY • Mark Chang, Galveston, TX • Justin Rashall, Galveston, TX

DECEMBER 2007

Left to right: Mark Chang, Caroline Giles, and Justin Rashall

The Howland Group Inc. (THG) and The Delaware River Maritime Enterprise Council (DRMEC) are pleased to have partnered with The National Defense Transportation Association to provide complete communications coverage of its 61st Annual Forum & Expo in Charleston, South Carolina. You can view archived Forum reports and photos at: http://ndta2007.drmec.org. THG and DRMEC also issue a summary of national news and information pertaining to transportation, logistics, defense, and maritime industries via “Daily News and Information.” If you wish to receive this helpful tool by email and at no cost, please subscribe at www.drmec.org. Just click on the Daily News and Information.

61st Annual NDTA Forum & Expo AWARDS PHOTO ALBUM September 15-19, 2007 | Charleston, SC SPONSORED BY McCollister’s Transportation is proud to support the NDTA and its mission. McCollister’s is a specialized transportation company that has been honored to support the Military for more than 50 years. Visit us at www.mccollisters.com.

2007 NDTA Major Award Recipients Presented by Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

NDTA National Transportation Award

NDTA DOD Distinguished Service Award

Mr. James L. Henry

LTG C. V. Christianson, USA

President, Transportation Institute

Director for Logistics, Joint Staff J-4

NDTA Educator Distinguished Service Award

Dr. Ik-Whan Kwon, PhD Director, Consortium of Supply Chain Management Studies, St. Louis University

NDTA President’s Award Presented by Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Mr. Daryl Deel

Mr. Kenneth C. Gaulden

General Walter Kross, USAF (Ret.)

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61st Annual NDTA Forum & Expo NDTA President’s Special Achievement Awards Presented by Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Mr. Steven Cubarney Washington, DC Chapter Accepted by Mr. Sean Caulfield

LTC John Fasching, USA (Ret.) Central Pennsylvania Chapter

Junior Executive Leadership Awards Presented by Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Military

Civilian

Ms. Heather Pound Washington, DC Chapter

Mr. Thomas A. Fortunato Washington, DC Chapter Accepted by Mr. Sean Caulfield

Corporate Distinguished Service Awards Agility Defense & Gov’t Services APL Limited American Roll-On Roll-Off, LLC Avis Budget Group Carlson Wagonlit Travel/Sato Travel CorTrans Logistics, LLC DHL Dollar Thrifty Automotive Group 48 |

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FedEx Corporation The Hertz Corporation InterContinental Hotels Group Landstar System, Inc. Lockheed Martin Maersk Line, Limited National Air Cargo Group, Inc.

DECEMBER 2007

Panther Expedited QUALCOMM R&R Trucking, Inc. Southwest Airlines SuperClubs Transportation Institute UPS The Brands of YRC Worldwide

61st Annual NDTA Forum & Expo International Chapter of the Year Awards Presented by Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Category I

Category II

Category III

Valley of the Sun Chapter

Charleston, SC Chapter

Washington, DC Chapter

accepted by Ms. Yvonne Frazier

accepted by Mr. Fred Stribling

accepted by Mr. John Joerger

A-35 Category II

A-35 Category III

San Antonio Chapter

Washington, DC Chapter

accepted by Mr. Rufus Reed

accepted by Ms. Heather Pound

Army Instructor of the Year Award

MSG Jason Ausen 1st Battalion, 205th Regiment, National Guard Redmond, Washington

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61st Annual NDTA Forum & Expo Military Units Awards Presented by LTG Russel L. Honoré, USA

ARMY—Active Duty

ARMY—Reserve Component

NAVY—Active Duty

57th Transportation Company accepted by 2LT Paul L. Moeller with LTG Russel L. Honoré, USA

A Company, 53rd Bde. Support Bn accepted by CPT Gregory A. Wiggins with LTG Russel L. Honoré, USA

FISC, Pearl Harbor accepted Mr. Peter Pappalardo, Jr. with RADM Robert D. Reilly, Jr. USN

NAVY—Reserve Component

MARINE CORPS—Active Duty

MARINE CORPS—Reserve Component

NAVAIRFOR Supply, Det. 1086 accepted by Capt Peterson Decker with RADM Robert D. Reilly, Jr. USN

Combat Logistics Battalion-1 accepted by 1st Lt Nicolas Gaviria with MG David Reist, USMC

6th Motor Transport Battalion accepted 1st Lt Scott (Russell) Shinn with MG David Reist, USMC

AIR FORCE—Active Duty

AIR FORCE—Reserve Component

COAST GUARD—Active Duty

723rd Air Mobility Squadron accepted by TSgt Ron Sylvas with Brigadier General Gary McCoy, USAF

118th Airlift Wing/Logistics Readiness Squadron accepted by Major Michael M. Brian with Brigadier General Gary McCoy, USAF

US Coast Guard Station Barbers Point accepted by CAPT Bradley Bean with Mr. Walz

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DECEMBER 2007

61st Annual NDTA Forum & Expo Colonel Norbert Grabowski Membership Recruiting Awards Presented by Raymond P. Ebeling, Chairman and CEO, NDTA Board of Directors

Category I

Category II

Category III

Southwest Asia Chapter

Charleston, SC Chapter

Washington, DC Chapter

accepted by Mr. Victor Ramanan

accepted by Mr. Bob Shiver

accepted by Mr. Sean Caulfield

Individual A-35 and Regular Recruiting

Mr. Will Jordan

Arizona Frontier Chapter

N E VA D A

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61st Annual NDTA Forum & Expo SDDC Excellence in Traffic Management Awards Presented by Captain Jerry Twigg, USN, Director of Operations

Army

Navy

Marine Corps

Mr. Frank Tickerhoof

Ms. Joanne Coombs

Staff Sergeant Calvin Brown

Fort Hood, Texas

Naval Air Station Brunswick

Camp Pendleton

Air Force

Coast Guard

DLA

Master Sergeant Adam Hutchinson Elmendorf Air Force Base

AAFES

Ms. Linda Williams Atlanta Distribution Center

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DECEMBER 2007

Mr. Christopher Gibbs USCG Finance Center Chesapeake, VA

Ms. Wanda Phelps Red River Army Depot

61st Annual NDTA Forum & Expo Gallery of Sponsors

Green means go.

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For more information, call our Customer Support Center at (800) 4-MATSON or visit matson.com.

CHAPTER NEWS* BALTIMORE CHAPTER The chapter held a luncheon meeting on October 10 at the MITAGS (Maritime Training and Graduate Studies) conference center in Linthicum, MD. The meeting was well attended in anticipation

(L-R) Bob Reilly, Chapter President; Earl Boyanton, Deputy, OSD, Transportation Policy; and Richard Plant, Director, Masters, Mates & Pilots

of special guest speaker Mr. Earl Boyanton, Under Secretary of Defense, Deputy, Transportation Policy, who gave an insightful and entertaining presentation on DOD Logistics Transformation and led a Q & A session. Attendees also enjoyed a 50/50 drawing, complemented by door prizes donated by industry partners.

Pictured above are 17 of the 43 chapter volunteers who helped with registration, meeting room preparation, and tours of aerial and sea port operations during the recent five-day NDTA Forum in Charleston. Fred Stribling, Chapter President, holds the 2007 International Chapter of the Year, Category II Award presented during Opening Ceremonies on September 17.

CHARLESTON CHAPTER In addition to scholarship fundraising efforts that resulted in two separate award presentations last spring, Charleston chapter members have been active in organizing monthly professional development sessions for the benefit of membership. Off-site tours have included a special visit to Force Protection, MRAP manufacturer located in Ladson, SC. In September, Chapter members showed tremendous support in hosting the 61st Annual NDTA Forum & Expo in North

*Some articles have been condensed due to limitations in space.

Charleston; they worked side-by-side with headquarters staff before, during, and after the event to ensure success. Many thanks from your NDTA colleagues and friends!

DALLAS/FT. WORTH CHAPTER Fifteen members from our chapter attended the recent Forum in Charleston, where they especially enjoyed the Port of Charleston tour. At our October meeting, Gregg Zody, Director of Marketing and Sales for Expedited Truckload Intermodal for BNSF, spoke on “Working Closer and Moving Forward.” It was a great presentation on factors that drive railroad growth and the impact on the trucking industry when fuel prices are at an all-time high.

We had a great kick-off to our Emergency Preparedness Fund Campaign; members contributed canned goods. We are looking forward to our November meeting and Christmas Party, and we have set a date for our Annual NDTA Scholarship Golf Tournament on March 20, 2008. We are constantly updating our website with new events, ideas, and transportation topics, so visit us at www.dallasndta.com.

JACKSONVILLE CHAPTER The chapter is working on ways to increase membership, specifically targeting the A-35 group. Recently, $6000 in scholarship money was awarded to the University of North Florida, where a chapter representative plans to visit to speak to logistics students. It is anticipated that greater exposure of NDTA on the campus will dramatically increase membership numbers. The board is currently reviewing their project options at local charities as the chapter moves forward.

SCOTT/ST. LOUIS CHAPTER Our A-35 committee has been planning events and community service opportunities. Krishan Kumar, A-35 Chair, arranged a tour of The River’s Edge, spanning the cities of Granite City, Madison, and Venice, IL, for all members. This 1200-acre multiuse development, owned and operated by the Tri-City Regional Port District, is at the epicenter of our country’s intermodal freight transportation system; it has direct access to River, Rail, and Interstate Highway trans-

portation modes, with both passenger and air freight service nearby. Our chapter is also working with the Veteran’s Administration (VA) in an effort to support construction of the Jefferson Barracks Fisher House™—“a home away from home” for families of patients receiving medical care at major military and VA medical centers. Of the $2.5 million needed to begin construction in 2008, $750,000 has been raised. Mr. James Donovan of the VA was October’s guest speaker and provided a wealth of information on VA Programs as well as The Fisher House.

Dale Yonkers, St. Clair County Emergency Services and Disaster Agency (ESDA), was guest speaker in August. Chapter 82 will be working with Mr. Yonkers and the ESDA team to assist in their efforts of informing residents of the importance of preparing and planning for disasters. The chapter is working with Col Prescott Marshall, SDDC Chief of Staff, to distribute information and welcome SDDC NDTA members to the Scott AFB area and to our chapter.

Regional President award recipients with Yvonne Frazier and Ken Wykle.

VALLEY OF THE SUN CHAPTER The chapter celebrated its first year with an installation of officers, scholarship presentation, and awards to recognize individual member accomplishments. LTG Ken Wykle, USA (Ret.), President of NDTA, and his wife Mary attended the meeting and performed the swearing in of the 2007/2008 officers and board members. Chapter president Yvonne Frazier celebrated her first year as president and agreed to serve another year. Scholarships were presented to Arizona State University in the amount of $4000.

The chapter announced plans to double membership in 2008, which grew to more than 100 in its first year. Regional President awardees Caron Martin, Roy Towne, Alicia Clark, Joanne Dufresne, and Jim Burkhart were recognized for their outstanding leadwww.ndtahq.com | 55

ership, contributions to chapter growth, and fundraising efforts. At the recent NDTA Forum, the chapter was honored as International Chapter of the Year, Category 1, and Yvonne Frazier won the NDTA Distinguished Service award for outstanding leadership as President. Phoenix was announced as the 2011 Forum destination, “where the sun shines more than 325 days a year!”

HONSHU (ITA) CHAPTER The Honshu Chapter generated close to $4000 during the Friendship Festival 2007 held at Yokota AFB on August 25.

The Festival allows Japanese Nationals to learn more about Yokota Air Base and the US Military. The search is still on for more board members. Volunteers/nominees so far: Incoming President, Phil Vasquez; In-

GOVERNMENT NEWS* USN | USMC | USCG On the heels of the first Navy Day celebration held in Washington, DC, on October 13 and marking the 232nd anniversary of the fleet, the Department of the Navy has announced “A Cooperative Strategy for 21st Century Seapower,” a unified maritime strategy that explains the comprehensive role of the sea services in an era marked by increased globalization and change. This is the first time a unified maritime strategy has been signed by all three of the sea services—the Navy, Marine Corps, and Coast Guard. The strategy integrates seapower with other elements of US national power in addition to that of friends, partners, and allies. It states that protecting the US homeland and winning the nation’s wars is matched by a corresponding commitment to preventing war.

“This strategy addresses the balance of capabilities of our maritime services. It reaffirms our core capabilities of forward presence, deterrence, sea control, and power projection. It also commits our maritime forces to increased international cooperation for the benefit of all,” said Adm. Gary Roughead, Chief of Naval Operations. “It reflects the expectation of the people of the US to be a strong maritime force to protect our homeland and work collaboratively with partners around the world to secure and stabilize the global waterways that are critical to our prosperity.”

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*Some articles have been condensed due to limitations in space.

preventing wars is as important as winning wars,” said Gen. James Conway, Commandant of the USMC. “We need to be the most ready when the nation is least ready.”

“Keeping the seas safe and secure from a broad range of threats and hazards is in everyone’s best interest,” said Adm. Thad Allen, Commandant of the USCG. “The key to global prosperity and security is through cooperation and coordination.”

The strategy codifies the requirement for continued development and application of existing core capabilities while recognizing the need for expanded capabilities of maritime security and humanitarian assistance and disaster response.

The strategy was developed collaboratively, drawing on the insights of academic, business, civic, and military leaders and strategists. The resulting strategy binds maritime services more closely together than ever before to promote stability, security, and prosperity at home and abroad. A copy of the strategy is available at www.navy.mil.

SDDC The headquarters element of the SDDC started its permanent residency at Scott AFB with a presentation of colors ceremony at the base parade field and a ribbon-cutting ceremony at their new headquarters building on October 16.

Gen. Norton Schwartz, Commander of the USTRANSCOM, presided at the first ceremony and welcomed Army MG Kathleen Gainey, SDDC commander.

DECEMBER 2007

cumbent, Waldo Manuel; VP, Desmond Decaires; VP, Waldo Manuel; Incoming Treasurer, Stephen Brookes (Deployed); Outgoing Treasurer, MSgt Robert West; Incoming Secretary, Anthony Fleury; Outgoing Secretary, Sonyia Vasquez. Volunteer Appreciation Brunch was held in Tokyo in September, and a Golf Outing was held in October. DTJ

“USTRANSCOM, the entire Scott community of some 13,000 and—I believe I can safely say—the St. Louis metroeast community welcome you,” General Schwartz said. “Today’s ceremony reinforces our commitment to doing just that; letting the community—on and off base—know of your arrival.”

Army LTG William Mortensen, deputy commanding general for AMC at Ft. Belvoir, VA, presided over the ribbon-cutting ceremony.

The new building will serve as the temporary headquarters facility for the Army command throughout the next three years and will accommodate up to 500 personnel. SDDC and USTRANSCOM will break ground in 2008 on a permanent headquarters facility that will be approximately 180,000 square feet in size.

It will be located behind the current USTRANSCOM headquarters building and will serve as the final stage in SDDC’s relocation from three areas in Virginia (SDDC Headquarters in Alexandria, the Transportation Engineering Agency in Norfolk, and elements of SDDC Headquarters at Fort Eustis) to Scott. By 2010, SCCD expects to have 1100 military, federal civilian, and contractor positions on the base.

SDDC’s move to Scott is a result of the most recent Base Realignment and Closure Commissions recommendations, which became law in November 2005. SDDC took its first official step in relocating from Virginia to Scott on September 12, 2006, with the opening of the SDDC Advance Team facility where a contingency team worked to get members of the command moved into the new headquarters facility. DTJ

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| WELCOME | Ms. Sharon Lo

W

elcome to Sharon Lo who has joined the NDTA headquarters team as Administrative Assistant to the President! Sharon assumes duties that were formerly managed by Alisa Graham, who now assists with NDTA marketing, event, and chapter projects. Originally from Gaithersburg, MD, Sharon has returned to the Washington, DC area

with her husband Michael after postings at Fort Riley (Kansas) and Fort Huachuca (Arizona). She enjoys spending free time with her family and with Buddy, her pet Shih-tzu. Sharon is looking forward to meeting everyone at the next Forum in Reno/Tahoe, but says, “Please stop by and say hi before that if you’re ever in town.” We’re glad to have you on board, Sharon! DTJ

congratulations!

50 Years of Military Transport via Benelux Ports

By Lou Woutersen, VP at Large, NDTA European Regions During a luncheon at the Rotterdam, Netherlands Marine Corps Base on 11 October, officials of The Netherlands, Belgium, and the US commemorated 50 years of US military transportation via the ports of Rotterdam and Antwerp. Among the distinguished guests were a former Dutch Secretary of Defense, a Dutch Congressman, the Deputy Chief of Mission of the US Embassy, the Rotterdam Alderman for the port and Antwerp and Rotterdam Port Authorities representatives, and members of the Dutch and Belgian military and several other institutions. The focal point at the formal part of the event was Colonel Janet L. Cobb, Commander of SDDC, 598th Transportation Terminal Group (Rear). On behalf of her command she received tokens of appreciation from the City of Rotterdam, the Port of Rotterdam, and the Dutch Marines.

Colonel Cobb expressed her gratitude and presented a plaque to Mr. Harbers, the Rotterdam Port Alderman, Mrs. Van Iersel of the Port of Rotterdam, Captain Verbist, harbourmaster of Antwerp, and to our host Commander Van Gelderen, Chief of Staff, Van Ghentkazerne.

Lt.Gen. US Army (Ret.) Ken Wykle, President of the NDTA, closed the formal session with a presentation in reference to what NDTA may provide for Government and civilian logisticians.

The event was hosted on behalf of the Dutch Marines, by Commander Van Gelderen and organized with the assistance of the NDTA, European Region.

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INDUSTRY NEWS* Expanding on the GREEN theme of our Passenger Travel issue published this past August, we offer the following good news from Crowley Maritime Corporation and The InterContinental Hotels Group

CROWLEY’S GREEN INITIATIVES GARNER CONTINUED RECOGNITION BY CHAMBER OF SHIPPING OF AMERICA Crowley Maritime Corporation’s continued focus on environmental preservation and protection was recognized in October by the Chamber of Shipping of America (CSA) in Washington, DC, with environmental excellence awards for 26 ships, which are owned and/or operated by Crowley subsidiaries. The awards ceremony recognized companies with vessels that had achieved a record of two or more years of no recordable environmental incidents.

Crowley companies, including Crowley Liner Services, Crowley Petroleum Services, Marine Transport Lines, and Marine Transport Management, far surpassed this benchmark with a combined total of 152 years of environmental excellence among its recognized vessels. “Safety, which includes environmental protection, is our company’s most important core value,” said Tom Crowley Jr., chairman, president, and CEO. “I am extremely proud

*Some articles have been condensed due to limitations in space.

of the men and women here at Crowley who are providing leadership in this area by not only taking responsibility for their own safety, but who are also safeguarding those around them, our customers’ cargoes, and the environment.”

The Chamber of Shipping of America (CSA), founded in 1917, is an organization that represents 30 US-based companies who own, operate, and/or charter US and foreign-flag ocean-going tankers, container ships, and dry bulk vessels engaged in both the domestic and international trades and companies that maintain a commercial interest in the operation of such oceangoing vessels. CSA represents members’ interests with US and international legislative, regulatory, and administrative entities as well as the public at large.

IHG STAYS GREEN THROUGH GIVING Candlewood Suites®, InterContinental Hotels Group’s midscale extended-stay hotel brand, diverted nearly 260 tons of material from landfills during bedding renovations at 55 hotels this summer.

Candlewood Suites worked in partnership with the National Furniture Bank Association (NFBA) to repurpose the box springs and linens to benefit approximately 4300 families in need across

the US. An additional benefit of the reuse program was a cumulative savings of more than $100,000 in disposal fees. According to the US Environmental Protection Agency, during the past 35 years the amount of waste each person creates has almost doubled from 2.7 to 4.4 pounds per day. Reuse is one way to stop waste at the source because it delays or avoids that item’s entry into the waste collection and disposal system.

Candlewood Suites hotels located in areas remote from NFBA affiliates created their own reuse programs. The Candlewood Suites Tulsa donated 100 bedding sets and 120 new books to Tulsa’s Family and Children’s Services during the hotel’s “It’s Not Time for Bed until after You’ve Read!” event. The Candlewood Suites West Knoxville donated 98 bedding sets to Mission of Hope, a local charity that gives beds to those who otherwise slept on pallets. “The partnership with NFBA supports IHG’s overall mission to sustain the environment and the communities in which we operate our hotels,” said Vicki Gordon, senior vice president, Corporate Affairs, IHG. The National Furniture Bank Association is a 501(c) (3) nonprofit organization with the mission to increase the service capacity of existing furniture banks and to open new furniture banks in areas without one.

No child in America should have to sleep on the floor. Contact the NFBA to find a furniture bank near you or to become a sponsor. http://www.Help1Up.org. DTJ

| FAREWELL | Mr. Ken Massey

O

ur heart skips a beat as we bid farewell to Ken Massey of Carden Jennings Publishing Co., Ltd. (CJP). Ken has been the driving force behind the Defense Transportation Journal for more than 10 years, raising the bar on the magazine’s high-quality standard. Ken is also a familiar face at the annual NDTA Forum where he snaps photos for publication and distributes the daily Forum newsletter. This coming January, the Massey family will move to Bolivia to engage in missionary work on behalf of South Ameri60 |

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ca Mission and Trinity Presbyterian Church in Charlottesville, VA. “NDTA is like family to us,” explains Ken. “When I was ripe right out of college, people like Denny Edwards and LTG Honor taught me a lot about commitment. More than DTJ or the Forum, I will miss the people.”

Likewise, NDTA members and DTJ readers will miss Ken very much. We wish you well as you embark on this most meaningful phase in your life! We’ll keep you posted with photos of the family from afar. DTJ

DOD Logistics Human Strategic Planning: The Role of Professional Development for DOD Stakeholders Irvin Varkonyi, CSCP

Adjunct Professor, George Mason Univ. and American Military Univ.; Instructor, APICS, the Assoc. for Operations Mgmt.

E

ffective with the implementation of the current Quadrennial Defense Review, the office of Acquisition, Technology and Logistics (ATL) at OSD has been steadily moving forward on Human Capital Strategic Planning (HCSP) with several goals, among them the following: • High-performance, agile, and ethical workforce; • Cost-effective joint logistics support for the warfighter; and • Strengthen logistics management within the DOD. “Developing Joint Logisticians, Industry Supply Chain Managers, and Executives,” [DTJ, September 2007; LTG K. Wykle, USA (Ret.)] highlights the growing importance and capability for DOD to focus on competency standards under Joint Deployment and Distribution Enterprise (JDDE) for the professional development of more than 100,000 ATL personnel in the military services and support agencies. Many opportunities were shown to be available for civilian and military personnel, as well as their outsourced contractors, to take advantage of training and educational opportunities.

Professional development is a broad term that references a wide array of trainingrelated learning processes. Education is generally not professional development but rather it refers to the process of earning under-

graduate and graduate degrees. Gen. Wykle described a wide array of such programs.

What is the difference today in ATL’s and TRANSCOM’s efforts? They seek to direct training and education opportunities toward specific DOD goals. In other words, there is a need to map the content of any training/education provider to specific DOD programs such as JDDE or HCSP. This effort will be coordinated with the services, the Joint Staff, and the Defense Acquisition University.

The mapping of content with DOD programs will lead to improving Civilian Logistics Career Fields in five categories: • • • • •

Maintenance Support Technical Management Support Operational Logistics Supply Chain Management Lifecycle Logistics

The DOD Logistician of the future will have a more specific career development and certification process than it has previously had. Its standards may be more similar to DOD acquisition professionals’ Defense Acquisition Workforce Improvement Act. DOD has reached out to private sector partners such as the National Defense Industrial Association’s Logistics Division, which is preparing a comprehensive set of recommendations to be given to ATL on how to proceed with the above mentioned categories. I have the honor to be

| IN MEMORIAM | Wellington Powers (W.P.) Arnold, CW04, USAF (Ret.)

W

ellington P. Arnold passed away on October 13 in San Antonio, at age 86. W.P. had a long military career; in 1942 he was appointed Warrant Officer, JG, in the Army at age 21, purported to be the youngest ever appointed up to that time.

When the Army Air Corps became a sepa-

rate military service in 1947—known as the USAF—W.P. opted to join, where he served in all specialties including air, water, vehicle operations and maintenance, and traffic management. He was active in the San Antonio Chapter. For a detailed obituary, please see the December 2007 NDTAGram. DTJ

PROFESSIONAL

DEVELOPMENT

the chair of the Supply Chain Management subcommittee.

The impact of professional development programs on current and future NDTA members can be significant to help members meet the coming changes. The transportation workforce is aging. The industry is evolving. To meet these changes, the services have responded with consolidating personnel responsibilities. The USAF created the Logistics Readiness Officer some years back, combining transportation and supply officers. The Army has a proposal to combine Transportation, Quartermaster, and Ordanance officers’ responsibilities into a Logistics Corps. A decision is pending Training will be important for new personnel as they enter command positions but also important for experienced personnel as they reach O-4 or GS-10 positions or higher. The most reliable benchmarks to evaluate the outcome of learning will be certifications acceptable to the military services and support agencies. The growth of outsourcing of logistics functions to private sectors will also require common foundational knowledge between DOD personnel and their outsourced partners. There can no longer be “separate but equal” training and education among these stakeholders.

This column speaks to current issues in professional development training in transportation, lean logistics, six sigma, sales and operations planning, supply chain collaboration, and more. Your comments and suggestions are welcome. DTJ Watch for the “Professional Development” column in each issue of the DTJ!

ANSWER

Robert E. Lee 1863

Photo Courtesy of the National Archives

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<< INdustry INroads >> Putting In Your Two-Cents Worth Denise A. Bailey

Director, Government Sales Yellow Transportation

J

udging from our recent survey results, most attendees were very satisfied with this year’s NDTA 61st Annual Forum and Expo in Charleston, South Carolina. Even so, we hear comments like, “I wish they’d have talked about . . .” or, “I wonder how they came up with the theme?” and “How did they decide on that speaker?”

If given a chance, most folks would like the opportunity to provide input— to “put in their two-cents worth.” Did you know that all NDTA members have that option? Every year in the late January or early February timeframe, NDTA convenes a Forum Planning Committee Meeting for that year’s event.

The Planning Committee meets to discuss the overall Forum theme, subjects for panel discussions, roundtables, industry tours, educational sessions, speakers, panelists, keynote speakers, and Forum Cochairs. In short, just about everything you hear and see at the annual Forum has its nucleus in the Committee.

NDTA goes to great lengths to ensure that the profile of the Committee members is closely aligned with the Association itself. Military, government, industry, young members, life members, all modes, passenger and freight, large and small exhibitors, sponsors, chapter members, and at-large members are some of the many segments represented in a typical Fo-

rum Planning Committee session.These NDTAers, numbering around 30 to 40 members, will meet in the Washington, DC area for the better part of a day to plan our 2008 Reno/Tahoe Forum.

The good news is that NDTA wants your “two-cents worth;” they need your input to plan a successful Forum. If you would like to represent one of NDTA’s constituencies, please email me at Denise.Bailey@yellowcorp.com. Or, if you don’t have a full day to devote to the meeting, but have good ideas that you would like to put on the table, send them along also. The more input we have, the more next year’s Forum can reflect viewpoints and issues that interest our membership the most. DTJ

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PRINCIPAL SUBSIDIARIES OF INTERNATIONAL SHIPHOLDING CORPORATION 62 |

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HOMELAND

SECURITY

TWIC Rollout Delay Lee Jackson Senior Vice President and Chief Operating Officer Strategic Solutions, LLC

F

ollowing up on an earlier article that dealt with the Transportation Worker Identification Credential Program (TWIC), I thought I would bring you up to date on where the Department of Homeland Security– Transportation Security Administration (TSA) is on implementing the TWIC program. TWIC is an advanced sophisticated credentialing program and is designed to serve as an essential program specifically designed to enhance the security of the Nation’s transportation system.

The TWIC program is specifically intended to address the threats and vulnerabilities present in the transportation system and was designed to prevent unauthorized access to secure areas on airports, seaports, rail, pipeline, trucking, interposal, and mass transit facilities.

Currently, each of these areas has different levels and degrees of security and access controls in place. This lack of uniformity in terms of background information and credentials in itself creates a significant vulnerability. Hence, the TWIC program was created as a tool to specifically address such critical vulnerabilities.

Under the provisions of the SAFE Port Act, the TWIC program was scheduled to begin TWIC enrollment at 10 ports on July 1, 2007. However, due to some additional testing being performed on the systems that support the TWIC program, TWIC enrollment at 10 ports on July 1, 2007, was delayed. According to the TWIC program manager for TSA, Maurine Fanguy told the House Subcommittee on the Coast Guard and Maritime Transportation, “We have an additional complexity.” According to Fanguy, “the TWIC networks will be connected to the TSA Screening Gateway, which aggregates security threat assessment data, working with the FBI, Citizenship and Immigration Services, and TSA’s Colorado Springs Operations Center. It is important to note that the

Screening Gateway is used across all of TSA’s vetting programs. Not only must the internal components of the TWIC card work together, they must work in combination with the larger Screening Gateway. Rigorous performance testing is the only way to know for sure that TWIC is ready to go live. That is where we are in the process, and what remains is the testing.”1 Although the TWIC program is a critical program that needs to be implemented in order to protect our sea ports, there have been significant advances and improvements aimed at protecting our ports, and billions of dollars in the form of commerce enters the United States every year through our ports. Accordingly, new international maritime standards, security regulations, new technology, and infrastructure improvements have been developed and incorporated into port operations. Of course, more needs to be done. In addition to keeping dangerous

We

Design

Manufacture

cargo out of our country and preventing it from entering US ports, the DHS, through TSA, has put grant funding in place aimed at strengthening the security of the infrastructure of US ports.

Numerous initiatives emanating from both the public and private sectors are underway to secure our ports. Although there may be delay in TSA implementation, you can be assured that when the TWIC program is implemented, it will provide the US with an additional tool to further secure our ports from within against terrorist acts. One thing is for sure, when the TWIC program is rolled out, it will be ready to go! DTJ

Maurine Fanguy quotes derived from the article “Testing delays TWIC card rollout” on Government Computer News, July 13, 2007.

1

Sell

Install

www.ndtahq.com | 63

The right stuff SAIC’s Engineering, Training and Logistics Group helps logisticians get from “it’s out there somewhere” tracking to Total Asset Visibility, from “just-in-case” to just-in-time distribution...because when the mission is critical, logistics—end to end—has to have the right stuff.

Total Asset Visibility Supply Chain Management Logistics Advanced Concepts & Technologies Integrated Logistics Support Prime Vendor Sense & Respond Logistics

For more information, contact Barbara.Doornink@saic.com

COL Denny Edwards, USA (Ret.)

from

Pages PAST

I was reminded recently by no less than two “Karens” (one in the NDTA office and one at home) that all of our Pages Past articles have focused on either NDTA members or specific NDTA activities or events, but never on the spouses or guests who attend our Forums or participate in our association activities. In checking the archives, I find they are both correct, and that there really is some interesting material to review.

O

ver the years NDTA has devoted a portion of each annual Forum specifically to the spouses and guests in attendance with many interesting and varied activities. The program formula has been quite simple: plan for something to see, something to eat, and something to buy.

Some of the more memorable outings have included a Gourmet Chinese Cooking Class in Orlando, followed by a tour of Cypress Gardens. In Greensboro, NC, a tour of Replacements Ltd. was arranged; the company replaces missing pieces of china and silver from an inventory of tens of thousands of pieces collected since the com-

pany started in 1981. Participants also enjoyed a trip to the world’s largest furniture showroom (over ½ million square feet) at FurnitureLand South in 2002.

Colonial Williamsburg and the world famous “Pottery Factory” topped the list of outings in Norfolk, VA, for the 1992 Forum. Visiting the largest genealogy storehouse of family records in the world

provided a most unique experience at the Salt Lake City Forum, along with attending a special Sunday morning broadcast of the world famous Mormon Tabernacle Choir. Greyhound racing was the name of the game in El Paso 18 Forums ago, where they even named a special race for NDTA. Those attending the Biloxi, MS,

At more recent Forums, the programs have been diversified and expanded.

Charitable and philanthropic themes have emerged such as the visit to Danny Thomas’ St. Jude’s Children’s Hospital in Memphis. NDTAers had the chance to give blood and make donations to support programs they witnessed during their visit. Historic sites such as the Middleton Plantation and Southern homes were what Becky Swartz enjoyed most during the recent Charleston Forum.

Others like the idea that lifestyle programs are finding their way onto the

Forum were treated to a special tour of Jefferson Davis’ last home, Beauvoir. The 1989 Forum in Seattle featured wine tasting at the picturesque Michelle Winery.

Reaching 39 years back in the DTJs we learn that spouses and guests at the 1968 Forum were treated to a special class entitled “Tips on Travel Packing” by experts on the subject—14 airline hostesses flown in for the event. From the photos, it also looks like they were modeling the latest in 60s hats and hairdo’s!

Perhaps the most prestigious program of all was at the 1973 Forum in Washington, DC, where the NDTA ladies and guests were hosted at a White House Tea by none other than the First Lady herself, Mrs. Pat Nixon.

NDTA agenda. Mary Wykle conducted a water aerobics class a few years back at the Kansas City Forum and has offered to expand the program to seated yoga sessions or Pilates at future programs. “I would like to see more of an emphasis on . . . physical activity.” “One of our ladies even teaches ice skating,” she said. Sports and fitness activities are also being discussed among the A-35 attendees. Walking groups such as the popular Volksmarches may be imported from some of our European chapters.

One thing that hasn’t changed over the years is NDTA’s emphasis on networking.

New lifestyle oriented programs may provide additional opportunities to do just that at future NDTA Forums. DTJ www.ndtahq.com | 65

HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS AAR Mobility Systems ABF Freight System, Inc. Air Transport Assn. of America Air Transport International, LLC AIT Worldwide Logistics, Inc. All-State Express, Inc. American Airlines American Maritime Officers American Public University System American Road Line American Trucking Associations American United Logistics ARINC Army Air Force Exchange Service Arven Freight Forwarding, Inc. Associated Global Systems Astar Air Cargo, Inc. ATA Airlines, Inc. Baggett Transportation Co. BNSF Railway Co. Bender Shipbuilding and Repair Co., Inc. Boyle Transportation Cargo Transport Systems Co. Carlson Hotels Worldwide Carlson Wagonlit Travel/Sato Travel CAST Transportation C.H. Robinson Worldwide, Inc. Chalich Trucking, Inc. Chamber of Shipping of America Computer Sciences Corp.

Comtech Mobile Datacom Corporation Consolidated Safety Services, Inc. CrossRoad Carriers CRST International, Inc.

REGIONAL PATRONS AAAA Forwarding, Inc. Access America Transport Acme Truck Line, Inc. Advantage Rent-A-Car AHI Corporate Housing AKA Washington, DC American Moving & Storage Assn.

Argo Tracker Association of American Railroads Asynchrony Solutions, Inc. Avis Budget Group Bearing Inspection, Inc. BEC Industries, LLC The Cartwright Companies Center for the Commercial Deployment of Transportation Technologies (CCDoTT) Ceres Terminals, Inc. Chassis King

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DynCorp International Dynamics Research Corp.

Efficient Hauling Systems LP dba EHS Industries Enterprise Rent-A-Car Europcar Extended Stay Hotels Fikes Truck Line GE Aviation General Dynamics/American Overseas Marine GeoDecisions Global Maritime & Trans. School-USMMA Greatwide Dallas Mavis Hapag-Lloyd USA Intermodal Association of North America (IANA) Intermarine, LLC International Commodity Carriers, Inc. International Longshoremen’s Association, AFL-CIO Intl. Organization of Masters, Mates and Pilots ITLT Solutions, Inc. Interstate Distributor Co. JDA, Inc. KGL Transportation Co. Kansas City Southern Keystone Shipping Company Knight Transportation Liberty Maritime Corporation

LMI Lockheed Martin Aeronautics Co. Luxury Air Jets M2 Transport MacGREGOR (USA) Inc. Matson Navigation Co., Inc. Mayflower Transit McCollister’s Transportation Systems, Inc. MEBA Menlo Worldwide Mercer Transportation Co. Mi-Jack Products Mobility Resource Associates National – Alamo (Vanguard Car Rental USA, Inc.) National Air Carrier Assn., Inc. National Van Lines NCL America, Inc. Norfolk Southern Corporation North Carolina State Ports Authority Northwest Airlines NYK Logistics Americas Ocean Shipholdings, Inc. Old Dominion Freight Line, Inc. Omni Air International, Inc. OSG Ship Management, Inc. Overdrive Logistics, Inc. Pacer Transport The Pasha Group Pilot Air Freight Services Port of Beaumont Port of Oakland Powersource Transportation, Inc. Pratt & Whitney PRTM Management Consultants, LLC Priority Solutions International

QTI/Crossland Carriers & Logistics & Modular Support Raith Engineering Sabre Travel Network Savi Technology Sealed Air Corp.

Sealift, Inc. Seafarers Int’l Union of N.A. AGLIWD Sea Star Line, LLC SkyBitz, Inc. Southeast Vocational Alliance Southwest Airlines SRA International, Inc. Stanley, Inc. SSA Marine Team Worldwide Teco Ocean Shipping Total Quality Logistics Totem Ocean Trailer Express, Inc. Transportation Institute Transportation Intermediaries Assn. (TIA) TransSystems Corporation TRI-STATE Expedited Service, Inc. Tri-State Motor Transit, Co., (TSMT) TTX Company Tucker Company Union Pacific Railroad United Airlines United Parcel Service United Van Lines, Inc. UTi Worldwide, Inc. VT Halter Marine, Inc. Whitney, Bradley & Brown, Inc. XIO Strategies, Inc.

C.L. Services, Inc. Con-Way Truckload Services, Inc. CSI Aviation Services, Inc. Delaware River Maritime Enterprise Council DHL Japan Dollar Thrifty Automotive Group Dovel Technologies, Inc. Federated Software Group FlightWorks Fox Rent A Car General Freight Services, Inc. Great American Lines, Inc. Green Valley Transportation Corp.

Hawthorne Suites – Alexandria, VA Hilton Hotels Corporation The Howland Group, Inc. HudsonMann, Inc. Hyatt Hotels and Resorts Innovative Logistics Techniques, Inc.

(INNOLOG) ITW Shippers JAS Forwarding (USA), Inc. Kalitta Charters, LLC Labelmaster Software Liberty Global Logistics LLC Logistics Management Resources, Inc. LTD Hotel Management Co. Maersk K.K. MCR Federal, LLC (MCR) MTC Technologies MBA | Morten Beyer & Agnew MilitaryAvenue.com Motorola NCI Information Systems, Inc. Oakwood Corporate Worldwide ODIN Technologies Omega World Travel Panther Expedited Services

(formerly, Panther II Transportation) Patriot Contract Services, LLC Payless Car Rental Philadelphia Regional Port Authority PowerTrack, US Bank Project ACTA Quality Support, Inc. Seabridge, Inc. Sea Box, Inc. SkyLink – (USA) Trailer Bridge, Inc. Trailways Transportation System Trans Global Logistics Europe GmbH Truva International Transportation & Logistics USMMA Alumni Foundation, Inc. Utley, Inc. The Virginian Suites Veteran Enterprise Technology Services, LLC

Crowley Maritime Corp.

C2 Freight Resources, Inc. Delta Air Lines, Inc. Dimensions International, Inc.,— wholly-owned subsidiary of Honeywell

Defense Transportation Journal

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DECEMBER 2007

Agility Defense & Government Services American Shipping & Logistics Group (ASL) + PLUS Bennett Motor Express + PLUS Choice Hotels International + PLUS EGL, Inc. + PLUS FedEx + PLUS Horizon Lines, Inc. + PLUS InterContinental Hotels Group + PLUS Landstar System, Inc. + PLUS National Air Cargo Group, Inc. + PLUS World Air Holdings, Inc. + PLUS

YRC Worldwide + PLUS

Accenture Alien Technology Corporation American Roll-On Roll-Off Carrier, LLC APL Limited Atlas Air Worldwide Holdings BAX Global Benchmarking Partners The Boeing Company Booz Allen Hamilton Bristol Associates CorTrans Logistics, LLC CSX Transportation DHL Evergreen International Airlines, Inc. Gemini Air Cargo, Inc. The Hertz Corporation IBM

IntelliTrans, LLC International Shipholding Corp.

Kuehne + Nagel, Inc. Lockheed Martin Maersk Line, Limited Marine Terminals Corporation (MTC) Matson Integrated Logistics Northrop Grumman Corporation Odyssey Logistics & Technology Corporation Port of Corpus Christi Authority QUALCOMM R&R Trucking Ryder System, Inc. SAP Public Services, Inc. Science Applications International Corp. (SAIC) UPS UTXL, Inc.

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.

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continued from page 7

Dr. Kent N. Gourdin

The World’s Major Airlines (second edition) The World’s Major Airlines (second edition), by David Wragg; Sutton Publishing, June 1, 2007; hardback, 320 pages; ISBN-10: 0750944811, $44.95 Today there are so many airlines operating throughout the world that even the most knowledgeable enthusiast can soon become confused as to which airline flies from where to where. Mr. Wragg provides more than 500 entries listed in alphabetical order by country, describing every airline comprising more than five aircraft with more than 19 seats, or equivalent

cargo capacity. For each nation he includes civil aviation history, airline name, history, bases, aircraft operated, routes flown, and data on passenger numbers and cargo tonnage flown annually. This is an invaluable reference source for the general reader, aviation enthusiasts, and those working in the aviation industry. As a selfprofessed airline junkie, I absolutely love a book like this. It provides everything you might want to know about any airline in the world. Of course, it’s probably already outdated to some degree, but it makes fascinating reading just the same. DTJ

DTJ INDEX OF ADVERTISERS AIT Worldwide Logistics. . . . . . . . . . . pg. 14 Alien (XIO). . . . . . . . . . . . . . . . . . . . . . . . pg. 11 ARI – Hetra. . . . . . . . . . . . . . . . . . . . . . . pg. 63 ARRC . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 58 Avis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 20 Bennett Motor Express. . . . . . . . . . . . . . Cov 3 Boyle Transportation. . . . . . . . . . . . . . . . pg. 6 Dallas and Mavis. . . . . . . . . . . . . . . . . . pg. 18 FedEx. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cov 4 FedEx Custom Critical. . . . . . . . . . . . . .pg. 57 Horizon Lines. . . . . . . . . . . . . . . . . . . . . pg. 59

Kansas City Southern. . . . . . . . . . . . . . pg. 68 Landstar. . . . . . . . . . . . . . . . . . . . . . . . . . pg. 10 Maersk Line Limited. . . . . . . . . . . . . . . . pg. 1 Marine Terminals Corp.. . . . . . . . . . . . . pg. 5 Matson Navigation. . . . . . . . . . . . . . . . pg. 54 McCollister’s Transportation. . . . . . . . pg. 13 Overdrive Logistics. . . . . . . . . . . . . . . . . pg. 2 SAIC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 64 SkyBitz. . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 19 United Van Lines. . . . . . . . . . . . . . . . . . . Cov 2 Waterman Steamship. . . . . . . . . . . . . . pg. 62

Kansas City Southern is Proud to Partner with the U.S. Military Kansas City Southern proudly serves Fort Polk, Louisiana, Camp Shelby, Mississippi, the Port of Beaumont, Texas and all major North American

visit us at www.kcsouthern.com.

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• 61 percent selected the ideal length as 3 days; 21 percent selected 2 days; and 18 percent selected 4 days.

• 97 percent rated the management and performance of the Forum as meeting or exceeding expectations.

• The top five reasons for attending the Forum: 23 percent networking; 20 percent to stay informed; 14 percent educational opportunities; 12 percent for the keynote speakers; 12 percent renewing associations.

• The five most attended breakout sessions: Performance Based Logistics; How to Do Business with the Government; Optimizing the Government/ Industry Partnership; Challenges & Opportunities—OIF/OEF Retrograde & Redeployment; Young Leaders.

• 45 percent of attendees indicated future Forum sites should be selected by a site selection committee; 23 percent said by vote of chapters; 16 percent said by vote of forum attendees; and 17 percent said by NDTA headquarters.

• 72 percent said they plan to attend the NDTA 2008 Forum in Reno/Tahoe, and 26 percent were currently undecided.

• 71 percent said the hours of operation for the exhibition are about right; 21 percent indicated they were too short, and 7 percent said they were too long.

• 86 percent rated the quality of the exhibition as meeting or exceeding expectations.

• 83 percent rated the opportunity for future business opportunities as meeting or exceeding expectations.

• 76 percent plan to exhibit in 2008, and 21 percent are currently undecided.

We have started to identify topics for sessions and accept names for potential speakers for the 2008 program. Tell us your ideas. Please let Mark Victorson or me know of your interest in participating in the program or in some other capacity. Contact Denny Edwards if you are interested in exhibiting or sponsorship opportunities.

Thank you for your confidence in the Association and the daily contributions each of you make in support of our nation’s economy and to our national security. DTJ