Defense Transportation Journal

Round Up: RESOLUTIONS | The Army’s New Logistics Branch

February 2008

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CONTENTS

February 2008

FEATURES The Army’s New Logistics Branch February 200

•

Vol 64, No. 1

PUBLISHER

LTG Ken Wykle, USA (Ret.) EDITOR

Kent N. Gourdin MANAGING EDITOR

Karen Schmitt | karen@ndtahq.com CONTRIBUTING EDITOR

Denny Edwards

CIRCULATION MANAGER

Leah Ashe

PUBLISHING OFFICE

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

Interview with MG Mitchell H. Stevenson, USA CASCOM Commander

MRAPs ASAP

12

Buoyancy Assisted Aircraft

16

A New Technology to Support a 21st Century Operational Concept— Stability and Reconstruction

ROUND UP

Chapter Resolutions

Margaret Howard GRAPHIC DESIGN

Debbie Bretches ADVERTISING ACCOUNT EXECUTIVE

Don Perkins

ADVERTISING & PRODUCTION Carden Jennings Publishing Co., Ltd. Custom Publishing Division 375 Greenbrier Drive, Suite 100 Charlottesville, VA 22901 434-817-2000, x143 • F 434-817-2020

9

ve Resol This ke to Ma Best Your ver!

Year E

19

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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 GOVERNMENT NEWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 INDUSTRY NEWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

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 22304-7296, 703-751-5011. Copyright by NDTA. Periodicals postage paid at Alexandria, Virginia, and at additional mailing offices.

INDUSTRY INTERVIEW | Mr. Andy Clarke, Pres. & CEO, Panther Expedited Services . . . . . 27

SUBSCRIPTION RATES: One year (six issues) $35. Two years, $55. Three years, $70. To foreign post offices, $45.

Single copies, $6 plus postage. The DTJ is free to members. For details on membership, visit www.ndtahq.com.

HONOR ROLL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

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

BOOKSHELF IDEAS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

INDUSTRY INROADS | Ms. Denise Bailey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 PROFESSIONAL DEVELOPMENT | Mr. Michael D. Ford. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 PAGES PAST | COL Denny Edwards, USA (Ret.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 CHAIRMAN’S CIRCLE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 FAREWELL | Ms. Mary Konjeveda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 INDEX OF ADVERTISERS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

A-35

EDITORIAL REVIEW BOARD AND EDITORIAL OBJECTIVES

Your BEST Bet for 2008

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 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 |

Manager, US Government Sales, The Hertz Corporation

L

ike so many other A-35ers, I have come up with some resolutions that I hope to accomplish in 2008, some personal and some professional. This time of the year always seems to inspire growth, change, challenge, and learning. While the momentum is up, you might want to consider doing something that can be good for your career and bolster your support network of friends and colleagues—try organizing a Mentor/Protégé (M/P) Program at your office, in your detachment, or on your college campus. It could very well be your BEST Bet for 2008!

Our NDTA Mentor/Protégé (M/P) Program was established in the name of LTG Edward Honor as a tribute to his endless dedication to nurturing the future leadership of Defense Transportation. His early experience became the catalyst to one of the Association’s greatest benefits.

Both military and industry segments are challenged these days—from base realignment and closure to corporate mergers and consolidation—so when senior leadership shares experience and insight it impacts the operational mission and the bottom line. It also inspires career paths and the performance of individuals who are trying to make their way.

Our M/P Program is especially helpful in our industry because it reaches out to both sectors to put trusted advisors in touch with young professionals. Through one-on-one question and answer sessions and open dialogue, everyone gains. LTG Kenneth Wykle, USA Ret. and Association President, notes that this program is particularly helpful to those entering government sales and defense contracting who have had no prior experience with the military. The hands-on interaction with senior leadership is invaluable.

I encourage everyone to take advantage of this important Association benefit. The Washington, DC Chapter will provide an M/P model that really works! If you

FEBRUARY 2008

are interested in knowing more, please contact Larry Larkin (Director, Defense Supply Chain Management Solutions, Northrop Grumman) at 703-883-8407 or Mark Victorson (VP Programs, NDTA Headquarters) at 703-751-5011.

Greetings—and Best Wishes for the New Year! DTJ

“When I was a young officer, I was fortunate enough to meet my mentor through the NDTA . . . and he followed me through my career until the day I received my third star.”

– LTG Edward Honor, USA (Ret.)

Former Director for Logistics, J-4, Joint Chiefs of Staff, and President, NDTA >> Read about USTRANSCOM’s tribute to General Honor and his legacy to that command in this issue of the DTJ.

A Mentor CAN • offer challenging ideas • help build self-confidence • encourage professional behavior and positive attitudes • teach by example • provide support • suggest solutions to overcome challenges • INSPIRE - SHARE - LEAD A Protégé CAN • openly seek advice and listen • accept responsibility for their future and their current environment • set goals • get involved • enjoy self awareness and gain pride in contributions • build networks • GROW - PROSPER - ENJOY

EDITORIAL Changing Times Dr. Kent N. Gourdin, Editor DTJ Director, Global Logistics and Transportation Program College of Charleston

I

was walking into work the other day and heard an airplane passing overhead that sounded unlike anything I had heard before. I’m pretty attuned to the normal commercial aircraft that come into Charleston as well as the C-17, and I certainly know a C-5 when I hear one.

But this was none of the above. It was an Antonov 124, a Russian-made C-5 clone that was, up until production began on the Airbus A-380, the largest airplane ever mass produced. In fact, the An-124 has a 25 percent higher payload than the C-5, although it lacks the sophisticated materials handling system common in USAF airlifters. In talking with folks at the 437th Aerial Port Squadron, I found out that these airplanes are a common sight at Charleston Air Force Base now. The carrier that operates them is based in the Ukraine, and the crew essentially lives on the plane while it’s on the ground. What a different world: an An-124 parked wingtip-to-wing-tip with a C-17 and a B747 on a USAFB. What I marvel at more than anything else, though, is the sustained success of the civil/military partnership that sustains the airlift component of the Defense Transportation System (DTS).

Since the early 1950s when the Civil Reserve Air Fleet (CRAF) was initiated, there have been massive changes in the airline industry, the Department of Defense, and, indeed, in the world itself. Yet the relationship between the carriers and the military has adapted and remained strong. For example, to meet the surging demand for air travel in the years immediately following World War II, commercial aircraft grew bigger, faster, and longer range, which made them very well suited for the CRAF. When the airlines were deregulated in 1978, aircraft gradually became smaller, relying on fewer engines, which made them less-attractive to the CRAF. Even I, at the time, expressed

concerns that the needs of the airlines were diverging from those of the Defense Department, suggesting that the CRAF was in danger of losing its ability to provide needed contingency airlift capability.

Those fears proved unfounded, however, as cargo derivatives of those new airplanes appeared in response to the growing demand for expedited air shipments pioneered by FedEx. Similarly, the Defense Department needs also changed over the decades. The Cold War ended, Communism disintegrated, old enemies became friends (at least somewhat), and the threat of World War III, which had defined our defense posture for almost 50 years, evaporated as well. United States airlift management has also shifted, from being viewed as an Air Force responsibility to the joint management and integration of all US transportation resources now orchestrated by the USTRANSCOM.

Yet the partnership between the Defense Department and the airlines adapts and remains strong and can include foreign companies when US carriers lack the equipment to meet the needs of national defense. In fact, in recent years at least one European airline actually expressed interest in joining in the Civil Reserve Air Fleet. They were, of course, rebuffed and, to be fair, I am not sure that anyone is quite ready to welcome, for example, the Ukrainian carrier noted above, into the CRAF. But change continues, and globalization is certainly the way things are going today, so the idea may not be farfetched. Indeed, there is another unusual airplane serving Charleston: Boeing’s highly modified 747 freighter known as the Dreamlifter. The company will ultimately rely on a fleet of four to (among other things) move fuselage sections for the new 787 from Charleston, South Carolina, to Washington State. This airplane is the modern day version the Super Guppy from years gone by. Who knows?

With the way things are going, maybe we’ll have those monsters in the Civil Reserve Air Fleet one day as well. DTJ

mentoring

announcement

The NDTA Washington, DC Chapter has ESTABLISHED A MENTORING PROGRAM where transportation, logistics, and supply chain professionals have the opportunity to meet with senior leaders from the military, government, and industry to discuss, one-on-one, their professional/career interests and receive valuable insights and advice. The program is free and consists of six after-work sessions that take place over several months. It provides an excellent professional development experience.

The program is about to kick-off its seventh season and is LOOKING FOR INDIVIDUALS INTERESTED IN PARTICIPATING. The program is open to members who are at any stage of their career. We would like to disseminate information about the program as widely as possible across our member organizations. Is there a point of contact, such as human resources or communications person, to whom we can send the program information for dissemination in your organization?

Please contact Larry Larkin, Director, Defense Supply Chain Management Solutions, Northrop Grumman (Larry.Larkin@ngc.com)

www.ndtahq.com | 5

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

2008 is Here, and We Are Off and RUNNING!

P

reparations are underway for the SDDC Symposium/NDTA Expo in Orlando, FL, April 28-30. Reserve your Exhibit Booth Space with Denny Edwards, VP Marketing, or Alisa Graham, Marketing Assistant. National Transportation Week (NTW) May 11-17 follows close by, and Chapters are encouraged to start planning for local NTW activities. NDTA is exploring ideas with DOT about official NTW events in Detroit or another location. Even though the NDTA Forum and Expo in Reno/Tahoe, NV, September 20-24 takes place later in the year, we are already working ahead. We have completed the site visit, conducted the Forum Planning Committee meeting, and have begun the long range planning for our 62nd annual Forum event.

We are also discussing ways to provide more educational and professional development opportunities to support changes occurring in the development of future logisticians. OSD is leading an effort on Human Capital Development, and USTRANSCOM is identifying the functional skill requirements for future logisticians/supply chain management professionals. NDTA will provide one

WELC ME NEW MEMBERS

corporate as of January 24, 2008

means to implement the policies, guidance, and requirements resulting from these efforts.

USTRANSCOM is designating 2008 as the year of visibility. Mode operators, 3PL’s, and technology companies may focus on opportunities to assist USTRANSCOM and DLA in improving the visibility of materiel in the supply chain.

There will be opportunities and challenges for all of our members in 2008.

Seize the moment and be prepared to contribute to each of these events/opportunities.

2007 WAS A VERY GOOD YEAR While we are looking ahead, it is appropriate to quickly review 2007. The last year was excellent! Committees worked the critical issues for their functional areas, and individual members participated and supported the Association in record numbers.

The Functional Committees focused on the following: Airlift: CRAF incentives and the GSA City Pairs program; Sealift: Commercial First and MSP; Surface: DTCI, Hours of Service, Security; Distribution: Metrics and Automatic Identification Technology (AIT) CONOPS and AIT Vision; Security: Intelligence sharing and exercises; Passenger and Travel Ser-

CHAIRMAN’S CIRCLE PLUS+

CHAIRMAN’S CIRCLE REGIONAL PATRONS

vices: Transfer of responsibilities to the DTMO and functional issues pertaining to rental car, lodging, and airline programs plus the Defense Travel System (DTS).

Our Administrative Committees ensured the success of the Association. Finance: exercised oversight of the audit, budget, and program execution; Communications and Publications: leveraged the website, improved and published the DTJ and NDTAGram, obtaining the first sponsorship of the Gram, and implemented a model press room for the Forum; Foundation: significantly increased revenues, established a goal of achieving at least one million dollars in order to establish a self funding endowment, and with the support and contributions of the chapters awarded more than $100,000 in scholarships; A-35: promoted the Mentoring program, provided leadership opportunities for our younger members, and continued to raise funds for the Foundation; Education and Professional Development: chaired the site selection committee, developed the Forum Professional Program, and provided opportunities for more educational events at the Forum.

We achieved record numbers of corporate members in the Chairman’s Circle and Chairman’s Circle Plus level and increased the total number of Individual Members.

However, we still need to increase corporate sustaining members and certain categories of individual members—military, government civilian, and regular one-year members.

Attendance at the Charleston Forum was the highest since 1999, and the total number of registrants was the highest in continued on page 36

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www.ndtahq.com | 7

8 | Defense Transportation Journal |

FEBRUARY 2008

INTERVIEW : NDTA gives a special Thank You to “Army Logistician,” the professional bulletin of United States Army Logistics, for sharing this interview with Major General Mitchell H. Stevenson, commander, Army Combined Arms Support Command.

The Army’s New Logistics Branch An Interview with CASCOM’s Commanding General In response to a growing need for all logistics officers to be multi-skilled logisticians, the Army established the Logistics branch on 1 January 2008. Rather than being singularly focused on one of the existing branches, the new Logistics branch joins Ordnance, Quartermaster, and Transportation officers into one unified branch at the rank of captain.

During their advanced officer training, the Combined Logistics Captains Career Course, these officers are trained to anticipate requirements and plan, integrate, and execute all types of deployment and sustainment activities. Major General Mitchell H. Stevenson, the commanding general of the Army Combined Arms Support Command (CASCOM), recently addressed some questions concerning the evolution of the officer logistician and what is in store for the future.

What is the Logistics branch?

The Logistics branch is the newest branch of the Army and is only for logistics officers from the grade of captain through colonel. Logistics branch officers are trained and experienced in supply, maintenance, and transportation, not just a single functional area (though each officer in the Logistics branch will be required to have one [and only one] functional area of expertise . . . an aspect of logistics he or she is especially good at—and it will be through this means that we retain functional competence for those jobs that are mostly functional in nature).

Why was it created?

The Logistics branch was created because the Army needs multi-skilled logistics officers, starting at the grade of captain. The primary battalion-level organization that provides multi-functional logistics support for the brigade combat team, the brigade support battalion, consists of a mixture of supply, maintenance, and transportation Soldiers. Within the brigade support battalion is a unit called the “forward support company,” a multifunctional company that provides supply, maintenance, and transportation support to each maneuver battalion in the brigade combat team. As you can see, to be an effective logistician in the new modular, brigade-based Army, logistics officers, starting with the captain who commands the forward support company, must be proficient and knowledgeable in all facets of logistics. We need our logistics captains to focus on becoming experts in multi-functional logistics, rather than just one aspect of logistics (though again, we are not walking away from functional competence—all logistics branch officers will have a functional area of expertise in which we will concentrate their training and experience throughout their careers).

What does this mean for Soldiers who are already in the Quartermaster, Transportation, and Ordnance branches? Have the different branches gone away?

The Quartermaster, Transportation, and Ordnance branches have not gone away. Logistics branch officers in the grades of captain through colonel make up less than 5 percent of the total logistics population in the Army. The other 95 percent of logisticians in the Army, who are functionally focused on a particular logistics specialty, still occupy the traditional Quartermaster, Ordnance, and Transportation branches.

Logistics lieutenants, the most junior of officers, still enter the Army in one of these three traditional branches. Their job is to become proficient in their basic branches.

Our lieutenants still lead platoons of Soldiers from one branch. For example, a transportation lieutenant will be platoon leader of a truck platoon that is made up of Soldiers who are trained as truck drivers.

An ordnance lieutenant might be platoon leader of a maintenance platoon that is made up of Soldiers who are trained to repair all of the different pieces of equipment we have in the Army. A quartermaster lieutenant will be the platoon leader of a supply platoon that is made up of Soldiers who receive, store, and issue supplies. After lieutenants demonstrate proficiency within their basic branches, they will then attend the Combined Logistics Captains Career Course, where they will be trained on how to effectively blend all of these functions to support our Army on the battlefield.

How does the creation of the Logistics branch benefit the Army?

Logistics branch officers are trained for, and often assigned to, multi-functional logistics roles as opposed to a single logistics function. Since the birth of our Nation, officers have been primarily functionally focused in a particular field, and that has worked well for us for more than 200 years. But it will not work well for us in the future. We have recognized a need to change how we train and employ logistics officers, from captain through colonel, and so, with the creation of the logistics branch, we are accounting for this new www.ndtahq.com | 9

need. As a result, Army logistics officers can be better prepared to provide the top notch logistics support to which our Army has become accustomed. Incidentally, we are not the only nation taking this step with our logistics officers, but no other nation is combining supply, transportation, and maintenance as ours has.

Why does the military need multifunctional Army logistics officers?

As Logistics officers progress through their careers, the more senior they become, the more time they spend planning and executing missions that involve all aspects of logistics. When an officer reaches the fieldgrade level, from major to colonel, they participate in logistics activities not only at the tactical and operational levels, but also at the joint and strategic levels. These joint and strategic levels involve coordination with the Navy, Air Force, Marine Corps, and even other countries. Officers must have a wide range of logistics expertise and knowledge in order to be effective.

Within the Logistics branch, what types of assignments should officers have in order to be successful?

Logistics branch officers should strive to gain as much experience as possible in multi-functional logistics positions throughout the Army, and also remain skilled at their chosen functional area of expertise (for example, petroleum, oils, and lubricants operations). The new Department of the Army Pamphlet (DA Pam) 600–3, Commissioned Officer Professional Development and Career Management, was just published on 11 December 2007 and details the types of assignments that will allow our officers to develop themselves as logisticians. Officers should remember that all assignments are important, and they should do the best they can in whatever assignment they are given.

What are some of the attributes you would look for in a multi-functional logistics officer?

A multi-functional logistics officer must understand the warfighter’s concept of support and anticipate their needs for sustainment in all situations, at all times, and under all conditions. He must integrate logistics into the commander’s plan and respond rapidly to the ever-changing needs of the Soldier. He must be an expert 10 | Defense Transportation Journal |

in integrating the various aspects of logistics and, at the same time, use innovation and ingenuity when necessary.

How will the Logistics branch work within the Reserve component?

Within the Reserve component, the Logistics branch functions exactly the same as the Active component, except Reserve officers attend the specially designed Reserve component captains’ career course for logisticians. The Reserve captains’ career course began teaching and emphasizing multi-functional logistics instruction in October 2007.

Do you have a new branch insignia? Who is eligible to wear the new insignia?

Yes, we have created a new branch insignia. The insignia is a combination of the elements of our historical logistics regiments and demonstrates unity in purpose. Only officers who have graduated from the Combined Logistics Captains Career Course (or an earlier version of a logistics captains’ course) wear the new insignia. Lieutenants and warrant officers wear the insignia of the Ordnance, Transportation, or Quartermaster branches.

Please explain how the insignia was created and what it represents.

We decided to let our Soldiers have a voice in the design of this insignia. We advertised in Army Logistician that we were looking for designs, and more than 115 readers responded with all different kinds of ideas. Although we did not use any one design exactly as it was submitted, we took elements of many of them and, with the help of the Institute of Heraldry, came up with what we have today.

The insignia consists of a diagonally crossed key and cannon, surrounded by a ship’s steering wheel with a stylized star in the middle. On the steering wheel is the Logistics branch motto, “Sustinendum Victoriam,” which is Latin for “Sustaining Victory.” This insignia represents the logisticians’ mission of planning, integrating, and executing logistics activities in support of the Soldier. The key represents supply (quartermaster), the cannon represents maintenance and munitions (ordnance), and the ship’s wheel represents movement (transportation). The star in the center represents the unity and integration of all of these functions.

FEBRUARY 2008

Is the insignia available for purchase through clothing sales? When will it become mandatory to wear the insignia?

The insignia is available for purchase now. Officers will have until 31 July 2008 to purchase their new branch insignia.

The all Army activities message 286/2007, published on 14 December 2007, further clarifies the rules for wear.

What office is responsible for managing the Logistics branch?

The Logistics Branch Proponency Office here at Fort Lee functions as the executive agent to the commanding general of CASCOM for all personnel proponency matters.

The office is responsible for the Logistics branch’s personnel life-cycle management functions, including writing the Logistics branch section of DA Pam 600–3. The office also manages the Logistics branch portion of DA Pam 611–21, Military Occupational Classification and Structure, and ensures that personnel management policies, programs, and procedures established at all levels properly support Logistics branch-related requirements and issues.

The Logistics Branch Proponency Office advises and assists the Army Human Resources Command on branch personnel matters other than individual personnel management decisions. The office also works hand in hand with the Army’s Ordnance, Quartermaster, and Transportation branch proponency offices to ensure that we all stay in synch. The points of contact for the Logistics Branch Proponency Office are Lieutenant Colonel Vickie Stenfors, 804-734-0315, and Rufus Montgomery, 804-734-0312.

Where can people get more information about the Logistics branch?

You can go to the CASCOM website at www.cascom.army.mil and click on Logistics branch at the top of the page. We also have a topic site on LOGNet, which is the logistics section of the Battle Command Knowledge System. You can access this site using an Army Knowledge Online account at https://forums.bcks.army.mil. DTJ Major General Mitchell H. Stevenson is the commanding general of the Army Combined Arms Support Command and Fort Lee, Virginia, and the chairman of the Army Logistician Board of Directors.

We are proud to serve.

Whether we’re transporting vital equipment and commissary supplies or helping military families re-locate, we’re proud of the role we play in supporting America’s armed forces.

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

www.ndtahq.com | 11

by Karen Schmitt

12 | Defense Transportation Journal |

T

he Mine Resistant Ambush Protection vehicle, more popularly known by its acronym, MRAP, has proven to be a valuable asset in saving soldiers’ lives since the Department of Defense (DOD) launched the MRAP program in earnest in October 2006. By May 2007, and at the direction of Secretary of Defense Robert M. Gates, a task force was formed to integrate planning, analysis, and actions to accelerate acquisition. Soon after, procurement of the MRAP was given top priority following only behind missile de-

FEBRUARY 2008

fense and Joint Strike Fighter programs.

At a pre-Christmas briefing, DOD Press Secretary Geoff Morrell remarked that contract orders had increased to just under 12,000 with an end total objective of more than 15,000 vehicle units. Now that production is in full swing, momentum focuses on delivery to the troops. Deployment is top priority.

As this issue of the Defense Transportation Journal goes to press, 1300 MRAPs are in theater; another 180 are en route by sea aboard the USNS Pililaau, oper-

ated by Military Sealift Command, and an additional 15 MRAPs are in the air headed to Iraq. All told, it is estimated that $750 million will be spent this year to deliver MRAPs produced by four commercial manufacturers: Force Protection, International, BAE Systems, and General Dynamics Land Systems Canada.

Pentagon budget documents calculate the cost to fly one MRAP (from Charleston AFB) to Iraq at $135,000 compared to $18,000 to deliver by ship. In terms of time spent, it requires either one day by air or between 20 and 30 days by sea.

Depending upon vehicle configuration and the type of aircraft used, two to four vehicles can be loaded on board versus upwards of 100 vehicles on an oceangoing vessel.

dination, Collaboration, and Cooperation—help synchronize shipments.

FROM BOTTLENECKS TO BREAKTHROUGHS Program critics argued that the process to develop and produce the MRAP moved too slowly in the beginning. Now that vehicles can be counted on, the challenge

On the up side, the Army and the Marine Corps jointly agreed to purchase common items, rather than customize their orders, a decision that reduced complications of installing separate service-unique items.

try Brigade Combat Team, 1st Infantry Division, the first Army infantry unit to receive the MRAPs in October 2007, explained that “All motor transport trained personnel are fully capable of maneuvering them in tough situations ‘right out of the chute.’” Training takes place in theater, which means soldiers can get behind the wheel more quickly and operate with confidence.

Once the vehicles arrive in theater, CENTCOM’s distribution system moves the vehicles to receiving units.

THE “3 CS”—COORDINATION, COLLABORATION, AND COOPERATION ARE PIVOT POINTS Initially, MRAPs went by air because this was the most expeditious means prior to production ramp up. Russian crews were even contracted to provide airlift via the Antonov 124 (An-124). This made good sense in the beginning—it saved wear and tear on our C-17 and C-5 fleets and maintenance costs. It also alleviated significant risks. The C-5, for example, is capable of hauling a heavy load, but if a single aircraft were lost to wear, accident,

is to avoid similar criticism and ensure that the military men and women serving in harm’s way receive protection. On average, as companies are working flat out, it takes about a week to produce a single vehicle; however, USA reports that “bottlenecks lurk everywhere in the pro-

INDUSTRY RESPONDS— SETS BENCHMARK DELIVERY General Schwartz, USTRANSCOM commander, emphasized the need to create additional reliable, cost-effective transportation options in order to meet increased production demands. Furthermore, lives were on the line. Bob Wellner, Executive Vice President and COO of Liberty Global Logistics (LGL), recalls the special request that came to the company from the Department of Defense to accommodate the first surface (ocean) move of MRAPs from the US to the Mid East in mid-October this year. “After making some adjustments to the MV Alliance New York’s schedule, cargo obligations, and configuration, we were able to respond. Due to the sensitivity and importance of this load, timing was critical,

or incident, our military capability would be seriously compromised.

The US Transportation Command (USTRANSCOM) team looked at the right mix to manage the increased volume and expand options, and that would combine sea and air scenarios and strategically utilize commercial and government assets. Sealift is an especially efficient form of transportation because a single ship has the capacity to carry more than a month’s worth of the vehicles ferried by air. In all scenarios, however, the “3 Cs”—Coor-

cess. One manufacturer depends upon components from at least eight states and several foreign countries, including armor from Israel and tires from France.”

On the up side, the Army and the Marine Corps jointly agreed to purchase common items, rather than customize their orders, a decision that reduced complications of installing separate service-unique items.

On another positive point, the MRAPs are fundamentally large, heavy trucks, which shortens the operational learning curve. A spokesperson for the 4th Infan-

and the Alliance New York was asked to expedite its operations and estimated arrival to Kuwait. In addition to commercial cargo, the vessel initially lifted unit cargo in Beaumont, Texas. Thanks to the efforts of the 841st TTG, the departure time was accelerated.”

Wellner continues, “Unfortunately, as the vessel left Beaumont, she encountered Tropical Storm Noel, which delayed arrival in Charleston, South Carolina, where we took on the MRAPs.” All MRAPs, regardless of where they are produced, www.ndtahq.com | 13

“This is a big deal!” said Cynthia Bauer, public affairs officer for USTRANSCOM about the first deployed shipment of MRAPs by sea. The 841st Transportation Battalion, who helped orchestrate the move, is in charge of the loading and discharging of DOD cargo at strategic seaports on the East Coast at Charleston, Savannah, and Philadelphia. MSgt. Kevin Young, operations sergeant for the 841st notes, “Our command is headquartered in Charleston, and we work hand-in-hand with the Naval Weapons Station, so it makes sense to ship MRAPs out of here.” The local Coast Guard sector provides security on all vessels that load or discharge DOD cargo; local civilian longshoremen from Marine Terminal Corporation load and unload all cargo under the supervision of the 841st. Along with load planning and supervising the labor force that loads the vehicles onto the vessel, the 841st is responsible for tracking all the cargo that goes out of their port. The MRAP cargo is tracked by the 841st with RFID tags and military shipping labels

As is the custom every time they pull into port in the Mid East, Liberty Global Logistics hosts an Open House reception for the troops on board the Alliance New York. Well over 100 military personnel are treated to a taste of “home” and some well deserved rest and relaxation. On this occasion, the Alliance was berthed in Ash Shuaibah. Bob Wellner, Executive Vice President and COO explains, “It is a great opportunity and experience for both the troops and vessel’s crew.”

14 | Defense Transportation Journal |

FEBRUARY 2008

All MRAPs, regardless of where they are produced, end up Charleston where they are finally outfitted with navigational systems, jammers, and specialized instrumentation at the SPAWAR Systems Center. end up Charleston where they are finally outfitted with navigational systems, jammers, and specialized instrumentation at the SPAWAR Systems Center. “Once more, as a result of the great effort from the 842nd TTG, the vessel’s departure was expedited. All MRAPs—there was a total of 48 vehicles available at the time—were loaded on November 3, and the vessel set sail the next day. Following a 21-day, nonstop voyage, the MV Alliance New York arrived in Ash Shuaibah. The 599th TTG and 1173 TTBN helped to discharge the MRAPs on November 25, six days ahead of the Required Delivery Date (RDD).

“The overall operation was made a success through the joint efforts of USTRANSCOM, DLA, and SDDC and set the benchmark for establishing new

transportation options for the command and for expeditious and reliable delivery of critical equipment to the warfighter.” DTJ Liberty Global Logistics (LGL), a US company, provides logistical services and marine transportation alternatives to shippers of cargo, worldwide. LGL is a US and non-US Flag vessel operator, charterer, and manager, with special emphasis on Pure Car/Truck Carriers and Con-Bulkers, transporting government cargoes and government-impelled cargoes such as rolling stock, vehicles, trucks, trailers, heavy equipment, Mafis, helicopters, tracked vehicles, fork liftable cargos, household goods, containers, and all break and loose bulk commodities.

LGL can provide a wide array of logistical and transportation services and will accommodate services point to point.

RESOURCES DOD Briefing presented by Director Defense Research and Engineering John Young, Deputy Commandant for Programs and Resources; LTG John Castellaw, Deputy Chief of Staff USA G-8; and Commander Marine Corps Systems Command Brig. Gen. Michael Brogan.

July 18, 2007 “Sealift of MRAP Vehicles Begins” Cynthia Bauer USTRANSCOM Public Affairs November 30, 2007 “Journey Long, Demand High for MRAP” Tom Vanden Brook USA Today December 18, 2007 And special thanks to Liberty Global Logistics for sharing their story.

www.ndtahq.com | 15

Buoyancy Assisted

Aircraft A New Technology to Support a 21st Century Operational Concept—Stability and Reconstruction

By Gen William Tuttle USA (Ret.)

S

ince the launching of Operation Enduring Freedom, the Nation has been embarked on a renewed (since Vietnam) concept: securing the populations of failed or failing states and providing new governing bodies the resources to overcome governance barriers and to stimulate the development of their economies. The Army and Marine Corps have published a new doctrinal map for these stability and reconstruction (S&R) operations [Army FM 3-24 and Marine MCWP 3-33.5 Counterinsurgency, Dec 2006]. Inherent in stability operations are offensive and defensive combat as well as humanitarian operations. The doctrine has been embraced in Afghanistan, in Iraq, and in the Horn of Africa operations. It is likely to be the norm for the next several decades.

New operational concepts sometimes require new ways of thinking about how to support them logistically. This article suggests new thinking—a new transport concept enabled by the evolution of technology for airlift—that will enable rapid repositioning of forces and one of the most important S&R logistics tasks, distribution operations, in the harsh environments in which these operations are likely to take place.

Rapid repositioning of forces within the operational area—perhaps a whole country, eg, Afghanistan—provides the necessary operational agility to respond to or preempt insurgent operations in Afghanistan, Iraq, and the Horn of Africa, to respond to humanitarian crises such as the Pakistan earthquake or the southeast Asian tsunami, and to provide security for new nation building projects .

As in any campaign the logistics organizations in the theater must distribute

16 | Defense Transportation Journal |

supplies and equipment to their customer organizations to sustain the people and systems that carry out the campaign plan. In S&R operations the supplies include not only the normal military commodities but also the commodities and equipment necessary to the nature of the particular S&R missions in which the units are engaged.

Such operations range from combat operations to road and building construction to training and humanitarian assistance.

The primitive road infrastructure also presents a security threat because insurgents are likely to attempt to interdict the roads to delay sustainment and project supplies and equipment.

Both force repositioning and distribution challenges in S&R operations are likely to be greater than in conventional campaigns—such as Phase I of Operation Iraqi Freedom—because the transportation infrastructure is likely to be sparse. Forces are more likely to be faced with the kind of infrastructure found in Afghanistan or the Horn of Africa. S&R sites, as in Afghanistan, may be widely separated with unpaved roads connecting them to major hubs. Because of the underdeveloped economy, airfields will be few and a rail network sparse or nonexistent. Such an infrastructure situation suggests a truck-based distribution system as the principal solution.

But the poor condition of the roads and

FEBRUARY 2008

the extended distances between likely hubs and the S&R sites mean slow and painful transit for supplies and equipment.

The primitive road infrastructure also presents a security threat because insurgents are likely to attempt to interdict the roads to delay sustainment and project supplies and equipment. As in Afghanistan, the poor infrastructure, especially the absence of multiple routes to S&R sites, also aids the efforts of corrupt officials to exact “tolls” undermining efforts to improve governance. The limited road network also presents insurgents and criminal elements with opportunities to blackmail commercial carriers and contractors and gain financial resources for the insurgency and/or criminal activities. Such security threats against either US/coalition convoys or commercial carriers demand security assets to protect the convoys as well as critical bridges and other infrastructure.

The principal in-country logistics organization will consider the above characteristics in laying out the distribution process from entry points (air and surface ports of debarkation and any railheads) to S&R sites. It probably will establish distribution centers at the entry points to transfer cargo from intra- or inter-theater lift to in-country transport means. Such a transfer traditionally entails unloading the incoming lift and sorting by customer location, loading and dispatching the incountry transport, and back loading intraor inter-theater transport with retrograde cargo. The distribution centers also should serve as storage sites for heavily used commodities and equipment, maintaining sufficient stock to hedge against supply chain interruptions. They are the logical locations of component repair centers to support the S&R sites as well as medical facilities, both of which rely on the distribution system.

The in-country logistics organization will make maximum use of the infrastructure it finds and can access. It can bring materials handling equipment; it can build warehouses and other necessary facilities; but it can do little in a short time to improve on the transportation network it finds. The logistics organization in Afghanistan did organize and continues to employ a number of Afghan commercial trucking firms to perform much of the distribution to its customers. Not only does the commercial trucking op-

eration meet distribution needs, but it also contributes to the S&R mission by strengthening the economic performance of the Afghan economy, helping to assure a viable trucking industry, and helping the development of good governance by pinpointing corrupt officials demanding bribes for operating rights. This is a model that should be followed in other environments if conditions permit. But even with that success, the fragile road network described above will limit distribution effectiveness and road movement of units, adding risk to the S&R operations. There will be a need for speed of delivery for both repositioning forces and significant amounts of supplies and equipment that can only be met by air.

While air movement of units and resupply is an option, in the face of limited C-130 capable airfields in the areas where the joint task force could locate many S&R sites, fixed wing airlift cannot pick up much of the unit move and distribution workloads. Airfields can be improved or built, but that construction effort would compete for other construction/reconstruction projects critical to the joint task force’s stability and reconstruction mission in improving the viability of the government and the country’s economy.

Helicopter lift is an alternative, but it is more appropriate for short haul tactical distribution and security operations rather than for the longer legs needed to traverse the 500 mile or greater distances from distribution centers to S&R sites or longer distance moves of land force and special operations force units. However, the vertical take-off and landing capability of an air vehicle that could efficiently move C-130 equivalent cargo loads and people over those extended distances could fill the need.

The remainder of this article will suggest that there is a near-term probable technology solution to deploying such an air vehicle for the in-country cargo and force repositioning operations described above. The idea of an airlifter combining the buoyancy of a lighter-than-air dirigible with an airplane’s range has been around for several years. Visionaries had foreseen a large aircraft that could carry 500 tons of payload in a large cargo space intercontinental distances, taking off and landing in its own footprint and requiring neither a ground crew to handle lines to secure the

Vulnerability to enemy anti-aircraft fire can be mitigated with self-sealing gas cells, aircraft protection systems, and the relatively quiet engines. aircraft nor ballast to replace the discharged cargo weight for its return trip.

Until recently the technologies to produce such an aircraft had not been developed. The major challenges have been to manage the buoyancy of the aircraft to accomplish vertical lift and landing, to hold the landed position without the large ground crews required of dirigibles, and to load ballast to replace the off-loaded cargo.

Some of the contributing technologies have now been demonstrated on a small scale in a Defense Advanced Research Projects Agency (DARPA) project by Aeros Corporation, a producer of dirigibles for the commercial market. One of the critical technology breakthroughs has been to develop a way to control the density of helium by superheating and cooling to regulate lift off so that vectorable turboprops can take over the lateral flight with lift assisted by the buoyancy provided by the helium. At destination, the aircraft buoyancy can be reduced by increasing the density of the helium along with creating ballast through other on-board means, causing the aircraft to settle through a low speed

control system into the designated landing area. Management of the buoyancy of the aircraft is the central challenge that has been met in the sub scale tests. DARPA has recently funded a flight demonstration of the buoyancy management system, known as “Control of Static Heaviness,” which Aeros will accomplish using one of its commercial airships.

The buoyancy assisted aircraft differs from dirigibles in that it might have a rigid semi-monocoque hull structure fabricated from a lightweight but strong composite glass and carbonfiber material that includes gas cells. Further development can assess whether the weight penalty of a rigid structure may detract from its desired load carrying characteristics. The aircraft also would have an all-weather capability; modern avionics permits storm avoidance. Vulnerability to enemy anti-aircraft fire can be mitigated with self-sealing gas cells, aircraft protection systems, and the relatively quiet engines.

Additional development will focus on scaling up the technology to progressively larger craft. Although the original vision

www.ndtahq.com | 17

SD

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aining Sy r T C m

sium

sium

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S&R sites at the extended distances described earlier—and return without refueling. Transit time, albeit slow in aircraft terms, would shrink from days to hours, eg, an 800 nm sortie in about 7 hours versus several days by truck, depending on the road and threat conditions.

Fuel consumption, because of the benefit of the helium buoyancy management technology, would be a fraction of that of a C-130—an important consideration in the world of increasingly high fuel costs. For example, for a 600 mile mission with a 50 ton cargo load, the buoyancy assisted aircraft is estimated to consume about 15,000 pounds of fuel, but the 3 C-130s required would burn nearly 37,000 pounds.

An additional mission for the aircraft could be as a “connector” between a sea base and land forces ashore. When that idea was examined in a Defense Science Board study several years ago, the vertical take off and landing capability with buoyancy management had not been demonstrated. Landing on a ship requires that capability coupled with a low speed control system. The 60 ton capable buoyancy assisted aircraft could make the sea basing concept a more viable option than previously thought.

This aircraft development could make a significant contribution to both operations and sustainment of stability and reconstruction campaigns in the areas of the world most likely to be the scene of persistent conflict. It can produce the same caApril 28as- 30, 2008 • Rosen Shingle •Orlando, Flo pability conventional airlift forCreek 500 to 1000 nm force repositioning and distribution without the need for airfields because of its vertical take off and landing characteristics. The question is, will the Department of Defense invest some R&D funds to allow the development of the technologies that have been demonstrated? The Congress eliminated DARPA’s Phase II of the research project, which would have led to flying prototypes, principally because of the lack of DOD support (because at that time, the Phase I results had not been demonstrated.)

Clearly DOD is embarked upon a new strategy—stability and reconstruction—for dealing with the persistent conflict experienced since “9-11.” The buoyancy assisted aircraft can be the key airlift technology breakthrough that can enable agile force repositioning and a viable sustainment process in support of that strategy. DTJ

po

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aining Sy r T C m po

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of a 500 ton payload capability may be in the distant future, it appears that a 60 ton payload—equivalent to approximately three C-130 loads—may be feasible with-

in five to eight years. The Aeros Corporation concept for a 60 ton payload aircraft (named the Aeroscraft) would be about 420 feet long, 160 feet wide, and 105 feet high—a large flying warehouse with cargo space estimated at 25,000 square feet. Its mission profile would have vertical take off and landing and a cruising speed of about 100 knots with a range of approximately 4000 miles at an altitude of about 12,000 feet.

Such a mission profile could be utilized by the joint task force not only to reposition combat forces and other units, but also to allow the logistics organization to deliver cargo from distribution centers to

2 0 08

Its mission profile would have vertical take off and landing and a cruising speed of about 100 knots with a range of approximately 4000 miles at an altitude of about 12,000 feet.

Moving the Warfighter to the Futur via Strategic Partnerships

Moving the Warfighter to the Future via Strategic Partnerships April 28 - 30, 2008 • Rosen Shingle Creek •Orlando, Florida

2008 SDDC Symposium and NDTA Expo EXHIBIT CONTACT Denny Edwards denny@ndtahq.com or

Alisa Graham alisa@ndtahq.com

NDTA Headquarters 703.751.5011 18 | Defense Transportation Journal |

FEBRUARY 2008

Is your Chapter ready to commit to a CAUSE? There are plenty of deserving efforts that need your HELP. NDTA is sharing some ways that you can gather your strengths together.

Chapters are welcome to submit charitable organizations or worthwhile activities that they have participated in to help us GROW this list.

Central Pennsylvania Chapter Kicks off Holiday Season by Honoring Veterans’ Selfless Service

by John Fasching and Richard Young, PhD

Above left: Members, their family members, and even neighbors of the Central PA chapter listen to our own CAPT James Naber, Commander DDSP, give keynote remarks during the ceremony. Above right: Numerous Gold Star Mothers, who have lost sons or daughters in current operations, laid ceremonial wreaths for each of the Armed Services Veterans.

F

ifteen years ago, Morrill Worcester of Maine decided that all deceased veterans need to be both honored and remembered, but in a way that teaches younger generations of Americans about the true meaning of freedom. Beginning with only the graves at Arlington National Cemetery, Worcester and his Worcester Wreath Company eventually expanded the effort to more than 200 participating national, state, and other cemeteries across the US. As the annual numbers grew into the thousands, the real logistics challenge was finding enough volunteers to place a wreath at the gravesites of individual veterans. By compariRESOLVE to make this son, moving wreaths from Maine to the cemeteries was comparatively easy. Those who your BEST Year ever! support our National Defense never shy away from a challenge, and NDTA members are no exception. Enter the Central Pennsylvania chapter. It was quick to realize that the very end of what the professionals call a few-to-many supply chain often requires the mobilization and coordination of a legion of volunteers to execute the very personal wreath delivery mission to so many individual locations on a single day.

The task began with NDTA members, but is in the process of radiating out to myriad organizations where members have contacts, includder a i s ing the Boy Scouts, Girl Scouts, various veterans associations, church n o C aying L groups ,and student organizations from local colleges and universities. h t Wrea ct for But placement is just one element as the chapter also attempts to seek Proje l Day or out those individuals and organizations that would be willing to also ria o underwrite the project. m y e a M n’s D a r On December 15, eight Central PA chapter members, their family e t e V members and neighbors, and Faith and Joe Torsani participated in the ceremony at Fort Indian Town Gap National Cemetery. The ceremony www.ndtahq.com | 19

was the perfect way to kick off the Christmas season, solemnly remembering and Morrill Worcester, event founder and President of Worcester Wreath honoring those veterans having given so Company, spoke with NDTA headquarters to share how the WREATH ACROSS much of themselves, some of whom, lying in repose, paid the ultimate sacrifice for AMERICA (WAA) project began and how it has expanded overseas our freedom. Others took on this wonderful mission as well, including Veterans with sections dedicated to veterans, and of every conflict since WWII, Sons of the The idea sprang from a childhood experimilitary monuments. ence.

“I used to deliver newspapers when American Revolution, Gold Star MothWreath delivery from Maine to Arlington I was a boy and in ‘62, I carried so many ers, Civil Air Patrol, US Naval Sea Cadet has evolved into an event in its own right. that I won a contest and a trip to WashCorps, PA National Guard, Patriot Guard Tobin Slaven, spokesperson, told NDTA ington, DC. It was exciting for a youngster Riders, and numerous local companies. that this year’s convoy stretched for nearly from Maine to be in our Nation’s capital!

Education has always been one of the three miles and included State TroopWhen I visited Arlington National Cemobjectives of the NDTA, and although ers and Patriot Guard Riders, who escort etery, the sight of so many white headthis was a different type of logistics probfamilies of fallen heroes at internment. The stones raised in silent salute was etched lem and its lesson was markedly different convoy made 22 different stops at schools, in my memory forever.

Later, in 1992, as from our other educational activities, the VA homes, and senior centers along the our company was preparing decorations chapter could ignore neither the logistics way.

Arlington makes a striking panorama; for the holiday season, we mistakenly challenge nor the opportunity to educate many wreaths are used because on-themade too many wreaths, so I decided to younger generations of the sacrifices made ground support is available in great numdonate the overrun to Arlington. It took six by so many generations of veterans that bers. Slaven adds, “The long-term goal, as hours to place them at 5000 headstones came before them that were willing to unmore and more wreaths come out of Maine then. It became a tradition that we have selfishly give their lives in the interest of bound for locations around the country and proudly followed ever since. I have made preserving our freedom. as on-the-ground resources are found, is it my business . . . to NEVER forget.”

Though the Central Pennsylvania to extend the Arlington-like experience at 2007 was a benchmark year! Ten thouChapter was certainly pleased with comsmaller cemeteries.” sand wreaths were delivered and displetion of this local mission, its members Aside from Washington, DC, destinaplayed at Arlington National Cemetery, an feel compelled to tell the story with the tions in Texas, Ohio, and North Carolina additional 20,000 wreaths were placed at hopes of energizing other NDTA chapters welcomed the largest shipments. UPS participating locations around the United nationwide. “It’s a big challenge for us loprovided significant shipping help, along States (see NDTA’s Central PA Chapter cally,” said Wes “Shorty” Salmans, the with BOYLE TRANSPORTATION, another story), and wreaths were sent overseas to chapter coordinator, “but it is a much tallNDTA corporate member. Smaller trucking 24 cemeteries in the Netherlands, Great er challenge nationally, and the NDTA is companies and even individuals stepped Britain, France, Italy, and the Philippines just the organization to take it on.” Thereup to the cause, like Pat Mimick, an indein WAA’s first international effort.

2007 fore, the Central Pennsylvania Chapter of pendent trucker out of South Carolina who also marked the second year of widethe NDTA formally challenges each and donated her rig for a haul to Texas and spread stateside delivery (in the past 15 every chapter, NDTA corKansas. “This effort can’t happen without years, wreaths were only delivered porate sponsors, and the fine people and companies supporting to Arlington).

National Headr e Wreaths Across America. It doesn’t matt WAA’s original concept quarters to achap r: C r u ter if it’s one or a thousand—all is equal e remains true to its origio tively promote Y nsid o c r to t a in spirit,” explained Slaven. The organizanal intent.

The number of and particimigh e-ground coordinct tion has need for local cemetery site leadta wreaths that are donated pate in next on n-th as an o angements (c ur local g n ti c o r ers, on-the-ground contacts, or logistical A varies according to sponyear’s Wreaths hy e ar to mak e approval wit lunteers for coordinators. The need is also present r sorship campaigns and Across Amervo su and en y; coordinate ising funds to r a overseas. r volunteer recruitment; ica ceremog in cemete placement); assistin d n a th ; a g ts Going international was a big chale however, seven ceremonies. This is wr ckin cos wreath identifying tru ant t e s ff o lenge.

“Wreaths could not be imported nial wreaths, emblazoned something we tw t or anspor ies that migh tr n since plants may carry bugs and disease, with colorful miniature flags, can all set our compa participate. to so we needed a back up plan,” Slaven are always reverently dedicatmind to—no matcontinued.

“Artificial wreaths were coned at each location.

They honor all ter where our Chapsidered, but we used contributed funds military branches including a separate ter is located. Start planand contacted FTP Florist for direct purwreath for those Missing in Action or who ning early and get more information at chase and drop shipment.”

Wreath dediare Prisoners of War. A wreath tribute to the website: http://www.wreaths-acrosscations happen simultaneously at 12 noon the Merchant Marines was also added america.org this year. Location recipients include national cemeteries, regional cemeteries

** Freedom isn’t free, and we’ll never forget!

20 | Defense Transportation Journal |

FEBRUARY 2008

EST on December 15, which further complicates the overseas logistics.

Sgt. Mac Foundation On the morning of December 1, ABF assisted the Sgt. Mac Foundation in delivering 2000 wreaths to Quantico National Cemetery.

The facility is located on land that was part of the US Marine Corps training base adjacent to Quantico in Prince William County, Virginia; the land has been used by the military for more than 200 years. ABF made the haul from Gettysburg to Quantico National Cemetery. Marine Sgt. Eric McColley now rests at Quantico, interred in 2006 after a helicopter crash off the coast of Africa took his life.

Within a week of the accident, John McColley, Eric’s father, created the Sgt. Mac Foundation in his son’s memory. At first, the Foundation sold t-shirts and reached out to wounded veterans in need. Then, while placing a wreath next to Eric’s headstone, they were inspired to launch a new project. “Every time we went we’d bring him a fresh wreath,” John explained. “Then we’d pick a Marine around him to give his old wreath to. The wreaths started spreading with each visit.”

In 2007, the Sgt. Mac Foundation raised funds to cover 2000 Christmas wreaths. Military regulations allow Christmas wreaths to be displayed on gravesites from December 1 to January 31. So on the morning of December 1, the McColleys and about 25 volunteers attached bows to the wreaths and reverently placed them on 2000 gravesites. Shipping was donated

by ABF, which transported the Christmas wreaths from Sgt. McColley’s hometown of Gettysburg to Quantico in ReloCubes. Giant Food provided the 2000 wreaths at cost.

To learn more about the Sgt. Mac Foundation or to make a donation, visit sgtmac.org or call 252-480-1697.

A FEW MORE IDEAS ADOPT A PLATOON

www.adoptaplatoon.org

adapted homes that are nearly cost-free for wheelchair-bound and blind veterans.

• Road to Recovery Conference – An all-expense paid educational and service event for wounded heroes and their families.

The AdoptaPlatoon Soldier Support Effort™ founded in 1998 is a nonprofit 501C-3 organization managed nationwide by volunteer mothers to ensure that deployed US Service members in all branches of the military UNITED THROUGH READING are not forgotten by providing needed mail – MILITARY PROGRAM support and to promote patriotism in our read2kids.org/united.htm schools and communities. To provide a better deployment quality of life, lift morale, The Military Program, an underway qualityand assist military families, the AAP created of-life program for military families, helps projects that meet the needs of military rekeep parents and children connected while quests, established special projects for holiseparated during long deployments, through days, and assigns individual morale the medium of reading aloud on lifting mail support to service videotape. This program can members of all branches be utilized by all deployed of the US military serving personnel as they may Looking for their Nation around the choose to read aloud to Speakers? world. a younger brother or Salute America’s Heroes has a sister, grandchild, or list of speakers available who will even a child they are share inspirational stories. You might mentoring. consider asking one of these heroes to join your next Chapter meeting.

Biographies are online. Just call • Deployed parents 914-432-5400 to get more and children can cominformation. municate in a meaningful SALUTE way during separations.

AMERICA’S HEROES www.saluteheroes.org • Parents are trained in techniques to make the videotaped reading personal and interactive.

The Coalition to Salute America’s Heroes was created to provide a way for individu• Family morale is boosted and reinforced paals, corporations, and others to help our rental support is felt by the spouse at home. severely wounded and disabled Operation • Children’s fears about the parent’s abEnduring Freedom and Operation Iraqi Freesence are eased and anxiety is reduced dom veterans and their families rebuild their upon reunion. lives. Donate or volunteer your time and • Volunteer Deployment and Homefront talents to these different Salute programs: Coordinators are trained to manage the program.

• Emergency Financial Aid – Direct financial aid to soldiers and their families in crisis.

• Family Support Network – Concerts, OPERATION BACKPACK sporting events, special outings to help reunite families, therapeutic day camp for Your Chapter may want to help an NDTA children of wounded heroes, and more . grassroots humanitarian effort that began at Camp Alamo, Afghanistan. The effort con• Wounded Hero Career Network – Prosists of sending donations of school items grams that assist wounded Vets (and and clothing to needy youngsters in Kabul their spouses) in transitioning from their via joint forces based at Camp Alamo. To career in the military to exploring options learn more, contact OperationBackpack@ in the civilian workplace. ndtahq.com.

• Homes for Wounded Heroes – Disabilitywww.ndtahq.com | 21

Valley of the Sun

Resolved to Helping CHILDREN IN NEED

O

n December 11, 2007, seven members of the Valley of the Sun Chapter visited the West Valley Child Crisis Center (WVCCC) in Glendale, AZ, to deliver more than 75 gifts to the children for the Christmas holiday. The Chapter has been supporting the WVCCC for the past two years with holiday gifts, volunteer help, and financial assistance. In 2008, the Chapter will hold a separate fundraiser to provide for an outside play area covering to protect the children from the sun. On any given day, you can find children that have been removed from their homes by Child Protective Services (CPS) for reasons such as broken limbs, burns, cuts, bruises, emo-

NDTA members touring West Valley Child Crisis Center are (L-R) Marilyn Hammerstrom, Jim Burkhart, Mike McVeigh, Alicia Clark, Yvonne Frazier, Chapter President (seated), Heather Shell, and Roy Towne.

tional or sexual abuse, abandonment, or extreme neglect—sadly caused mostly at the hands of the people that they love and trust the most. Chapter members also had an opportunity to tour the WVCCC and meet with some of the young residents as

Emergency Preparedness Here’s a good New Year’s Resolution. Set yourself to designing an on-going Emergency Preparedness Program for your community—in local schools, at senior citizen centers, or within a working environment. Emergency Preparedness has been a key element of the NDTA mission at the Chapter level practically since its founding, but the concept takes on renewed urgency when we consider the impact of natural and terrorist related disasters. NDTA offered a tabletop exercise on Emergency Preparedness at the Charleston Forum specifically for members involved in Emergency Preparedness at the chapter level, and the leader of that exercise, Professor Irvin Varkonyi (ivarkony@gmu.edu) is available to answer questions you may have about starting a program.

A good starting point is the score sheet for the International Chapter of the Year Award. Emergency Preparedness is worth 30 points out of a possible 100 points.

Describe how your Chapter has: 1.

2.

3.

4.

Developed an effective preparedness planning program Actually responded to disasters Participated in emergency exercise programs Developed other programs that strengthen the community’s disaster response capability

they decorated for the holiday season. The newest resident, named Crystal by staff members, was only 3 weeks old; she was abandoned in the nearby Salt River the day she was born. Alicia and Marilyn took turns holding her as Yvonne played with one of the other girls in the game room.

We are very proud to be associated with this community support effort and plan to do more in 2008.

A Safe Haven . . . Since 1985, West Valley Child Crisis Center has provided temporary shelter and supervision for children who are victims of, or at risk of, abuse, neglect, or abandonment. Safe Haven provides a safe, nurturing, home-like environment staffed by quality care providers who interact with the community to increase awareness of, and work to prevent, the cycle of child abuse.

If your Chapter is considering starting an Emergency Preparedness Program, we have added a Statement of Understanding with the Red Cross to the NDTA Home Page that can be used as a sample guide. See http://www.ndtahq.com/ download/NDTARCSOUJuly15-04.pdf.

Thank you to the NDTA Washington, DC Chapter for sharing this resource.

Resolve to compete for the International and A-35 Chapter of the Year Awards.

Disclaimer: Options presented are by no means encyclopedic. Information is intended as suggestions to build on.

REMINDER TO OUR CORPORATE MEMBERS We are gearing up for our 2008 Almanac publication.

Please make sure your company profile has been forwarded to the NDTA For questions, please contact: Karen Schmitt, Managing Editor, DTJ (karen@ndtahq.com)

22 | Defense Transportation Journal |

FEBRUARY 2008

CHAPTER NEWS* RHEINLAND-PFALZ CHAPTER and SAN ANTONIO CHAPTER Paul Bunzendahl, retired Air Force colonel and long time NDTA supporter, passed away on Friday, December 28, 2007, at the age of 63. NDTA members, especially those of the Rheinland-Pfalz Chapter in Germany and the San Antonio Chapter, are deeply saddened by his loss. In 1988 and 1989, while Colonel Bunzendahl was the Director of the Transportation Division, HQ US Air Forces Europe at Ram-

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

stein Air Base, Germany, he also served as the Chairman of the Board of Directors of the Rheinland-Pfalz Chapter.

In 1991-1993, while Commander of the Joint Personal Property Shipping Office in San Antonio, Colonel Bunzendahl supported the San Antonio Chapter in numerous capacities as a member of the Board of Directors. After his retirement from a 26-year Air Force career in 1993, Paul served as the Director of the San Antonio Food Bank until he accepted a position at Palo Alto College

GOVERNMENT NEWS*

as a Distribution and Logistics Instructor. Subsequently, Paul was appointed as College Dean, serving in that capacity until 2001 when he left to accompany his wife to Mannheim, Germany. After his Air Force retirement, Paul continued his active support of the San Antonio Chapter on the Board of Directors and the Rhienland-Pfalz, working the student programs. We extend our heartfelt sympathy to Paul’s wife, Vivianne, and his daughters, Jill Bunzendahl Chimka and Melissa Bunzendahl. DTJ

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

MAME VANGUARD CPT, Chris A. Lecron, TC 841st Trans BN Public Affairs Officer Marne Vanguard, mission name for the recent 4th Brigade, 3rd Infantry Division cargo deployment at the Savannah SeaPort of Embarkation, took place at Georgia Ports Authority’s Ocean Terminal, Savannah, GA. The 841st Transportation Terminal Battalion, an active duty Surface Deployment and Distribution Command (SDDC) unit, provided command and control of Task Force operations at the Seaport of Embarkation (Ocean Terminal, Savannah, GA).

An SDDC Port Support Activity (PSA) team of reserve soldiers, active duty soldiers, and Marine Corps reservists from 4 separate units provided invaluable mission support. Reserve soldiers came from 1192nd Transportation Terminal Battalion (TTB) (New Orleans, LA, 14 soldiers) and 1174th TTB (New York City, 7 soldiers). An active duty SDDC aligned army unit, 407th Port Management Team (PMT) (Ft. Bragg, 10 soldiers), volunteered to support the mission. Additionally, a Marine Corps POG, Port Operating Group (2nd Beach and Terminal Company, 4th Landing Support Bat-

talion) out of Hunter Army Airfield, GA, supported the mission with 15 marines for movement control and security during the vessel load.

Responsibilities included: cargo documentation, cargo in-transit visibility (ITV), vessel load plans, safety/security of cargo, staging of cargo, TOC (tactical operations center) operations, and hazardous materials labeling and documentation. The whole SDDC Task Force concept is to provide deployment command and control of unit cargo from the deploying installation to the Seaport of Embarkation. After arrival at the SPOE in Savannah, SDDC provides command and control of the vessel load in Savannah, onward vessel movement, and subsequent vessel discharge in Kuwait.

Transportation deployment support occurs at every step of the SDDC Task Force deployment process. The process includes supporting unit movement of-

ficers (UMOs) create deployment equipment lists (DELs), military shipping labels (MSLs), and RF (radio frequency) tags at the fort. In addition, SDDC supports the movement of cargo by rail, commercial truck, and convoy to the SPOE (Seaport of Embarkation) Savannah.

Teamwork and integration of multiple commercial and government partners was critical; key players included SDDC, Military Sealift Command, the US Coast Guard, MTC-East, Georgia Ports Authority, Norfolk Southern Rail, Landstar Trucking, Mercer Trucking, Moving the www.ndtahq.com | 23

Military Trucking, ACE Trucking, and Ft. Stewart Directorate of Logistics. This particular mission will be the last deployment of OIF cargo during OIF 5. The 4th BDE is the last element of 3rd ID to join Task Force Marne in Iraq as they accomplish their vital mission of pacifying Baghdad.

The 4th BDE soldiers will be embedded in the area between the Tigris and Euphrates. One of the main missions of the unit will be to stifle the flow of enemy insurgents from that area into Baghdad.

The unit will need every piece of cargo from their force deployment package to ensure mission success. The SDDC Task Force intent is to limit or even eliminate the need for 3ID soldier support during the whole process. In lieu of cargo deployment planning and execution, the deploying unit, in this case 4th BDE, can focus on combat preparation tasks and finalize personnel actions.

The Task Force Marne Vanguard SDDC PSA team received only a couple weeks of notice prior to the Savannah mission.

We

Design

Manufacture

24 | Defense Transportation Journal |

However, the soldiers and marines that were sent for the mission all volunteered for the assignment. Many of the marines and soldiers volunteered to work in other military specialties while at the port to ensure mission success. In addition, all marines and soldiers worked 12-hour shifts to include some soldiers on night shift as there was a requirement for 24-hour operations during all vessel loads.

The mission included 1620 pieces of cargo from 4th BCT, 3ID, to include 355 track vehicles and 6 supercargo soldiers that ride with the equipment on the vessel. The cargo was loaded onto an LMSR (large medium speed roll-on roll-off vessels), Bob Hope, operated by Navy’s Military Sealift Command. Tom D’Agostino, MSC’s East Coast LNO to SDDC, stated, “While awaiting deployment orders, the Bob Hope was moored under reduced operating status at her lay berth in New Orleans.” After 3rd ID’s first OIF deployment, the USNS Bob Hope delivered the 3rd ID cargo back to Savannah in August of 2003.

Sell

FEBRUARY 2008

Install

One new initiative of the recent SDDC Task Force was increased cargo visibility of real time cargo status while ship loading through the use of RF-ID technology.

The Task Force Mission was a huge success as all cargo was loaded safely, efficiently, and with 100% accountability!

The success of the mission allows the 3rd ID to hit the ground running with their equipment once in Kuwait and Iraq.

The next SDDC Task Force mission at Ocean Terminal, Savannah will most likely be a cargo redeployment mission in spring 2008. After moving out all of 3rd ID’s Brigades over the last year and a half, SDDC will work on safely bringing back 3ID cargo for training and reset.

CPT Chris LeCron is the Cargo Movement Officer for SDDC’s 841st Transportation Battalion, headquartered in Charleston, SC. He is also the SDDC Savannah Seaport of Embarkation Operations Officer for 3ID OIF deployment/re-deployment missions at Savannah’s Ocean Terminal.

USTRANSCOM 20th Anniversary Epilogue In October last year, the USTRANSCOM celebrated its 20th anniversary year with pomp and circumstance at Scott AFB, command headquarters. In addition to a distinguished gathering of well wishers, written congratulations came from President Bush, who applauded the quality leadership and strong commitment to the mission, and Secretary of Defense Robert Gates, who proclaimed USTRANSCOM as the premier military force in the world and well-deserving of the celebration.

Senate and House Resolutions (SR#319; HR#640) were read aloud, recognizing the debt that we all owe to the service men and women, military contractors, and all families of USTRANSCOM who fight the global war on terror daily. Retired Air Force General Duane Cassidy, the organization’s first commander-in-chief, also recalled the great humanitarian assistance missions coordinated by USTRANSCOM

sion for a unified command with a single and encouraged the command to institute manager in peace and war and a dedicated a “culture of innovation.” commander eventually became a reality One plank owner was singled out for in 1987.” Furthermore, as President of his courage and vision as a springboard to NDTA from1989-2002, General Honor the “new culture” of a unified transporhelped build relationships between UStation command—LTG Edward Honor.

TRANSCOM and the “While serving as Direccommercial sector, without tor, Transportation, Energy which the command could and Troop Support, Deputy not perform its mission.

Chief of Staff for Logistics, In a separate ceremony, from June 1984 to OctoGeneral Norton Schwartz, ber 1986, General Honor current commander, became a member of the dedicated the refurbished general/flag officer steering Command Conference committee charged with the Room in General Edward creation of a unified transHonor’s name, noting the portation command (UTC).

LTG Edward Honor importance of recognizing He became an ardent supthe man who “made the difference.” He porter, stating that “the establishment of added that, “Ed Honor will remind the such a concept would improve our ability US Transportation family—those who to provide effective and efficient transsucceed us—that there was a team, there portation service for the entire DOD. Alwas a vision, there was someone who fulthough it took 18 years for his view to be filled the promise of what TRANSCOM accepted (and USTRANSCOM initially should be.” In a moving response, Genreceived only a wartime charter), his vi-

USTRANSCOM

Time Capsule

Continuing the precedence set upon USTRANSCOM’s 10th Anniversary, a Time Capsule was prepared of memorabilia contributed from within the Command and from partner organizations. Items reflect events, policies, relationships, and actions that have defined the organization over the past 10 years. The Time Capsule itself is noteworthy—an ultra modern Joint Modular Intermodal Container (JMIC), a pallet/crate hybrid being developed for shipping all types of cargo via all modes of transport. The JMIC was loaded, locked, and the key presented to General Schwartz, who in turn handed it over to Doctor Jay Smith, charged with its safekeeping. A partial listing of mementoes that tell the story of TRANSCOM follows.

FROM MS. JOLYNN BIEN (the only plank owner still serving at TRANSCOM)

• Command Group photo, September 2007; Global Patient Movement brochure, reflecting the most important but least heralded mission—movement of the injured from the battlefield to treatment facilities.

• Program from the Joint Transportation Reserve Unit’s 2006 Anniversary Ball, signifying the critical role played by the Reserve Component.

• Flag from Detainee Movement Mission, symbolizing support for the Global War on Terror.

• Blackberry hand phone used by senior leaders and staff officers to communicate when away from the office.

FROM SDDC, TRANSCOM’S ARMY COMPONENT • 75mm shell casing from ceremonial salute during SDDC’s arrival and flag raising at Scott AFB, August 2007.

• The “Golden Container Award” representing SDDC’s efforts to manage commercial shipping containers for the DOD to prevent costly charges upon late return.

Today, USTRANSCOM is the DOD’s transportation manager and provider, and in this capacity, is the Distribution Process Owner (DPO), responsible for the overall effectiveness and efficiency of the defense transportation network.

Component commands include the Navy’s MSC in Washington, DC, the Air Force’s AMC, and the Army’s SDDC, both located at Scott AFB. USTRANSCOM has an annual budget of $10 billion and a workforce of 51,000 active duty personnel, 86,000 reservists and guard members, and 17,000 civilian employees.

eral Honor remarked, “There is a time and a place for everything under the sun.

I am humbled. I appreciate the recognition. Out of my 35 years, TRANSCOM is at the top.”

• Guidon from the 1st Army Joint Task Force Port opening.

FROM MSC, TRANSCOM’S MILITARY SEALIFT COMMAND • MSC flag flown above dozens of MSC ships around the world, highlighting global nature of the command.

• Commemorative coin marking MSC’s 50th Anniversary in 1999.

• Plaque recognizing USNS Paul Buck (photo), MSC tanker in support of Operation Deep Freeze, to symbolize MSC’s brave role in harsh environments as part of the DOD transport team.

MCMURDO, Antarctica. The USNS Paul Buck at the ice pier (right) offloading fuel for use at McMurdo Station (USCG photo by Petty Officer 3rd Class Kevin J. Neff ).

www.ndtahq.com | 25

• Array of vehicle stickers no longer required for base access.

FROM COL KENNETH WAVERING, USAF (RET.), Former TRANSCOM

member and current President of NDTA Scott-St. Louis Chapter

• 60th NDTA Anniversary pin, September 2004.

• “Interstate 50” Keychain signifying 50 Years of the Defense Highway System, June 2006, known today as the Interstate System.

• Copy of the Association’s 10-Year Strategic Plan.

0

YE

ARS OF SERV

I

CE

6

FROM AMC, TRANSCOM’S AIR COMPONENT • Commemorative coin acknowledging the activation of a portion of the CRAF in February 2003 in support of Operation Iraqi Freedom; the second time CRAF has been activated in the 51-year existence of the program.

• The safety pin from a Joint Precision Airdrop System (JPADS), which uses steerable parachutes and global positioning guidance to deliver cargo from high altitudes with accuracy.

JPADS is proving its value in Afghanistan. (photo)

NDTA 60th Anniversary Logo Six supply bundles parachute accurately to the ground over Afghanistan via the 816th Expeditionary Airlift Squadron. USAF Photo/Tech. Sgt. Gary Kleinfeldt.

• A coin, patch, and scarf of the Phoenix Ravens, specially trained security personnel that protect AMC aircraft and crews transiting high threat areas.

The Phoenix Raven Program is 10 years old this year. (photo)

A student in a Phoenix Raven Training Course fires an M-9 pistol as part of training. USAF Photo.

FROM 375TH AIRLIFT WING • A piece of asphalt commemorating the new TRANSCOM parking lot opened April 2007 and symbolizing the infrastructure support provided by the Wing.

• 375th Airlift Wing commemorative coin.

26 | Defense Transportation Journal |

FROM THE DEFENSE LOGISTICS AGENCY (DLA) • Strap from an air line of communications pallet representing nearly 200,000 pallets shipped from DLA Distribution Centers in the last decade.

• Military Shipping Label printed on a Passive RFID tag, which together with Active RFID technology has greatly improved in-transit visibility of cargo worldwide.

• Documents relating to the development of the Integrated Data Environment/Global Transportation Network Convergence Program enabling TRANSCOM and DLA to bring IT Programs together under the same acquisition management framework.

FROM THE US MARITIME ADMINISTRATION (MARAD) • Copy of the just concluded MOU between TRANSCOM and MARAD transferring maintenance management of fast sealift ships to MARAD Administration and symbolizing continued and long-standing partnership in support of the war fighter.

FEBRUARY 2008

FROM THE COUNTERINTELLIGENCE FIELD ACTIVITY • Pen/Pencil Set representing support of TRANSCOM Operations and Intelligence Communities.

Counterintelligence Field Activity Insignia

FROM THE JOINT MUNITIONS COMMAND • Command Coin in honor of partnership to manage conventional ammunition for the DOD. FROM MS. VANCE HULLER Served as Executive Secretary to all 8 TRANSCOM Commanders • Items of Public and Personal Side of Commanders serving over the past decade: General Charles T. “Tony” Robertson, Jr. (14 September 1999 Memo from LTG Henry Glisson, DLA Director, accepting proposal to team build “Global Distribution for Our Customers,” marking first step in TRANSCOM’s role as the Distribution Process Owner (DPO) for the DOD, and a can of Diet Mountain Dew, General Robertson’s signature beverage.)

General John W. Handy (16 September 2003 Memo from SECDEF Donald Rumsfeld designating TRANSCOM Commander the DPO, the most significant mission change since the Command received its peacetime charter in 1992, and a packet of Earl Gray Tea, General Handy’s preferred beverage.)

General Norton A. Schwartz (Revised DOD Directive commonly called the USTRANSCOM Charter and new DOD Instruction, both published in July 2007, which institutionalize and define the DPO’s role, and M&M’s, the snack of choice in General Schwartz’s office.) DTJ

INDUSTRY NEWS*

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

DOLLAR THRIFTY AUTOMOTIVE GROUP Honored by Their Service Humbled by This Award Dollar Thrifty Automotive Group, parent company of Thrifty Car Rental and Dollar Rent-A-Car, was recently honored with the 2007 Secretary of Defense Employer Support Freedom Award. This is the highest honor in a series of Department of Defense awards celebrating employers significantly committed to employees serving in the Guard and Reserve. Out of 1200 companies nominated nationwide, Dollar Thrifty Automotive Group was

INDUSTRY INTERVIEW Leading the Way

PRESIDENT & CEO, ANDY CLARKE Panther Expedited Services, Inc.

By Denny Edwards One look at the two charging panthers on the side of any Panther Expedited truck, and you know that this company means business. And to Panther Expedited’s President, Andy Clarke, “business” means being a Solutions Provider. At 37 years, Clarke is President and CEO of an independent, non–asset based provider of expedited transportation and logistics services with a fleet of more than 1600 cargo vans, straight trucks, and tractor/trailers.

He passionately adheres to the philosophy that the most successful companies are the

White House photo by Joyce N. Boghosian

one of 15 companies to be recognized.

“We are a company that takes people on journeys. But many times, it is the journey home that’s most anticipated by our employees, their friends, and their fami-

ones that solve customer’s problems. “The first question our sales staff asks a potential customer is ‘Where are your problems?’ and ‘Will you let Panther come back to you with a proposed solution?’” Invariably, the answer is YES! And according to Andy Clarke, “When you prove that you can solve your customers’ initial problems, they just keep coming back with more challenges for you. The more problems you solve, the more opportunities you get, and your company is able to grow. Eventually, you become a true partner to your client. Consistently solving your customers’ problems makes you invaluable to them because they trust you and know that you will always have an answer.”

It is this approach of working with customers, seeing things from their perspective, and working with and through people that Clarke credits with both his personal success and that of his company.

As a role model and mentor, Clarke’s leadership and Panther’s business philosophy provide a timely subject for NDTA’s A-35 Mentor-Protégé Program.

Clarke joined Panther in 2006 as President of the company and has made significant contributions toward executing Panther’s strategy and managing its daily operations. He was appointed to the additional position of CEO in April of

lies alike. For all our employees serving in the Guard and Reserve, we thank you.

And we will continue to support you.”

Gary Paxton, President & CEO of Dollar Thrifty Automotive Group, Inc. DTJ

>> Personal Quote: Cycling is a great sport. >> I am a Category 1 competitive cyclist (that is just one step below professional status) and I find that it is a great way to stay in shape. >> Bike of Choice: I love my Eddy Merckx! >> Favorite Route: Southern California is the best all around biking area. >> Top Speed: 65mph >> Recent Competition: The US Masters Competition in Pittsburgh, PA.

Members of Camp Alamo’s Training Assistance Group, Kabul pose with a banner in thanks to Panther and NDTA for helping to facilitate “Operation Backpack,” an on-going humanitarian aid program initiated by the troops serving in Afghanistan. See our Dec 2007 DTJ for a complete story and photos of the children that need your help. To learn more or contribute to this worthwhile effort, please contact Mike Meyer at OperationBackpack@ndtahq.com.

2007 by company co-founder Daniel K. Sokolowski and the Panther Board. Previously, he had been the CFO, Senior VP, and Treasurer of Forward Air Corporation from 2001 to 2006. He also served as a Member of the Executive Committee and on the Board of Directors.

Andy Clarke, originally from Cincinnati, Ohio, pursued his undergraduate studies in St. Louis at Washington University.

He obtained his MBA from the University of Chicago and started his career in investment banking working in mergers and acquisitions in the transportation group.

Panther Expedited Services, which last year changed its name from Panther II because it better reflected the company’s mission, has more than 4000 active customers including 3PL providers, large automotive and industrial customers, and the US Government.

Serving the government and more specifically the Defense Department is one of Panther’s most important challenges. “We must maintain absolute credibility, rapport, and trust with our military customers. If we commit to a military mission we do it right and on time. Failure is not an option”, says Clarke, “when soldiers’ lives are at stake. Industry can rebound from an occasional mis-shipment, but with the Armed Forces, failure can have tragic life and death implications.”

To better understand the military supply chain and its ever evolving requirements is one reason why Panther Expedited has been so active in the NDTA. In fact, they have become the first company in 2008 to upgrade to the prestigious Chairman’s Circle PLUS membership. But that doesn’t mean 28 | Defense Transportation Journal |

I was attracted to the transportation industry for two primary reasons. The first is that there are always problems to solve and the second is that it is full of great people. I am fortunate to interact with people that have become personal friends. the company has not been totally involved in NDTA over the years. “Panther has won NDTA Outstanding Support awards twice, and last year Clarke accepted the Corporate Distinguished Service Award at the 61st Annual NDTA Forum and Expo, in Charleston, SC,” says Michael Stopka, Director of Government Services.

Clarke and Stopka agree that it is Panther’s all inclusive menu of government services that has helped win the company respect in the eyes of the military. Panther Expedited Services offers the military and government: • Direct service to and from all points in the United States and Canada • Qualcomm satellite equipped vehicles • Immediate vehicle availability information • Automated satellite location updates every 30 minutes • Customer Service available 24/7/365 • Industry leading optimization of freight

FEBRUARY 2008

Clarke points to the DOD market as a perfect example of his customer philosophy of providing solutions. “The military’s challenge was moving high value, high security shipments. Panther aggressively went about solving the problem by instituting a rigorous training program. We keep drivers fully informed of security requirements, and we have a separate group of security dispatchers who have developed the rapport and trust of their military customers. We concentrate on knowing and responding to the governments expectations. This approach produces low employee turnover, and provides continuity which the customers appreciate.”

With all the responsibilities of running a major company, how does Clarke find time for family, hobbies, and a few hours of relaxation. “You make time”, he says emphatically. Family is extremely important to Andy Clarke. He and his wife, Colleen and their three children Kelton 9, Cameron 7, and Riley 5 make quality time together a priority. “You have to have balance in your life. We love to travel and do things as a family.”

“For Panther, we will continue to grow the business and be an even better ‘solutions provider.’ All companies either get better or they get worse—but they never stay the same. What we did a year ago, was not nearly as great as what we are doing today, nor as great as what we’ll be doing tomorrow. We’ll be expanding our ground based business—we already have more than 2000 routing alternatives in our Dynamic Routings System. As an air forwarder, we charter but do not own our planes. You don’t have to own your fleet, but you do have to control it. I see a great future for Panther Expedited Services!”

Clarke has shared his own principles for NDTA A-35ers as they climb the ladder of corporate success: ➊ Become an expert in your field and an invaluable resource to your company and clients. ➋ Never be satisfied with the way things are. Always try to find a better way. ➌ Realize that success does not equal an “8am to 5pm” job mentality. It requires commitment and sacrifice. ➍ Don’t be afraid to make mistakes—but try not to make the same mistake twice. ❺ Continue to invest in your professional and educational development. DTJ

ARRC back with proofsRoll-Off Carrier American Roll-On Reliable. Versatile.

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Our large and exceptionally versatile fleet of Ro-Ro vessels are the perfect solution for shipping all types of military vehicles, helicopters, automobiles, and break bulk cargo. And their under-deck stowage provides the highest level of cargo security and protection.

For more information, call 201-307-1626.

www.arrcnet.com

<< INdustry INroads >> What’s Your Color?

Denise A. Bailey

Director, Government Sales Yellow Transportation

I

f it isn’t GREEN, you’ve been asleep for the past few years! That color is everywhere, and it has touched the transportation industry in a big way by representing genuine commitment to protecting natural resources and being more efficient.

At my company, Yellow Transportation, the new color is—well, Green. For more than 80 years, the signature color of Yellow has been orange because that is the safest color on the road. Besides, who can forget Greg Reid’s ceremonial unveiling of his orange socks at every NDTA event?

But today, we are proud to be Green.

Demonstrating good citizenship is a core value at Yellow. One of the most important ways we do this is by protecting the environment by using biodiesel fuels, governing speed for increased efficiencies, and supporting the recycling of tires, paper, and other materials. Yellow also encourages each one of its employees to minimize waste and recycle at home and at the

office and to consider carpooling when on the roads. And as a charter member of the EPA SmartWay Transport Partnership and recipient of the EPA Environmental Excellence Award, Yellow is dedicated to the reduction of air pollution.

Being environmentally aware isn’t just “in”—it’s good business. As many companies shift their supply chains in an effort to reduce their environmental impact, we are finding that they favor doing business with organizations who demonstrate environmental accountability.

So, tell us—what is your company doing to be good stewards of our environment? Share your story and your company will be featured in the DTJ. Please forward your information to Karen Schmitt, Managing Editor, DTJ [karen@ndtahq. com]. You will also be entered into a contest to receive a reduced fee on your booth at our annual NDTA Forum and Expo to be held in Reno/Tahoe, Nevada, in September of 2008! DTJ

ONE COMPANY, INDIVISIBLE, WITH SERVICES AND SCHEDULES FOR ALL.

Now, all the divisions of The Kane Company – Office Movers, Inc., Office Installers, Inc., Office Shredding, and Kane 3PL Third Party Logistics – are available on GSA schedule through Kane Government Services.

From office moving, furniture storage, delivery and installation and library relocations, to secure document destruction, safe computer equipment handling and worldwide logistics solutions, The Kane Company offers one-stop shopping for all federal agency and DoD needs. With Kane, one call really does do it all.

www.kanegovernmentservices.com

Call 866-GSA-RELO (866-472-7356)

FEBRUARY 2008

SMARTWAY TRANSPORT

(www.epa.gov/smartway/) is a voluntary partnership between various freight industry sectors and EPA that establishes incentives for fuel efficiency improvements and greenhouse gas emissions reductions. By 2012, this initiative aims to reduce between 33 and 66 million metric tons of carbon dioxide (CO2) emissions and up to 200,000 tons of nitrogen oxide (NOx) emissions per year. At the same time, the initiative will result in fuel savings of up to 150 million barrels of oil annually. There are three primary components of the program: creating partnerships, reducing all unnecessary engine idling, and increasing the efficiency and use of rail and intermodal operations. Kudos to our NDTA Corporate Members who have joined the ranks of SmartWay Partners!

TRUCK CARRIERS

ABF Freight System, Inc. Con-Way Freight • DHL Express FedEx Express Corporation.

Horizon Lines, Inc. Knight Transportation, Inc. Landstar System, Inc. McCollister’s Transportation New Penn Motor Express, Inc. Ryder Truck Rental, Inc. Sea Star Line, LLC • Trailer Bridge, Inc. UPS (Charter Partner) UPS Freight, formerly Overnite Transp.

USF Companies YRC Worldwide Inc. (Charter Partner)

FREIGHT SHIPPERS IBM Corporation

RAIL CARRIERS

BNSF Railway Company Kansas City Railway Company

LOGISTICS COMPANIES

Access America Transport APL Logistics C. H. Robinson Worldwide, Inc. EGL Eagle Global Logistics Greatwide Logistics Services JDT Transport, LLC • Menlo Worldwide NYK Logistics (Americas), Inc. Pacer Global Logistics Total Quality, Inc. • Tucker Company

AFFILIATES Pursuing Excellence Through ISO Certification.

30 | Defense Transportation Journal |

GOIN’ GREEN

American Trucking Associations (ATA) Enterprise Rent-A-Car

The Magic of Forecasting Michael D. Ford, CSCP, CPIM, CQA, CRE

Principal, TQM Works Consulting Instructor, DC Metro APICS, the Association for Operations Management

LEARNING OBJECTIVE To Develop a Feel for Forecasting Alongside the Numbers. >> Keep these TIPS in mind as you develop Demand Planner Skills: • Know your Customer Intimately and continue to develop and nurture the relationship • Become Familiar with Your Organization’s Transformation Process, including details of how deliverables are provided to the marketplace (manufacturing, distribution, service, etc.)

• Analyze the Factors that Shape Today’s Market and Business Practices and how they’re being shaped for tomorrow • Consider the Entire Supply Chain, including your Customer’s customers and your Supplier’s suppliers • Combine the Best of Qualitative and Quantitative Forecasting for ideal results

I

t’s a cold, wintry day in New York as I write this column on “Demand Forecasting,” one of five competencies of the Planning function within USTRANSCOM’s Joint Distribution and Deployment Enterprise (JDDE).

Various driving advisories from the radio interrupt my work from time to time and remind me of the parallels that exist between weather reporting and business planning. Both are prone to discrepancy since perception can often outweigh reality. And, the farther down the road that either forecast is made, the less reliable it may be and/or the greater its risk for error.

Fortunately you can better the odds when you balance Qualitative and Quantitative elements in your forecasting process.

A typical perception is, “Markets are unpredictable.” I can’t even begin to count the times I’ve heard statements that buffer the notion like, “Our customers keep changing their requirements,” or “Our business is volatile,” and “We’re different!” Even though demand patterns do fluctuate, the truth is that “something”

causes numbers to trend up, down, flat line, or cycle. There is always an underlying reason for why things happen. Experienced forecasters recognize the need to identify the reasons, understand how they affect demand, and then project forward based on that knowledge. They make it a priority to explore the “something.”

Effective forecasting is a combination of science and art (Quantitative and Qualitative techniques, respectively); however, my experience indicates that Demand Planners prefer the scientific aspect of forecasting via mathematical modeling. They tend to rely on spreadsheets and databases to generate volumes of data. Although I’m an admitted “left brainer” with an engineering degree, I remain unconvinced that this is the optimal technique. More data does not always result in more information. I cannot advocate a Quantitative approach that puts blind faith in a computer-generated set of numbers.

The Qualitative aspect of forecasting is what helps to separate the truly successful firm from those that merely get by, or those that ultimately fade away. History has shown that visionary leaders, whether from the private or public sector, had a sixth sense for anticipating major events—“the next big thing.” They also had an intimate familiarity with products, processes, and people—internal and external alike. The uninitiated may tend to classify this as just dumb luck, or “seat of the pants” guess work, but guessing over the long term would lead to as many failures as successes. Long-term winners know something. They have intuitive knowledge of their markets from “What’s Happening Now” to “What’s Expected” and “What’s Going to Happen Next.”

That knowledge is power, and when put into use improves the Demand Planning function, with an end result of improved Supply Planning.

The Joint Distribution and Deployment Enterprise, developed by USTRANSCOM, incorporates Planning as one of its nine main functions (Supply;

DEFINITIONS Forecasting The business function that attempts to predict sales and use of products so they can be purchased or manufactured in appropriate quantities in advance.

Customer A person or organization who receives a good, service, or information. There are external customers, who are outside your organization (ie, third party vendors) and internal customers (ie, inside your organization who are found in other functional and/or departments).

Transformation The process of converting inputs into finished goods or services. In a service firm, the input may be a customer.

Supply Chain The global network used to deliver products and services from raw materials to end customers through an engineered flow of information, physical distribution, and cash including reverse logistics.

(APICS Dictionary, 12th edition, 2007)

Demand Forecasting Creating accurate demand plans by applying forecasting techniques, evaluating market intelligence, and using collaborative input from partners. [It] considers [the] impact of market events on demand, such as labor strikes and droughts.

(JDDE Competency Model, USTRANSCOM, 2007)

www.ndtahq.com | 31

Transportation; Planning; Deployment & Sustainment Optimization; Joint Process & Systems Integration; Regional Combatant Command Strategy & Interoperability; Organizational Relationships; Joint Distribution & Deployment Leadership; and Measures and Perfor-

Above all else, Demand Planners must be prepared to take risks. Remembering the adage that “all forecasts are wrong,” we needn’t be afraid of being wrong . . . we certainly will be! mance Management). It combines the Qualitative and Quantitative aspects of forecasting for its Demand Planners and highlights Demand Forecasting as one of the overall five competencies that make up the Planning function.

Five Knowledge, Skills, and Abilities (KSAs) are essential to effective Demand Forecasting: • Analyzes causal factors and eliminates extraneous data inputs • Collaborates electronically with customers to synchronize supply and demand • Calculates “true demand,” independent of seasonal peaks • Understands the spectrum of events that can have an impact on demand • Reviews demand forecast inputs in conjunction with operational and contingency plan requirements Above all else, Demand Planners must be prepared to take risks. Remembering the adage that “all forecasts are wrong,” we needn’t be afraid of being wrong . . . we certainly will be! But our forecast will be more accurate than by statistical calculation alone, and we can take credit for the improvement that resulted from considerations a computer couldn’t recognize. DTJ You are welcome to send your comments to: michaeldford@earthlink.net 32 | Defense Transportation Journal |

FEBRUARY 2008

upcoming!

N

DTA kicks off the New Year with a renewed commitment to furthering professional development for its membership. In support, a series of focused articles will appear in each issue of the DTJ over the coming months. Contributions come from APICS, the Defense Acquisition University, and Lockheed Martin’s Enterprise Logistics Technology Office.

Content will address topics relevant to logistics and operations challenges faced by the Department of Defense, and will offer value to all levels of military and civilian logisticians.

PROFESSIONAL DEVELOPMENT FEATURE LINEUP FOR THE DTJ 2008 • “The Magic of Forecasting,” by Michael Ford, CFPIM, CSCP, CQA, CRE, TQM Works Consulting, APICS [February 2008] • “Lockheed Martin Links Logistics Training to Business Strategy,” by Jerry Cothran, Lockheed Martin Center for Performance Excellence [April 2008] • “Transforming Inventory into a Competitive Advantage: Best Practices and Productivity Tools,” by Kaye Cee McKay, CFPIM, CSCP, DEFENSE TRANSPORTATION JOURNAL Statement of Ownership, Management, and Circulation as required by the Act of August 12, 1970; Section 3685, United States Code, for Defense Transportation Journal, published bi-monthly at Alexandria, Virginia, for October 2007.

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

Executive Director of Education, APICS San Diego [June 2008] • “Mitigating Diminishing Manufacturing Sources and Material Shortages,” by Bill Kobren, Director of the Defense Acquisition University’s Sustainment program; Alex Melnikow, DMSMS program management, DLA; David G. Robinson, Defense Supply Center Columbus, OH, DMSMD Center of Excellence program manager [August 2008] • “Lean Supply Chain Management – The Seven Deadly Sins of Waste,” by Joni White, CFPIM, CIRM, CSCP, VP Education, APICS Washington, DC Metro [September 2008] • “The Logistician of the Future,”

by Irvin Varkonyi, Team leader, National Defense Industrial Association committee on Supply Chain Management [December 2008] Look for upcoming notices on training and professional development on national and regional workshops on these and other topics to be offered by NDTA in collaboration with partners in the Department of Defense, Defense Acquisition University, APICS, and corporate sponsors. DTJ Editor, Karen Schmitt.

4. Owner: National Defense Transportation Association, 50 South Pickett St., Suite 220, Alexandria, VA 22304-7296 (an incorporated association).

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

2. Location of the headquarters of gen- 6. Average number of copies each issue eral business office of the publisher: during the preceding 12 months: Total 50 South Pickett St., Suite 220, Alexan9,864; paid circulation by mail, 8,789; dria, VA 22304. sales through dealers, carrier or other means, 485; free distribution by mail 3. Publisher: National Defense Transor other means, 540; total distribution, portation Association, 50 S. Pickett 9,914; copies not distributed, 50. PerSt., Suite 220, Alexandria, VA 22304; cent paid and/or requested circulaPublisher, LTG Ken Wykle, USA (Ret.); tion: 94.5%. Karen Schmitt, Managing Editor, Dr. Kent Gourdin, College of Editor.

Charleston, Charleston, SC; Managing

COL Denny Edwards, USA (Ret.)

from

Pages PAST

NDTA has been presenting the prestigious National Transportation Award to outstanding civilian transportation leaders since 1950. During these past 57 years there have truly been some “Titans in Transportation” honored for their tremendous achievements. Those NDTA members that do not have a copy of our 50th Anniversary Yearbook, plus most of our younger members, may not be aware of some of the earlier, famous, and influential awardees. Certainly the list below is not all inclusive, but it definitely includes names that all NDTAers will recognize.

Giants in Transportation, Travel, and Logistics SELECTED NATIONAL TRANSPORTATION AWARD WINNERS 1950 Igor I. Sikorsky, United Aircraft Corporation: for inventing the first successful helicopter in America.

1953 William Francis Gibbs, Newport News Shipbuilding and Drydock Company: for designing the passenger superliner, SS United States, the fastest passenger liner afloat then and still.

1954 L. B. DeLong, DeLong Engineering and Construction Company: for developing a transportable dock.

1956 Donald W. Douglas, Douglas Aircraft Company: for his many contributions to military and civilian air transportation.

1959 Robert G. LeTourneau, LeTourneau Incorporated: for developing new earthmoving machines.

1950-1994 1960 Stephen D. Bechtel, Bechtel Corporation: for strengthening many types of transportation facilities throughout the world.

1966 Juan T. Trippe, Pan American World Airways: for his assistance in enabling Pan Am to record its series of aviation firsts.

1970 Thomas B. Crowley, Crowley Launch and Tugboat Company: for pioneering the development of the tug and barge transportation industries.

1988 Frederick W. Smith, Federal Express Corporation: for pioneering the “overnight” air-express delivery service.

1991 Lane Kirkland, American Federation of Labor and Congress of Independent Organizations: for his contributions to the American defense and transportation industries through his work in the American labor movement.

www.ndtahq.com | 33

HONOR ROLL

OF

SUSTAINING MEMBERS AND REGIONAL PATRONS

ALL OF THESE FIRMS SUPPORT THE PURPOSES AND OBJECTIVES OF NDTA

SUSTAINING MEMBERS A.I.R., Inc - USA d/b/a M2 Transport AAR Mobility Systems ABF Freight System, Inc. Air Transport Assn. of America Air Transport International, LLC AIT Worldwide Logistics, Inc. 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 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.

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.

DynCorp International Dynamics Research Corp.

Efficient Hauling Systems LP dba EHS Industries Enterprise Rent-A-Car Europcar Fikes Truck Line GE Aviation General Dynamics/American Overseas Marine GeoDecisions Global Maritime & Trans. School-USMMA Greatwide Dallas Mavis 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. KGL Transportation Co. Kansas City Southern Keystone Shipping Company Knight Transportation Liberty Maritime Corporation

LMI Lockheed Martin Aeronautics Co. Luxury Air Jets 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. 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 Air Express Raith Engineering Sabre Travel Network Savi Technology Sealed Air Corp.

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

Chassis King C.L. Services, Inc. CSI Aviation Services, Inc. Delaware River Maritime Enterprise Council (DERMEC) DHL Japan Dollar Thrifty Automotive Group 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 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 NCI Information Systems, Inc. Oakwood Corporate Worldwide ODIN Technologies Omega World Travel Patriot Contract Services, LLC Payless Car Rental

Philadelphia Regional Port Authority Port of San Diego PowerTrack, US Bank Project ACTA Quality Support, Inc. Seabridge, Inc. Sea Box, Inc. SkyLink – (USA) Trailer Bridge, Inc. Trailways Transportation System Transcar GmbH 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

34 | Defense Transportation Journal |

FEBRUARY 2008

Agility Defense & Government Services + PLUS American Shipping & Logistics Group (ASL) + PLUS APL Limited + PLUS Bennett Motor Express + PLUS Choice Hotels International + PLUS CEVA Logistics (formerly EGL Eagle Global Logistics) + PLUS FedEx + PLUS Global Aero Logistics, Inc. + PLUS Horizon Lines, Inc. + PLUS IBM + PLUS InterContinental Hotels Group + PLUS Landstar System, Inc. + PLUS National Air Cargo Group, Inc. + PLUS Panther Expedited Services, Inc. + PLUS YRC Worldwide + PLUS Accenture Alien Technology Corporation American Roll-On Roll-Off Carrier, LLC 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. Hapag-Lloyd USA, LLC The Hertz Corporation IntelliTrans, LLC

International Shipholding Corp.

Kuehne + Nagel, Inc. Lockheed Martin Maersk Line, Limited Matson Integrated Logistics Norfolk Southern Corporation Northrop Grumman Corporation Odyssey Logistics & Technology Corporation The Ports America Group Qualcomm Incorporated 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.

www.ndtahq.com | 35

continued from page 7

Dr. Kent N. Gourdin

Black Hawk: The Story of a World Class Helicopter Black Hawk: The Story of a World Class Helicopter, by Ray D. Leoni, ISBN 978-1-56347-918-2, Published by the American Institute of Aeronautics and Astronautics (AIAA), August 2007, $44.95, 200 pp.

W

ritten by the man who holds the design patent for the Black Hawk, Ray Leoni explains how Sikorsky used innovative designs with the right advanced technologies to meet the Army’s stringent specifications for aircraft performance, survivability, and reliability. With its creative Black Hawk design, Sikorsky won an uphill, highly contested battle for one of the world’s largest helicopter programs, reestablishing the company as a leader in the world community of helicopter producers.

Black Hawk variants have been put in service by every branch of the US Military and by more than 24 countries around the world, accumulating more than 5 million flight hours. Through its combat service in the campaigns of Grenada, Panama, Somalia, Afghanistan, and Iraq, the Black Hawk has demonstrated unprecedented mission versatility and survivability and proven it-

self to be an outstanding war-fighting machine that will serve for a half century or longer. In the best tradition and vision of Igor Sikorsky, Black Hawks are performing worldwide rescue and humanitarian missions saving countless lives and providing relief from natural and man-made disasters to thousands of people across the globe.

The book details the Army’s competitive selection process that resulted in a seven-month fly-off evaluation among prototypes from Boeing Vertol and Sikorsky. During this critical evaluation, a nighttime crash occurred on one of Sikorsky’s three prototypes with 14 Army personnel aboard. This book shows the cause and results of that crash and describes how its consequences actually strengthened Sikorsky’s competitive position.

It also describes in considerable technical detail the problems encountered by Sikorsky during prototype development in vibration, speed performance, maneuverability, and handling qualities and how they were solved in time for the production award. Many of the key people responsible for the success of the Black Hawk program are identified throughout this book.

(Provided by the publisher.) DTJ

| FAREWELL | Mary Konjeveda

E

xhibitors familiar with either of the National Defense Transportation Association’s annual Expo events (the NDTA Forum and Expo or the NDTA Expo held in conjunction with the SDDC Symposium) will recognize the name Mary Konjeveda. Mary joined the Association in October 1994 to assist with marketing projects and to help coordinate exhibit hall reservations; she also took on special tasks to support production of the 50th Anniversary Yearbook just after her arrival to the NDTA. We wish Mary the best of luck as she moves on. She will definitely be missed by many members, friends, and exhibitors. DTJ

36 | Defense Transportation Journal |

the last 10 years. Forum Sponsorship was excellent, including a record number of booths in the exposition hall. 2007 was a very good year for NDTA! In this issue of the DTJ is an article about an innovative technology—Buoyancy Assisted Aircraft. Is this mobility platform in our future? Additionally the article on The Army’s New Logistics Corps—What’s in Store, is “must” reading for all Army officers. The Air Force formed the Logistics Readiness Officer specialty by combining the supply and transportation skills into one functional area. The Army is restructuring the Ordnance, Quartermaster, and Transportation Corps into the Logistics Corps. NDTA will change to provide educational and professional development opportunities for Logisticians. Please provide me your ideas on how our Association should adapt to best support these changes. Also, read about how one of our corporate members, Liberty Global Logistics, responded to USTRANSCOM’s requirement for reliable, cost effective, rapid movement of MRAPs, and how SDDC’s 841st Transportation Battalion ensured successful deployment through the Savannah Port.

This is your Association, and we work to support and respond to our members.

Provide your comments and suggestions to me: ken@ndtahq.com. Thank you for your outstanding support and participation in NDTA. DTJ

DTJ INDEX OF ADVERTISERS ARI - Hetra. . . . . . . . . . . . . . . . . . . pg. 24 ARRC . . . . . . . . . . . . . . . . . . . . . . . . pg. 29 Avis. . . . . . . . . . . . . . . . . . . . . . . . . . Cov 2 FedEx. . . . . . . . . . . . . . . . . . . . . . . . Cov 4 Kane Company. . . . . . . . . . . . . . . . pg. 30 Landstar. . . . . . . . . . . . . . . . . . . . . . . pg. 2 Maersk SeaLand . . . . . . . . . . . . . . . pg. 1 Marine Terminals Corp. . . . . . . . . pg. 17

NDTA’s 50th Anniversary Yearbook (published Summer of 1994; 226 pages; full color) is a valuable resource, with handy reference to transportation milestones, coverage of Association activities, and interesting industry factoids from government and commercial sectors. A limited number of replacement copies are available at a modest cost. Please contact Leah Ashe at 703-751-5011 for information.

FEBRUARY 2008

Matson Navigation . . . . . . . . . . . . pg. 11 McCollister’s Transportation. . . . . pg. 8 SAIC. . . . . . . . . . . . . . . . . . . . . . . . . Cov 3 T. F. Boyle Transportation. . . . . . . . pg. 6 UT Center for E.E.. . . . . . . . . . . . . . pg. 15

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